The British High Street: In decline?

The British High Street; In decline?

How can we re-engage with the modern consumer through the considerations of experiential marketing and an idea of ‘community’?

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The British High Street; In decline?

How can we re-engage with the modern consumer through the considerations of experiential marketing and an idea of ‘community’?

Fig. 7, Kantar Retail, 2013.

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Harriet Dunn N0314365 Fashion Communication & Promotion Negotiated Project stage 1 FASH 30001

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Experiential retail Experiential marketing Traditional marketing is dead The consumer The role of the physical store Flagship stores Technology

Community How can community be used as a solution The Portas Review High streets need character Vacant shops Independent retail Urbanisation Conclusion

How can my brand use this?

Personalisation Meanwhile use & space squatting Independent retail Indulge your senses Use of technology The customer is always right

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How can I use this within my community?

Breathing life back into a high street community Urbanise the high street

Conclusion Main conclusion

References References Bibliography List of Illustrations

Appendix Declaration & ethical forms Appendix

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The only hope our high streets have of surviving in the future is to recognise what's happened and deliver something new Portas, 2011

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Fig 1. Jones, 2010.

Fig 2. Black and White Photography, 2013

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The demise of the British high street.

Whilst most people would have you believe that the downfall of the high street has been a direct result of the recession we have been exposed to in recent years, surveys (this particular one was conducted for the BBC’s Inside Out programmes) have proven this not to be the case. Although it will come as no surprise that the growth in online retail has drastically added to the pressures mounting up against offline retailers, LDC’s Matthew Hopkinson argues, “it is more a reflection of our changing shopping habits” (2010). Yet this isn’t to say that there is a lack of desire amongst consumers to shop in store.

The British high street has been reported widely in the media in recent years. MPs are trying to implement local policies to ensure their constituency is working to the best of it’s ability, retailers are continually trying to come up with new ways to engage with their consumer demographic in an offline presence and the rise in the number of vacant properties on the high street is heavily documented. Add to all of this a constant flow of conversation between Mary Portas and other industry commentators on Twitter, (see appendix 5) you seemingly can’t move for exposure to this topic in everyday life.

However, the problems we face in trying to regenerate our high streets have spurred some change up and down the country. In Bath, the Southgate Bath development has provided a sympathetic retail and leisure environment to entice shoppers to make better use of public spaces; new commercial and residential developments have breathed life back into historic warehousing in Gloucester Docks, making the most of the city’s key landmarks; and a street audit carried out in New Road, Brighton has led to a redesign taking into consideration everything from the positioning of street furniture to the choice of a ‘shared space’ treatment (Pickles & Shapps, 2012).

Although changes like these are a move in the right direction particularly for those high streets that are in real danger of a complete demise, they are merely scratching at the surface of the changes that need to be made if rejuvenation has even a slight chance of being successful in Britain.

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34% 3% 63% In a recent survey where the general public was asked how often they shopped in store as opposed to purchasing their goods online, 34% stated they mostly shopped in store whilst 63% specified they shopped both online and in store in stark comparison to 3% who stated they mostly shopped online (see appendix 6.2 for full survey) - a clear indication that the traditional method of shopping is still favoured by the majority of British consumers.

Fig 3. Shopping habits, 2014.

Out-of-town shopping centre’s have also largely contributed to the ever increasing demise of British high streets in recent years and it’s easy to see why; they offer the customer convenience of having shops in one place, free parking entices the customer away from expensive town centre car parks and they recognise the importance of being a destination for customers. (Kite, 2014).

It seems as if we are losing a fighting battle. Now more than ever before, we need to address the issues surrounding the British high street that have up to this point, largely been brushed under the carpet.

Aims This report aims to explore the idea of two subcategories; experiential marketing and the role of community life, in an attempt to come up with solutions that could be implemented today in a response to the decline of the British high street.

Whilst these topics don’t necessarily fit hand in hand in terms of industry insight, they go a long way in addressing the issues that currently operate from within both a retailers (the marketing aspect) and a consumer’s perspective (the community life aspect). During a time when brick-and-mortar retailers are struggling to connect with their consumers, in part due to the growth of e-commerce but also because traditional marketing methods are now becoming obsolete, attention should be paid to the fundamental aspects at the core of these issues – a re-engagement with consumers via new marketing techniques and a need to bring shoppers back onto the high street through a re-defined purpose.

Through the consideration to analysis of research, industry experts opinions and looking to brands that have successfully adopted experiential marketing techniques, the first half of this report aims to explore how a revitalisation in the retail industry can be directly related to bringing consumers back on the high street and shopping in store.

The second half of this report further addresses the issues faced on our high streets but moves away from applying marketing methods and instead focuses on an idea of ‘community’. The aims of this section is to discover ways in which developing a sense of community on a high street amongst local people, can affect a physical landscape and its residents.

"By understanding the shifts in popular culture and its relevance and meaning to consumers, we can anticipate change” Wallis, 2014

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A shopper today has vastly different expectations of product, service value and environment than even five years ago Deloitte, 2012

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Fig 4. The Olympia Shoreditch, 2014.

Fig 5. The Olympia Shoreditch, 2014

Customer data Improved revenue & profitability

What can brands gain from using data to personalise the customer experience?

Improved customer loyalty

The consumer chapter

Improved customer insight

Improved customer experience

Fig 6. Consumer, 2014.

In a market where mobile devices are increasingly being operated by consumers on a daily basis, research reveals that shopper satisfaction at retail stores is declining up to 15% per year and therefore it has been suggested that a radical rethink of the consumer decision journey is necessary (Grünsteidl, 2013).

The ‘rise of the connected consumer’ is a term that has given way to a new demographic of customers – one that is taking charge of their own shopping experiences.

Over recent years, the pace in which consumers expect to see a digital in store experience has increased dramatically, particularly in younger generations – often known as ‘digital natives’. This rapid change has largely been driven by mobile smartphone devices that allow consumers to access information more readily and accurately, even more so than most store assistants (Lovell, 2013) (see appendix for interview).

Research has proven that brand experience is an influential factor in a consumers purchase decision; “We interviewed 3,000 people in Bluewater last year and 83% said that a brand experience would hugely influence their purchase decision” ( Johns, 2013) (see appendix 1.1 for interview).

Brands such as Disney and Apple have mastered the idea of customer service in a way that entices repeat buying by customers who walk away from their stores feeling looked after and valued.

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Furthermore, Boots, Tesco and Sainsbury’s are just a few brands who currently succeed in the way they use their customer data to personalise the shopping experience (Lovell, 2013). The internet facilitates relationship building between a brand and its consumers and thus the aim of marketing for most retailers today should be to enhance these relationships in order to add value to their products or services and ultimately contribute to their profitability (Buhalis et al, 2007).

Taking all of this into consideration it has become apparent that retailers need to adopt a strong data strategy. Those that don’t risk losing out heavily to those that do (Lovell, 2013).

Some would argue that as a result of tailoring marketing messages to an individual consumer, it has become even harder to capture their attention. However, on the other hand technology can be used to filter out unwanted messages therefore allowing consumers to choose which brands they want to communicate with. “Permissionbased and highly personalized marketing is now adding value to goods and services. The competition is likely to become more fierce” (Maney et al, 2002).

Fig. 7, Kantar Retail, 2013.

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Brand

Brand

Brand Peters, 1997

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Fig. 8 Walsall on market day, 1990 Fig. 9 St. John’s Dairy, 1949

The death of traditional marketing For centuries now, philosophers, psychologists and popular thinkers, from Aristotle to Steve Covey have repeatedly asked the same questions: What motivates people? What makes life worth living? What is a good life? The response to these questions has always been along the lines of: something beyond mere need satisfaction; something beyond the constraints of “stimulus response” reactions; something that somehow transcends our lives. (Schmitt, 1999: p.59) So why then has traditional marketing (until recent years) been favoured by many a marketeer across numerous industries (consumer, technology, industrial and service)?

The premise of traditional marketing is largely focused upon functional features and benefits, features being defined as “characteristics that supplement the product’s basic function” (Kotler, 1994: p.295) and benefits arise from functional features (Schmitt, 1999: p.14). It’s no secret however that features and benefits (F&B) marketing is becoming outdated.

It would be naïve to assume that all traditional marketing channels aren’t still successful today because some still remain important. Alex John’s (Managing Partner at Worth Retail Ltd.) agrees that the majority of methods are becoming outdated. However whilst TV advertising has been proven to work (Iceland sponsorship of I’m A Celebrity: Get Me Out of Here! Is testament to this) brands are finding it increasingly difficult to “work out who their customer is and how to reach them” ( Johns, 2013) (see appendix 1.1 for interview) and John’s thoughts on this matter are largely supported by consumers today.

67% 27% 67% of consumers who were asked ‘how does a brand most successfully communicate to you’ specified through in store interaction. In contrast, 27% responded that the Internet was the best way a brand can communicate to them (see appendix 6.1 for full survey results).

Fig 10. Brand communication, 2014.

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"Experience is the new currency of the modern marketing landscape, because experiences are life, and people talk about experiences every day” Smilansky, 2009

The rise of experiential marketing Experiential marketing is a consumer-focused discipline whereby the ultimate goal is to create holistic experiences for customers (Schmitt 1999: p.xiv). Experiential marketers establish marketing campaigns on the elements of a conversation, a dialogue that is based on one-to-one dynamics.

It can be assumed therefore that this type of marketing is a discipline of personal voices, based on human interaction that will remain the same even if repeated hundreds, thousands, and millions of times. (Lenderman, 2006: p. 27).

Through extensive research, marketers are increasingly finding that traditional media channels and oneway communications are losing their effectiveness amongst consumers (Smilansky, 2009: p. 8).

In a move away from traditional marketing techniques, customers assume the benefits and features of a product; they can measure the quality of said product and accept positive brand images naturally. (Schmitt, 1999: p.22).

Now to reflect the change in times and the desires of consumers, they want “products, communications, and marketing campaigns that dazzle their senses, touch their hearts and stimulate their minds.� (Schmitt, 1999: p.22) In a recent survey when asked how much they agreed with this statement, 60% of consumers specified that they definitely agreed whilst a mere 3% indicated that they strongly disagreed (see appendix 6.1 for full survey results).

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Focus on customer experiences

Examining the consumption situation Customers are rational and emotional animals Methods and tools are eclectic

Fig 11. Experiential marketing, 2014.

So how is experiential marketing being used today and what have brands gained from moving away from traditional marketing in a bid to entice their customers in store where they provide them with a shopping experience they’re not likely to forget in a hurry?

The shift from a product-focused era to the consumerfocused began in the mid-20th Century when brands such as Ogilvy revolutionised advertising and brands evolved, taking on unique personalities. Consumers were encouraged to aspire to a lifestyle that a particular brand represented through customer-focused marketing, and this marked a shift from a rational message to an emotional message, or a combination of both (Smilansky, 2009: p. 9).

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Physical stores are still the primary way people acquire merchandise, and I think that will be true fifty years from now Johnson, 2011

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Fig. 12 HMV Oxford Street, 1939 Fig. 13 Anon, 2013

The role of the physical store

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The look and feel of a store is a fundamental key component to a consumers shopping experience. It can both enhance or destroy a retailers or brand’s reputation in the mind of the consumer and can influence whether or not they make a return visit ( Whiteaker, 2011).

Whilst some are questioning the role of a physical space in a brands overall marketing strategy even the most pessimistic commentators do not seem to be predicting the complete demise of the retail store (Deloitte, 2013). Although the purpose of the store has changed largely to reflect the multichannel world we now live in, it has become apparent that there will remain a role for a space where retailers can interact with their consumer demographic on a physical level. Product sampling in supermarkets is a prime example of this, whereby shoppers are encouraged to taste the latest products in an attempt to ignite interest and engage in a conversation with sales assistants. This attempt at interacting with the customer is a simple technique used by retailers to “strengthen the bond between the store and the customer” (Underhill, 2012)

"The physical environment can serve as a differentiator in signaling the intended market segment, positioning the organization, and conveying distinctiveness from competitors” Schmitt & Simonson, 1997 20

However, whilst it is clear that the importance of a store presence remains for brands and their offline marketing strategy, we could be seeing a downsizing in the number of store portfolios for retailers. Already leading the way for this and proving that brands can make a big impact in a few stores is John Lewis. With 35 stores nationally they continue to be a huge presence on our high streets and their online business has grown exponentially. ‘Sold Out’ author Bill Grimsey suggests that their success in recent years has been because they have managed to understand the “bricks and clicks combination of multi channel retailing and product” – a mix that all retailers should understand (Grimsey, B. 2013) (see appendix 1.9 for interview).

A combination of multi channel retailing and a strong store presence is more effective in a few stores as opposed to providing consumers with a lackluster store environment that isn’t supported by their online channels in a large quantity of stores.

When asked how important the role of the physical store is for both retailers and consumers, Alex Johns of Worth Retail confirmed what we already knew: “Massively so” ( Johns, 2014) (see appendix 1.1).

8% Online retail has been a concern for retailers in previous years and will be in years to come as it shows no signs of slowing – online sales are forecast to grow 8.8% points faster than overall retail sales over the next five years and are predicted to reach as much as £43billion in 2015, accounting for 14% of all retail sales.

However, as the rate of growth for online sales grows, retailers are beginning to realise the extent to which online was compensating for a largely lacklustre store performance (Deloitte, 2013).

Fig 14. Online retail, 2014.

In a world where consumers are constantly exposed to the latest in technological developments, brands are continually trialing advanced mobile device systems and retailers are persistently looking for ways to entice their consumer in store, is there a need for a physical retail space anymore and what relevance does it hold for consumers?

"In a truly multi-channel world, the

How are brands enticing customers back in store currently?

purpose of the store changes from 'driving sales of the product in store' to being 'brand and product showroom that drives revenues across all channels’”

“Tea and cake all round as John Lewis enters the loyalty card market with ‘my John Lewis’ Millions of John Lewis shoppers are to be offered free tea and cake each month by the high street giant as it launches a nationwide loyalty card programme.

The employee-owned chain on Friday revealed it would be joining the list of retailers bidding to learn more about their customers by tracking what they buy, when they shop and offering perks and freebies in return.

The “my John Lewis” scheme, which launches on October 30, will not offer points or discounts but treats such as regular prize draws, personalised incentives and ... free tea and cake in one the chain’s in-store restaurants each month.

Fig 15. Multichannel, 2014.

He told The Daily Telegraph: “We want to get more personal with our customers and engage with them more, encourage them to shop more frequently with us.” (Hawkes, 2013).

This scheme highlights how much the issue of bringing customers back in store is at the forefront of British high street retailers minds.

John Lewis added that “from the information Whilst we are accustom to loyalty schemes within members choose to share” it will be able to tell them supermarkets, rarely do we see them in high street stores. more about their favourite products, give exclusive product previews and and invitiations to local events. John Lewis are trying to entice their customer back Chris Bates, head of customer marketing, insisted in store because they understand the importance that “ethical” retailer had no plans to sell the data of multi-channel retailing and the vital role stores it collects to third-party advertisers or brands. play in delivering superior customer experiences.

Fig 16. My John Lewis, 2014.

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With the increasing maturity of eCommerce and omnichannel retailing, the successful retailer of tomorrow understands that it’s now all about experiential commerce Smith, 2013

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Fig. 17 12 The HMVold Oxford Fig. High Street, Street, 1939 1960 Fig. Fig. 13 18 Anon, Oxford2013 Bus, 2009

53% 44% 3% When asked ‘how open and willing are you to using technology in store?’ 53% of respondents indicated that they were very willing to give it a try whilst 44% stated they didn’t particularly mind and a paltry 3% specified that they weren’t willing at all to try out new technologies in store (see appendix 6.1 for full survey results).

This is a clear indication that consumers today are eager to try new technologies in store.

Fig. 19 Technology, 2014.

Technology It is critical for retailers today to have a multi-channel marketing strategy in place and whilst some brands are late to the mark with adopting technology within their stores, the majority of retailers have successfully adapted and incorporated digital practices to ensure that their offline strategy is as enticing to its consumer as its online counterpart.

Brands such as Diesel, Tissot and Starbucks have successfully adapted technology within their offline strategies (see appendix 4.3 for case study).

However, as it to be expected, online platforms can achieve things that offline platforms never will. Online retailers can capture data simply, they can easily understand and interpret consumer-buying trends and habits and can adapt and react accordingly ( Johns, 2013) (see appendix 1.1 for interview).

Whereas in deep contrast, a high street retailer doesn’t have access to the most basic information about their consumer such as name, address, phone number. New ways to attain this information must be thought about carefully and as a matter of importance because it has become obvious that those who fail to do so quickly go out of business – Jessops being a prime example of this.

However, consumer’s needs and wants should be taken into consideration also – do they want to interact with technology that has been largely incorporated into their shopping experience offline?

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Fig. 20 Tesco, 2012.

Fig. 21 The Future of the Fashion Show, 2013.

Fig. 22 Timberland, 2012.

Fig. 23 Primark, 2013.

Fig. 24 Timberland, 2012.

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Vacancy rates can stimulate a negative image of the high street Nutter, 2013

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Fig. High Street, 1905 Fig.1725Lyminton High Street Montrose, 1870 Fig. 2009 Fig.1826Oxford CornerBus, shop, 2013

Another solution has been to turn empty shops into housing as suggested by planning minister Nick Boles. Earlier this year, local authorities across England were urged to concentrate their efforts on revitalising shopping to just a few “prime streets” while the rest can be converted into homes or apartments (The Week, 2013). Whilst this solution has been welcomed by those who are in favour of radical solutions to provide new housing stock without building on green belt land, the proposals set out by Boles have also been largely criticised in particular for being a ‘lazy’ solution.

Vacant shops The vacancy of shops and the continuing increase in the amount of empty properties that litter the British high street is a well-documented topic. With some predictions forecasting as many as 26,500 shop closures by 2015 it’s not difficult to understand why so many talk about the demise of the British high street (Hall, 2010).

Clare Rayner falls among those who are against Boles proposals, instead arguing that this move sounds the “death knell” for traditional high streets (Rayner, 2013). It is implied that despite the number of willing retailers who would snap at the chance to take on high street premises, landlord and letting policies simply don’t allow for this. Many landlords still favour letting to a chain-store rather than to independent, local business which led, in the first place, to the issue of “clone town Britain” (Rayner, 2013) Although there could be economic benefit from increasing residential accommodation in town centres (through converting above-shop office space back into flats), it is clear that a sensible equilibrium needs to be reached to ensure that every stakeholder is happy – including the Government, retailers and consumers.

With the tough economic climate that Britain has been exposed to in years gone by, and despite the fact that In response to this issue there are other solutions the UK’s economy is slowly crawling back to health, the that lie outside of Government involvement whereby dramatic rise in vacant retail properties is to be predicted. organisations have masterminded projects, which could go a long way in solving the issue of vacancies Whilst some have credited this rise in vacancies with on our high streets (as the next chapter will outline). the increase in out-of-town shopping centres, others are of the opinion that the growth in betting shops and credit chains on our high streets are rapidly replacing independent retailers, which has subsequently resulted in the traditional face of the high street, being lost.

2012 2011 14.2

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It is argued by many that the solution to this is simple.

Retailers who can crack the combination of service, quality and convenience (both in store and online) can expect better growth prospects (BDO, 2012). Opinions like this go a long way to support previous suggestions in this report that say retailers and brands should abandon traditional marketing methods instead concentrating on providing their consumers with an experience. By focusing on training staff to be knowledgeable, offering quality and convenience across all channels and creating Figures from the Grimsey review showing ‘shop vacancy rates a memorable shopping experience for a consumer that by country’ in 2011/12 (Grimsey, 2013). engages with them on an emotional level, retailers could Fig. 27 Vacancy rates, 2014. be one step ahead in securing their place on the high street and in turn ensuring they become a destination retailer.

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"In London alone the number of empty shops has risen to almost 3,400, with a Londonwide average vacancy rate of seven per cent”

Fig. 28 To Let sign, 2014.

Fig. 29 Shutters, 2014.

Fig. 30 Peacocks, 2014.

2012 2013

Dismore et al, 2013

Fig. 31 Swatch, 2014.

However we are starting to witness a positive change in response to the rise in vacancies across our high streets; in the latter part of 2013 almost four times as many stores opened than in 2012, as opposed to the number of store closures that were occurring on a regular basis in the first six months of 2013 – as many as three stores a day in Scotland.

Fig. 33 Vacancy rates, 2014.

Fig. 34 Unoccupied, 2014.

Fig. 32 Vacant, 2014.

"The outlook for the rest of the UK doesn’t look too promising either the latest figures show that vacancy rates currently stand at 14.1%" O’Sullivan, 2013

Fig. 35 Victoria Centre, 2014.

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Brands are increasingly sharing spaces and squatting in unlikely places to drive experience and maximize profits Ross, 2012

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Fig. 36 Dick’s Depot, 2013 Fig. 37 High Street Walsall, 2013

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Following on from the idea of space Squatting and instead considering how the issue of larger vacant properties can be solved, projects such as the Meanwhile Use are tackling this problem with ease. Meanwhile Use is an initiative that has been set up to largely benefit the wider public and bring new meaning to the idea of vacant, unused properties. It is the

The Meanwhile Use

“temporary use of vacant buildings or land for a socially beneficial purpose until such a time that they can be brought back into commercial use again. It makes practical use of the ‘pauses’ in property processes, giving the space over to uses that can contribute to quality of life and better places whilst the search for a commercial use is ongoing.”

‘Space Squatting’ is a term that was frequently used during the LS:N Global autumn/winter 2012 trend briefing to describe a concept whereby small businesses are setting up shop in the spaces of others, squatting for free and fitting into unused gaps in time and space. These space squatters are refusing to be held back by a lack of resources and are using symbiosis e.g. ‘Back in 5 Minutes’ a la carte restaurant shares a building with a second hand shop in Brick Lane London (see appendix 4.4 for case study) (Raymond, 2012).

When asked in a survey, whether they thought ‘Meanwhile Use’ projects were a good idea, 100% of respondents agreed (see appendix 6.2 for survey results).

However the Meanwhile Foundation is just one out of a few organisations that have set up in response to the increase in vacant properties in an attempt to regenerate local communities and neighbourhoods. ‘Somewhereto’ has been set up to help 16-25 year olds across the UK find spaces to do the things they love and ‘The U’ offer short learning sessions in useful topics such as first aid in local communities. 3space is a charity that works in partnership with both landlords and leaseholders to offer organisations that benefit the community temporary and free of charge access to otherwise empty properties (3Space, 2014).

This idea of creatively using time and space to the advantage of brands and retailers alike has spread worldwide. In July 2012 in Tokyo, Swedish furniture and lifestyle brand Ikea launched a campaign on the streets of However, whilst these organisations are valuable to making Harajuku to promote the space-saving efficiencies of its use of vacant properties, the money raised largely goes products (Ross, 2012) (see appendix 4.5 for case study). to charity funding. Whilst these projects shouldn’t be questioned in terms of their benefit to the community, the Creative thinking brands such as Ikea in this example, majority doesn’t inject income back into the local retail successfully demonstrate with campaigns such as these, landscape. More consideration needs to be given to how that space restrictions can be cleverly overcome with a these projects can generate revenue that could perhaps be touch of ingenuity and a willingness to experiment. Of split between associated charities and local high streets. course such outlandish campaigns such as this one won’t be appropriate for most British retailers and this doesn’t solve the issue of vacant properties on the high street, but it does demonstrate that out-of-the-box thinking is sometimes the most appropriate way to adapt to such challenges.

Co-collaboration between brands can often work well and in the example of ‘Back in 5 Minutes’ it seems that a second hand shop is perfectly complimented by having a restaurant out back – allowing shoppers to sit and eat after browsing the rails.

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Fig. 38 Coming Soon Club, 2014.

Fig. 39 Mentrestant Barcelona, 2013.

Fig. 40 Coming Soon Club, 2013.

Fig. 41 Coming Soon Club, 2013.

Fig. 42 Queens Parade, 2012.

Fig. 43 Queens Parade, 2012.

Fig. 43 Queens Parade, 2012.

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This is a fundamental structural change.

We are seeing the death of traditional shops and the rise of services which offer the personal touch, the things you can't buy at the supermarket or online Hopkinson, 2013

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36 Dick’s Depot, 2013 2013 Fig. Fig. 45 Small Business Saturday, 37 High Street Fig. Fig. 46 High Street Rhyl,Walsall, 2009 2013

Independent retail According to joint research conducted by Groupon and retail analysis Kantar Retail, local stores could be the key to drawing consumers back onto the high street and shopping in store.

The results of the survey imply that 71% of shoppers would visit there nearest high street more often if there were a much greater variety of independent shops for them to choose from.

In fact, only 38% called for the introduction of more chain stores reflecting the importance consumer’s associate with local retailers. Landlords need to be aware of statistics like this, because they are the ones who are effectively offering the mix by allowing (or seemingly not as is the case today) independent retailers to set up shop in their premises. If they instead rely on big retailers, consumers will lose interest, and if this happens more of these chain retailers will also lose interest. Landlords are arguably being lulled into a false sense of security whereby they consider themselves to be safe by allowing large chains to occupy their space. But if consumers continue to lose interest and opt to shop online instead, the larger companies will be the first ones to leave the high street therefore leaving landlords with unoccupied space.

As previously eluded to, many argue that the continued increase in betting shops and credit chains means that we are losing the ‘traditional face’ of the high street. If we look to the example of Chatham high street, there are currently 23 payday loan companies within a mile radius and in Tottenham there are now over 40 bookmakers, many clustered along certain roads ( Your Britain, 2013).

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Yet the increase in clustering and the proliferation of specific premises is just the beginning of problems for independent retailers. Business rates have remained at levels that presuppose the recession never even happened and the general consensus amongst these retailers is that their local councils have largely failed to deliver (Kennedy, 2013). When speaking to the owner of an independent florist shop located in Bath, she implies this also: “the council could do more for us” (Rees-Oliviere, 2014) (see appendix 1.3 for interview).

Furthermore, whilst many people support the idea of local independent retailing, (60% of respondents stated that they were ‘very willing’ to get involved in community events) (see appendix 6.2 for survey results) she infers that consumer shopping habits don’t reflect this desire. “Ease and convenience is the key, they want it now or to do research on the product and buy it cheaper [elsewhere]” (Rees-Oliviere, 2014). As consumers we need to “vote with our feet and not with our fingers” if the high street is to survive. (Kite, 2014).

