Harriet Exton N0733000
BOOHOO
marketing and communication 5trategy
Contents 5 6 7 8 10 12 14 16 20 24 28 34 37 38 40 47 48 49 52 54 59 60 66 68 70 72 74
Introduction Who are Boohoo? Aims & Objectives Methodology Customer Profile Market Overview Positioning Map Competitior Analysis Macro/Micro Trends Porters 5 Forces PESTE Core Competencies Challenges & Recommendations Customer Journey Shopping Experience Mission Statement The Future Objectives Digital Fit & Visual Searching Tool Improvements & Opportunities Aim Idea 1 Idea 2 Idea 3 Budget Timeline Conclusion word count: 4,288
where are we now?
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introduction Boohoo is one of the UK’s biggest own-brand, pureplay fashion e-tailers targeted towards 16-24 year olds. It has rapidly evolved into a global fashion leader, with their ambition to be the leading online fashion brand. Due to being based solely online, customer engagement and customer loyalty has become an essential driver for them. This report will go into depth of how to support Boohoo’s customer retention and drive brand engagement with an emphasis on improving their social channels and online experiences.
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Who are Boohoo? Boohoo was founded in Manchester in 2006 by Mahmud Kamani and Carol Kane. They have successfully created an innovative brand, leading within the fast fashion market. Throughout their 11 years of trading, they have been successfully providing their customers with all the leading fashion trends and are continuing to inspire the youths of today. Their annual revenue from 2018 was ÂŁ374.1m up by 33% from 2017, showing that they are still growing. Alongside their active customers increasing by 22%. (Boohoo PLC, 2018). An astonishingly 87% of girls within the UK aged 18-24 have heard of boohoo with 30% considering purchasing from them on their next order.
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aimS With precise emphasis on supporting customer retention, this report will outline a three year strategic marketing plan in order to help achieve a better shopping experience for their customers, which will drive brand engagement and their sales within the UK. This will be implemented by using market research and some consumer analysis in order to produce an effective 3 year marketing plan and a 1 year communication plan for Boohoo.
objectives To conduct relevant primary and secondary research which will aid in creating successful plans to bring Boohoo the engagement with their consumers that they long for. This will be completed by forming a marketing and a communication plan, with all finances taken into consideration, as well as monitoring all engagement data.
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m e t h o d o l o g y
Primary Research - Online survey with 100 responses, with 61% of 19-21 year olds. - Instagram survey with on average 111 responses .
Secondary Research Secondary Research was also conducted to gain knowledge of the market and the current brand environment. Boohoo PLC’s annual reports give insight into statistics such as customer retention rates as well as key financials; and online databases such as Mintel. Also, highly acclaimed newspapers and magazines from Forbes and Marketing Weekly to gain understanding into Boohoo’s position in the market as well as industry opinions.
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customer profile This is Olivia, she is 20 years old, in her second year at the University of Arts in London studying Fashion Marketing and Communications. She has a large friendship group and is always there whether that be for a few cocktails or for a shoulder to cry on. Social media is a MUST with Instagram being her number 1, always trying to increase her following. Living within the hustle and bustle of London she is never afraid to be adventurous with her apparel choices. Olivia looks for brands which are aware of the latest trends and are available whenever and wherever she may be, as her purchases are usually quite impulsive. As she is a student, her budget can be quite small therefore affordable fashion is an essential, even better when they offer student discounts.
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market overview Growth
3.2% growth in 2017
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womenswear £28.4 million market
The womenswear market is currently facing some challenging times as there is weaker growth in sales; although the market has grown by 3.2% in 2017 to be worth £28.4 billion. Consumers are becoming more demanding and are longing for retailers to be more representative of real women with 30% of 18-27 year olds being very passionate about this. (Mintel, 2018)
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Growth
5.3% growth in 2018
£60.8 billion
clothing retail market
However, moving closer to Boohoo’s being an online-only retailer. The clothing retail market was expected to grow by 5.3% in 2018 to make it worth £60.8 billion. The general performance has been impacted by the quick shift to online retailers; with online-only retailers having 12.3% of British consumers spending. The online fashion market is set to reach £32.8billion within 4 years, with it being worth £19 billion in 2018. Mintel have provided great insight and knowledge into the importance of online retailers to the consumers in the UK. As Boohoo’s customer demographic is between the ages of 16-24, we discovered that 83% of this age group solely buys online. (Mintel, 2018).
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+22% active customers
+22% increase in orders
Boohoo have supported this evidence as they have had a 22% increase in active customers up to 6.4million. As well as a 22% increase in orders from 11.1million to 13.6million. This is positive for Boohoo, as with the insight it is only looking upwards for them with their target group favouring online-only retailers. Although this market is crowded with prosperous businesses such as ASOS, Amazon and Very.com, Boohoo have continued to grow and are not stopping anytime soon.