Fig. 48 Bouquet, 2014.

Fig. 47 The Shop, 2014.

Fig. 49 Logo, 2014.

Fig. 50 Pretty, pretty choices, 2014.

Fig. 51 Myrtle Mee flower fridge, 2014.

Fig. 52 Bouquet, 2014.

Fig. 53 Venue decorations, 2014.

Fig. 54 Bouquets ready!, 2014.

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I believe that our high streets have reached a crisis point. I believe that unless urgent action is taken much of Britain will lose, irretrievably, something that is fundamental to our society Portas, 2011

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Fig. 45 Fig. Small Saturday, 55Business High Street, 1955 2013 Fig. 46 Fig. High56Street Anon,Rhyl, 20102009

One of the main points to take away from the report is something that is becoming a recurring theme when considering the high street and its recent decline; we need to move away from the opinion that the high street is purely a commercial retail mix. Instead a realistic approach is needed if there is any hope of regenerating a stagnant retail landscape that we, as consumers, have become accustomed to. As suggested by Malcolm Walker “You cannot be King Canute and hold back the tide caused by the Internet.

The future is a mix of housing, offices, leisure and retail.”

(Lawson, 2012) It’s no secret that consumers are constantly adapting to the latest innovations and technologies that shape the way they shop, so surely the same should be expected of the landscape in which such consumers purchase their goods? Retailers need to accept that shopping in store for consumers will never be the same again. Instead they expect to be provided with a service, experience a product and interact with like-minded shoppers and staff under one roof– all things that can’t be delivered online.

However, whilst Portas outlines a number of recommendations in the report, the success and reality of achieving these recommendations have come under fire in the years following it’s publication.

Fig. 57 Boarded up, 2012.

Fig. 58 Mary Portas, 2013.

The Portas Review In the Portas Review, published in 2011, Mary Portas talks widely about the demise of the high street and points out that the way we shop as a nation and our attitudes towards shopping as consumers has changed drastically. Whilst out-of-town retail and the convenience of supermarkets and malls have contributed largely towards a move away from our high streets, other online factors have also been a working force towards the demolition of the high street, as we once knew it (Portas, 2011).

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In response to the Portas Review, the Grimsey review was published in 2013 and whilst the Portas review “raised the profile of the plight of the high street and it was commissioned by the Government, it fell short of what was required at the time.” (Grimsey, B. 2013) (see appendix 1.9 for interview). One of these ways as suggested by Bill Grimsey was that it failed to predict the structural changes that were to take place in the retail sector in the ensuing 18 months.

An appropriate example that proves this point is that in the time after the report, eight major retail chains went bust. Add to this that Grimsey considers the idea of the town teams as being driven by a body of enthusiasts that would simply paper over the cracks, it is clear that although the Portas review has become well-known and has been somewhat successful in its intentions (not least because it was commissioned by the Government) it has fallen short of what is actually required in order to salvage what is left of the British high street.

Fig. 59 The Portas Review, 2012.

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Britain’s high streets will have to shake off their “clone town” reputations and develop unique characters if they are to survive the recession Teather, 2009

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Fig. 55Market High Street, 1955 Fig. 60 Melrose, Square 1955 Fig. 56ofAnon, 2010 Fig. 61 A thing the past, 2013

How can community be used as a solution?

It would seem that commentators within the industry who have frequently been questioned about the demise of the British high street in recent years, champion a seemingly simple solution to this problem: bring back a sense of community onto our streets. Whether they talk about ‘community’ in terms of local people, town teams, retailers or otherwise, it would seem that going back to a time where residents of a town or city could communicate and interact with one another whilst doing their weekly shop, is one of the major factors that could regenerate our high street experience.

In a move away from thinking about our high streets as a purely retail sector, more local councils up and down the country are beginning to incorporate a strategic mix of events, facilities and services in an attempt to appeal to its local residents. You only have to look at city centres such as Bath to see how successful implementation of this strategic mix can, and does work.

But in certain parts of the country where a melting pot of different people from different cultures coexist locally, is it possible to maintain an idea of ‘community’ on a long term basis? The example of the riots in 2011 is a prime example of how people are willing to get together, but this was in the face of real adversity and it is the opinion of some that if there’s no financial advantage for people of a community, a sense of camaraderie and finishing what we’ve started often dries up relatively quickly (Hopkinson, 2013) (see appendix 1.10 for interview).

So what’s happening on British high streets currently in order to encourage this sense of ‘community’ that is so widely talked about and has it been successful anywhere in the UK? What events, initiatives and services have been implemented by local councils to try to engage with their local consumers and what do the people at the forefront of this debate really think about the whole idea of ‘community’ as a way to regenerate a seemingly sinking sector?

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High streets need character It would seem that independent retail is considered to be the solution to the issue of lack of identity on our high streets. Increasingly the issue of ‘clone towns’ is talked about also whereby every town looks the same and there’s seemingly no uniqueness or a sense of place. Whilst this may be a consequence to the online revolution, says Bill Grimsey, we are going to see more and more national chains shutting shops as their leases run out, because they don’t need so much space going forward. (Grimsey, B. 2013) (See appendix 1.9 for interview). John Lewis is a prime example of this whereby they only operate 35 stores nationally but they also have a credible online presence that works for them and communicates with their consumer successfully.

You don’t have to look too far today to find examples of British high streets that have lost their character. Croydon’s longest running independent nightclub the Black Sheep Bar, for example, recently announced it’s closure as a result of plans to build flats above the venue. It is the opinion of many therefore, that the with the increasing number of betting shops replacing independent retailers and the suggestion to replace vacancies with housing, what was left of the character of our high streets is beginning to erode (O’Sullivan, 2013).

It has been largely suggested that in recent times and in the current market, brands have lost their identity opting instead to play it ‘safe’ and as a result are more likely to blend in amongst the crowd. When asked his thoughts on whether he agreed with this, Alex Johns of Worth Retail replied “certainly in the fashion world, yes generally on the high street. Most innovation is now spent online which [is] sad” ( Johns, 2013). Furthermore, Shadow Secretary of State for Communities Hilary Benn agreed that in order to bring a sense of identity back onto our high streets, more independent retailers should be encouraged to open stores and Clare Nutter, Associate Analyst at Planet Retail argued this point also. She says, “more independent retailers would generate something unique to individual high streets, a lot of consumers are wanting more authentic/ local experiences and products” (Nutter, 2013) (see appendix 1 for interviews with Johns, Benn and Nutter).

There are some examples across Britain where local authorities, consumer and retailers have made concerted efforts to ensure the safety of its identifiable characteristics.

"High streets are focal points for communities and essential to local economies” Dickinson, 2013

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High streets with identity

Less than a mile from the city of Bath is the Victoria Park which houses a bird aviary, bedding displays, a boating pond, tennis courts, a bowling green, a 12 and 18 hole approach golf courses and more.

In the summer it is a mecca for residents of all ages to enjoy a picnic, music and live events (they recently held an outside screening of ‘Dirty Dancing’ that was run in association with Breast Cancer Research UK). At the heart of the park lie the botanical gardens, which today displays a huge variety of plants spreading over nine acres of its scenic landscape. (Visit Bath, 2014)(TripAdvisor, 2014).

Bath In the heart of Bath, a World Heritage site, the Southgate Bath development has provided a sympathetic leisure and retail environment inspired by the city’s sought after Georgian character. The public spaces are used for a variety of events including the popular ‘2pm slot’, which provides a platform for local musicians and performers. The summer deckchairs installation creates a contemporary echo of the scene in the nearby ‘Palace Gardens’ with its deckchairs and Victorian bandstand (Pickles & Shapps, 2012).

The Roman Baths is a historical site situated in the heart of Bath.

It is one of the largest tourist attractions in South West England and is a popular tourist attraction all year round. Residents of Bath & North East Somerset are entitled to a ‘Discovery Card’, which allows free admission to The Roman Baths and the Fashion Museum and provides them with a discount at the nearby Pump Room restaurant. (Roman Baths, 2014).

The Bath abbey welcomes over 420,000 people through its doors each year. Whether people flock to visit its magnificent architecture, to enjoy some choral music or they seek a quiet moment of contemplation; it still remains a popular destination for tourists. (Bath Abbey, 2014).

The Bath BID (Business Improvement District) aims to “deliver better active asset management and control of the environment, building on the basic services delivered by the council. An on-going programme of focused management tactics is resulting in an even better, safer, cleaner and more attractive city centre” (Cooper, 2014). This scheme succeeds in attracting more visitors and businesses that benefit the city as a whole. It also allows for savings for local businesses that can be made based on the concept of ‘economies of scale’.

From top to bottom: Fig. 62 Bath Abbey, 2014 Fig. 63 Bath streets, 2014 Fig. 64 Side street, 2014

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Add to these features the local Bath Rugby team, the gardens that run along the River Avon and the diverse range of galleries, restaurants, bars, cafes and local markets on offer and it’s easy to see just how much character this Georgian city has to offer local residents and visitors alike.

Clockwise: Fig. 65 Carnaby Street, 2014.

Fig. 66 Boxpark, 2014 Fig. 67 ‘Our Neighbourhood’, 2014

London “Boxpark is not some run-of-the-mall shopping centre. It’s a living, fertile community of brands packed with talent, innovation and attitude that puts creativity and fashion back where they belong: on the street.” (Boxpark, 2014).

The South Kensington area opposite the world renowned Victoria & Albert museum has developed as a cluster area of cafes, bars, restaurants and independent retailers in recent years. Ample amount of outdoor seating, places to grab a coffee lining the street and local produce on offer in most shops means that there is a distinct community vibe in this area where people come to take a break from the bustling crowds in Knightsbridge, just a 5 minute walk down the road.

How has the local community influenced Boxpark? “We’ve taken over a piece of land that’s been in need of regenerating for 40 years and the local community will decide whether they want something here in the future” (Wade, 2012)

The Portobello Market has long been a haven for smaller independents looking to capture a local demographic. It is one of the top destinations in London for both tourists and Londoners and runs straight through the trendy Notting Hill area.

Buskers can be found performing to eager crowds; hidden treasures are waiting to be found in any of the numerous antique shops; and quirky signs line the streets and add an individual uniqueness that can be only found here (Portobello Market, 2014).

“The Old Truman Brewery, East London’s revolutionary arts and media quarter, is home to a hive of creative businesses as well as exclusively independent shops, galleries, markets, bars and restaurants. For fifteen years the Old Truman Brewery has been regenerating its ten acres of vacant and derelict buildings into spectacular office, retail, leisure and event spaces. The finely tuned mix of business and leisure has created an environment unique in London, making the Old Truman Brewery; a destination in its own right.” (Truman Brewery, 2014).

Opened in 2011 by founder Roger Wade, Box Park Shoreditch will be open for the next four years.

Boxpark is a pop-up mall filled with a mix of fashion and lifestyle brands, galleries, cafes and restaurants and is host to a variety of live events that take place throughout the year. Constructed of stripped and refitted shopping containers the shopping centre is a cluster of unique, low cost, low risk pop-up stores. Wade cites Puma City as inspiration for Boxpark and has plans to take the concept (and a number of British retailers) to Amsterdam.

(Hunter, 2012) (Bearne & Gallagherc, 2012).

With a lively mix of night life, exhibitions, events, bars, clubs, restaurants, shops and markets, today it is a favoured location for young fashion designers, retailers and other in creative industries.

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Bryant Park Reading Room, New York Bryant Park Reading Room in New York is an outdoor library that plays host to numerous recitals and storytelling.

In 1935 the Reading Room consisted of several benches, a few book and magazine cases and a table with a beach umbrella to shelter the five librarians who ran it. Most of the books were from the New York Public Library’s circulation and all magazines and trade publications were donated by publishers or individuals. No cards were required – patrons were simply asked to sign in and out. The Reading Room was closed in 1944 due to an increase in jobs and World War 2.

Today, the Bryant Park Corporation has repeated history by recreating the Bryant Park Reading Room.

Custom-designed carts have been added to provide an extensive and eclectic selection of books, periodicals and newspapers; readings and programs at lunchtime, after work and for kids; movable furniture to create an intimate environment; and kid-sized furniture for children to use.

These case studies prove to highlight the numerous ways community can be implemented within a local area and on high streets. Local spaces can be utilised, heritage and architectural factors can be drawn upon and emphasised, and markets could be set up and are a good way to exhibit local produce. What connects these services are a desire from consumers to interact with local products and get involved with events and initiatives designed to bring a community of people together. (Bryant Park, 2014).

Fig. 68 Bryant Park yogis enter Warrior II pose, 2013.

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Fig. 69 Bryant Park Reading Room, 1935.

Fig. 70 The Reading Room in Bryant Park, New York City 2011.

To summarise High streets across Britain need to adapt. Retailers, brands, marketers, local authorities and planning services, to name a few, need to accept that change is needed – and it’s needed quick. The risks involved of not keeping up with those that do have already been pointed out – we will continue to see an increase in vacant shops, consumers will shop with retailers that go the extra mile to provide them with an experience and the high street as we knew it will no longer exist.

The first part of this report set out to outline the issues faced on the high street, discuss the consequence of these problems, seek opinions from industry professionals and suggest some viable solutions.

Following on from these findings, this next section of the report has been devised to set out some recommendations that could be implemented by both brands and high street communities.

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Small businesses are setting up shop in the spaces of others, squatting for free and fitting into unused gaps in time and space Raymond, 2012

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Fig. 71 High Street, Walsall 2013 Fig. 72 Woolworth’s Portsmouth, 1951

Space squatting It’s encouraging to see that organisations and charities such as the Meanwhile Foundation and 3space are committed to actively changing the issue of vacant properties on our high streets. By connecting with local people and bringing them together with charities, retailers and landlords whilst making use of empty spaces, a real conversation can be started and it positively demonstrates the power of community enforcement amongst local residents.

You only need to look to examples such as ‘Back in 5 Minutes’ (part of the Disappearing Dining Club) to understand why some companies have already jumped on the space share bandwagon. It would seem that consumers are on board too. When asked how customers have thus far reacted to the concept of having a restaurant at the back of a second hand clothes shop – the whole premise behind the idea of ‘Back in 5 Minutes’ his response is somewhat assuring; “It’s become a major part of the personality of the restaurant,” he says (Langley, 2014) (see appendix 1.7 for interview).

Customers are excited by the idea of being part of something that isn’t the norm for British retail and dining. Add to this that in his opinion, brands can largely succeed by collaborating with other credible brands and it’s clear to see why he’s onto a winner.

Whilst they may not be commercially beneficial the purpose of organisations like Meanwhile Use is to create a varied mix of retailers and opportunities which helps make the consumers experience more interesting and valuable.

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Fig. 73 Back In 5 Minutes, London, 2014.

Brand interpretation - How can my brand use this?

Think outside of your box - If space (and a lack of it) is something of an issue for you and the idea of collaboration is somewhat appealing, get in touch with like minded brands who would also benefit from sharing space. Your collaborator doesn’t have to operate within the same industry as your business – in fact some of the most successful space collaborations have come about where a restaurant sits at the back of a clothes shop for example (look to the Disappearing Dining Club inspiration – see case study in appendix 4.4).

Get involved in setting up a forum whereby retailers can advertise for space online. By doing so you can create a platform that can be used within the industry that takes the hard work out of seeking or advertising unused retail space. To safeguard against driving your customer away from your store and back online, these platforms should be used exclusively as a tool amongst fellow retailers. Knowing that you are communicating with like-minded business people, the site will gain credibility and can be harnessed as a valuable tool within your offline marketing strategy.

Clockwise from top left: Fig. 74 - 78 Sukima Gallery by Ikea, 2012.

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Why would you want to buy a normal pair of shoes when you can have the experience of designing your own shoes and having them made for you Fox, 2013

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Fig. Street, Walsall 2013 Fig.71 79High Solihull, 2007 Fig. Portsmouth, 1951 Fig.72 80Woolworth’s A Shop 100 years ago, 2010

63%

Personalisation of products Personalisation of products in store can set apart a brand from its competitors, increase word-of-mouth amongst it’s consumer demographic and provide it’s customer with a truly unique, personal product that can be found no where else. Consumers are all for it, brands are looking for ways to use it and retailers are constantly on the look out for techniques to incorporate it into their offline space.

Not everyone is going to be able to afford customised products however because it largely appeals to an exclusive market. Whilst these techniques should be considered, to appeal to a segment of consumers, thought should be given to the mass market demographic that will be excluded due to the inflated cost of personalising a product.

Thinking about personalisation outside of designing your own pair of trainers, sales associates can achieve a valuable, personalised service for consumers whereby even customising a product to be a true reflection of a their desires will never be able to compete. “Deloitte research shows that conversion rates increased 9% when customers were assisted by employees who possess a high degree of product knowledge and demonstrate strong interpersonal skills” (Deloitte, 2013).

Phillip Green launched the Fashion Retail Academy in 2008 to educate and train people to “develop skills and experience required to make them ‘job ready’ for an exciting career in the world of fashion retail.”

This highlights the need to train staff to a high level so that they can offer customers the best experience possible.

When asked in a recent survey whether personalisation is appealing to them, 63% of respondents stated that they wanted to see more of this in store (see appendix 6.1 for full survey).

Fig. 81 Personalisation, 2014.

By having strong product knowledge, the sales associate becomes well equipped to find existing products and tailor them to customer’s needs and desires.

Regardless of how it’s achieved, whether in the form of a customizable product, an experience that is tailored to individual consumer preferences or the use of technology that provides unique messages, personalisation methods can help build relationships with consumers and add value to your services. Technology can be used to gain knowledge so that the person who is serving a customer can them pass this information on verbally. It should be used as an aide to assist the customer and enhance their experience.

"Product customisation helps brands boost sales on their own websites or gain share on a retailers site.”

(Spaulding & Perry, 2013)

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Brand interpretation - How can my brand use this?

Consider how you can incorporate personalisation techniques through the use of technology. Online jewellery brand BaubleBar for example set up a pop-up shop in Soho towards the end of 2013.

Shoppers were encouraged to use in-store iPads to design and purchase jewellery personalised with their initials and other combinations. Interactive store displays used projections and sensors to present content when shoppers picked up individual pieces of jewellery on display (Indvik, 2013).

Whilst you may not be a brand that can offer personalised jewellery to your customers, allowing them to be a part of designing something unique is only ever going to enhance in store relationships between your customers and staff. So what’s stopping you from considering customer-brand collaboration?

Next, Asda, New Look, Tesco and Selfridges to name a few, use Click & Collect services whereby if a product isn’t available in store, the customer can order it online and have it delivered in store. This allows retailers with limited space capacities to offer a wider range without having to physically stock product in store. Do you have vast amounts of stock which could be stored elsewhere and accessed via your online platforms? Your retail space should be used as a product showroom that showcases the very best product you have to offer. This is just another way to utilise technology within your brand to enhance the customer experience, whilst still enticing them in store.

Fig. 82 Jambox, 2012.

Fig. 83 Project One, 2014.

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We want to attract retailers that make us unique and the way to do that is through independence, locally made products and gives the place some personality Grimsey, B. 2013

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Fig. Depot, 79 Solihull, Fig. 84 Dick’s 2013 2007 Fig. 80 A Shop 100 years ago,Cross, 2010 1897 Fig. 85 Melrose, Market Place and Old

Independent retail The first part of this report outlined how independent retail can bring back a sense of identity onto our high streets.

Speaking directly to an independent florist situated in Bath, she largely agreed with this point, arguing that with the amount of free rein smaller businesses have and outside of the restraints of the ‘head office’ they have the ability to really get to know customers needs and wants and play to them (Rees-Oliviere, 2014) (see appendix 1.3 for interview).

Furthermore, thinking about having an online counterpart for an independent business is key and online platforms can achieve both credibility and portray a brand image easily.

Technology, in the years to come, will continue to drastically change the face of retail and so independents need to be sure they stay ahead of the game and embrace technology – the whole idea is to adopt a multichannel approach (Grimsey, B. 2013) (see appendix 1.9 for interview).

Furthermore statistics detailing Small and Medium Enterprises (SME) highlight the importance of combining physical stores with online platform channels. Research conducted by Royal Mail implies that 15% of SME e-retailers are planning to expand by using online marketplaces to sell their goods (Royal Mail, 2014) a good indication therefore that many small businesses are already aware of the importance of online marketing channels.

Strategies are already in place across Britain to ensure the growth of independent retailer. Nottingham has developed a City Centre Retail Strategy Action Plan within which one if it’s targets it to “ensure a thriving independent retail sector in the City Centre that is as strong as anywhere else in the UK within 2 years.” (Retail Nottingham, 2014).

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"We're going over to the American way of piling high, supersize and cheap, not the European way of something small and of exceptional quality that is beautifully packaged, and expensive but worth it.”

(Rees-Oliviere, 2014)

It’s important that as consumers, we support initiatives that are a step in the right direction for the proliferation of local independents on our high streets. Schemes such as Small Business Saturday and pop up Britain are a move towards ensuring we see more independent retailers open shops on our high streets. The former aims to encourage everyone in the UK to support small businesses, both on the day and beyond whilst Pop Up Britain supports Britain’s most promising retail entrepreneurs, providing access to sough-after High Street spaces so small businesses can trial physical retail without the long-term financial commitment.

(Small Business Saturday, 2014) (Pop Up Britain, 2014).

Brand interpretation - How can my brand use this?

Weekly farmers markets are a good opportunity to showcase local produce and expose them to a wide audience. These markets could also be a great way to interact with local people, develop contacts with other businesses as well as customers, increase your brand profile and spread the message of your brand to people you otherwise wouldn’t come in contact with.

Find out if you have any farmers market local to you. Within Nottingham, Bingham regularly holds a farmer & speciality market that encourages a large amount of footfall to the area because customers know when the market is held each month and when the next one is going to be. Although they aren’t a consistent feature of a local area, they become places for shoppers to meet once a month and stimulate a community atmosphere amongst local residents.

Quite often these markets are located in the suburbs of a city/town but they could be adapted to local high streets. Not only would it entice customers back onto the high street, it would also mean that you can be flexible outside of your permanent residence and reach a wider demographic.

However, offering local products is just one aspect that you can consider. Individual products that are unique but still affordable for the typical high street spender will be just as appealing. Think about what makes your brand distinctive and shout about it – you’ll distinguish yourself amongst competitors and establish a loyal consumer base who knows that every time they shop with you, they are going to get something out-of-the-ordinary and exclusive to your brand.

But as pointed out by Associate Analyst at Planet Retail, Clare Nutter, solutions to problems on individual high street can’t simply be mass prescribed, they need to fit different areas (Nutter, 2013) (see appendix 1.2 for interview). Be sure to bear this in mind when thinking about engaging with your local community – what works for one area may not work for another, you just need to adapt the services accordingly.

Fig. 86 Small Business Saturday, 2013.

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The big buzz at the minute is to engage everyone’s senses Wallis, 2014

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Fig.8487Dick’s RoyalDepot, shoes 2013 link for Leicester, 2012 Fig. Fig.8588Melrose, A family’s moment time, Fig. Market Placeinand Old2009 Cross, 1897

Indulge your senses The overall purpose of SENSE marketing campaigns is to provide aesthetic pleasure, excitement, beauty and satisfaction through sensory stimulation. As one Hyatt slogan put it: “We believe the five senses should not only be stimulated but delighted.” (Schmitt, 1999: p. 99).

“The big buzz at the minute is to engage everyone’s senses” ( Wallis, 2014). These are the words of ex Master Chef winner and creator of ‘Taste Billion’ Steve Wallis, and they ring true for most marketers today who are tasked with continually trying to engage with consumer senses through the development of the next greatest innovation in sensory branding. It’s simply not enough to have a communications idea, marketing plan or design brief anymore. Instead brands have to increasingly seek out new ways to speak to its consumer in order for them to have even a slight chance in being heard amongst a saturated crowd.

Through the use of sensory branding techniques consumers can experience and most importantly feel an emotional connection with a brand. Through the adoption of such techniques, emotions are triggered that traditional marketing and advertising approaches simply struggle to reach. The multi-sensory approach is largely appropriate for live brand experiences and should be used in live, face-to-face environments. By doing so brands can engage emotions through the senses and it has been proved that experiences that engage the senses affect the right brain hemisphere and consequently create lasting impressions. (Smilansky, 2009: p.56).

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But, says marketing and communication expert, Laura Brown, “isn’t all this SENSE marketing stuff just fluff? Isn’t it superficial, and doesn’t it distract from the real value of products? Isn’t it really meant to fool customers?” (Schmitt, 1999: p.117).

It would seem not. A recent study conducted in the USA and the UK revealed that in today’s digital world, as many as 1 in 2 people feel increasingly disconnected from the physical world. Add to this that more than 7 in 10 people crave experiences that stimulate their senses, and research like this seems to rubbish notions that imply sensory marketing is ‘just fluff ’. (The Bank, 2013) Look to existing brands to gain inspiration. Sensory branding isn’t a new concept - it’s been in the industry long enough for some brands to master the technique.

Abercrombie & Fitch has become famous in the retail world for its use of scent and Harley Davidson trademarked the sound of its roar in the 90’s, way before some brands had even considered this method of branding.

For more recent examples, look to Absolut Vodka who have challenged the status quo with the invention of an innovative device aptly named the ‘FlavourCollider’, which gives cocktail drinkers the possibility to see tastes (The Bank, 2013) (see appendix 4.8 for more information).

Think about ways to adapt certain aspects of your offline marketing techniques to incorporate methods that will encourage emotional connections. By doing so brands, companies and products can differentiate themselves, motivate customers and convey value. (Schmitt, 1999: p. 117)

Brand interpretation - How can my brand use this?

Gain inspiration from brands that have already successfully interpreted sensory branding techniques – Abercrombie & Fitch, Harley Davidson and more recently Absolut Vodka and Dans Le Noir? are great examples to look at. You could easily draw parallels between Gap and Abercrombie & Fitch in terms of the product they stock, however there is a distinct difference between the in store atmospherics, and as a result customer perceptions, at one compared to the other. Abercrombie & Fitch have adapted experiential techniques that appeal to their consumer, differentiate themselves from their competition and have consequently become known as a retail destination.

Take risks and continually adapt your brand to the latest in olfactory cues, touch innovation, visual spectacles and more.

When thinking about how to tailor sense to live experiences refer to your brand personality and product.

Be sure to make each experience authentic, positively connected and personally meaningful and always encourage an emotional connection. (Smilansky, 2009: p. 57) Recommendations in practice: British beauty brand Soap And Glory could adopt sensory practices to better engage emotionally with their consumer demographic. Through the use of an independent retail space they could make use of tactile, olfactory and auditory methods to tantalize consumer senses. Whilst they already portray a strong sense of visuals through their fun and fresh image, they could better adopt the remaining senses more appropriately: • Auditory: Background music used within a designated Soap and Glory space would help create a mood for a consumer which is an effective way to influence customer behavior at the point of purchase.

• Olfactory: The beauty brand lends itself to using smell as a distinctive factor in store. With their signature Soap and Glory scent they could, in time, imbed this within the minds of consumers and generate positive brand emotions triggered by smell.

• Tactile: Innovative packaging and a wide rollout of tester stands whereby the consumer can interact with each product would support conversations between shoppers and staff and establish consumer – brand relationships.

Clockwise from top left: Fig. 89 Nespresso, 2014. Fig. 90 Joyville campaign, 2014. Fig. 91 Nespresso, 2014. Fig 92.

Joyville campaign, 2014.

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Making the customer experience as inspiring, consistent, personalized and wow-inducing as possible will be the driver of conversion, revenues and loyalty in the next stage of eCommerce Smith, 2013

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Fig. 93 Farleigh’s Store, 2014 Fig. 94 High Street, Sutton, 1910

Use technology Some would consider the rise in the use of mobile devices being used by consumers as being detrimental for offline retailers but it’s a growth opportunity and should be embraced in store. To attract your tech savvy consumer in store, why not encourage them to use their mobiles in store to scan barcodes which provides them with more product information, gives them exclusive discounts in store or to simply combine the online information the customer wants with a brands in store experience? (Nutter, 2013) (see appendix 1.2 for interview). The answer is that this isn’t too far away. Target is introducing an omni-channel service, code-named Cartwheel which will offer features such as vouchers, rebates and price comparisons and integrates both online and mobile channels. Meanwhile companies like Best Buy are embracing technology to convert show rooming visitors into happy customers (Griffiths, 2013). These are examples where brands are using technology to drive consumers into their stores in order to engage with them on a personal level.

M-commerce and the rise in consumers shopping on their mobiles, is growing rapidly and we are seeing technological advancements being made daily. If retailers are to keep up with and continually engage with the new era of connected consumers, they have to put in place a strategy that allows them to experiment with new technologies and allow consumers to influence innovations in store.

Research has shown that between Pinterest (who is the current leader in online-to-retail conversions), Instagram, YouTube and SnapChat, UK users spend on average two hours per day on those sites (Grimsey, 2013). It’s a no-brainer to suggest therefore, that your brand needs to have an online presence in the majority (if not all) of these platforms. Connecting with your consumer via these social media sites is an easy and affective way to start conversations, ensure they are kept up-todate with the latest product information and promotions etc.

An offline strategy that incorporates technology along with the many other components of experiential marketing seems to be the most successful in appealing to an ever-knowing consumer. Whilst some are of the opinion that there are only a select few retailers that successfully use technology within their offline space (such as Apple), it’s clear to see that an increasing number of brands are realising the extent to which technology is going to transform a shopping experience in store and so they are trying to adapt accordingly.

Fig. 95 Anon, 2012.

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Brand interpretation - How can my brand use this?

Trial the latest in technology innovation as soon as you can get your hands on it. Making your brand known by companies as being keen to trial new technologies means it’s a beneficial situation for both parties – you get to test out the cutting-edge innovations within your retail stores and the company behind the gadgetry uses your consumer to gage its response in a real time, live environment. By continually introducing new technological ways for your consumer to interact with your product you’re likely to develop a loyal consumer base who enjoys shopping in your stores knowing that they’re going to be given an experience unparalleled elsewhere.

Whilst the most up-to-date technologies may not be appropriate to implement for your brand, there are always new devices being invented that fit a wider scope of retailer. Dipjar for example, is a new initiative that allows customers to ‘dip’ their card into a jar at the point of purchase, wait for the confirmation sound and they have successfully left you a tip (see appendix to find out more about Dipjar).

How does your brand currently interact with its consumer via social media channels? Outside of Facebook, how much importance do you place on starting conversations with your consumers via platforms such as Instagram and Pinterest? You could start a competition on Pinterest whereby you ask your customers to create a ‘perfect outfit’ board using items from your latest collections that can be found in store, or offer incentives to SnapChatters who send you Snaps of how they interact with your products. Fashion retailers such as Topshop, Urban Outfitters, Henry Holland and Nasty Gal are good examples to keep an eye out for and take inspiration from, as well as Reading and Download in terms of festivals and we all know how much Rhianna updates her Instagram!

Be careful though not to drive shoppers away from your stores by asking them to interact with your brand online.

Whilst these platforms are ideal methods of communication, you need to ensure incentives always bring customers back in store.

Whilst technology can entice a certain segment of your consumer base in store be sure not to alienate the remaining customers who aren’t as technology savvy. Alternatives could be considered such as in store events where staff can assist consumers through the use of technology - which is better than throwing them in at the deep end by asking them to navigate your product selection through tablets and other devices. Your brand needs to be inclusive of all consumers and take into consideration their differing needs and desires.

Have you ever considered touchable holography? Hiroyuki Shinoda, Professor at Tokyo University has led the way in recent years in the development of tactile holograms. Imagine being able to show a customer an item that is out of stock in your store but is available online and allowing them to physically touch an item as they would if they were browsing the rails. Your customer would never have to second-guess the quality of an online product again!

(Shinoda, 2009). Whilst we are never going to be able to move away from the importance of human interaction, you need to consider how your brand is going to adapt to technological advancements in the future or risk being left behind.

Fig. 96 - 99 Vantage, 2011.

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Shopping is an inherently emotional act and to understand the people and thought processes and techniques behind a product humanizes consumptionin a way that is verymuch emotional Cerulo, 2013

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Fig. 100 Park Street, Walsall 2013 Fig. 101 Woolworth museum, 1951

“My granddaughter who’s only six who asked me last Christmas when she was five for an iPad and she’s using it as school so these people when they get to teenage years and become real consumers, they’re going to be so okay with what technology can do they’re not going to shop in a conventional way” (Grimsey, B. 2013) (see appendix 1.9 for interview).

The customer is always right

Furthermore and moving away from a younger generation, when looking into new consumer groups that are emerging, it has become apparent that they now want to be more involved.

E-commerce site Zady markets itself upon transparency and claims to be a ‘lifestyle destination for conscious consumers’.

Each item featured on the site is given badges describing methods of production (see picture on opposite page).

Everlane is a company based out of San Francisco and takes a similar approach. They recently launched a series called ‘Everlane Explores China’ where founders Michael Preysman and creative director Alexandra Spunt allow shoppers to visit five of the company’s factories through a series of videos (Deloitte, 2012).

In a world that’s inundated with technological advances, it’s comes as no surprise that generations of young children are growing up using technologies that some members of an older generation are still trying to grasp the basics of.

When these children grow up to become real consumers, technology is going to be an integral component of how they shop – they won’t browse stores in a conventional way and so therefore implying that brands in the future are going to need to adapt quickly with these consumers and ensure that they connect with them on their level.

Amidst all the good-doing however, it’s important that as a retailer you don’t forget another crucial element: desire.

According to co-founder of e-commerce site ‘Of A Kind’, Erica Cerulo, “people talk a lot about the economic or political impact of local and ethical production and why transparency is important in that regard, but I think what gets left out is the significance of the emotional impact” (2013). She adds; “shopping is an inherently emotional act and to understand the people and thought processes and techniques behind a product humanizes consumption in a way that is very much emotional” (Cerulo, 2013).

Some would suggest that the rise in consumer participation and a willingness to educate themselves about the products they purchase has come about due to the rise in the use of technology and the access to mobile devices. Whatever the cause of the change we are seeing, technology has a major role to play. Not only can it help retailers to provide greater transparency of information but it can also enable consumers to make informed shopping decisions (Deloitte, 2013).

Fig. 102 Zady, 2013.

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Fig. 103 - 105 Everlane, 2012.

Brand interpretation - How can my brand use this?

Be more ‘transparent’ in terms of product information – give the consumer what they want and map out the design process, the materials that have been sourced, whether it has been ethically manufactured, where has it been made? This could be achieved in the form of informational swing tags, you could encourage the use of technology to gain information, or why not consider developing visual merchandising methods that incorporate product information - such as informational boards that are placed next to certain items that tells the consumer of the materials that were sourced for that particular product.

You would be forgiven for thinking that this information has to be about ‘ethically sourced’ products as has been a popular trend for retailers in previous years. As long as you are honest with your consumer about the product and the journey it’s taken to reach them, you will always find something that will be of interest to your demographic.

By looking to brands like Zady and Everlane you can learn a lot about how a small amount of information can inspire confidence within your consumer. They will trust your product knowing where it was sourced and how it was made etc. and will develop an eagerness to learn more about your products – and in turn your brand.

RFID tags are becoming increasingly popular. These are Radio Frequency Identification tags that interact with a networked system to track every product that a consumer puts into his/ her basket (Bonsor & Fenlon, 2013).

With the use of these tags, you have the potential to eradicate queues within your stores.

No longer will your customers have to wait in a lengthy line to pay – instead the RFID tags will communicate with an electronic reader that will detect every item in their basket and calculate the items almost instantly. The reader will be connected to a large network that will send information of shoppers products directly back to you and product manufacturers.

The customer’s bank will then be notified and the amount of the bill will be subsequently deducted from their account. (Bonsor & Fenlon, 2013) As a result you’ll drastically cut waiting times, shoppers will be delighted with the prospect of not having to queue and you’ll free up members of staff that would have otherwise been confined to the till point, allowing them to interact with your customer instead.

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A successfully redeveloped city-centre shopping destination can reinforce urban identity and deliver regeneration Indigo, 2014

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Fig. 106 100 Aldridge Park Street, High Walsall street,2013 2012 Fig. 107 101 Redhill Woolworth Highmuseum, Street, 1930 1951

Breathing life back into a high street community

Whilst there are plans by current owners Intu to revamp the Broadmarsh shopping centre, they are going to have to come up with something radical to attract shoppers back to the far end of town and away from the diverse range of retailers currently operating in the city. Redundant areas within a city will simply be shunned by shoppers and is a waste of physical retail space that could otherwise be diversely Engagement within a community can be achieved in a used as major focal points for a community of consumers. number of ways as has been indicated throughout the first part of this report. When we look to examples such as Bryant Park Reading Room in New York to see how community can be achieved using urban space and looking closer to home, how Bath has drawn upon historical and architectural reference points which has resulted in a thriving tourist industry within the city, it’s easy to gain inspiration of ways to implement such things into your own community.

It’s important to learn from other places and adapt services that are appropriate to your local environment.

The Broadmarsh shopping centre in Nottingham is out-ofdate, out-of-retail and out-of-ideas. With the centre being positioned right at the end of an otherwise lively high street environment, it sticks out like a sore thumb and has become a redundant shopping space with consumers only using the centre as a walkway between the city and the other end of town.

In recent years, largely due to the delayed development of the Broadmarsh Centre, Nottingham has slipped from 4th place to 8th nationally in terms of the retail they offer. Furthermore Experian data shows that only 37% of Nottingham’s catchment area (made up of 38 million people) actually shop in the city as their primary shopping location. (Retail Nottingham, 2014).

Fig. 108 Westfield/Broadmarsh Shopping Centre, 2014.

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How can I use this within my community?

The Broadmarsh shopping centre needs to be a mix of retailers that appeals to the consumer it attracts. The bulk of the volume of traffic that passes through Broadmarsh is filtered from the bus and train station. It will never attract customers looking to buy high ticket products – places like the Exchange Arcade have been built purposefully for these consumers; instead it will attract shoppers looking for a mix of low and mid priced brands.

By tailoring the brands and services within Broadmarsh to entice a certain consumer segment, a once neglected part of the city would have life breathed back into it.

Concentrated areas of bars, galleries, restaurants etc. as can be seen in Bath (see case study in previous section of report) creates an atmosphere that is hard to achieve when these services aren’t situated in one area and customers have to travel up and down the high street between each one. The clustering of these services are a great way to develop social cultures in a town and it doesn’t take long for such areas to become destination places for customers looking to find these facilities in one place. It makes sense to group dining, creative and specialist services together if only to gain exposure to more consumers moving from place to place.

Look to examples such as the Meadowhall shopping centre where they have a food hall and have named sections of the centre according to the customers they attract – e.g. ‘Park Lane’ is where the higher end brands are situated. The Cornerhouse complex in Nottingham is also proof that clustering services together can be successful. Entertainment and food are the brands that are primarily located in and around this area of the town and subsequently there is an atmosphere is apparent amongst customers. Whilst these examples have been developed on a large scale, you can learn from them and adapt services to the retail landscape in your area so that it is suitable for the amount of traffic it is going to attract.

‘Double Impact’ is an alcohol-free bar that is soon to open its doors in Nottingham. The aim of the charity project is to offer a meeting place for people during the day and provide entertainment to city dwellers in the evening.

The bar is one of eleven projects financed by the Big Lottery Fund across the East Midlands and according to chief executive, Graham Miller, the new café and club is to be aimed at everyone; “This is going to be a quality venue that offers an alternative to all those places serving alcohol," he said. "There isn't anywhere like it in Nottingham at the moment and we hope it will become a destination – for business people during the day and for families and groups of friends at night who just want to sit, see some music or comedy somewhere that's not part of the alcohol scene.” (2013) (Garfitt, 2013.)

You can see that community driven schemes are happening all over the UK. It’s important to understand that this sense of community amongst consumers can be artificially implemented in order to try and encourage these very people to meet with others, use facilities within a town centre and establish cultures on high streets. The Double Impact charity as can be seen here is attempting to not only engage with an adult consumer, but also with a younger demographic in order to try and build relationships with their local towns from an early age. Think about how you can achieve this on your own high street and don’t alienate the consumers of the future – the ones that are most often overlooked.

Fig. 109 Broadmarsh, 2010.

Fig. 110 Broadmarsh centre, 2011.

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I’m not sure I see the high street as a problem. It sounds like a sick friend and I don’t regard the high street as sick. It just has continuing issues Farrell, 2012

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Fig. 111 Lowestoft, 2013 Fig. 112 Ansell & Sons, 2014

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There have been many success stories in Britain whereby once the high street had been transformed taking into consideration urbanisation, the general environment was more consumer friendly and therefore much more useable. Kensington high street is a prime example to illustrate this point (see appendix 4.9 to find out more).

Fig. 113 Vauxhall, south London, 2012.

Urbanise the high street

Architects have also pitched in somewhat on this recurring debate in recent years. Ken Shuttleworth, founding partner or Make Architects argues that the character of the high street has disappeared. By designing better signage, paving, seating, litter bins and lighting, he believes that architects can play a major role in the revitalisation of the high street. Furthermore he illustrates the point that so many others often imply: that there is no local authority leadership amongst our high streets with subsequently results in a reluctance to do anything. A lot can be achieved by encouraging local authorities and shopkeepers to In order to revitalise our high streets and in response work in partnership together - you only have to look to to the continually increasing issues we are faced with examples such as Birmingham to see how this would work. concerning them, the British government recently released a report addressing the topic of urban spaces. Whilst some argue fervently that there is major issue with a lack of identity amongst our high streets, others imply When you look to examples further afield, such as the High that the problems aren’t as major as we initially thought.

Line in Manhattan, New York it’s easy to see why industry Renowned architect Terry Farrell highlights this point well. heavy weights such as Mary Portas look to such things to He says; “I’m not sure I see the high street as a problem. gain inspiration for the British high street. When we think It sounds like a sick friend and I don’t regard the high about landscapes, we usually consider them to exist outside street as sick. It just has continuing issues” (Farrell, 2012). of the city – but the High Line is proof they don’t have to.

Whilst he doesn’t agree that there are ‘problems’ to do with It is the suggestion of many therefore, that high streets should the British high street he nudges at an opinion that is agreed be given over to landscape architects more than retailers. For upon by many, that in the future people won’t go to the high years now, retailers and councils have focused on shooing street for shopping as much as in previous years, but instead members of the public away from areas outside of their stores they will visit town centres to interact with other kinds of instead trying to maintain a steady flow of people coming activities. Although the high street will always be at the centre in and out. But why shouldn’t the high street be handed of community life, its purpose in years to come will (and over to those who know how to interact with and use urban has already) change drastically. No longer do consumers spaces properly – a suggested made by Mary herself in the want to visit retailers to simply shop, instead they want to be Portas Review. A sense of community would subsequently provided with experiences that they can get excited about, develop between different age groups if retailers were to get involved in and then tell other shoppers afterwards. encourage consumers to pause and take a moment, have a chat and a sit down whilst watching skateboarders and It is this shift in purpose that has forced this new reality BMX kids. By allowing all members of a local city or town to come about and as a result (and as can be seen to engage with the high street in their own way, it would here) architects, MPs, local councils and retailer’s need mean that each consumer group would have a completely to reconsider what they offer to their consumers in different relationship with their high street (Portas, 2011). order to successfully engage with them in the future.

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How can I use this within my community?

The history of a city or a common sense of place can be leveraged amongst communities to obtain a sense of community. Maximize heritage features or natural landscapes to develop a sense of place. Look for historical references and influential people that have come out of your city in order to imply a sense of belonging amongst residents, retailers and consumers alike. The idea is to shake off the ‘clone town’ reputations that high streets have so commonly become associated with (Teather, 2009).

As previously suggested, markets are a hugely successful way to engage with your local community also. Not only do they encourage cultures to emerge both in the day and at night, it is a chance to engage with all members of a society.

The Nottingham Christmas Market is a key example to draw inspiration from whereby shoppers visit the Old Market Square regularly throughout the year to take in the bustling vibes of markets, events and more.

There should be a healthy mix of ‘come and go’ services such as markets, alongside sustainable areas such as clusters of bars and restaurants that continuously engage with consumers and spark interest all year round.

It’s the small things that make a big difference - Provide seating for shoppers as opposed to deterring them from pausing outside shops – look to examples such as Bath where B&NES have installed new outdoor benches and Nottingham Victoria Centre where seats have been introduced for weary shoppers. Through the careful design of shopping spaces whereby the needs and desires of shoppers are regarded as important, you can regenerate spaces that consumers will enjoy using ( Virtual Museum of Bath, 2014).

Fig. 115 Make’s Birmingham Retail Strategy, 2012.

Furthermore, when asked in a recent survey how much consumers would welcome rural landscapes on their high street 67% responded ‘very much so’ (see appendix for full survey).

Fig. 114 Rural landscapes, 2014.

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Only the best items will be showcased and efficient delivery through online channels at the customer’s preference will be the norm. In terms of consumer influence, emerging markets will lead the way. The increasing middle-class consumer in these markets will support the multichannel retail operators and will drive innovations and new products that will work their way back into the developed markets ( Worth Retail, 2013) and the flagship store will become more prevalent in retail.

Inspirational brands will “emphasise loyalty, excitement and innovation through highly knowledgeable staff, a high level of service, and state-of-the-art interactive experiences that allow the consumers to see, touch and feel the products” ( Worth Retail, 2013). It’s clear to see that technology goes hand-in-hand with providing a service for consumers.

To conclude

Whilst many professionals today are championing moves away from conventional methods, it’s obvious that several positive attributes are still worth preserving. The fundamental set of strategic concepts that apply to F&B are the backbone of good marketing decision making (Schmitt, 1999: p.20). But can they really succeed in engaging with consumers in store anymore especially when research has strongly implied it is experiences that entice shoppers from online platforms and into offline arenas? Organisation such as Meanwhile Use, the 3Space charity and the regeneration of both retail spaces and community Today, the overarching benefit of experiential marketing growth projects as can be seen with the Todmorden Green campaigns is that they can succeed in bringing people Route (see appendix 4.6 for case study), spark imagination together. “The notion of beneficial marketing is at the core of amongst others who have the authority to change a local experiential marketing for a very simple reason: people like community. It is hoped that eventually we begin to see a positive and meaning ful experiences” (Lenderman, 2006: p. ripple effect whereby communities take inspiration from 30) Once a consumer has experienced a brand, he or she is other communities in order to regenerate their own local left with a memorable understanding of complex brand values spaces. Only when we see this happen on a wider scale and and will therefore automatically associate a product with that when bigger companies back organisations and charities that personality (Smilansky, 2009: p. 15). These campaigns can seek to use vacant properties in a beneficial way, will the drive word-of-mouth through personal recommendations, problem of vacancies on our high street begin to dissipate. convey sophisticated messages that traditional approaches simply cannot achieve and develop brand loyalty amongst The future for independent retail, it would seem lies in consumers, to name but a few (Smilansky, 2009: p. 15&16). the demise of business rates. In 2013 Boxpark founder

Roger Wade spoke to government in a bid to encourage it to waive business rates for pop-ups in a move, which if successful, will “help create the next generation of independent retailers” (Goldfingle, 2013). This along with a proliferation of schemes such as Small Business Saturday would go a long way towards allowing more independent The future of technology within retail is an exciting prospect retailers to open retail stores in an attempt to bring back a for both retailers and consumers alike and new technologies sense of identity that so many high streets are longing for. are certain to revolutionise the way we shop in store. We can expect to see the conventional department store evolve into “an So it’s fair to say that the problem doesn’t lie in a willingness operation fronted by a small number of strategically-placed to change – but with all the will in the world, and little action, destination showrooms” ( Worth Retail, 2013) as early as 2020. change is going to happen a long way down the line. Reviews Stores that have a cultural focus and connect with its consumer through a brand ‘hub’, somewhere that carries the messages of a brand and identifies with its consumer on an emotional and physical level, is as important today as it was years ago.

such as the Portas review and the Grimsey review (amongst others) have set out to lay down a number of recommendations waiting to be adopted by the Government, and whilst they haven’t been totally ignored, it’s apparent that more need to be put in place if local communities are ever going to have a chance of bringing back to life their high streets.

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List of illustrations: Fig 1. The Picture House, 2010. [Digital image]. Available at: http://rhyl-life.blogspot.co.uk/2010/05/picture-house.html [Accessed January 2014].

Fig 2. Port Talbot, 2013. [Digital image]. Available at: http://black-white-photography.blogspot.co.uk [Accessed January 2014].

Fig 3. Shopping Habits, 2014. [Own image].

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Fig 4. The Olympia Shoreditch, 2014. [Digital image]. Available at: http://www.arthurlloyd.co.uk/Shoreditch.htm [Accessed January 2014].

Fig 5. The Olympia Shoreditch, 2014. [Digital image]. Available at: http://www.arthurlloyd.co.uk/Shoreditch.htm [Accessed January 2014].

Fig 6. Consumer, 2014. [Own image].

Fig 7. Kantar Retail, 2013. [Digital image] Available at: http://startups.co.uk/majority-of-british-consumers-think-future-ofhigh-street-lies-with-independent-stores/ [Accessed January 2014].

Fig 8. Walsall on market day, 1990. [Digital image] Available at: http://www.blackcountrybugle.co.uk/look-100-years-ago/ story-20336516-detail/story.html [Accessed January 2014].

Fig 9. St. John’s Dairy, 1949. [Digital image] Available at: http://www.glastonburyconservation.org.uk/096/king02.html [Accessed January 2014].

Fig 10. Brand communication, 2014. [Own image].

Fig 11. Experiential marketing, 2014. [Own image].

Fig 12. HMV Oxford Street, 1939. [Digital image] Getty Images. Available at: http://www.dailymail.co.uk/news/ article-2262399/HMV-administration-Collapsed-retailer-refuses-accept-vouchers-selling-MONDAY.html [Accessed January 2014].

Fig 13. Anon, 2013. [Digital image] Available at: http://youngstapreneur.com/2013/01/22/five-main-reasons-why-the-highstreet-is-struggling/ [Accessed January 2014].

Fig 14. Online retail, 2014. [Own image].

Fig 15. Multi-channel, 2014. [Own image].

Fig 16. My John Lewis, 2014. [Digital image] John Lewis Partnership. Available at: http://www.johnlewis.com/our-services/ my-john-lewis [Accessed January 2014].

Fig 17. The old High Street, 1970. [Digital image] Available at: http://www.winsford.net/Alans%20photos.htm [Accessed January 2014].

Fig 18. Oxford Bus, 2009. [Digital image] Available at: http://www.oxford-chiltern-bus-page.co.uk/240309-Editorial%20 and%20Features.htm [Accessed January 2014].

Fig 19. Technology, 2014. [Own image].

Fig 20. Tesco, 2012. [Digital image] Available at: http://www.bbc.co.uk/news/technology-19148154 [Accessed January 2014].

Fig 21. The Future of the Fashion Show, 2013. [Digital image] Available at: http://uk.glam.com/the-future-of-the-fashionshow/ [Accessed January 2014].

Fig 22. Timberland, 2012. [Digital image] Available at: http://digitalsignageuniverse.typepad.com/digital_signage_ universe/2012/02/timberland-launches-new-interactive-retail-concept-using-digital-signage-touchscreens.html [Accessed January 2014].

Fig 23. Primark, 2013. [Digital image] Graham Soult Available at: http://econsultancy.com/blog/63087-11-great-ways-to-usedigital-technology-in-retail-stores [Accessed January 2014].

Fig 24. Timberland, 2012. [Digital image] Available at: http://digitalsignageuniverse.typepad.com/digital_signage_ universe/2012/02/timberland-launches-new-interactive-retail-concept-using-digital-signage-touchscreens.html [Accessed January 2014].

Fig 25. High Street Montrose, 1870. [Digital image] Montrose Standard Press. Available at: http://en.wikipedia.org/wiki/ File:HighStreetMontrose_1870s.jpg [Accessed January 2014].

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Fig 26. Corner shop, 2013. [Digital image] Rex Features. Available at: http://www.telegraph.co.uk/expat/ expatpicturegalleries/9793189/The-demise-of-the-British-high-street.html [Accessed January 2014].

Fig 27. Vacancy rates, 2014. [Own image].