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positioning map
From this positioning map it is clear to see there is a heightened cluster of Boohoo’s competitors which are all within the affordable section of the map, both in-store and online. According to EDITED, in 2017 48.4% of Boohoo’s range was worth $10-$20 and 25.4% on $0-10 which demonstrates that they are an incredibly affordable clothing site. From primary research, 59% said that they would best describe Boohoo as affordable therefore supporting this positioning map. Analysing primary research also concluded that 78% of respondents favour shopping online rather than in-store, supporting our secondary research from Mintel who declared that 83% of the 16-24 year olds do purchase online. Although, a question asked them to rank the shops they’re most likely to purchase from, with number one being Pretty Little Thing and Boohoo falling to be ranked at number 6, showing that it isn’t necessarily a go-to for many people.
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c o m p e t i t o r
analysis
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Pretty Little Thing Founded from the primary research Pretty Little Thing is a direct competitor for Boohoo. It is one of three Manchester-based online companies alongside Boohoo which is threatening to take over fashion retailing with inexpensive, brash clothes which are inspired by a reality TV star’s clubbing outfit rather than the catwalk (The Guardian, 2016). Pretty Little Thing (PLT) have 10.5million followers on Instagram, 1.8million likes on Facebook and 279,000 followers on Twitter. PLT have a bigger following on Instagram than Boohoo (5.8million) which is quite detrimental as this is one of Boohoo’s most important social media and advertising platforms. Launching in 2012 as an accessories-only website, it quickly evolved into a forward-thinking fashion brand aimed at a young female audience who are interested in the latest outfits worn by the celebrities and influencers surrounding us on a daily basis. In 2018 their active customers grew by 128% to 3 million, although not as many active customers as Boohoo, they’re growing considerably quickly in a small amount of time. However, their order frequency is 2.55 compared to 2.13 of Boohoo’s, therefore showcasing that their customers will order more often, suggesting they have a loyal customer base.
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asos Determined by the positioning map, ASOS is also a key competitor of Boohoo. Their target consumers are defined as fashion-loving 20-somethings (ASOS, 2018); this is generally very similar to Boohoo. They have 18.4m active customers, displaying their enormity mainly across the UK and Europe; as well as 10.4million followers on Instagram. They are very technology advanced which is essential for customer engagement and driving sales - if consumers are happy and comfortable browsing they are more likely to make a purchase. It is confirmed by Cassandra & ORC, 86% of UK Gen Zs believe tech makes their life better (see ASOS PLC 2018, p.3). ASOS expanded from celebrity styles and began catering for all forms of fashion, therefore continuing to provide celebrity styles whilst also providing looks for everyone else - this could be a potential growth in the future.
PLT
ASOS
Values
To be the leading online fashion brand for all 16-24 year olds.
Make every girl feel like a celebrity.
To give people the confidence to be whoever they want to be.
Persona
Fashionable, fun, social and inclusive
Youthful, fashion maker and breaker and social
Authoritative, confident, friendly and empathetic
Primary Audience
16-24 year olds
16-25 year olds
20-somethings
Boohoo
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macro/micro trends digital fit A key micro trend for 2019, is using technology to improve purchasing the correct size when ordering online by using and creating avatars. In doing this it creates a life-like digital vision of a consumer through size measurements and 3D body-scanning. This would eventually lead to brands offering an accurate retail experience, as well as being personalised whilst being engaging (LS:N, 2018). According to Mintel, 44% of consumers avoid shopping and ordering online due to confusion in not knowing what size to purchase (Mintel, 2018). With the introduction of this digital fit technology, it would remove this barrier therefore leading to more purchases. Approximately 22% of all clothing purchases get returned due to inaccurate sizing (WWD, 2017). If Boohoo implemented the digital fit, this could allow a seamless experience and could allow them to use this to personalise certain clothing items and suggest recommendations which would help sales growth. This could also improve the website and customer experience as consumers will be happier and more confident when making a purchase; therefore could lead to their consumers ordering more often, improving the order frequency.