Fig 28. To Let sign, 2014. [Own image].

Fig 29. Shutters, 2014. [Own image].

Fig 30. Peacocks, 2014. [Own image].

Fig 31. Swatch, 2014. [Own image].

Fig 32. Vacant, 2014. [Own image].

Fig 33. Vacancy rates, 2014. [Own image].

Fig 34. Unoccupied, 2014. [Own image].

Fig 35. Victoria Centre, 2014. [Own image].

Fig 36. Dick’s Depot, 2013. [Digital image] Geoff Robinson. Available at: http://www.dailymail.co.uk/news/article-2529456/ How-one-high-street-Britain-looked-125-years-ago.html [Accessed January 2014].

Fig 37. High street Walsall, 2013. [Digital image] Available at: http://www.blackcountrybugle.co.uk/look-100-years-ago/story20336516-detail/story.html [Accessed January 2014].

Fig 38. Coming Soon Club, 2014. [Digital image] Available at: http://www.unlimitedmeanwhile.com [Accessed January 2014].

Fig 39. Mentrestant Barcelona, 2013. [Digital image] Available at: http://www.meanwhilespace.com/projects/current/ [Accessed January 2014].

Fig 40. Coming Soon Club, 2013. [Digital image] Available at: http://www.meanwhilespace.com/projects/current/ [Accessed January 2014].

Fig 41. Coming Soon Club, 2013. [Digital image] Available at: http://www.meanwhilespace.com/projects/current/comingsoon-club-cottrell-house/ [Accessed January 2014].

Fig 42. Queens Parade, 2012. [Digital image] Available at: http://www.meanwhilespace.com/projects/current/queensparade-willesden-green/ [Accessed January 2014].

Fig 43. Queens Parade, 2012. [Digital image] Available at: http://www.meanwhilespace.com/projects/current/queensparade-willesden-green/ [Accessed January 2014].

Fig 44. Queens Parade, 2012. [Digital image] Available at: http://www.meanwhilespace.com/projects/current/queensparade-willesden-green/ [Accessed January 2014].

Fig 45. Small Business Saturday, 2013. [Digital image] Available at: http://www.thelondoneconomic.com/2013/08/23/smallbusiness-saturday-supporting-the-high-street/ [Accessed January 2014].

Fig 46. High Street Rhyl, 2009. [Digital image] Available at: http://rhyl-life.blogspot.co.uk/2009_12_01_archive.html [Accessed January 2014].

Fig 47. The Shop, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk/the-shop [Accessed January 2014].

Fig 48. Bouquet, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk [Accessed January 2014].

Fig 49. Logo, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk [Accessed January 2014].

Fig 50. Pretty, pretty choices, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk/the-shop [Accessed January 2014].

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Fig 51. Myrtle Mee flower fridge, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk/the-shop [Accessed January 2014].

Fig 52. Bouquet, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk/weddings-and-events [Accessed January 2014].

Fig 53. Venue decorations, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk/weddings-and-events [Accessed January 2014].

Fig 54. Bouquets ready!, 2014. [Digital image] Available at: http://www.myrtlemee.co.uk/the-shop [Accessed January 2014].

Fig 55. High Street, 1955. [Digital image] Francis Frith. Available at: http://www.borders-cam.com/melrose/old-photos.htm [Accessed January 2014].

Fig 56. Anon, 2010. [Digital image]. Available at: http://www.shropshiremagazine.com/2010/05/some-call-it-progress/ [Accessed January 2014].

Fig 57. Boarded up, 2012. [Digital image]. Getty Images. Available at: http://www.thisismoney.co.uk/money/news/ article-2096394/Government-launches-1m-Mary-Portas-pilot-scheme-revive-town-centres.html [Accessed January 2014].

Fig 58. Mary Portas, 2013. [Digital image]. Available at: http://www.mirror.co.uk/tv/tv-previews/tuesdays-must-see-tv-maryqueen-1873008#.UuW9zP04mfU [Accessed January 2014].

Fig 59. The Portas Review, 2012. [Digital image]. Available at: http://www.bighospitality.co.uk/Business/The-Portas-ReviewPub-industry-welcomes-Government-support-and-funding [Accessed January 2014].

Fig 60. Melrose, Market Square, 1955. [Digital image]. Francis Frith. Available at: http://www.borders-cam.com/melrose/oldphotos.htm [Accessed January 2014].

Fig 61. A thing of the past, 2013. [Digital image] Available at: http://www.dailymail.co.uk/news/article-2414495/BritainsHigh-Streets-charity-shops-bookies-coffee-chains.html [Accessed January 2014].

Fig 62. Bath Abbey, 2014. [Own image].

Fig 63. Bath streets, 2014. [Own image].

Fig 64. Side street, 2014. [Own image].

Fig 65. Carnaby Street, 2014. [Own image].

Fig 66. Boxpark, 2014. [Own image].

Fig 67. ‘Our Neighbourhood’, 2014. [Own image].

Fig 68. Bryant Park yogis enter Warrior II pose, 2013. [Digital image] Available at: http://blog.bryantpark.org/2013/05/ fitness-in-park.html [Accessed January 2014].

Fig 69. Bryant Park Reading Room, 1935. [Digital image]. Available at: http://bryantpark.tumblr.com/post/498604971/ summer-reading [Accessed January 2014].

Fig 70. The Reading Room in Bryant Park, New York City, 2011. [Digital image]. Available at: http://www.jazzhostels.com/ blog/5954-new-york-citys-park-visitors-should-know-about-central-park/ [Accessed January 2014].

Fig 71. High Street, Walsall, 2013. [Digital image]. Available at: http://www.blackcountrybugle.co.uk/look-100-years-ago/ story-20336516-detail/story.html [Accessed January 2014].

Fig 72. Woolworth’s Portsmouth, 1951. [Digital image]. Available at: http://www.woolworthsmuseum.co.uk/ToysFiftyYearsAgo.html [Accessed January 2014].

Fig 73. Back In 5 Minutes, London, 2014. [Digital image]. Available at: http://www.londontown.com/LondonInformation/ Dining/Back-In-5-Minutes/40bdc/imagesPage/73041/ [Accessed January 2014].

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Fig 74 – 78. Sukima Gallery by Ikea, 2012. [Digital image]. Available at: https://www.lsnglobal.com/seed/view/6139 [Accessed January 2014].

Fig 79. Solihull, 2007. [Digital image]. Gradotti. Available at: http://www.gradotti.co.uk/old_pictures_of_solihull.htm [Accessed January 2014].

Fig 80. A Shop 100 years ago, 2010. [Digital image]. Available at: http://www.wartimehousewife.com/2010/01/several-goodreasons-to-support-local-businesses/ [Accessed January 2014].

Fig 81. Personalisation, 2014. [Own image].

Fig 82. Jambox, 2012. [Digital image]. Available at: http://www.forbes.com/sites/alicetruong/2012/08/21/jawbone-updatesamericas-favorite-wireless-speaker-with-more-than-100-color-combinations/ [Accessed January 2014].

Fig 83. Project One, 2014. [Digital image] Huang. Available at: http://www.cyclingnews.com/features/photos/first-look-2011trek-madone-6-9-ssl/128595 [Accessed January 2014].

Fig 84. Dick’s Depot, 2013. [Digital image] Geoff Robinson. Available at: http://www.dailymail.co.uk/news/article-2529456/ How-one-high-street-Britain-looked-125-years-ago.html [Accessed January 2014].

Fig 85. Melrose, Market Place and Old Cross, 1897. [Digital image]. Francis Frith Available at: http://www.borders-cam.com/ melrose/old-photos.htm [Accessed January 2014].

Fig 86. Small Business Saturday, 2013. [Digital image]. Available at: http://www.fourthsource.com/general/make-uks-firstsmall-business-saturday-16206 [Accessed January 2014].

Fig 87. Royal shoes link for Leicester, 2012. [Digital image]. Available at: http://www.dmu.ac.uk/royal-visit-2012/pressreleases/royal-shoes-link-for-leicester-plus.aspx [Accessed January 2014].

Fig 88. A family’s moment in time, 2009. [Digital image]. Available at: http://www.bbc.co.uk/blogs/ walesnortheast/2009/11/a_familys_moment_in_time.html Fig 89. Nespresso, 2014. [Digital image]. Available at: http://www.nespresso.com/uk/en/coffee-maker-list-Nesp?s_ kwcid=TC%7C14510%7C%2Bnespresso%7C%7CS%7Cb%7C14857155087 [Accessed January 2014].

Fig 90. Joyville campaign, 2014. [Digital image]. Available at: http://www.samandshish.com/?p=438 [Accessed January 2014].

Fig 91. Nespresso, 2014. [Digital image]. Available at: http://www.nespresso.com/uk/en/coffee-maker-list-Nesp?s_ kwcid=TC%7C14510%7C%2Bnespresso%7C%7CS%7Cb%7C14857155087 [Accessed January 2014].

Fig 92. Joyville campaign, 2014. [Digital image]. Available at: http://www.samandshish.com/?p=438 [Accessed January 2014].

Fig 93. Farleigh’s Store, 2014. [Digital image]. Available at: http://bidefordbuzz.org.uk/wp-content/uploads/2013/11/ screenshot_08.jpg [Accessed January 2014].

Fig 94. High Street, Sutton, 1910. [Digital image]. Available at: http://en.wikipedia.org/wiki/Sutton_High_Street [Accessed January 2014].

Fig 95. Anon, 2012. [Digital image]. Available at: http://www.npr.org/blogs/alltechconsidered/2012/12/10/166890714/forgetthe-register-stores-use-mobile-to-make-sales-on-the-spot [Accessed January 2014].

Fig 96 – 99. Vantage, 2011. [Digital image]. Available at: http://www.weareyourstudio.com/vantage-future-vintage-retail/ [Accessed January 2014].

Fig 100. Park Street, Walsall, 2013. [Digital image]. Available at: http://www.blackcountrybugle.co.uk/look-100-years-ago/ story-20336516-detail/story.html [Accessed January 2014].

Fig 101. Woolworth museum, 1951. [Digital image]. Available at: http://www.woolworthsmuseum.co.uk/Toys-FiftyYearsAgo. html [Accessed January 2014].

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Fig 102. Zady, 2013. [Digital image]. Available at: http://www.ecofashionworld.com/New-Sites/Zady-A-Sustainable-ShoppingDestination-for-the-Continental-Chic.html [Accessed January 2014].

Fig 103 – 105. Everlane, 2012. [Digital image]. Tumblr. Available at: http://tumblr.everlane.com [Accessed January 2014].

Fig 106. Aldridge High street, 2012. [Digital image]. Available at: http://www.blackcountrybugle.co.uk/Aldridge-focus-localhistory-society-celebrates-20-years/story-20147544-detail/story.html [Accessed January 2014].

Fig 107. Redhill High Street, 1930. [Digital image]. Available at: http://www.dorkingandleatherheadadvertiser.co.uk/ Merging-nostalgia-history-makes-good-read/story-19847738-detail/story.html [Accessed January 2014].

Fig 108. Westfield/Broadmarsh Shopping Centre, 2014. [Digital image]. Available at: http://www.hcd.co.uk/projects/retail/ westfield-broadmarsh-shopping-centre-nottingham.htm Fig 109. Broadmarsh, 2010. [Digital image]. Available at: http://timgarrattnottingham.co.uk/tag/broadmarsh-centre/ [Accessed January 2014].

Fig 110. Broadmarsh centre, 2011. [Digital image]. Available at: http://www.bbc.co.uk/news/uk-englandnottinghamshire-15670609 [Accessed January 2014].

Fig 111. Lowestoft, 2013. [Digital image]. Available at: http://blog.elephantinteriors.co.uk/lowestoft-furniture/ [Accessed January 2014].

Fig 112. Ansell & Sons, 2014. [Digital image]. Available at: http://www.ansellandsons.co.uk/our-story.php [Accessed January 2014].

Fig 113. Vauxhall, south London, 2012. [Digital image]. Available at: http://www.building.co.uk/story. aspx?storyCode=5045219 [Accessed January 2014].

Fig 114. Rural landscapes, 2014. [Own image].

Fig 115. Make’s Birmingham Retail Strategy, 2012. [Digital image]. Available at: http://www.building.co.uk/story. aspx?storyCode=5045219 [Accessed January 2014].

Fig 116. Critical path, 2014. [Own image].

Fig 117. Alex Johns, 2013. [Digital image] Available at: http://www.airport-technology.com/features/feature-retail-revolutionnew-strategies-london-gatwick-heathrow/feature-retail-revolution-new-strategies-london-gatwick-heathrow-5.html [Accessed January 2014].

Fig 118. Clare Nutter, 2014. [Digital image]. Available at: https://twitter.com/Clare_Nutter [Accessed January 2014].

Fig 119. Emma Rees-Olivere, 2014. [Digital image]. Available at: https://www.facebook.com/emma.reesoliviere?fref=ts [Accessed January 2014].

Fig 120. Harry Owen-Jones, 2014. [Digital image]. Available at: http://3space.org/about/team [Accessed January 2014].

Fig 121. Hilary Benn, 2008. [Digital image]. Available at: http://www.telegraph.co.uk/news/politics/labour/2797475/HilaryBenn-clashes-with-Evan-Davis-over-Government-fuel-package.html [Accessed January 2014].

Fig 122. James Lovell, 2013. [Digital image]. Available at: http://digihighst.com/blog/2013/4/28/what-independent-retailerscan-learn-from-ibm [Accessed January 2014].

Fig 123. Stuart Langley, 2011. [Digital image]. Available at: http://jacquelinechang.blogspot.co.uk/2011/12/disappearingdining-club-x-smith.html [Accessed January 2014].

Fig 124. Alicia Kite, 2010. [Digital image]. Available at: http://www.extraordinarywomenuk.com/finalists2010.html [Accessed January 2014].

Fig 125. Bill Grimsey, 2012. [Digital image]. Available at: http://www.express.co.uk/finance/city/350443/Man-with-a-visionfor-future-of-our-towns [Accessed January 2014].

Fig 126. Matthew Hopkinson, 2014. [Digital image]. Available at: https://twitter.com/MattheHopkinson [Accessed January 2014].

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Fig 127 – 131. Nespresso, 2014. [Digital image]. Available at: http://www.nespresso.com/uk/en/coffee-maker-list-Nesp?s_ kwcid=TC%7C14510%7C%2Bnespresso%7C%7CS%7Cb%7C14857155087 [Accessed January 2014].

Fig 132. Painted Contact Sheets, 2014. [Digital image]. Available at: http://azurebumble.wordpress.com/2012/12/04/williamklein-painted-contact-sheets-series/5177807969_4d01b3b81a_z/ [Accessed January 2014].

Fig 133. William Klein, 2012. [Digital image]. Tate. Available at: http://www.exhibitionsinternational.org/create_more. asp?isbn=9781849760690 [Accessed January 2014].

Fig 134. By William Klein, 2014. [Digital image]. Available at: http://www.pinterest.com/adelaidebeatric/by-william-klein/ [Accessed January 2014].

Fig 135. William Klein, 2012. [Digital image]. Available at: http://instantsteve.blogspot.co.uk/2012/11/william-klein-daidomoriyama-at-tate_19.html [Accessed January 2014].

Fig 136. William Klein, 2012. [Digital image]. Available at: http://www.bbc.co.uk/news/in-pictures-19873075 [Accessed January 2014].

Fig 137. William Klein mock up, 2014. [Own image].

Fig 138. William Klein mock up 2, 2014. [Own image].

Fig 139. William Klein mock up 3, 2014. [Own image].

Fig 140. William Klein mock up 4, 2014. [Own image].

Fig 141. Magazine layout, 2014. [Own image].

Fig 142. Magazine layout 2, 2014. [Own image].

Fig 143. Magazine layout 3, 2014. [Own image].

Fig 144. Magazine layout 4, 2014. [Own image].

Fig 145. Magazine layout 5, 2014. [Own image].

Fig 146. Motivation & Life Truths, 2014. [Digital image]. Available at: http://www.pinterest.com/celebhotspots/motivationlife-truths/ [Accessed January 2014].

Fig 147. The Perfect Pour, 2010. [Digital image]. Plaid Creative. Available at: http://www.christianross.net/tag/infographic/ [Accessed January 2014].

Fig 148. Hot Typographical Infographic, 2011. [Digital image]. Brent Jackson. Available at: http://www.christianross.net/tag/ infographic/ [Accessed January 2014].

Fig 149. Bye Bye Textbooks, 2011. [Digital image]. Available at: http://www.utalkmarketing.com/Pages/Article. aspx?ArticleID=21766&Title=E-books_infographics_-_five_of_the_best [Accessed January 2014].

Fig 150. Barneys New York, 1982. [Digital image]. WWD Archive. Available at: http://www.wwd.com/retail-news/departmentstores/barneys-returning-to-17th-street-7319389?full=true [Accessed January 2014].

Fig 151. Barneys New York, 2013. [Digital image]. Courtesy Photo. Available at: http://www.wwd.com/retail-news/ department-stores/barneys-returning-to-17th-street-7319389?full=true Fig 152. Barneys New York, 2013. [Digital image]. Courtesy Photo. Available at: http://www.wwd.com/retail-news/ department-stores/barneys-returning-to-17th-street-7319389?full=true Fig 153. Barney Pressman, 1923. [Digital image]. Courtesy Photo. Available at: http://www.wwd.com/retail-news/ department-stores/barneys-returning-to-17th-street-7319389?full=true Fig 154. Nike DJ booth, 2014. [Own image].

Fig 155. Fuelband, 2014. [Own image] Fig 156. Nike visual merchandise, 2014. [Own image 97

Fig 157. Customer interaction, 2014. [Own image].

Fig 158. Spain: Mango’s dressing up the streets, 2011. [Digital image]. Available at: http://www.jcdecauxna.com/innovate/ news/spain-mangos-dressing-streets [Accessed January 2014].

Fig 159. Spain: Mango’s dressing up the streets, 2011. [Digital image]. Available at: http://www.jcdecauxna.com/innovate/ news/spain-mangos-dressing-streets [Accessed January 2014].

Fig 160. Tissot, 2010. [Digital image]. Available at: http://www.independent.co.uk/life-style/fashion/after-virtual-makeupshoppers-can-now-try-on-watches-on-touch-screens-1976967.html [Accessed January 2014].

Fig 161. Tacori Jewelry, 2010. [Digital image]. Available at: http://jewelrynewsnetwork.blogspot.co.uk/2010_12_01_ archive.html [Accessed January 2014].

Fig 162. Tea is for Touchscreens, 2011. [Digital image]. Media Merchants. Available at: http://www.signmedia.ca/ newsletters/61-February-14-2011/283-tea-is-for-touch-screens [Accessed January 2014].

Fig 163. Starbucks Canada, 2011. [Digital image]. Available at: http://popsop.com/2011/02/starbucks-introduces-interactivestorefronts-in-canada/ [Accessed January 2014].

Fig 164. Back In 5 Minutes, London, 2014. [Digital image]. Available at: http://www.londontown.com/LondonInformation/ Dining/Back-In-5-Minutes/40bdc/imagesPage/73041/ [Accessed January 2014].

Fig 165. Back In 5 Minutes, London, 2014. [Digital image]. Available at: http://www.londontown.com/LondonInformation/ Dining/Back-In-5-Minutes/40bdc/imagesPage/73041/ [Accessed January 2014].

Fig 166. Back In 5 Minutes, London, 2014. [Digital image]. Available at: http://www.londontown.com/LondonInformation/ Dining/Back-In-5-Minutes/40bdc/imagesPage/73041/ [Accessed January 2014].

Fig 167. Sukima Gallery by Ikea 1, 2012. [Digital image] Available at: https://www.lsnglobal.com/seed/view/6139 [Accessed January 2014].

Fig 168. Sukima Gallery by Ikea 2, 2012. [Digital image] Available at: https://www.lsnglobal.com/seed/view/6139 [Accessed January 2014].

Fig 169. Sukima Gallery by Ikea 3, 2012. [Digital image] Available at: https://www.lsnglobal.com/seed/view/6139 [Accessed January 2014].

Fig 170. Sukima Gallery by Ikea 4, 2012. [Digital image] Available at: https://www.lsnglobal.com/seed/view/6139 [Accessed January 2014].

Fig 171. Pollination Street Todmorden, 2014. [Digital image] Incredible Edible. Available at: http://www.theecologist.org/ green_green_living/2202429/incredible_edible_todmorden.html [Accessed January 2014].

Fig 172. The ‘Shipman Clinic’, 2014. [Digital image] Incredible Edible. Available at: http://www.theecologist.org/green_ green_living/2202429/incredible_edible_todmorden.html [Accessed January 2014].

Fig 173. Incredible Edible Todmorden, 2013. [Digital image] Available at: http://www.whrl.org/2013/05/do-you-love-foodjoin-us-for-a-community-forum/ [Accessed January 2014].

Fig 174. Todmorden, 2013. [Digital image]. Available at: http://incredibleediblenetwork.org.uk/blog/didnt-we-have-lovelytime [Accessed January 2014].

Fig 175. Euphorium bakery, 2013. [Digital image]. Available at: http://www.retail-week.com/sectors/food/analysis-tescowatford-the-grocers-vision-for-big-box-retailing-is-exciting-relevant-and-convenient/5051904.article [Accessed January 2014].

Fig 176. Post renovation gallery, 2014. [Digital image] Available at: http://www.tescoplc.com/ watford/#prettyPhoto[post]/13/ [Accessed January 2014].

Fig 177. Post renovation gallery, 2014. [Digital image] Available at: http://www.tescoplc.com/ watford/#prettyPhoto[post]/13/ [Accessed January 2014].

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Fig 178. Post renovation gallery, 2014. [Digital image] Available at: http://www.tescoplc.com/ watford/#prettyPhoto[post]/13/ [Accessed January 2014].

Fig 179. Flavour Collider, 2011. [Digital image] Available at: http://neurogadget.com/2011/05/04/an-unusual-cocktail-vodkaart-mindwave/2085 [Accessed January 2014].

Fig 180. Flavour Collider, 2011. [Digital image] Available at: http://neurogadget.com/2011/05/04/an-unusual-cocktail-vodkaart-mindwave/2085 [Accessed January 2014].

Fig 181. Absolut Peppar Collider Cocktail, 2011. [Digital image]. Available at: http://www.designweek.co.uk/home/blog/ visualising-taste/3025655.article [Accessed January 2014].

Fig 182. Synesthesia meets art, 2011. [Digital image]. Available at: http://imbibe.com/news/2011-05/where-synesthesiameets-art [Accessed January 2014].

Fig 183. FigureEverything, 2011. [Digital image]. Available at: http://vimeo.com/channels/198540 [Accessed January 2014].

Fig 184. Neighbourhood management, 2014. [Digital image]. Available at: http://kensingtonregeneration.org/program_ themes/better_smarter_place_to_live/ [Accessed January 2014].

Fig 185. The Royal Borough of Kensington and Chelsea, 2011. [Digital image]. Available at: http://www.theguardian.com/ artanddesign/2011/nov/11/london-exhibition-road-cultural [Accessed January 2014].

Fig 186. The Royal Borough of Kensington and Chelsea, 2010. [Digital image] Available at: http://archpaper.com/news/ articles.asp?id=4635 [Accessed January 2014].

Fig 187. Kensington, 2011. [Digital image]. Available at: http://nclurbandesign.wordpress.com/category/public-space/ [Accessed January 2014].

Fig 188 – 197. Consumer Survey 1, 2014. [Own image].

Fig 198 – 207. Consumer Survey 2, 2014. [Own image].

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1

Appendix 1 - Interviews 1.1 Alex Johns 1.2 Clare Nutter 1.3 Emma Rees-Oliviere 1.4 Harry Owen-Jones 1.5 Hilary Benn 1.6 James Lovell 1.7 Stuart Langley 1.8 Alicia Kite 1.9 Bill Grimsey 1.10 Matthew Hopkinson

Appendix 2 - Observations 2.1 Bath 2.2 Nottingham: vacant properties 2.3 Nottingham: Broadmarsh shopping centre 2.4 London: Portobello market 2.5 London: NikeTown 2.6 London: & Other Stories 2.7 London: Apple 2.8 London: Carnaby Street 2.9 London Burberry 2.10 Boxpark 2.11 London: Truman Brewery (Bricklane) 2.12 London: South Kensington 2.13 Nottingham Christmas market

2 3

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Appendix 3 - Visual inspiration 3.1 William Klein 3.2 Visual composition

Appendix 4 - Case studies 4.1 Barneys 4.2 NikeTown 4.3 Mango, Tissot & Tazo 4.4 Disappearing Dining Club Back in 5 Minutes 4.5 Ikea 4.6 Todmorden Green Route 4.7 Tesco Watford 4.8 Absolut Vodka, Flavour Collider 4.9 Kensington Appendix 5 - The Twittersphere 5.1 Mary Portas 5.2 Future High Street 5.3 Indie Retail UK

4 5 6 7

Appendix 6 - Consumer survey results 6.1 Experiential marketing 6.2 Community on the high street Appendix 7 Tutorial record sheets

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fcp3

School of Art & Design ba

Declaration Form 2013/14 Module: Negotiated Project Stage 1 Module Leader: Tim Rundle Ref. no: FASH30001

I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the conduct of this project.

This submission is the result of my own work. All help and advice other than that received from tutors has been acknowledged and primary and secondary sources of information have been properly attributed.

Should this statement prove to be untrue I recognise the right and duty of the board of examiners to recommend what action should be taken in line with the University’s regulations on assessment contained in its handbook.

signed .................................................................................................................... date .......................................................................................................................

Nottingham Trent University School of Art and Design

Ethical Clearance Checklist for individual student projects

To be completed by the student for an individual project that involves the collection of primary data this includes images, drawings, photographs, questionnaires and interviews. Please complete this document following the guidance in the School of Art and Design Ethical Guidelines and Framework for Research and Practice Undertaken by Students.

Section A: About the research

Name: Programme of Study: Module Title and Reference Number:

Name of module leader/supervisor responsible for the management of the project Duration of project Project title

Section B: Training and experience

Have you had previous experience of or been trained in the methods employed to collect data, and/or discussed with your yes supervisor?

Have you been informed, given guidance, had issues outlined in relation to research ethics and consideration in relation to yes your project?

no no

Section C: Methodology/Practice/Procedures

Does your proposed study involve procedures which are likely to cause physical, psychological, social or emotional distress to yes participants or yourself?

Does your proposed study involve the use of hazardous materials, other than those currently covered by the School Health yes and Safety procedures?

No no

Section D: Ethical checklist

Does your project involve observing/questioning/the use of people in any way?

Please complete Fig.Yes 116 Critical path, 2014. the remainder of the form No Go straight to Compliance with ethical principles and Declaration Does your study involve vulnerable participants as described in the Student Ethical Toolkit?

Does your study involve observation and/or recording of identifiable participants without their knowledge?

Will participants give informed consent freely and be fully informed 102 of the study and of the use of any data collected?

Will participants be informed of their right to withdraw from the study?

Will all information on participants be treated as confidential and not identifiable unless agreed otherwise in advance

yes yes yes yes yes

no no no no no

n/a n/a n/a n/a n/a

Name of module leader/supervisor responsible for the management of the project Duration of project Project title

Section B: Training and experience

Have you had previous experience of or been trained in the methods employed to collect data, and/or discussed with your yes supervisor?

Have you been informed, given guidance, had issues outlined in relation to research ethics and consideration in relation to yes your project?

no no

Section C: Methodology/Practice/Procedures

Does your proposed study involve procedures which are likely to cause physical, psychological, social or emotional distress to yes participants or yourself?

Does your proposed study involve the use of hazardous materials, other than those currently covered by the School Health yes and Safety procedures?

No no

Section D: Ethical checklist

Does your project involve observing/questioning/the use of people in any way?

Yes Please complete the remainder of the form No Go straight to Compliance with ethical principles and Declaration Does your study involve vulnerable participants as described in the Student Ethical Toolkit? yes no n/a Does your study involve observation and/or recording of identifiable participants without their knowledge? yes no n/a Will participants give informed consent freely and be fully informed of the study and of the use of any data collected? yes no n/a Will participants be informed of their right to withdraw from the study? yes no n/a Will all information on participants be treated as confidential and not identifiable unless agreed otherwise in advance yes no n/a and subject to legal requirements?

Will any recordings of participants be securely kept and not released for use by third parties? yes no n/a Will storage data comply with the Data Protection Act 1998? yes no n/a

If you have selected an answer shaded in grey, you must submit a full application to the Subject REC or modify the project. A full submission to the Subject PREC comprises of: this form, a project proposal, an additional statement of up to 500 words outlining the ethical issues raised by the project and the proposed approach to deal with these.

Compliance with Ethical Principles

If you have completed the checklist to the best of your knowledge without selecting an answer shaded in grey, the research is deemed to conform with the ethical checkpoints and you do not need to seek formal approval from the Subject PREC. Please sign the declaration below, and lodge the completed checklist with your supervisor.

Declaration

I have read the Ethical Guidelines and Framework for Research and Practice Undertaken by Students. I confirm that the above named investigation complies with published codes of conduct, ethical principles and guidelines of professional bodies associated with the research discipline.

Name of student: ……………………………………………………………………………… Signature of student ……………………………………………………………………………….

Signature of supervisor/module leader ……………………………………………..…………………………..………. Date ………………………………………………………………..

Form reviewed October 2011, final copy 14.10.11

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Primary resarch methodology: Interviews: The best way to gain insight into the retail industry and talk in depth about the problems associated with the British high street, was to contact industry experts who could give informed opinions and talk about this topic in detail.

The aim of these interviews was to contact people within each sector talked about in the report and gather information to support the findings from each topic. The qualitative research obtained tested theories and hypothesis and subsequently helped inform the creation of viable recommendations.

The interviews were conducted both via email and as telephone conversations (see page 107 for a full list of interviewees).

By contacting each individual via their preferred methods, valid, reliable and accurate information was obtained.

Observations: Cities across the UK were targetted for the observations within this report. Areas in London, Bath and Nottingham were visited in order to gain primary research that could be tailored to the findings required.

Each city was observed over a period of time (usually over a period of days) and photographs were taken to document the findings (see appendix 2).

The aim of carrying out these observations was to gather valid sources of information, talk to people as they passed by and absorb the atmosphere within each place.

The three main areas targetted are often referred to in relation to ‘identity’ and so it was important to test these suggestions by physically visiting each place.

Consumer questionnaires: Two questionnaires were created to gain insight from consumers. The first was tailored to the topic of 'experiential marketing' and the second was based upon an idea of 'community'.

It was especially important to gather consumer opinions because the report is based around a discussion of how to bring these people back onto the high street and shopping in store.

The questionnaires were carried out over a number of weeks in order to gain as many responses as possible (see appendix 6 for survey results.)

Throughout both questionairres, respondents were ecnouraged to give in depth responses wherever possible in the hope of obtaining as much qualitative consumer research as possible.

Talks & events: A number of talks were visited and informed findings within this report. Strange Days and XX vs. XY given by the Future Laboratory and the Online vs. Offline talk given by the Trend Boutique were valuable resources to gather information and collect further research.

The future trends as discussed in each talk were particularly informative and the consumer insight elements supported the research that had already been carried out.

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Secondary resarch methodology: Websites: Websites were a valuable source of information throughout the research stages. They provided up-to-date information which was easily accessible and unfolded topics that hadn't previously been considered.

Newspaper websites such as the Telegraph and the Guardian were of particular use and others such as Retail Week, BDO and Local Data Company provided accurate and reliable insight.

Books: Numerous books were accessed both digitally and physically throughout the research process. The information gained was perceptive, insightful and reliable and often lead to follow up information that wouldn't have been found otherwise.

The opinions of those who featured in the books were mostly experts within their field and so it was especially important to understand their perspectives and theories.

Books that were accessed included 'Experience the Message' by Max Lenderman, 'Experiential Marketing'

by Shaz Smilansky and 'Experiential Marketing' by Bernd Schmitt. These sources were most useful for the first half of the report that talks about experiential marketing and the demise of traditional marketing in recent years.

Databases: Deloitte, Mintel, Emeral, Jstore and WGSN were a few of the databases accessed throughout the research stage and proved to be essential for gathering statistics, theories and quotes to back up the research that had already been carried out.

The reports provided a detailed insight into topics such as the retail industry in years past and in years to come and talked about research findings on a large scale. The validity and reliability therefore was hard to replicate given the time frame for this report and so these databases provided access to valuable information that would have otherwise not been obtained.

Journals: The Portas Review and the Grimsey Review were two key journals that informed large sections of this report. They helped establish context on the context of the British high street and provided information and statistics that could be found no where else.

The recommendations within each were particularly useful and they were a good template to base the recommendations within this report upon.

Responses to each were useful to look at and provided suitable criticisms which demonstrated the sometimes unrealistic nature of some of the suggestions.

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Interviews: email

1 106

Alex Johns Managing Partner at Worth Retail Fig. 117, 2013

Clare Nutter Associate Analyst, Planet Retail Fig. 118, 2014

Emma Rees-Oliviere Owner of independent florist, Myrtle Mee Fig. 119, 2014

Harry Owen-Jones Head of Operations at 3Space Fig. 120, 2014

Hilary Benn MP for Leeds Central and Shadow Secretary of State for Communities and Local Government Fig. 121, 2008

James Lovell Lead European Retail Consultant IBM Smarter Commerce Fig, 122, 2013

Stuart Langley Founder of Disappearing Dining Club Fig. 123, 2011

Alicia Kite Image and retail consultant Fig. 124, 2010

Bill Grimsey Retailer and turnaround specialist Fig. 125, 2012

Matthew Hopkinson Director of Local Data Company Fig. 126, 2014

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1.1 Alex Johns: From: Alex Johns Subject: Experiential marketing questions Date: 20/11/2013 To: Harriet Dunn Hi Alex, I hope you are doing well and thank you very much for getting back to me!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project. My focus for this project is to consider how brands can tailor their services to engage with consumers and make the somewhat stagnant retail experience that we have become accustom to, exciting, interactive and engaging again in a bid to bring people back on the high street and shopping in store.

I've included some questions below - feel free to answer them in as much (or as little!) depth as you like and add in anything you think will be relevant.

Thank you once again, kind regards, Harriet Dunn

Interview: Hi Harriet, Just back after a long day at work.

Thanks for sending this through, very happy to help you out.

If you ever need uni work or to come and see us let me know … our worth foundation may be of interest to you too. Watch the metro for more info.

1. How useful or successful do you think traditional marketing methods are today in the current market?

They are becoming outdated. TV still works, icelands sponsorship of get me out of here is testament to that. But in almost all cases brands are finding it more difficult to work out who their customer is and how to reach them.

2. How and which (if any) brands are currently failing to engage with their consumer through appropriate marketing strategies?

The old way doesn’t work, you can’t build a shop or a store and expect people to come, there is just too much choice nowadays. Great new brands like ASOS are booming whilst old school brands like blockbuster are falling by the way side.

Engagement is critical, apple know that so too do samsung but in the main the traditional retailers are being a bit lazy. Top shop though in the fashion world is great and is always expanding the envelope.

3. How important do you think it is for retailers to ensure that they provide the customer with an experience?

Critically important! We interviewed 3,000 people in bluewater last year and 83% said that a brand experience would hugely influence their purchase decision. However not many brands really provide experiences. Brands like Haagen dazs & M&M’s know only too well how vital it is.

4. Which brands are currently providing customer experience successfully?

Aside from the above, I would look at brands like Asos, jack wills (eek), harris & hoole (owned by tesco!), Pret, BMW who all understand the power of brand….

5. How important is the role of the physical store environment for both retailers and consumers?

Massively so … clever store design will hugely influence success. I have been involved with store rollouts across 500 stores that by making it all about experience that dwell time increases and basket size goes up by 25%

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6. Do you think by providing an experience for customers, brands will be able to engage with their market more successfully than if they didn’t provide one.

Yes 7. Do you think that in the current market, brands have lost their identity instead being more likely to blend in amongst the crowd?

Certainly in the fashion world, yes generally on the high street. Most innovation is now spent online which sad 8. Do you think a multi-channel strategy for brands is important in order to connect with their customer?

Yes, the research shows that multi channel strategy is now mission critical. However there is still a long way to go….a high street retailer won’t know who his customer is (name, address, phone number) and so won’t be able to form a proper relationship with them. An online retailer will. Data capture and manipulation is key to understand buying trends and habits so the retailer knows what the customer likes and can adapt accordingly.

9. What can brands gain from using data to personalise the customer experience? Which brands are doing this successfully in the market today?

See above. Tesco sadly has the best data capture and analysis of anyone in the market. Big area this but data is key … imagine if I really knew you, what you liked wearing, where you shopped, which products you purchased, I could offer you something you liked at the right time and I would know when you were most likely to buy it, that’s the future. Targeted & personalised marketing 10. It has been suggested by some that experiential marketing is to take over stagnant, traditional marketing methods. To what extent do you think this is true?

We run a £20m experiential business called iD and over the last 15 years we have seen huge changes in experiential and its due another evolution as experiences are not only on the high street they are online and on mobile too. Experiential works, period. It makes people buy in the heart of a brand experience, its on brand, its exciting and it results in a conversation and a long term relationship with the brand.

11. Do you think that experiential marketing can help brands be more successful in building a relationship with its consumer?

Yes 12. How can techniques such as technology, sensory branding, live experiences, visual merchandising and the use of scent, be used together to create a strong experiential store environment?

We are just building a store of the future for nespresso where all these things are true….you can learn where the coffee originated from, stand in coffee pods to smell and understand all about and use touch screen sensors to pick the coffee rifht for you and then go and taste in a coffee bar in the cente of the store. Its results in a longer stay in store, a better brand experience and more money spent. (see image attached) 13. Are there are brands that currently operate a strong experiential store environment?

Nespresso isn’t a bad one … see their store in regent street which we built for them.

14. How important is it, in your opinion, to personalise the customer experience when shopping in store?

Massively, If I can build a relationship with my customer they will buy 15. Do you think that brands that aren’t based in London can achieve experiential retail as well as those who are London based and therefore benefit from a different consumer demographic and do you think that London’s retail landscape has anything to do with this?

Whilst london is the hub, we have built brand experiences all over the world. London is easy because its so big but its easy to create an on brand and on audience experiences wherever to be honest.

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Photo's attached to email:

Fig. 127 - 131, Nespresso, 2014.

http://techcrunch.com/2013/11/20/ebay-debuts-shoppable-touchscreens-and-digital-storefronts-for-sonytoms-and-rebecca-minkoff-in-san-francisco/ http://buff.ly/189dSPX Hi, thank you so much - your opinions are going to hugely benefit my dissertation. and the websites and pictures you sent are a great help too!

I will definitely bear you in mind for the future and take a look at the Worth Foundation - I love your business and what you do!

Would it be okay to quote you directly in my final project?

Thanks again!

Harriet Sure thing good luck!

Alex Johns Worth 110

1.2 Clare Nutter: From: Joanne Jones Subject: Thank you for getting back to me!

Date: 12/12/2013 To: Harriet Dunn Hi, I hope you are doing well and thank you very much for getting back to me!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project. My focus for this project is to consider how brands can tailor their services to engage with consumers and make the somewhat stagnant retail experience that we have become accustom to, exciting, interactive and engaging again in a bid to bring people back on the high street and shopping in store.

One aspect of my project is to come up with solutions to what some people would call the decline of our high streets and my aim is to consider how we can bring people back onto the high street through innovative ideas. The idea of 'community' and going back to a time when the high street was a place to connect with one another, is something that I believe is important and could go a long way in solving this issue.

I've included some questions below - feel free to answer them in as much (or as little!) depth as you like and add in anything you think will be relevant.

Thank you once again, kind regards, Harriet Dunn Hi Harriet, Thanks for your e-mail regarding the research you’re doing. Our Analyst, Clare Nutter, has answered your questions but was having problems replying so please find her e-mail below and replies attached.

Thanks, Jo Hi Harriet, I’ve attached some answers to the questions you sent over. The project certainly sounds like an interesting piece of work!

Unfortunately I haven’t been able to answer them all as I’m slightly pushed for time, but I hope I’ve been able to give you some useful information.

Good luck with the work!

Kind regards, Clare.

Interview: 1. How important is it for retailers to have a multi-channel marketing strategy and which retailers currently adopt this style of marketing successfully?

Retailers can’t deny the impact that online is having on the high street. Multi-channel is key, retailers need to keep pace with changing consumer demands – they want a more convenient way to shop. Increasing use of mobile phones/tablets to shop will influence the high street.

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Physical stores can give customers a more personal, interactive experience whilst online offers convenience and low prices.

These need to be integrated seamlessly – omnichannel – so that online and instore channels complement each other rather than compete with one another.

John Lewis good example of omnichannel.

2. Do you think that retailers are open to the idea of mobile retail and how much has this affected brick and mortar retailers? (Has it worked to their advantage or disadvantage?)

People have more info to hand on their mobile and they’re using this in store to check price comparison sites etc… which is proving detrimental but it’s also a growth opportunity for retailers if they harness it in the right way. They can encourage customers to use mobiles in store to their advantage, e.g. scanning barcodes to give more info on product, to combine the online information the customer wants with the instore experience, also giving discounts for using mobiles to buy products in store. M-commerce is definitely growing amongst retailers.

3. How much do you agree (or disagree) with the recommendations as outlined in the Portas Review?

I think it certainly raises some valid points. If you’re after an opposing view the Grimsey Review is good for a critique of Mary Portas.

4. Do you think implementing the idea of ‘community’ onto our streets can regenerate the British high street?

I think there does need to be a strategic mix of shops, bars, gyms, butchers etc… to draw people back to the city center, as a lot of the high street is dedicated to pure retail space. How effective this will be I’m not sure.

5. How much do you agree with the suggestion that out-of-town shopping centers have contributed largely to the demise of the British high street?

This has definitely played a role, out of town is highly convenient with all shops placed together and a lot of parking.

Lower parking prices would help attract people back to the city. Government are putting restrictions in place on out of town to encourage a move back to the high street. I think it’s a combination of factors though, online has also been detrimental and the recession has impacted consumer habits.

6. How much of a problem are vacant shops on our high streets? And what, in your opinion, do you think can be done to prevent retailers from closing down their stores?

Vacancy rates can stimulate a negative image of the high street. Shoppers want convenience, they don’t want to go to the high street if there are only a couple of shops, they want to be able to get everything they need in one location. It’s worth looking at how business rates are impacting retailers on the high street.

7. Flagship stores such as Niketown in London have proved to be successful among consumers. Do you think however that these stores can be replicated successfully on a smaller high street e.g. Nottingham high street?

Retailers are using flagships more and more as test labs for new ideas. It’s unrealistic for these to be adopted everywhere, particularly due to the expense, but they are taking successful aspects of these and adapting them to local geographies.

8. Can you give me an example of any (British or global) high streets that have a strong sense of community and/or identity?

John Lewis – we often use them as an example of best practice. Revered for their excellent customer service, try to instill a sense of affection from its consumers toward the brand.

9. How much do you agree with the idea of ‘experiential marketing’ as a way of revitalising traditional marketing ideas?

It’s at the forefront of a lot of retailers strategies at the minute, trying to make stores more interactive is an advantage they hold over pure play online retailers. While it may get customers into the store, retailers need to adopt strategies to ensure that they don’t simply come in to test products to then buy online for a cheaper rate from a different retailer (they risk becoming show rooms). Need to turn this into in-store sales e.g. by introducing click and collect schemes.

10. It has been suggested that in order to bring a sense of ‘identity’ back on to our high streets, more independent retailers should be encouraged to open stores – do you agree with this?

More independent retailers would generate something unique to individual high streets, a lot of consumers are wanting more authentic/local experiences and products e.g. weekly farmers markets. But there needs to be a strategic mix of shops based on the different geography’s to ensure people aren’t priced out of local markets. Solutions to problems on the high street can’t simply be mass prescribed, they need to fit different areas.

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Hi Jo/Clare Thank you very much for taking the time to answer my questions - the information and opinions you have given me are going to add great value to my project!

Would it be okay to quote you directly when writing my report? ( Just checking as I need your consent before I do so.)

Thanks again, kind regards Harriet Dunn Of course. I’ve CCd Clare into the e-mail in case you want to contact her directly. If you could use “Clare Nutter, Associate Analyst, Planet Retail” as your source, that would be great. We’d definitely be interested in reading your report when it’s finished if you’d like to send it over.

Thanks, Jo

1.3 Emma Rees-oliviere: From: Emma Rees-oliviere Subject: Questions Date: 12/01/2014 To: Harriet Dunn Hi, I hope you’re all well and had a lovely christmas?

I’m in the process of writing my dissertation (scary stuff!) and a section of it is about independent retail - would it be possible to send you over a few questions to answer about Myrtle Mee? they’ll be based around independent business in general.

Let me know if this is okay and i completely understand if you don’t have the time!

Harriet.

Interview: 1. What are the main challenges (in terms of consumer engagement) you have faced as an independent retailer that you maybe wouldn’t have if you were a larger chain retailer?

Well it’s in the brand recognition and trust of the familiar.also I don t have the budget to place my shop on the high street so the footfall is low and customers have to make the effort to come and that is hard to pull them from their paths.

The web site helps but my marketing budget is low and I have to do it myself and lack the time / expertise.

2. To what extent do you think independent retailers can bring a sense of identity onto a high street or local area?

I think good / great ind ret...can really do that with their creative free rein, not the constraints of “head office “ it’s their ability to really get to know their customers needs / wants and play to that.. I know my area and I know my market but it takes a long time and it’s fluid especially with economy / spending as it is currently.

3. What is your opinion on the amount of independent stores that are currently open on British high streets? I.e. do you think there is enough?

I don t think there is enough but it can t change until the council thinks more laterally.. The blandness of our high streets is sad ... But also people say they want ind shops but don t use them as price / convenience is king. Also the big chains can

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do things well ,ie John Lewis .. Pret a manger.. Marks etc,.. We can t afford to be there ....rent ,rates ... If I think of bath it’s changed so much...in the new bit only chains...

4. In your opinion, how much do you think the increase in betting shops and credit chains on high streets is a problem for local independent retailers who are looking to open stores?

I haven’t really thought about it as it’s not really happened in bath...it was coffee and phones here. But the charity shops are taking over as well..the council should do short leases for shops in the city already ..

5. How important do you think it is for independent stores to have an online platform to engage with its consumers?

Yes this must be now but for my business I don t want to be just a menu shop of pictures etc, I need to talk to clients and create the bespoke product they want. The web has negatives for me. The youngsters communicate differently ...they want e mails , quotes, mock ups in double quick time....half of it is time wasting.... And it’s hard when you don t have a dept. To deal with it. The web site gives me credibility and a window to my style in an easy way.

6. How much do you incorporate technology and online into your offline physical store? well I have a screen on the wall .....and I pad with me to show pictures etc... I order flowers from the web ...at work.

7. How important was the consideration of location to you when deciding where to set up your shop? location was key. I needed an affluent area not too far from town / my home ...the shop had to be visible and attractive .the parking outside was the most important.

8. Has much has your business been affected (if at all) by not being located on a central high street? Have you found that customers are willing to travel further to visit your shop?

I would love a shop in a quirky street in town no question. I could have a different type of business there ...more under my control...like the m and s flower shop.

I am lucky that tesco came as it brought people and gave me more exposure and they could pick up something when they got their bread/ paper and not have to go into town and waste time and expensive parking. As many as you lose you gain.

9. Do your customers value the personal experience you can provide as a smaller independent retailer in comparison to bigger brands?

This is it really . I know what they want and endeavour to stock it and wrap it how they want ....I learn about their lives and remember things...I carry things to the car...make sure it is easy to transport for them BUT the product has to be great / better than the bigger shops as well. Customers are demanding.

10. As an independent retailer, what do you think your customers value the most that they don’t get when shopping with a larger retailer on the high street?

They want something from me that they can t get anywhere else. The flowers I buy are quality , exclusive sometimes unusual always the best quality and the proper price. They want quality and flowers bought,kept,handled ,arranged with care and expertise by a person they trust.

11. In your opinion, how well does Bath high street engage with shoppers through the use of local services, events etc.? not well at all. We ve just got back from Spain where the whole town of people were out in town being involved with what was going on that day... Bath caters for tourists who aren’t always using the shops. We all hate the Xmas market as 95% of the stalls are from outside of bath and bath people don t shop there then.

I need bath people to be shopping for my product... Less than 2% of my business is tourist pound.

12. As an independent retailer yourself, how much do you and would you support local initiatives (such as local produce markets, butchers, galleries, music events etc.)? yes I do do this ... But after the years there is sometimes a lack of what’s in it for me....so many people want things for free that you never get back. I think because it’s a pretty product....I do flowers for the local art galleries ...display their posters / give out vouchers as prizes etc..

13. Do you think these local initiatives (as mentioned above) could encourage consumers to shop more on their local high street?

I think we are in a time of major change in shopping /retail...I don t know where it’s going but soon you ll have all your measurements in your tablet and you ll try on clothes that way. For example. Things are changing and although people say they want local etc... Their shopping habits don t follow through .ease and convenience is the key ...they want it NOW or to do research on the product and buy it cheaper.... John lewis have got it right between shop / on line with them both working together plus price pledge and guarantee etc.. We re going over to American way of piling high supersize cheap ...not European of something small of exceptional quality beautifully packaged. And expensive but worth it..

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No I think it’s gone beyond it we re going to walk a different path...in Spain last week I walked past countless bakeries , a few florists ,,,,independents wall to ceiling ...then the odd Zara..mango...we can t go back to that.. Florists will die,, fishmongers have .hardware have. Music nearly gone. Card shops going, bakeries etc..

14. Do you think the support that independent retailers receive from larger chain retailers and local councils is sufficient? yes I do..... The council could do more for us .....

15. As an independent retailer yourself, would you have liked more support when first setting up your shop or are you satisfied with the help you received? (Would you still welcome the support now?)

I was happy with the support from the government ....business link...they were great....you could do with more financial help /advice as it seems everyone there to take your money when you are naive at first . No help from council or banks of course...

You have to build your own supports and ask for help and guidance . I kept in contact with my tutor for example and husband understood it all. But need to always reflect and learn from today for tomorrow ...

Hi, These answers are perfect! Thank you so much - I really appreciate it. :) Just have to ask (to comply with uni guidelines) whether it’s okay to quote you directly in my report?

Yes sure quote away,,,,,x

1.4 Harry Owen-Jones: From: Harry Owen-Jones Subject: Thank you for getting back to me!

Date: 04/12/2013 To: Harriet Dunn Hi, I hope you are doing well and thank you very much for getting back to me!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project.

My focus for this project is to consider and come up with solutions to what some people would call the decline of our high streets and my aim is to consider how we can bring people back onto the high street through innovative ideas. The idea of ‘community’ and going back to a time when the high street was a place to connect with one another, is something that I believe is important and could go a long way in solving this issue.

Would it be possible to send you a few questions to answer on this issue - any information and opinions you give me would be greatly appreciated and valued.

I hope to hear from you soon, kind regards, Harriet Dunn

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Interview: 1. In recent times, how much do you think the number of vacant high street shops has risen?

I think that it’s been fairly consistent over the last couple of years at around 14-15% but it’s much higher than this in certain towns, especially when you get out of London and the South East. The Local Data Company and the British Retail Consortium normally have good up to date figures on vacancy rates.

2. In your opinion do you deem the number of vacant properties on our high street (or elsewhere) to be an issue and if so why?

It is an issue but there is an inevitability to it. The rise in internet shopping, the dominance of supermarkets, lack of parking, high rent and rates coupled with the poor state of the economy mean that it’s a battle for retailers to stay afloat. Many of the units on our high streets are obsolete and won’t get leased again so there needs to be a grown up discussion about what to do with it. I personally think it makes sense to convert a proportion of it to residential which is already happening, helped by the relaxing of planning permission regulations and I also think that where it’s viable it makes sense to build schools, libraries, hospitals etc. into more central locations to encourage footfall and to breath life into areas.

3. What was the inspiration for starting the 3space charity?

There was a huge amount of empty retail and office space which was sitting idle due to the recession that 3Space wanted to open up for charities and not for profits to use.

4. What types of charities and community groups occupy the vacant properties?

There’s a list on our website of recent users which needs a bit of updating but should give you an idea.

5. Can you give me examples of vacant buildings that you have sourced in which a charity has done something that has benefitted the community? Were any and how many of these buildings have been located on a high street?

All the buildings past and present can be found on the website including whether they were on the High Street and there are links to blogs on what happened in them.

6. I am looking to visit some areas in London that are largely community based (I have been told to visit Shoreditch, Carnaby Street and Box Park so far). Do you know of any other places I could visit that are or were once retail areas that have a strong sense of community?

I suppose you could try Brixton Village which has undergone quite a transformation of late and which has an evolving community.

7. Do you think retailers would benefit from encouraging a sense of community within their high street landscape? Why do you think this?

Yes, a good CSR program can help to develop brand loyalty 8. How can a strong sense of community be created within an environment that currently lacks any sense of social purpose?

No easy answer to that, it often comes down to the individual who are prepared to go the extra mile.

9. How do people generally react to the idea of occupying vacant buildings to use the otherwise redundant space to benefit the community?

Mostly it’s positive although the property sector can be risk adverse so it understandably can take time for them to come round to the idea of meanwhile use.

10. Do you find that if you occupy a space on the high street, passersby who would otherwise walk by the empty building are interested and interact/engage with the charities?

Yes 11. How much do you think the area where charities occupy a space benefits by what they do?

Completely depends on what the charity are doing as we have a wide range of uses but the obvious advantages are increased footfall and the financial benefits that brings.

12. When sourcing buildings how willing are landlords to lend their otherwise vacant property to charities/ community groups?

Not particularly, the property sector can be quite risk adverse.

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13. Do you think that potential investors of the building are sometimes encouraged to rent the property because of the events that take place whilst it is being lent to these groups?

Having a property open and in use tends to make it more attractive to potential leaseholders.

Hi Harry, Thank you so much for taking the time to answer my questions - your opinions are so valuable and are going to help my dissertation no end!

Just checking if it’s okay for me to quote you directly in my research?

Thanks again, Kind regards, Harriet Hi Harriet, That ‘s fine as long as it’s in the right context so if you could send across any paragraphs that quote what I’ve written prior to handing it it that would be appreciated.

Thanks, Harry Hi Harry, I will of course send you the paragraphs that I use your information in so you can check them before I submit it.

Thanks again, Harriet

1.5 Hilary Benn: From: Hilary Benn Subject: Thank you for getting back to me!

Date: 12/12/2013 To: Harriet Dunn Hi, I hope you are doing well and thank you very much for getting back to me!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project. My focus for this project is to consider how brands can tailor their services to engage with consumers and make the somewhat stagnant retail experience that we have become accustom to, exciting, interactive and engaging again in a bid to bring people back on the high street and shopping in store.

One aspect of my project is to come up with solutions to what some people would call the decline of our high streets and my aim is to consider how we can bring people back onto the high street through innovative ideas. The idea of ‘community’ and going back to a time when the high street was a place to connect with one another, is something that I believe is important and could go a long way in solving this issue.

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I’ve included some questions below - feel free to answer them in as much (or as little!) depth as you like and add in anything you think will be relevant.

Thank you once again, kind regards, Harriet Dunn See answer below Best of luck Hilary Benn

Interview: 1. It has been suggested that in order to bring a sense of ‘identity’ back on to our high streets, more independent retailers should be encouraged to open stores – do you agree with this?

Yes 2. Do you think the continued increase in betting shops and credit chains means that we are losing the ‘traditional face’ of the high street?

Yes and we have proposed new powers for local communities through their councils to control the number of such premises - ie through a specific use class order.

3. How important is it for local people to be involved with the running of their high streets?

The best way is to shop there!

4. How much, in your opinion, can local people change the community that they live in?

A lot, with effort. Also, see above answer.

5. A recent poll of MPs showed that two-thirds believe high streets in their constituencies have deteriorated noticeably over the last five years. How much do you agree with this?

Varies. Leeds city centre doing well; other local shopping centres facing problems.

6. To what extent do you agree with the statement; “high streets are focal points for communities and essential to local economies”? (BRC online) I agree.

7. How much do you support the recommendations made by Mary Portas in the Portas review? Are there any recommendations that you think could be particularly successful (or unsuccessful)?

She has lots of good ideas and making sure you have a town team to take them forward is really important .

8. Do you think implementing the idea of ‘community’ onto our streets can regenerate the British high street? not sure I quite follow the question.

9. How much of a problem are vacant shops on our high streets?

A big one.

10. Do you support projects such as ‘Meanwhile Use’ who temporarily use vacant buildings to host events and encourage local people to get involved within their community?

Yes Best of luck Hilary Benn

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Hi Hilary, Thank you very much for taking the time to answer my questions - the information and opinions you have given me are going to add great value to my project!

Would it be okay to quote you directly when writing my report? ( Just checking as I need your consent before I do so.)

Thanks again, kind regards Harriet Dunn Harriet – this is OK as long as it is not taken out of context.

Sally Clark Office of Rt Hon Hilary Benn MP 1.6 James Lovell: From: James Lovell Subject: Retail and technology questions Date: 25/11/2013 To: Harriet Dunn Hi James, I hope you are doing well and thank you very much for agreeing to answer my questions!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project. My focus for this project is to consider how brands can tailor their services to engage with consumers and make the somewhat stagnant retail experience that we have become accustom to, exciting, interactive and engaging again.

I’ve included the questions below - feel free to answer them in as much (or as little!) depth as you like and add in anything you think will be relevant.

Thank you once again, kind regards, Harriet Dunn Hi Harriet, Hope you are well.

So, here you go....the answers to your questions. As I am sure you can probably appreciate I can talk about this subject all day long, so I have tried to be fairly concise with the answers.

I hope this provides you with the ammunition you need to complete your dissertation and good luck with it.

If you need any clarification on anything - give me a shout.

Cheers James

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Interview: 1. In comparison to a few years ago, how much more do consumers expect to see and interact with a digital shopping experience instore?

The shift in consumer expectations towards a digital instore shopping experience has gathered pace over recent years, especially in younger generations such as “digital natives” This has been mainly driven by mobile smartphone devices as consumers are using these in store to research products and prices during the store visits. Often consumers have more product information and knowledge at their fingertips, than the store assistants do.

2. How important is it for retailers to utilise technology as a main part of their offline strategy?

Crucial. Due to the increased consumer expectations mentioned above, retailers must start to develop strategies to meet these demands and merge the digital and physical worlds. Those retailers that do not this, must consider their position in the market. The retail industry has already seen many businesses go out of business who have not started to embrace the digital world beyond simply selling online.

3. How successfully are retailers managing to converge digital platforms with their offline space?

Only a few retailers are really starting to successfully converge digital and physical trading channels. To be able to do this successfully has considerable implications on retailers operating models though as well as systems and processes. Having the technology is the easy bit. Retailers still operate in departmental and channel silo’s, and the barriers between these silo’s needs to be broken down to be able to deliver a true “omni-channel” experience.

4. How can both retailers and consumers benefit from using technology?

Retailers that embrace technology can expect to be able to deliver a considerably improved personalised and relevant customer experience, that will improve customer service and loyalty. The knock on effect of this will be improvement in revenue and profitability, but also an increase in customer lifetime value.

Consumers, will also benefit considerably. The shopping experience will be greatly improved as the technology will make it easier for consumers to shop as they will have more information available to them to be able to make improved purchasing decisions.

5. In your opinion, do you think the integration of technology into offline stores will encourage consumers to shop more on the high street?

Absolutely. Bringing technology into the the store will help retailers deliver a more engaging customer experience.

Retailers with stores have a distinct advantage over the likes of Amazon, and that advantage can take two forms: • Retail theatre – they are able to bring their brand to life in a way that can not be done through the digital channel.

• Immediacy – no online only retailer is able to be able to deliver a product immediately.

There was talk a couple of years ago that the store is dead, but we are starting to see the store fighting back, with new store layouts and models, inspired by the likes of Apple and Burberry.

6. Which brands (if any), in your opinion successfully manage to integrate digital technologies in their retail space? What techniques do they currently use?

In my view the only brand that really uses technology well in store at the moment is Apple. However they have a distinct advantage of also being a technology provider. They understand the importance of mobile devices and the roles they play in the store environment, even down to enabling self-service mobile payments.

7. How important do you think it is for store staff to interact with consumers through the use of technology?

Very important. The term – instore concierge, is becoming more widely used. This means that a store assistant should be able to deliver a hugely improved level of customer service using technology. Many retailers are developing strategies to enable stores associates through the use of tablets, where they can see richer product information as well as customer information. Having this information as well as other information such as inventory and order visibility, means that a store associate can really start to orchestrate a customer’s journey in-store.

8. How do you envisage technology being used within retail in the future?

I think all these questions answer this question.

9. How important is it, in your opinion, to personalise the customer experience when shopping instore?

This is the next big challenge retailers are going to face. In recent years a lot of work has gone into personalising the digital retail experience, particularly in the web based channels. These techniques and methodologies will now start to be adopted in the store environment. Technologies such as wifi triangulation using beacons in-store will enable retailers to track a customer’s location in the store and the path they are taking whilst shopping. This information can then be used to determine the next best action to take with the customer. The approach will be similar to the digital journey and conversion funnel.

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It has already been seen in the digital world that personalisation of the customer journey can have significant improvements in conversion and customer loyalty and retailers will look to do the same instore.

10. What can brands gain from using data to personalise the customer experience?

Customer data = improved customer insight = improved customer experience = improved customer loyalty = improved revenue and profitability.

Brands that are succeeding in this space are the likes of Boots, Tesco and Sainsbury’s inparticular. The reason for this is that they already have significant amounts of customer data that they are using to make their customer experience and marketing more effective. Most other retailers however are having to address the data issue first.

Retail has traditionally been severely behind other industries in the collation and usage of customer data. All retailers should have a data strategy in place. If not then they risk losing out heavily to those that do.

11. How useful or sucessful do you think traditional marketing methods are today in the current market?

The number of marketing channels that are now at the disposal of a Retail Marketing Director are huge, which presents a significant challenge. Each channel needs to be assess as to what role they will play in customer acquisition, retention or reactivation strategies.

Traditional offline marketing channels will remain important, but measuring ROI on these is notoriously difficult, so I suspect they will be used more for brand awareness.

12. What do you think brands should be focusing on or considering when thinking about their own marketing strategies?

Marketing performance attribution will be crucial going forward and the use of advanced analytics and algorithm’s will enable marketeers to accurately determine how each channel has influenced a sale. This is different to the current methods of attributing sales to the “last click” before a purchase is made.

Having the ability to analyse marketing channel performance by influence will enable more accurate allocation of marketing spend.

13. How much does product data enhance a customer’s buying process? Do you think consumers want this information when shopping on the high street today?

High quality product data is as important to customers as customer data is to the retailer. Customers are far more savvy than they were a few years ago and the reason for this, is that there is more information about products being made available digitally. Product data is already being used by customers in store, by Googling the products they are looking at in store, or scanning barcodes to get enhanced product information, which quite often comes from sources that are not “owned” by the actual retailer.

Retailers need to provide high quality data in all channels, to ensure they can control the information customers are seeing wherever possible.

14. How important is for brands to ensure that they collect customer data and apply this to create a personalised experience for the customer?

See question 10 – same question.

15. What are your predictions for the future of retail in the years to come?

I wish I had a crystal ball ;-) My personal view is that the retail industry will consolidate somewhat, with retailers not embracing the new world of retailing, losing out.

The retail shopping experience will become a data driven experience, where technology is used to orchestrate the customer journey across all channels. Retailers will need to ensure that customers can start, pause, resume and end their purchasing paths as easily as possible across any channel.

The traditional store model will change, with stores starting to provide a very engaging customer experience, but also making sure it is adapted to deliver effective collection/returns facilities.

Hi James, Thank you so much for taking the time to answer my questions! Your opinions are so valuable and are going to help my dissertation no end!

Just checking if it’s okay for me to quote you directly in my research, Hope Scandinavia was good!

Thanks again, Regards, Harriet 121

Hi Harriet I’m glad you found them useful. Yes, please feel free to quote me.

If it helps my title is: Lead European Retail Consultant IBM Smarter Commerce James

1.7 Stuart Langley: From: Stuart Langley Subject: Thank you for getting back to me!

Date: 10/01/2014 To: Harriet Dunn Hi Stuart, I hope you are doing well and thank you very much for getting back to me!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project. My focus for this project is to consider how brands can tailor their services to engage with consumers and make the somewhat stagnant retail experience that we have become accustom to, exciting, interactive and engaging again in a bid to bring people back on the high street and shopping in store. One area I am looking into is independent retail and how brands can collaborate in order to overcome the issue of space (and often lack of it).

Whilst carrying out my research I have come across the Disappearing Dining Club and would love your opinions on the idea of collaborating with other brands in terms of space and consumer.

I’ve included some questions below - feel free to answer them in as much (or as little!) depth as you like and add in anything you think will be relevant.

Thank you in advance and I look forward to hearing from you, kind regards, Harriet Dunn Hi there – answers below in red. Hope this is of help.

Many thanks

Interview: 1. What was the inspiration behind starting the Disappearing Dining Club?

I wanted to do something for myself after a long hospitality career working for other people. I had some time on my hands, so I threw a dinner party and it all went from there.

2. In terms of Back in 5 Minutes, what was the reasoning behind opening a restaurant in the back of a clothesshop? What were you trying to achieve?

We chanced upon the location when we really needed it. It was a huge amount of luck. We needed a kitchen and a space that worked within the DDC ethos. The shop was a former restaurant and had an empty kitchen in its basement, and had a large space at the rear that the shop didn’t know what to do with. We found the space, and the idea for Bi5M followed.

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3. By collaborating with a clothes shop, have you been able to capture a consumer base that you perhaps wouldn’t have been able to if you hadn’t located your restaurant here?

No. But I think the shop have.

4. How have consumers reacted to the concept of having a restaurant at the back of a clothes shop? Has the response been positive?

It’s become a major part of the personality of the restaurant. We try and make Bi5M work like any other small restaurant and act like the shop isn’t there, it’s important that people see us as a serious, but fun food and drink business, not a novelty.

5. Do you think retailers and brands can largely succeed by collaborating with other brands and retailersjust like you have done? What do you think they can gain by doing this?

HUGELY. Brands want credibility and so like to team up with other credible brands to create a sense of brand lifestyle.

6. The idea of space collaboration has been talked about widely recently in response to the decline of the high street and the rise in vacant properties. Do you think by sharing a space, retailers can overcome this problem and how far do you think this concept could be stretched across most high streets across Britain?

Lots, but the reality is that there needs to be common goals and people, being people, don’t always get on with each other.

Food smells and new clothes don’t really make a good partnership, but at the end of the day, we pay 50% of the rent of the shop, the majority of the bills, and work hard to look after the guys we share the business with.

7. Do you think your customers like and are excited by the idea of being part of something that isn’t the norm for British retail and dining?

100% yes.

8. How well received has the Dinner Club that takes place every Wednesday been amongst customers?

This has been good for us since we ran our first Dinner Club in November 2010, in an old Chinese take away on Old Street.

9. Do you find that local people often turn up and are willing to take part in this event in order to socialise with other local residents?

Our trade is more destination than local – but the ONLY reason you should come on a Wednesday is to eat and meet other people.

10. How much has this event ignited a sense of community within the local area?

No. Our demographic is more of a going out crowd rather than us playing a role within the ‘neighbourhood’ - this isn’t the right restaurant for that (at this stage).

Hi Stuart, sorry for the delayed response.

Thank you so much for your answers - they are really valuable to my project.

Just need to get your permission and ask whether it’s okay to quote you directly in my report?

Thanks again, kind regards, Harriet

It’s fine to quote me directly.

Many thanks

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1.8 Alicia Kite: From: Alicia Kite Subject: Questions Date: 03/01/2014 To: Harriet Dunn

Interview: 1. What are your thoughts on pop-up shops?

Pop up shops enable the high street to have more interest, so otherwise the high street is just boring and bland because the only retailers that can really afford to be there are the big boys. So all high streets look the same. Pop-up shops are a great idea but you cannot build the high street based on pop-up shops, the reason being is because the independent retailer who has got this pop-up shop cannot and does not invest in those premises so there is not investment in décor and there’s nothing there that is permanent. So from the customer’s point of view the following week the pop-up might have gone. Okay so there’s no consistency and what the high street is lacking is consistency because every time they go to the high street shops are closing so these pop-ups can also give that message – the fact that they’re there one day, gone tomorrow so the high street has to be a mix.

However the pop-ups allow the independent small retailer to dip their toe into the market. So they get a feel for whether they could sustain a shop. With these grants that are currently available, such as Inspiring Retail, combined with the popup shops this is enabling the small independent to have the confidence to go back on the high street. But the only way that these small independents can survive is if they are given reduction in rent and rates. The landlords are not going to support this so the only way is for the government to give grants and funding to support this. The landlords are happy for the high street to be turned into more residential because that is giving higher value to their property. The reason that the high street is full of betting shops and pound shops is because they are the only retailers that are making money. But long term this will be the death of the high street.

2. How are retailers bringing consumers back into store currently?

Schemes like the My John Lewis membership card are encouraging people to come into store, have a nice experience, have a coffee and a piece of cake on us because although their online business has increased and if you look at their sales their growth in business has been online, they are also aware that the their high street presence is crucial. But for me as a customer you’re saying have a cup of tea and coffee or have a piece of cake but then you’re reducing the staff to give me the service in shop so it’s contradictory. So I think there’s a lot of mixed messages’ being sent out to the customer and we need to get these messages consistent. The word consistency is what the customers is looking for in the high street, they want to know that the shops that they enjoy shopping at are going to be there the next time they visit their city or their town. Is that the case at the moment? No it isn’t. So we’re not encouraging the customer to go back, consistency is what the high street customer needs, desires and wants.

3. How do relationships between retail staff and shoppers enhance the customer experience today?

The shops are full of students waiting to go on and do another career. They see working in a shop as demenial. Retailing is no longer seen as a career, its seen as an in between job to do whilst you’re at uni to earn a bit of money. A lot of companies no longer give permanent contracts; it’s all short-term contracts because employment law makes it so hard to actually employ people. Online you don’t need people. What commitment does that give to the staff? We talk about consistency but in my day of shopping I’d walk into John Lewis and I’d see Amanda because Amanda was always there, you don’t have that anymore, so even the consumer can’t build a relationship up with staff anymore, they might as well talk to a computer. There is no experience.

Phillip Green wants to keep the high street alive, because he is the high street. In order for him to do that he started Retail Academy, which is training people in customer service. He is the high street, he owns British Home Store, Burtons, Topshop, and he’s been in the business for years. He’s trying to encourage young people to keep visiting the high street.

4. How much should the government be supporting independent retailers?

Landlords don’t even want independents to rent their shops because it’s too much of a risk for them but if those independents were supported by the government and the landlords knew that, they would be happy to give leases out because the landlords would have security. A mix of retailing is key to the high street. The consumer experience is becoming less memorable.

5. How can smaller businesses enhance the customer experience without the budget of larger brands?

Nike have dj’s, music, staff playing with footballs but my florist they don’t have the budget of Nike but this doesn’t mean that they can’t provide an experience florists for example are partnering with coffee shops. They do things that are within their budget but they’re still thinking about the customer experience, but it’s all about what’s available to them.

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6. How much do you project such as the ‘Meanwhile Use’?

The only way the high street is going to survive is by people spending money. If people spend money, they’ll pay the rents, they pay the rent, shops exist, things like this are nice to have but they don’t bring any income in, in terms of a mix yes I’m for it, but if we had the high street full of that, there would be no high street, it’s all about money, money, money.

7. How much can high streets learn from out-of-town shopping centre’s and how much does parking affect a consumers shopping experience?

High streets can learn from out-of-town shopping. These centre’s realise that they have to be a destination, so in other words they are providing food, entertainment, and a mix of shops in terms of cost, in terms of experience and in terms of age. One thing they do is they offer free parking. One thing that goes against the high street is that a few years ago you could find on street parking, now it’s all metered. It’s not only metered but it’s a pound for half an hour, it’s expensive parking. In lots of towns there are not even sufficient car parks and when you park your car, car parking has only increased. Why can’t it be subsidized? Why hasn’t the government subsidized parking and why are companies allowed to charge extortionate amounts because again it’s short term, because customers are going to vote to go out-of-town where they are offered free parking, the high street will die.

There is park and ride, which is good but again, is there enough park and ride? And is this something that’s going to increase because there’s still a cost involved to it and there’s some inconvenience in it.

In Nottingham they’ve brought back towns. Why have they brought back trams? Because again it’s encouraging the customer to come back into town, leave the car at home because it’s expensive and there’s not enough parking anyway and they want to encourage us to come back. These trams operate for one reason, to bring customers back into town and even to keep them away from out-of-town shopping centre’s.

Towns like West Bridgford, which must have been replicated up and down the country, have increased. So coffee shops like Costa Coffee, Pizza Express all these places now have units in suburbs of the cities. More independent retailers can afford to be out-of-town and consumers are finding suburbs of towns more interesting. There must be volume otherwise big companies like Costa Coffee could not sustain coffee shops out-of-town could they so again this is proof that people are not going into our town centres, they’re staying more local. Why are the staying more local? I believe it’s because you get more interesting shops because they can afford to be there, there’s more to offer, they haven’t got the expensive parking and it’s more convenient. So suburbs are cashing in on the boring life of a high street at the expense of the high street. It’s driving the customer away from town, the rent and rates of an outskirts compared to an independent having a shop in town, it’s not possible. There is so much to offer with suburbs. There is two things with the high street, we’ve got to help the independent retailer to allow them the comfort and the security of having a presence in the high street and the only way we can do that is by subsidizing their rent and rates, that’s one thing. We have got to let the customer afford to go to town, the customer’s can’t afford to go to town, and they could spend ten pound before they’ve even bought a cup of coffee. So can they afford to go into the high street? Not according to my knowledge because parking is so expensive and it’s not convenient because there isn’t that many places to park. At Christmas they saw the biggest growth online, well do you want to queue half an hour to get into a car park, do you want to queue at the tills because there’s no staff and then there’s nothing new, we can get everything we want online whereas if there was independents and they were seeing different and interesting things we’re more likely to queue in that queue, but if they have to queue in that queue and then pay 20 pound to park your car you’re not going to do it.

8. How much responsibility do councils have to ensure the upkeep of a high street and how much can location affect retailers in terms of the consumer they attract?

One thing that councils do is they have a huge responsibility, they can make or break a town because if they investment in one end of the town another end of the town can die, so if you look at Derby, they opened Westfield Centre which was at one end of Derby, the Irongate area which is at the other end of Derby died. It’s taken them all these years to lick their wounds coming out of the recession, now what the council is doing because they realise what they’ve done is they’re now putting investment into the other end of the town because they killed it, they drove traffic away from one end.

Broadmarsh has died because of the investment has been at the other end of town and Briar Smith gate was buzzing because it led to Broadmarsh. Clumber Street used to be one of the busiest streets in Europe. The reason why it was one of the busiest streets in Europe, and the rents are really really high on Clumber street is because it was a funnel, and it is a funnel, to take people from the Victoria centre down to Broadmarsh so when cities are looking at developing they look at where the traffic goes, when I had my shops I looked at where the traffic was. Clumber street, I didn’t want that volume because my products were expensive and also the rents prohibited it but if you look at the shops on there it’s all mass market isn’t it and it attracts those people. I chose Exchange Arcade because it was more exclusive therefore it was cheaper and it funneled the volume of people. The high street is about people traffic and where those funnel go. Broadmarsh has always been the poorest end of town because its near the train and bus station and people who use public transport, in the main and this isn’t the case always, are not high ticket spenders so therefore Broadmarsh has always offered more affordable products whereas Victoria Centre which is not led by local transport is more expensive.

Feel free to quote me directly in your report and you as much of this conversation as you like. I hope i’ve been of help.

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1.9 Bill Grimsey: From: Bill Grimsey Subject: Bill Grimsey Date: 16/12/2013 To: Harriet Dunn Hi Harriet My e mail address is above My mobile is 07802219115 Happy to help Bill Hi Bill, I hope you are doing well and thank you very much for getting back to me!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project. My focus for this project is to consider how brands can tailor their services to engage with consumers and make the somewhat stagnant retail experience that we have become accustom to, exciting, interactive and engaging again in a bid to bring people back on the high street and shopping in store.

One aspect of my project is to come up with solutions to what some people would call the decline of our high streets and my aim is to consider how we can bring people back onto the high street through innovative ideas. The idea of ‘community’ and going back to a time when the high street was a place to connect with one another, is something that I believe is important and could go a long way in solving this issue.

I’ve included some questions below - feel free to answer them in as much (or as little!) depth as you like and add in anything you think will be relevant.

Thank you once again, kind regards, Harriet Dunn Hi Harriet I am very happy to answer your questions but would prefer to talk to each question in a 15 minute phone call rather than type up answers.

My number is 07802219115 and Monday after 5 pm fits if it works for you Bill Hi Bill, Okay no problem I will ring you on Monday after 5.

Look forward to speaking to you, Kind regards, Harriet

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Interview transcript: 1. What are your views on the Portas Review and how do you think it has fallen short of the reality we are still faced with on our high streets?

Well first of all my views that the Portas review was published in December 2011 was a review that raised the profile of the plight of the high street and it was commissioned by Government but I thought it fell short of what was required at the time, it didn’t have enough depth it wasn’t predicting the structural changes that took place in the retail sector in the ensuing 18 months as can be seen by the fact that eight major retail chains went bust in that period of time and none of that was sort of highlighted as just round the corner, if you knew anything about retail you could see that was coming and I felt that it was a little superficial in its approach, I didn’t agree with the concept of the town team that wasn’t defined in numbers skill based with the specific terms of reference and was more an ideas driven body of enthusiasts that would just really do stuff that would paper over the cracks so as a consequence of that we decided to re-write what we thought the government should look at as a review which did contain a full in-depth analysis of the side of the retail sector of the dilemma it was facing particularly with regards to technology which was very thin in the Portas review and we had a recommendation now which was the town teams, sorry town centre commission which is a defined body commissioned by the council to do a specific business plan so I think there’s quite a big difference in the two reviews.

2. Do you think the Government’s involvement thus far in trying to regenerate our high streets has been successful or even sufficient?

I think its been totally insufficient I don’t think they recognize the fact that the British high street and town centres are an integral part of the economy and if we are to get a real recovery of our economic conditions in the UK we have to start with our town centres and get economic blueprints in place for those, I think the best statement I can come up with is that the British high street is a mirror image of the UK economy and that’s why you’ve got nearly 15% of stores today closed, if you look at it in a north south divide it gets even worse if you go to Morecambe it’s 30% of shops are shut on the high street that’s one in three and if you look at the types of shops in the high street that’s evolving now you’re getting a proliferation of charity shops which is an indication that landlords can’t fill them with genuine traders they’re going in as charities and claiming the rate relief you’re getting more payday loan shops and more betting shops which is an indication that people are struggling economically so I just don’t think the government have understood that this is a very serious dilemma because you’ve got a unique situation has developed where you’ve got two things have collided if you like, one is the economic conditions that were driven off the back of a world economic collapse on the banking issue and two you’ve got the changing consumer patterns which is accentuated in the UK because we are just behind America in adopting online shopping and that whole convenience arena and as a consequence less and less people will be shopping in traditional high streets and town centres and so I think having a plan for the towns which is based on a solution which isn’t retail driven but more community hub driven where we take all of the town and we look at it holistically and you look at it in terms of housing, health, education, entertainment, leisure , art, craft and you produce a community hub which will drive people to be in the town centre for day time evening time night time cultures you will then get some shops as a consequence so that’s the whole essence of what we’ve been trying to say to government, this is our big, big issue where you need to get economic plans for each town which will then drive the economy of the UK. 3. It has been suggested that in order to bring a sense of ‘identity’ back on to our high streets, more independent retailers should be encouraged to open stores – do you agree with this?

Well I think this talks to the clone towns that we’ve developed over the last 30 years, every town looks the same, they’ve got the same fascia’s the same national chains and there’s no uniqueness about the places and I think that as a consequence of the online revolution that’s taking place you’re going to see more and more national chains as they’re leases run out shutting shops because they recognize they don’t need so much space going forward and if you look at John Lewis for example they operate with only 35 stores nationally and they’ve got a huge online business so I think, I think technology is going to change the whole face of things and so independent retailers need to recognize that they need to embrace technology as well they need an online and a store presence – a multichannel approach but there’s no doubt that if you’re going to produce a town centre plan that says this is what we stand for, this is what we’re gonna look like this is how we’re gonna deal with the assets we’ve got we want to attract retailers that make us unique and the way to do that is through independence, locally sourced products, locally made products and gives the place some personality and there’s a town, you can look it up on the website, Totness, they have an economic blueprint which is doing precisely that so there’s no question that independent specialist retailers do offer an opportunity for towns to create a uniqueness about them which will attract people to go there.

4. Do you think that brick and mortar retailing is the key to regenerating our high streets?

No. I don’t think bricks and mortar is the key to our high streets in the future at all, I think the key to our high street is as I said a community hub that embraces technology, so it’s a wide high street that’s communicating to the local community regularly through mobile devices with all the activities that are going on inside a unique town with a complete plan.

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Have you seen the review on my website? Well that’s got all that stuff in it so. In section one there are six scenarios with how technology is being embraced to bring a high street to life, not just a shopping destination, so it’s worth looking at that.

5. How much do you agree with the suggestion that out-of-town shopping centers have contributed largely to the demise of the British high street?

Well, of course it has but it’s not the fault of the out of town shopping centre it’s the consumer. We wanted it, you know we want the convenience of free parking, where if you look at the vehicles that are driven today they’re bigger they’re larger, people the numbers of cars that we’ve got, its just the way that we developed so the high street has moved to out of town so the high street needs to become something different and that’s the whole point.

6. When thinking about store portfolios, in the Grimsey report it was pointed out that the number of retail stores required is now declining. As such, do you think it is important therefore for brands to make an impact (e.g. through experiential marketing) in the few stores that they have?

Well I think the role model is John Lewis. They’ve only got 35 stores, nationally and yet they’re a huge retailer and their online business is growing exponentially so they’ve managed to understand the clicks and mortar, or bricks and clicks whatever you wanna call it combination of multi channel retailing and product brands need to ensure that they are working with retailers that understand that mix. You’ve only got to look at retailers like Argos who are late to the party, still catalogue retailing when they should’ve been digitalizing years ago and now they’ve teamed up with EBay, that’s a good deal for EBay but not such a good deal for Argos so you know I think what this is telling you is that the retail landscape is going to change enormously over the next ten to fifteen years driven on the back of technology and a consumer that is growing up okay with technology in a way that we’ve never understood before and that can be evidenced by my granddaughter who’s only six who asked me last Christmas when she was five for an iPad and she’s using it as school so These people are gonna when they get to teenage years and become real consumers, they’re going to be so okay with what technology can do they’re not gonna shop in a conventional way so I think whatever it is you’re writing must be robust in accepting that the future is going to be very different very quickly.

Hi Bill, I hope you’re well and had a lovely christmas!

Just checking whether it’s okay if I quote you directly from the conversation we had just before Christmas - although you gave me permission when we spoke, I need written permission.

Hope this is okay, Kind regards, Harriet Dunn

Thanks that’s fine go ahead with it.

Bill

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1.10 Matthew Hopkinson: From: Melissa Watson Subject: Bill Grimsey Date: 19/12/2013 To: Harriet Dunn Hi Matthew, I hope you are doing well and thank you very much for getting back to me!

My name is Harriet Dunn and I am studying Fashion Communication and Promotion at Nottingham Trent University. I am currently in my third year and working on a self devised research project. My focus for this project is to consider how brands can tailor their services to engage with consumers and make the somewhat stagnant retail experience that we have become accustom to, exciting, interactive and engaging again in a bid to bring people back on the high street and shopping in store.

One aspect of my project is to come up with solutions to what some people would call the decline of our high streets and my aim is to consider how we can bring people back onto the high street through innovative ideas. The idea of 'community' and going back to a time when the high street was a place to connect with one another, is something that I believe is important and could go a long way in solving this issue.

I've included some questions below - feel free to answer them in as much (or as little!) depth as you like and add in anything you think will be relevant.

Thank you once again, kind regards, Harriet Dunn Hi Harriet, Thank you of your email to Matthew. Please could we set up a call for 10am on Thursday so that Matthew can answer your questions over the phone?

Kindest Regards, Melissa Hi Melissa, Yes that’s no problem - what number is it best to contact him on?

Kind regards, Harriet Hi Harriet, Please could you call Matthew on 07799772258, I will add this to his diary.

Kindest Regards, Melissa

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Interview transcript: 1. How important is it for retailers to have a multi-channel marketing strategy and which retailers currently adopt this style of marketing successfully?

I would say that it’s absolutely critical that they do have that kind of strategy in a general point because at the end of the day when you look at the take up of mobile devices and the importance of online for research or purchasing and show rooming and everything else then I’d say that it’s a key part, I think an interesting, there are some interesting exceptions to the rule on that so examples of people who do it very well are the Next, Marks and Spencer, John Lewis’ and increasingly other sort of smaller retailers, Argos have obviously very much adopted a digital strategy but there are people like Primark who don’t do that at all and they’re based on you know you come to the store and that’s that and they did do their trial with Asos and then you know pulled out of it so I think it’s interesting that in the main everyone is doing it but there are a couple of people for whatever reason, I think they probably work out that the cost of clothing and the volumes you know they’ll no they’ll get it driven through in store rather than having the nightmare of having to deliver online.

2. Do you think implementing the idea of ‘community’ onto our streets can regenerate the British high street?

I think the interesting question on that is the definition of community so I think community is a very ill-used word, I think generally politicians refer to it and then the other people who are probably most successful at implementing and referring to it are Supermarkets, so I think with the, the word community is tricky to implement so the answer is absolutely but because of the nature of sort of migration and everything else in certain parts of the country it’s just a real melting pot of different people with different views so I think to get community is tricky on an on going basis I think we see some great examples up and down the country and I think the tip of the iceberg was the riots how people got together but that was in real adversity and I think we’re very good at starting these things but not maintaining them at the end of the day you know humans go on their ‘WIIFM’ as I call it ‘What’s In It For Me’ and you know if there’s no financial advantage quite often it dries up, but you know the more remote you are you’re likely to have better community and perhaps the more ageing population then you’re likely to have better community but in large urban areas I think the word community is a very difficult one to know what it means and how do you actually leverage it.

3. To what extent do you agree with taking a ‘realistic approach’ as suggested by Malcolm Walker when he says; “The future is a mix of housing, offices, leisure and retail.”

Absolutely yeah and services I’d add in there as well so it’s bringing back things which you can’t get online which involve people coming together and enabling people to come into an area and do all the things that they need to do in one concentrated spot and that’s why Supermarkets have done well over the years and how they evolved was the fact that you could go there and do all of your shopping you can do an eye test now get your flu jab and everything else so you know people need to watch that the Tesco Watford is a good example where they’re building a community under one roof in one location.

4. How much do you agree with the suggestion that out-of-town shopping centers have contributed largely to the demise of the British high street?

I think that the you know with anything if you drop a pebble into a pond you get a big ripple, the fact we’ve built for every square meter in town four meters out of town is understandable because we’ve increased the space and I think in the 90’s it you know worked fine because we had a growing population we had good consumer spends, when we get the situation where the internet comes online and supermarkets start to go into non-food retailing that’s when issues you know came about so it has contributed but it’s only contributed in some ways for a positive way for consumers we built more houses out of town even local authorities have moved their local offices out of town and car parking charges, congestion and the ability or the requirements of retailers to deliver to a consumer when they’re in their shop means that you need large floor place.

5. How much of a problem are vacant shops on our high streets?

They’re a significant problem because they as an average one in seven shops lies empty up and down the country according to our data but that you know varies where there are some places which has zero or less that five per cent vacancy and others which have thirty per cent vacancy so it can go from zero in ten to one in three and if you look at the data we recently published this week in Scotland twenty per cent of the top one hundred towns and cities in Scotland have a vacancy rate of above twenty per cent so i.e. one in five shops remain vacant in these towns. The other point I know on vacancy actually is understanding about persistent vacancy so it’s not just about things being vacant that’s not a bad thing in its own right because mark you know supply and demand and change but it’s where you get persistent vacancy that becomes the big issue.

6. Flagship stores such as Niketown in London have proved to be successful among consumers. Do you think however that these stores can be replicated successfully on a smaller high street e.g. Nottingham high street?

I think it’s possible but I think that the costs involved to the brand so I think the two points to say about Niketown is one

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the very fact that in the last five years brands have decided to take control of their own destiny rather than doing it through retailers is the first point you know brand is king, the second point is to create that excitement then you do need the right premises and you also need the right catchment so I think it’s probably unlikely, but I think it’s possible because I think that if you’re Nike you know that people will come to London or Manchester or whatever it is for that experience but also coming back to your online point you know if you’re in that groupy gang of Nike or whatever you will buy your stuff online or if you can do it through a local specialist shop which has that relationship of trying to build an experience but I think the flagship is very much about a flagship and not flagships.

7. It has been suggested that in order to bring a sense of ‘identity’ back on to our high streets, more independent retailers should be encouraged to open stores – do you agree with this?

I do and they are opening stores so what I can tell you is that independent stores are growing on the high street whilst chain retailers are declining so the reality is it’s happening I think the key point here is about surviving, someone said ‘opening a shop is easy, to keep it open is a skill’ or something but I think the main thing here is you’ve got to pick the right sector to open an independent shop because you have to realise you have not got the same sourcing and pricing power that larger places have and you have to rely on something which is unique and on service and about relationships and a lot of shops in the past be it independent or multiples which have gone bust failed to realise that the customer really is king.

8. Do you think the continued increase in betting shops and credit chains means that we are losing the ‘traditional face’ of the high street?

We are indeed yeah any over concentration of any particular retail type you know has an impact negatively or positively but of course conversely you tie it back to vacancy and so for a vacant unit is it better they’re occupied with something and those businesses wouldn’t be occupying those units unless they could make a profit from them but you’re back into social awareness into community and controlling what people can and can’t do which is a very political debate in it’s own right.

9. How much do you agree with the idea of ‘experiential marketing’ as a way of rejuvenating traditional marketing ideas?

Oh I think it’s absolutely key and I think that that’s where you’re seeing what people are going for they’re not, shopping is not the purpose of going into a shop it’s about the experience it’s about the reinforcement of association and brand community so when you look at communities around brand community and people wanting to feel cool but also people wanting to feel part of something which is wider and potentially a force for good so this whole debate about sourcing and ethics and all that that goes with it.

10. Do you think consumers will be encouraged to shop more in store if they were given an experience where they could interact with a brand through experiential marketing?

Yes absolutely.

Hi Melissa, I hope you’re well and had a lovely christmas!

Just checking whether it’s okay if I quote Matthew directly from the conversation we had just before Christmas - although he gave me permission when we spoke, I need written permission.

Let me know if this is okay, Kind regards, Harriet Dunn Hi Harriet, Yes no problem to quote Matthew. Please could you send me a link to the article once it has been published?

Kind Regards, Melissa

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Observations

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Observations: These are the images I took when visiting London, Bath and Nottingham.

2.1 Bath:

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2.2 Nottingham - vacant properties:

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2.3 Nottingham - Broadmarsh shopping centre:

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2.4 London - Portobello market:

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2.5 London - NikeTown:

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2.6 London - & Other Stories:

2.7 London - Apple:

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2.8 London - Carnaby Street:

2.9 London - Burberry:

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2.10 London - Boxpark:

2.11 London - Truman Brewery (Brick Lane):

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2.12 London - South Kensington:

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2.13 Nottingham Christmas market:

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Visual Inspiration

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3.1 William Klein: I wanted my report to have a strong visual identity and have recently come across the work of photographer and filmmaker, William Klein. I particularly liked the way he visualises contact sheets whereby he lines images and then uses bold graphics to print over them.

Although he uses bold, primary colours I didn’t want my visuals to be as loud and so i’ve used a much more muted colour palette throughout.

Fig. 132, Painted Contact Sheets, 2014.

Fig. 133, William Klein, 2012.

Fig. 134, by William Klein, 2014.

Fig. 136, William Klein, 2012.

Fig. 135, William Klein, 2012.

Fig. 137, William Klein mock up, 2014.

Fig. 138, William Klein mock up 2, 2014.

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Even when I changed the colours of Klein’s work to fit in with the palette I had selected, I still didn’t like the harshness of the images.

Fig. 139, William Klein mock up 3, 2014.

Fig. 140, William Klein mock up 4, 2014.

After playing with the compositions of Klein’s work and adapting shapes to fit in with my colour theme, I decided to use two shapes which I would overlay onto the images I used for my chapter pages.

I think I have succeeded in taking inspiration from a renowned photographer, whilst still making his images suitable for my work by adapting them appropriately.

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Fig. 141, Magazine layout, 2014.

Fig. 144, Magazine layout 4, 2014.

Fig. 143, Magazine layout 3, 2014.

Fig. 145, Magazine layout 5, 2014.

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Fig. 142, Magazine layout 2, 2014.

3.2 Visual composition For the layout of my document I wanted to keep it simple in a minimalistic style.

I looked at magazines such as ‘Oh Comely’, ‘Wonderland’ and ‘Harper’s Bazaar’.

The images from this shown here have been taken from these publications.

I particularly like how the text complements the images and the use of negative space is powerful.

I also like how some of the images shown here fill the page and I too am going to use full bleed within my document to try and replicate the style of these magazine spreads.

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Fig. 148, Hot Typographical Infographic, 2011.

Fig. 146, Motivation & Life Truths, 2014.

Fig. 147, The Perfect Pour, 2010.

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3.2 Infographic inspiration

Fig. 149, Bye Bye Textbooks, 2011.

I knew I wanted to create my infographics to look minimal and clean, and when searching for inspiration, the graphics I came across fitted this theme well. I took pieces of each and created my own by incorporating the elements I particularly liked.

I liked the use of typography within these examples and have tried to find suitable images to complement the style of the overall layout throughout the report. I used a muted colour palette so that my own infographics wouldn’t look out of place within the rest of the document Instead of using photographs, I used outlines and clip art style images where possible because I didn’t want them to distract the reader’s attention from the photo’s I used in each chapter.

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Case studies

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4.1 Barneys:

Fig. 150 Barneys New York, 1982.

“After nearly 20 years, the iconic specialty retailer is returning to its Chelsea roots.

Fig. 151 Barneys New York, 2013.

In 2017, Barneys will open a 57,000-square-foot flagship at Seventh Avenue and 16th Street, its old stomping ground. The five-story unit will have 200 feet of frontage along the majority of Seventh Avenue between 16th Street and 17th Street and wrapping the corner of 16th Street. It’s the same building where Barney Pressman started his discount men’s wear business in 1923.

Barneys will continue to operate its Madison Avenue store.

The new downtown unit will be about half the size of the original Barneys flagship, which at the height of its prowess measured 120,000 square feet and encompassed the entire Seventh Avenue frontage from 16th to 17th Streets. “This is the right moment to do something like this,” said Mark Lee, chief executive officer of Barneys New York. “We think there’s a void in the market. There are smaller boutiques and some monobrands and the Internet. Nobody has come along since we left to completely capture and create a real destination.” (Edelson, 2013).

The move back to a Seventh Avenue for Barney’s is a significant development to prove the need for flagship stores amongst retailers. As previously suggested in the first half of this report, retailers need to create stores that become destinations for consumers - a place they know they are going to experience a brand in all of it’s glory. A heavyweight retailer like Barney’s returning to an area to capture a market implies the need for such stores and will set the standard for brands alike looking to re-engage with its consumer demographic.

Fig. 152 Barneys New York, 2013.

Fig. 153 Barney Pressman, 1923.

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4.2 NikeTown:

Fig. 154 Nike DJ booth, 2014.

Fig. 155 Fuelband, 2014.

“Nike’s flagship store NikeTown London, on the corner of Regent Street and Oxford Street showcases premium Nike products through the highest level retail executions. Inspirational campaigns and events truly enhance the consumer shopping experience.

The store has the largest women’s sports clothing and footwear department in Europe, as well as a kids pavilion and trail analysis area to ensure every individual is wearing the right footwear for them.

NikeTown London also hosts a hugely successful ID space where customers work one-on-one with Nike staff to create their own personalized and unique footwear.” (NikeTown, 2014).

Fig. 156 Nike visual merchandise, 2014.

When visiting NikeTown in Regent Street, London, it’s clear to see why it has become a destination store amongst consumers. Nike has managed to create an environment paralleled by few brands whereby they have incorporated technology, staff - consumer interaction, visual merchandising, personalisation booths, and services that successfully capture the essence of Nike.

Customers are encouraged to interact with facilities throughout the store, whether thats testing out a pair of trainers on a running machine, discussing the design of a pair of trainers in the NikeID booth or kicking about a football with a sales associate. The large use of technology makes the science of the brand accessible to shoppers which means that they leave the store not only having had an experience, but they also understand the brand’s messages and identity.

Fig. 157 Customer interaction, 2014.

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4.3 Mango, Tissot and Tazo:

Fig. 158 Spain: Mango’s dressing up the streets, 2011.

Fig. 159 Spain: Mango’s dressing up the streets, 2011.

Fig. 160 Tissot 2010.

Fig. 161 Tacori Jewelry, 2010.

Fig. 162 Tea is fot Touchscreens, 2011.

Fig. 163 Starbucks Canada, 2011.

“A variety of digital technologies can be used to revitalize display windows and and present content. In Berlin, Diesel uses touch surfaces to make its storefront interactive. Consumers can, for example, change the weather in the window.

The Swiss watchmaker Tissot enabled customers in some European capitals to try on its entire collection in the window.

Starbucks supported the introduction of the new Tazo tea brand in Canada with a game in an interactive storefront. Passersby could explore the new offering using small fantasy figures. In the future, voice and gesture control and smartphones will offer even more interesting options for display window design.” (Interone, 2013).

The incorporation of interactive technology by retailers allows consumers to get up close and personal with brands and experience the message they are trying to promote. By engaging with consumers emotions, they are much more likely to remember the experience and subsequently associate positive meanings with the brand.

The consideration as to how these technologies will evolve in the future, is reason enough for brands and retailers alike to consider their offline strategies in an attempt to keep up with the key players in the industry.

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4.4 Disappearing Dining Club - Back in 5 Minutes:

Fig. 164 Back In 5 Minutes, London, 2014.

Fig. 165 Back In 5 Minutes, London, 2014.

Fig. 166 Back In 5 Minutes, London, 2014.

“Disappearing Dining Club brings like-minded people together to enjoy great food, drink and good company in private and unusual spaces.

We were founded in 2010 by Stuart Langley after 15 years of running bars, restaurants and members clubs in London and overseas. Stuart was joined in 2011 by Head Chef Fredrik Bolin and together opened Back in 5 Minutes in June 2012.

In the last few years DDC have thrown dinner parties in lighthouses, launderettes, abandoned music venues, inside antiques shops, over a five floor department store, in churches, salvage yards, under railway arches, in photographic studios, on film sets, in galleries, fashion stores, recording studios, private homes, car parks, on beaches, rooftops, in street food markets, gardens, and countless warehouses of all shape and size.”

(Disappearing Dining Club, 2014).

The premise for this concept is about providing customers with something unusual, unique and identifiable. When speaking to founder Stuart Langley about whether customers like and are excited by the idea of being part of something that isn’t the norm for British retail and dining he responded; “100% yes.” Throughout this report, new ways to entice the customer back onto the high street have been explored and considered in depth, and the summative implications have pointed out that customers today want to be excited, thrilled and interactive.

Although this example is individual and doesn’t incorporate the techniques suggested in the first half of this report such as sensory branding and technology, it’s a prime example of how a brand can tailor it’s services to entice and appeal to a consumer base. Whilst dining facilities have been around for years, the Disappearing Dining Club has managed to make an ordinary service, extraordinary and unique.

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4.5 Ikea:

Fig. 167 Sukima Gallery by Ikea 1, 2012.

Fig. 168 Sukima Gallery by Ikea 2, 2012.

Fig. 170 Sukima Gallery by Ikea 4, 2012.

Fig. 169 Sukima Gallery by Ikea 3, 2012.

“Tokyo – In July, Swedish furniture and lifestyle brand Ikea launched a parasitic campaign on the streets of Harajuku in Tokyo, to promote the space-saving efficiencies of its products.

For its Sukima Gallery campaign, Ikea took over unused spaces, such as gaps between buildings, areas beneath stairwells and holes in walls, and transformed them into interior settings.

Living quarters in Japan are notoriously small, so this is a great way for Ikea to show local consumers how its products can adapt to their needs.

Brands are increasingly sharing spaces and squatting in unlikely places to drive experience and maximise profits.

To find out more, come to our autumn/winter 2012 Trend Briefing.” (Ross, 2012).

Campaigns such as this one demonstrate the effectiveness of using space squatting as a solution to lack of space.

We can take inspiration from how Ikea have adapted to their local environment - the cramped living conditions of Japan, and made the local landscape work for them. The Swedish brand has cleverly driven a message to their consumer and demonstrated how they as a brand can adapt to their consumers needs.

164

4.6 Todmorden Green Route: “How do you bring a town together when there’s a busy main road running through the middle, and many of the people who live there work somewhere else? For three years Incredible Edible Todmorden has been changing the look and reputation of a small market town by planting fruit and vegetables in public spaces, from leftover bits of council land to canalsides. Even the local police station has vegetables growing in raised beds in its front yard.

What started out as spontaneous ‘propaganda planting’ to encourage local people to grow their own food has now become a viral movement, with new Incredible Edibles sprouting across the country, from Accrington to the Isle of Wight. But Todmorden, at the end of the Calder Valley where Yorkshire meets Lancashire, is setting its sights higher. A new ‘green route’ will join up the town, forming an edible circuit of the town centre. Taking in the Rochdale Canal, the Hippodrome Theatre, and the town’s indoor and outdoor markets, it will eventually provide more than 20 different points of interest for foodies and wildlife lovers.

These will include projects such as the Apothecary Garden at the local health centre and a canalside tea garden, and bee-friendly plantings designed to create new habitats to encourage pollinators. As well as demonstrating the delights of local food, the green route will help to create a sense of place and character while celebrating historic assets such as the market and town hall. The hope is to support the town’s economy by encouraging people to shop locally, while enabling locals and visitors to learn about wider issues of sustainability and climate change.” ( Julian, 2011).

The Todmorden Green Route is testament to how a space can be used to drive local initiatives and engage with a community of like-minded people.

Whilst this isn’t a project that necessairly relates to a typical high street environment, it’s important to learn from such examples and adapt them accordingly. It’s naïve to think that we could line the high street with plants and greenery and as a result bring people back into shops, but by taking elements of examples like this and introducing them, the hope is that interest will be ignited and people will eventually consider the high street as more than a retail landscape.

Fig. 171 Pollination Street Todmorden, 2014.

Fig. 172 The ‘Shipman Clinic’, 2014.

Fig. 173 Incredible Edible Todmorden, 2013.

Fig. 174 Todmorden, 2013.

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4.7 Tesco, Watford: "Tesco will give shoppers a taste of the future of retailpark shopping with the official opening of it’s new-look Extra store in Watford on Monday 12 August.

The 80,000 sq ft site has been completely renovated and incorporate what Tesco dscribes as “the very latest in retail innovation.” The store brings under one roof the businesses and brands Tesco has been steadily adding to its portfolio - including a Giraffe restaurant, a Harris + Hoole coffee shop, a Euphorium Bakery and The Bakery Project.

Fig. 175 Euphorium bakery, 2013.

The Watford store places an emphasis on fresh food and food to go, and includes a new-look general merchandise area with a focus on homeware; a community space available for yoga and baby g ym; and a concession of its F&F clothing chain, which is mostly found in Europe and the Middle East but has begun making appearances on UK soil.

“This isn’t the answer - it is part of the answer. It’s a test of many propositions under one roof,” Tesco Extra MD Tony Hoggett told The Grocer.” ( Yeomans, 2013).

Fig. 176 Post Renovation gallery, 2014.

Tesco have managed to successfully demonstrate the importance of having a mix of services within a concentrated space. By listening to their consumers and providing them with services under one roof, they emphasise that convenience is considered as a priority by consumers when shopping.

High streets across Britain should take note and adapt accordingly. Not only have industry experts pointed out the need for a variety of services on our high streets, but now Tesco Watford is proof that there is a desire for it amongst consumers.

Fig. 177 Post Renovation gallery, 2014.

Fig. 178 Post Renovation gallery, 2014.

If a major supermarket chain can understand the importance of listening to its consumers and adapting their services as a consequence, what’s stopping high streets from doing the same?

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4.8 Absolut Vodka, Flavour Collider: “Our human physiolog y dictates the way we experience the world around us: we smell scents, see images, and taste food and drink. Yet, Absolut Vodka has challenged the status quo with an innovative device – the FlavourCollider, which gives cocktail drinkers the possibility to see tastes.

Absolut Vodka, in collaboration with artist Marcos Lutyens, built a synthetic drinking installation that offered a unique opportunity for visitors of the FutureEverything Festival in Manchester to see their own tasting experiences. The Absolut FlavourCollider visualised the user’s neurological reactions when drinking Absolut cocktails in the form of shapes and images. Five cocktails were developed to be tasted with the device, each using a different Absolut flavour.

Fig. 179 Flavour Collider, 2011.

This is a great example of a relevant and exciting sensory experience that can make a brand stand out from its competitors by grabbing consumers’ attention in an innovative way.” (The Bank, 2013).

This example highlights the ever-changing ways of technoligcal advancements within our everyday lives.

It also demonstrates how sensory branding can be used in exciting, experimental ways across most industries.

Fig. 180 Flavour Collider, 2011.

Whilst this installation was built on a short-term basis to engage with consumers at the FutureEverything Festival, retailers should think of the long-term implications that technological devices are going to have within their brands in years to come. Through embracing sensory elements, a brand can engage with consumers on an emotional level and as such it should be considered to be an important component within their oflline in store marketing strategies.

Fig. 181 Absolut Peppar Collider, 2011. Fig. 182 Synesthesia meets are, 2011.

Fig. 183 FutureEverything, 2011.

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4.9 Kensington: The tranformation of Kensington high street in central London to an urban space has proved an effortless yet effective approach to the revitalisation of the high street. Street clutter has been reduced by mounting traffic signals and signage on lamp columns and bollards and guidrails have also been removed meaning what is left is a more attractive environment for pedestrians (Dhillon, 2011).

Perhaps the reason why this high street has been successfully revdevloped taking into account local people, is because Kensington was part of the New Deal for Communities (NDC) project created in 2002 as part of the government’s initiative. In each NDC area the way resources would be spent were overseen by a community-based partnership, bringing together representatives of all the key local stakeholders - residents, community groups, voluntary organisations, the local authority and other public sector agencies and businesses.

The work of Kensington Regenration was broken down into three key programme areas which focus on: 1. Community and quality of life, 2. Making Kensington a better, smarter place to live, 3. Making Kensington a place to learn, work and do business.

Key features of this programme have generated more community involvement in the area, introducing measures to improve community safety and developing projects to improve the health of residents.

More than 80 shops were upgraded with new frontages, lighting and signs along with other improvements to building facades with some also benefiting from the introduction of customer parking facilities.

Furthermore Birchfield Community Park has been created as a result of funding obtained by Kensington Regeneration which has introduced a multi-use games area, playground and garden (Kensington Regeneration, 2014).

Although the programme has now come to an end, it’s clear to see the benefits gained by the local community. By working with local residents, shopkeepers and authorities, projects like Kensington Regeneration prove that high streets can be revitalised to entice shoppers back in store through the development of consumer friendly spaces and consideration of the appearance of the local buildings and environment.

Fig. 184 Neighbourhood management, 2014.

Fig. 185 The Royal Borough of Kensington and Chelsea, 2011.

Fig. 187 Kensginton, 2011.

Fig. 186 The Royal Borough of Kensington and Chelsea, 2010.

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The Twittersphere

5 169

Twitter is an influential platform for industry experts to voice opinions, express concerns and start conversations amongst peers and members of the public.

I wanted to prove how timely the demise of the British high street is today and so I looked to the Twitter feeds of industry experts such as retail guru Mary Portas, Future High Street created by Retail Champion Clare Rayner and Indie Retail UK. The tweets highlight how much this topic is at the forefront of a continuous conversation between retailers, brands, consumers and professionals who are themselves witnessing the demise of the British high street.

5.1 Mary Portas:

(Portas, 2014) 170

5.2 Future High Street:

(Rayner, 2014)

5.3 Indie Retail UK:

(Indie Retail, 2014) 171

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Consumer survey results

6 173

6.1 Experiential marketing survey:

1. Which category below includes your age?

17 or younger 18-20 21-29 30-39 40-49 50-59 60 or older

Fig. 188 Consumer Survey 1, 2014.

2. What do you value most when shopping in store?

Friendly, knowledgeable and approachable sales assistants A good store ambience

Being able to interact with the product Being able to 'experience' the brand through touch, smell etc.

Use of technology Fig. 189 Consumer Survey 1, 2014.

174

3. How important is it to you as an individual consumer to build a relationship with a brand? And does having a relationship with a brand encourage you to shop with them on a regular basis?

Fig. 190 Consumer Survey 1, 2014.

4. How does a brand most successfully communicate to you?

Through TV advertising On the Internet Listening to an advert on the radio Magazine/newspaper advertisement In Store

Fig. 191 Consumer Survey 1, 2014.

175

5. How much do you agree with this statement; “consumers want products, communications and marketing campaigns that dazzle their senses, their hearts and stimulate their minds�?

Definitely agree Neither agree nor disagree Strongly disagree

Fig. 192 Consumer Survey 1, 2014.

6. Are you encouraged to shop with a brand when they reach out to you through live events or alternative marketing techniques as opposed to trying to reach you through traditional marketing methods i.e. TV, print, online advertising?

Yes, I prefer these methods of communication I'm not particularly bothered by how a brand communicates with me No, I would prefer a brand to use traditional advertising methods

Fig. 193 Consumer Survey 1, 2014.

176

7. Does personalisation/customisation appeal to you? For example Nike allows consumers to design their own trainers and Apple allows consumers to design their own marketing for the iPod brand - is this something that you would like to have access to more when shopping?

Yes, I want to see more of this in stores Maybe depending on what was being offered to me No, not at all

Fig. 194 Consumer Survey 1, 2014.

8. In terms of products, communications and advertising campaigns how much do you want to be able to relate to and incorporate these into your lifestyle?

Fig. 195 Consumer Survey 1, 2014.

177

9. How open and willing are you to using technolog y when shopping in store?

Very willing to give it a try Don't mind either way Not wiling at all - I want to get in and out of the store

Fig. 196 Consumer Survey 1, 2014.

10. How much do you think technolog y could enhance your shopping experience in store?

A lot - I would like to see more of it in store Not particularly Not at all

Fig. 197 Consumer Survey 1, 2014.

178

6.2 Community on the high street survey:

1. Which category below includes your age?

17 or younger 18-­‐20 21-­‐29 30-­‐39 40-­‐49 50-­‐59 60 or older

Fig. 198 Consumer Survey 2, 2014.

2. How willing are you to get involved in community events and how regularly do you participate in community-organised activities?

Very willing, I participate regularly I am willing and I sometimes participate Not very willing and I rarely participate

Fig. 199 Consumer Survey 2, 2014.

179

3. Have you noticed a rise in the number of vacant shops on your high street and in your opinion how community driven is your high street currently? Please specify and gives examples if appropriate.

Fig. 200 Consumer Survey 2, 2014.

4. How often do you shop in store as opposed to shopping online?

I mostly shop in store I do a bit of both I mostly shop online

Fig. 201 Consumer Survey 2, 2014.

180

5. If a range of facilities such as galleries, social events, local food suppliers, live music events etc. were available to you on your high street, would you be encouraged to shop more frequently?

Yes, definitely Maybe, would depend on what was on offer No, not really

Fig. 202 Consumer Survey 2, 2014.

6. The ‘Meanwhile Use’ is a project that makes use of vacant shops until such a time when the property can be brought back into commercial use again. The aim of the project is to boost community uses of empty properties in town centres. Do you think projects such as ‘Meanwhile Use’ are a good idea?

Yes No

Fig. 203 Consumer Survey 2, 2014.

181

7. It has been previously suggested that out-of-town shopping centres have contributed largely to the demise of the British high street. How much do you shop at out-of-town shopping centres and what, in your opinion, can they offer you that shopping on the high street can’t?

Most of the time Occasionally A bit of both Rarely Never

Fig. 204 Consumer Survey 2, 2014.

8. Would local markets available throughout the year encourage you to shop more on the high street?

Yes, definitely Maybe, depending what was on offer No, not really

Fig. 205 Consumer Survey 2, 2014.

182

9. What attracts you most to shopping on your local high street?

The shops are all in one place

Convenience

I feel that when I shop on the high street I'm part of a community of local people None of the above (please specify)

Fig. 206 Consumer Survey 2, 2014.

Fig. 207 Consumer Survey 2, 2014.

183

10. How much would you welcome rural landscapes onto your high street (such as gardens or skate parks etc.) for consumers of all ages to enjoy?

Very much so Maybe Not at all

184

Tutorial record sheets

7 185

School of Art & Design

ba

fcp3

Tutorial Record Sheet 2013/14 Module: Negotiated Project Stage 1 Ref. no: FASH30001 Date:

15/10/13

Name :

Harriet Dunn

Independent Research Project Tutorial / Seminar Record Sheet Work to bring / prepare for session:

Bring idea for first module that i’ve worked on throughout the summer.

Learning issues to discuss in session:

Have I thought about my idea well enough to be able to execute it and talk about it thoroughly throughout my report?

Discuss any intital problems or worries I might have.

What topics do I need to cover that I haven’t already consider.

Module specifics e.g. word count, hand in dates, presentation requirements.

Feedback from session:

Need to think about global aspect - could look at cities around the world.

I need to come up with a ‘new’ aspect in order to make my report unique and individual and interesting to read.

What strategic outcomes have I come up with so far? Need more consideration about these.

Tasks for next session:

Develop my idea further.

Create a research plan.

Bring in research i’ve already done during the summer.

Bring in any research i’m not sure how to progress.

Think about anything I need recapped such as how to reference, writing styles etc.

Zine I created over the summer.

Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared) 1 2 3 4 5 Signed (Tutor) Signed (student)

186

School of Art & Design

ba

fcp3

Tutorial Record Sheet 2013/14 Module: Negotiated Project Stage 1 Ref. no: FASH30001 Date:

23/10/13

Name :

Harriet Dunn

Independent Research Project Tutorial / Seminar Record Sheet Work to bring / prepare for session:

Research plan.

Research i’ve done over the summer.

Any research i’m not sure how to develop.

What topics do I want to go over as a group?

Learning issues to discuss in session:

How do I evaluate my research and analyse it in my report without copying large chunks of it?

Do I need to include a section about the history of the high street?

What’s the difference between strategic outcomes and recommendations?

Where should I be starting when thinking about writing my report?

Feedback from session:

Tutorial record sheets need to be brought in every week and signed.

Look into Buy-ology by Martin Lindstrom.

Could do a mind map of research i’m still planning to do.

Tasks for next session:

Bring completed tutorial record sheets.

Bring in research for presentation and think about creating a plan for it.

Create mind map of research I still plan to do.

Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared) 1 2 3 4 5 Signed (Tutor) Signed (student)

187

School of Art & Design

ba

fcp3

Tutorial Record Sheet 2013/14 Module: Negotiated Project Stage 1 Ref. no: FASH30001 Date:

29/10/13

Name :

Harriet Dunn

Independent Research Project Tutorial / Seminar Record Sheet Work to bring / prepare for session:

Mind map of research.

Tutorial record sheets.

Presentation plan.

Learning issues to discuss in session:

How many drafts and read throughs should we do?

How much should my report be supported by visuals?

What’s considered to be an appropriate number of references?

In realtion to secondary research, how much primary research should I include?

Feedback from session:

Need to triangulate my primary research.

Still need to consider global aspects more - how am I going to incorporate this?

Look at websites such as MOOC (Massive Open Online Course) and Digital Shoreditch and social anthropologist Ian Dunbar.

Consider going to exhibitions to inform my visuals and any further research I plan to do.

Tasks for next session:

Find out what exhibitions are in and around Nottingham that I can go to.

Consider what other session I want going over.

Look at websites and people discussed in the session today.

Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared) 1 2 3 4 5 Signed (Tutor) Signed (student)

188

School of Art & Design

ba

fcp3

Tutorial Record Sheet 2013/14 Module: Negotiated Project Stage 1 Ref. no: FASH30001 Date:

06/11/13

Name :

Harriet Dunn

Independent Research Project Tutorial / Seminar Record Sheet Work to bring / prepare for session:

List of topics I want to go over in the coming sessions.

Summarise research so far and think about the meaning behind it.

Finish primary research so I know what my aims for the project are.

Bring in grade band assessment descriptions to go over in session.

Learning issues to discuss in session:

How is the presentation meant to be made up?

What is meant to be included in the methodology?

Should I be considering social media and how the topic i’m looking at is covered on these sites?

Feedback from session:

Need to put research i’ve gathered so far into presentation - but it needs to be edited.

Need to look outside of the fashion industry.

Be sure to reference correctly - use the citing guide on the NTU website.

Need to constantly consider learning outcomes - make sure I meet them when creating report.

Methodology needs to show what i’ve done and why i’ve done it.

Tasks for next session:

Research should be completed by the end of November.

Need to think about my ‘new’ aspect - how am I going to say something that hasn’t been said before?

Prepare presentation to give on 19/11.

Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared) 1 2 3 4 5 Signed (Tutor) Signed (student)

189

fcp3 fcp3 fcp3

Module: Negotiated Project Stage 1

Tutorial / Seminar Record Sheet

School Art & Design Work to of bring / prepare for session: ba Independent Research Project

Tutorial Record Sheet 2013/14

Ref. no: FASH30001

Date: Module: Negotiated Project Stage 1 Name : FASH30001 Ref. no:

ba Tutorial /of Seminar Sheet School Art &Record Design

Tutorial Record Sheet 2013/14

Date:

Work to bring / prepare for session:

Name : Negotiated Project Stage 1 Module:

Independent Research Project

Ref. no: FASH30001

Learning issues to discuss in session: ba

Date:

Tutorial / Seminar Record Sheet Independent Research Project Work to bring / prepare for session:

19/11/13

Name :

Harriet Dunn

Tutorial / Seminar Record Sheet Work to bring / prepare forinsession: Learning issues to discuss session:

Independent Research Project Feedback from session: Tutorial / Seminar Record Sheet Work to bring / prepare for session: Learning issues to discuss in session: Presentation and any questions I have so far.

Learning to discuss in session: Feedbackissues from session:

Research i’ve completed so far and what i’m going to do next.

Tasks for next session: Learning issues to discuss in session: Feedback from session:

See page opposite for transcript of feedback.

Feedback from session: session: Tasks for next

Go over feedback received and act on topics discussed.

Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared) 1 2 from 3 session: 4 5 Feedback Signed (Tutor) Tasks for next session: Signed (student) Tasks for next session: Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared)

More than just its making all retail shops come together to do something to create that idea of 1 2 retail 3 isn’t 4 it because 5 community.

So what’s Carnaby Street like these days because that used to be kind of almost a feel of community. The Signed (Tutor) people on the streets there seem to do things together and I think that’s partly where you need to go otherwise you’re right Signed its just going to be about experiential retail which I think that should be part of your research but I think then you (student) forabout next innovative session: ways that the high street in itself could get people coming to it. needTasks to think Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared)

2 Mary 3 Portas, 4 5in her review goes a long way in saying, that you need to think about new ways Which1is what Signed (Tutor) to bring people back on because at the minute it’s all about making sure people don’t sit outside a shop and cluster the area outside the shop but inwhy it be/ like She’s Please indicate progress to hand (1shouldn’t = Not ready 5 = that?

Ready and basically Prepared)saying what you’ve been Signed (student) saying.

1 2 3 4 5 Signed (Tutor)

Yeah from the inside of the shop to the outside of the shop, Signed (student)

indicate progress to hand in like (1 =–Not ready / 5 =so Ready and Prepared) YeahPlease why shouldn’t there be something not something dramatic as a skate park in the middle of the 1 2 3 4 5 high street, but why not bring kids back onto the high street instead of shooing them away.

Signed (Tutor)

I think, you may well have done it as part of your secondary research but just looking at areas, I mean I suppose you Signed (student) know how Box Park, that feels a bit more like a community, I think in fact Shoreditch as a whole feels a bit more like a community. And I wonder if you should do that as part of your primary research, visiting different pockets of places to see how they get that sense of community there. That could form part of your primary research because you’re going there, you’re taking photographs of things, perhaps doing some ethnographic research there So I think yeah turn it back to the high street, perhaps start looking at sense of communities and how that’s occurred in different, just to bring it back to something.

190

Okay so I could still do the experiential marketing stuff and the community stuff but its kinda under a subheading of bringing people back onto the high street, so experiential marketing is one way of doing it, community it another way of doing it.

Yeah, otherwise I think your just talking about experiential marketing. So I would go out and perhaps part of your primary research then could be looking at spaces on the high street and I think that could be quite a good way of doing it.

So do you feel like could move on from that?

Yeah definitely because i’ve done a lot of research on experiential marketing, I Just now need to, I’ve done a bit on community but I can just focus my attention on community now. And yeah I feel like it’s a lot more clear now because like I said I was muddled between experiential retail and whether or not to focus it on the high street but no its a lot clearer now, so I’m gonna do the high street, how to bring people back onto it through different ways.

One is retail and one is almost like a societal or a government thing.

And then that lends itself to strategies doesn’t it so my outcomes could be well this on one hand and this on the other.

Cos I like the idea of maybe, you know when to go to an area and all galleries are together and all street wear’s together that to me makes complete sense, because you get a vibe from things don’t you and I think, You lose that don’t you walking from one shop to another.

So perhaps do a little bit of secondary research on the internet to look at where you get that sense, there might be even a place in Nottingham where you get that sense, I’m not really sure.

And what about the ‘new’ aspect, is it new enough for me to, because that’s what I’m worried about as well, putting my own spin on it.

Yeah I mean you’re going to have to come up in your strategic outcomes a way of thinking about what makes an interesting community, what you would do.

Okay and global aspects, as much as I have tried to look at high streets around the world the internet just isn’t doing it. I’m trying to incorporate something globally.

I think you can take aspects of high streets, well for example in Italy you know that it’s all very individual retailers, its very much like the person owns the shop who works in the shop which gives a very different feel to a high street, maybe that’s how you approach it. Maybe in your context bit you talk about how the identity has been lost of what a British high street is and you know you’re tying to bring that back.

What sort of grade do you think I’m on at the minute.

So I think at the moment, you need to think about your visuals as well, I’ve started thinking about that but just not to the point yet where I can show you anything, Well without seeing that and you’ve got to do more primary research, I think you’re on a 2:1 a mid to low 2:! But you need to push those primary research things back up and then focus it.

Okay and marketing models I can use can’t I and just obviously put my own spin on it, Yeah, if you do that and if you bring it back to something like the high street, Yeah a focus?

Yeah that’s what you need to do to push it up.

AAA - Harriet AAA - Michelle

191

School of Art & Design

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fcp3

Tutorial Record Sheet 2013/14 Module: Negotiated Project Stage 1 Ref. no: FASH30001 Date:

03/12/13

Name :

Harriet Dunn

Independent Research Project Tutorial / Seminar Record Sheet Work to bring / prepare for session:

Piece of writing to go over in session.

My ‘new’ aspect - need to consider this before session and go over with Michelle.

Learning issues to discuss in session:

Could I write the report as if i’m talking to a brand?

Appropriate referencing styles.

What should be included in appendix?

Feedback from session:

In report, shouldn’t have loads of quotes - should be mostly paraphrasing.

We don’t need to include a hypothesis.

If i’m emailing people, need to get consent from each of them to quote them directly in the report.

Think about making appointments at printers before Christmas break.

Will need to get someone to read over my work.

Tasks for next session:

Book appointment with printers.

Start writing introduction.

Bring in piece of writing to go over with Michelle.

Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared) 1 2 3 4 5 Signed (Tutor) Signed (student)

192

School of Art & Design

ba

fcp3

Tutorial Record Sheet 2013/14 Module: Negotiated Project Stage 1 Ref. no: FASH30001 Date:

08/01/14

Name :

Harriet Dunn

Independent Research Project Tutorial / Seminar Record Sheet Work to bring / prepare for session:

Bring any questions I have to individual tutorial.

Consider what I want to go over individually in terms of research, problems, questions etc.

Learning issues to discuss in session:

Does my referencing need to be sectioned e.g. under headings of websites, books etc. or should it just be an alphabetical list?

Have I carried out enough primary research and is there any last minute pieces of primary research I could do to enhance what i’ve already done?

Feedback from session:

References should be listed in alphabetical order - no need for sections.

Could go round Nottingham and take pictures of vacant shops to use in report to demonstrate how it’s affecting the local environment.

Screenshot Twitter feeds of Mary Portas etc. to show a the topic i’m talking about is timely.

Make sure i’m not being naïve throughout my report - if I think there are any issues I need to outline them.

Tasks for next session:

Finalise writing and layout of report ready to hand in in a few weeks time.

Get someone to read through report for spelling mistakes and then could get someone on the course to read through each section and summarise each paragraph to ensure i’m getting across the points i’m trying to make.

Please indicate progress to hand in (1 = Not ready / 5 = Ready and Prepared) 1 2 3 4 5 Signed (Tutor) Signed (student)

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1950:

Customers had to go to different stores for different things.

Went to the same store each week = build relationships with staff.

Customers were served from behind a counter so had little chance to interact with products.

Was a time of caution, austerity & rationing.

‘Price fixing’ was good for retailers protected them from competition.This signified a huge industrial change: power was transferred from manufacturer to retailer.

M&S was the first, large British retailer to introduce it’s own brand.

Chairman of M&S, Simon Marks, placed emphasis on the customer and coined the phrase

1955:

ITV arrived and adverts began screening into our homes.

Self- service was born in Sainsbury’s which altered the relationship between the shopkeeper & customer.

1960:

1964 - Abolition of Resale Price Maintenance (RPM). Small chains & manufacturers are no longer protected from their competition.

1966 - ASDA first brand to take advantage of abolishment of RPM.

“Every week there must be something special, something new, something people want to come in and see now what’s special this week? That’s the excitement of business” - Jack Cohen, founder of Tesco.

One supermarket chain would come out the other end with it’s loyalty scheme - Tesco.

Early 90’s Britain’s shops were in trouble 1990: & economy is in recession.

Over the course of 30 years, shopping changed from shopping for what we needed to shopping for pleasure.

By the late 80’s shopping was a fun day out of aspiration and glamour.

1986 - property developer Sir John Hall developed the ‘MetroCentre’ which was about more than shopping - there was a cinema, restaurants, fun fayre and more.

Was a revolution in shopping.

1980:Under Margaret Thatcher, the banking & service industry (including retail) roared. Credit cards were introduced which spurred a shopping binge.

George Davis noticed gap in the market - created Next which made 1970:shopping efficient with it’s ‘total look’.

High street youth chain was needed in 1965 Bernard Lewis created ‘Lewis Separates’ which went on to become ‘Chelsea Girl’.

2 new categories emerged. New teenagers were first consumer who defined themselves by what they bought.

Post WW1 Britain manufacturing was in decline - Germany however had a thriving manufacturing industry.

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1994 - Clubcard trial came to an end and changed the way Tesco ran their business - they could now re-connect with their customer in a personal way.

This encouraged us to spend more because points meant prizes.

Mid 90’s - the economy began to revive and people began to spend again. They could get easy access to credit and were beginning to get into debt to fund shopping.

‘Keep Sunday Special’ - campaign lead

by Dr. Michael Schluter but 1993 parliament voted yes to trading on Sunday. A tradition was changed.

This showed our love for shopping and fuelling this love of materialism was the housing boom of the late 1990’s.

In Britain we hurried into online spending - pretty much faster than any other nation and we now make up 10% of online retail sales.

As Brits, we spend £2,000 per person, per year which has inevitably had a knock on effect to the high street.

Next, in 1999 grew out of catalogue directory and went online.

Tesco was the first to go online in 1997, and was soon followed by the likes of Sainsburys etc.

70% of all music and films is now bought online.

In 1995, Amazon came to the UK from America - was to revolutionise the way we shop. Soon became Britain’s most popular retail website.

Online retail sales are expected to rise to 25% in Britain in the next decade.

The British high street has fallen behind in terms of convenience, pricing and service.

2007/2008 the recession Wouldn’t be until the mid to late 90’s devsatated retailers as many of until retailers came round to the idea of them were reliant on banks for funding. online shopping.

DIY & self-assembly was the new craze The first chain to go was and in 1987 Ikea opened. It was able to keep prices down due to a global After the financial crash, the average size ‘Woolworths’ - a big shock for of the weekly shopping budget shrunk many people. Became supply chain. by about 5% synonymous with British retail.

1984 - first online shopping Britain turned to foreign manufacturers experience - five years before the World who could make products at a much Wide Web was invented. lower cost.

Made shopping functional and in years For years, M&S boasted support for to come would change the face of retail.

British made goods but eventually Now we do smaller weekly abandoned British suppliers. shops and now we shop like By 2006 we were living and spending our parents and grandparents well beyond our needs. We gathered As a nation we got much cheaper did. After 2008, customers huge debts and struggled under the clothing but struggled to develop new wanted to shop little & often. burden. exporting and manufacturing businesses Social media boom = to replace those that were destroyed.

By the beginning of the century Britain emphasis placed on customer Under Phillip Green, Topshop became a was enjoying a boom and some of our service and creation of city centres became temples of leader of young fashion. personal data. consumerism e.g. the Bullring in 2000: Birmingham.

Peston, 2013. Robert Peston The increasing power of Goes Shopping [Online] Fast fashion was fuelled by a celebrity celebrity and proliferation Available at: http://www. obsessed culture - saw the growth of of magazines meant public bbc.co.uk/programmes/ brands such as River Island, H&M and could see what they were b039w4lt New Look. But Primark did it cheaper wearing and wear the same and faster. look.

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