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flawed fashions A very popular movement in recent times is diversity and unretouched images of models on clothing sites. LS:N Global highlighted the micro trend known as ‘Flawed Fashions’ (LS:N Global, 2014). Consumer’s no longer want to be bombarded with airbrushed, photoshopped images or models on the catwalk, women and men both want to be represented in this industry. It is now time to celebrate our imperfections and display our true selves and not be afraid to show our stretch marks, moles, scars, disabilities etc. 25% of consumers would be encouraged to purchase from a certain shop if they used representative models (Mintel, 2018), also 65% of people would feel more favourable about a brand that promotes diversity (Marketing Week, 2016). This displays the mass importance of diversity and inclusivity in this market, and how hugely brands are missing out on potential customers. In terms of Boohoo, they received negative backlash regarding their attempts for body positivity and inclusivity. They were seen to be charging around £10 more for a plus-size version of a dress as well as claiming they were using plus-size models who were size 14. In 2017, they launched their #allgirls campaign which had the intention to represent the Boohoo community, however there was a lack of diversity and inclusivity displayed with no plus size girls, no disabled girls and no girls of different races and religions. Therefore the ‘Flawed Fashions’ trend would be a great movement for Boohoo.
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You can’t pick and choose what aspects of diversity fit with your #Weareallgirls campaign, (Teen Vogue, 2017)
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porters 5 forces
A Porter’s 5 Forces model has been created in order to portray a perspective into industry competitiveness and how Boohoo would stand in terms of new entrants, substitute products and competitor rivalry.
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Threat of new entrants
As the womenswear and online-only market is so huge and continually growing, Boohoo are under no way shocked or worried about new entrants. It is not unusual for new starters to grow so quickly and perform so well in an established market. Boohoo are well established in their market with a constant growing revenue. The threat of a new entrant for Boohoo is relatively low as they are already one of the leaders in their market sector alongside ASOS, PLT and Missguided.
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Threat of substitute products
With the rise of Instagram boutiques which are quickly promoted by influencers and celebrities there is certainly direct competition, as well as the competitors already listed above. In order to stay on top performance, Boohoo must continue being a leader in trends, but also incorporating their value of diversity to ensure they have a competitive edge above the others.
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3
Intensity of rivalry with competitors
Competition amongst Boohoo’s markets is very profound as they face direct competition from very established companies with large market share and a vast amount of active customers. Competition creates benefits for consumers as they’re all battling amongst each other, therefore trying to offer the best price, the best delivery prices, the best returns policies and the best products.
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Bargaining Power of Supplier
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Bargaining Power of Buyer
As Boohoo is working within the fast fashion market, where the design, manufacture to sale turnover can be as quick as 3 weeks. Therefore, they need to ensure they have a great relationship with their suppliers to assure this is viable. Henceforth, Boohoo are such a large company, they have great bargaining power with their suppliers as they purchase a great size of items. With the creation of new products daily, they must continue to have a good relationship to ensure their products are created to their standard of quality.
For Boohoo, customers are what keeps the company going. This means that retaining current customers and attaining new customers is essential for a business to grow. Boohoo’s active customers are on the increase which is promising. However, if Boohoo display their true diversity and inclusivity, this could encourage further growth to their customer base.
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p e s t e
political The current political environment is very unstable, with the Brexit deal in negotiations. However, the fashion industry is going to be impacted hugely if a Brexit deal is made. To date, it is looking as though it will be a hard brexit deal, therefore meaning all trade deals within the European Union would be withdrawn, all retailers, designers and manufacturers would have to pay in order to trade with the EU, as well as tariffs on clothing to 11% (Standard, 2018). The UK is currently importing £10 billion worth of clothes from Europe(Standard, 2018), if there is a Brexit deal finalised, this could mean we would lose this opportunity and therefore cost the UK more. The consequences for Boohoo can be quite detrimental. Their prices would be elevated, which could lead to their customer base decreasing as they’re targeting a younger demographic who may not have the disposable income to justify purchasing clothing frequently.
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Economical The fashion industry has one of the fastest growing economies in the world, being ranked at number 7 (Mckinsey, 2017). Economic uncertainty and unpredictability are the new norm; therefore fashion executives need to be weary and vigilant of these changes (Business of Fashion, 2018). If the outcome is a hard brexit, tariff costs are likely be one of the biggest hurdles to overcome. Also, the pound would become very weak, leading in a decrease in consumer confidence.
In terms of Boohoo, this could lead to a decrease in competition as smaller businesses may not be able to rise above Brexit, as there would be less movement within the market, making Boohoo a dominating entity. However, if consumer confidence is knocked down, sales and revenue could drop considerably; which isn’t very reassuring.
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Social Consumers in the 21st century are about convenience. However, delving into research into the Generation Z’s who are the current target consumers. It is found that those who are within this age bracket (23 and under) want everything immediately, they are very impatient and have an incredibly short attention span (AdWeek, 2018). This therefore means that working within retail, they need to know how to grab and keep their consumer’s attention. Although they are impatient, they also discovered that consumers between 14-24 are more than happy to wait for a week or more, for an order they placed online. For Boohoo, this is quite promising with the social shopping trends. As the consumers they’re targeting are Generation Z’s, they need to understand the best way to attract their attentions, but also not be so hooked up on delivery time as we discovered it isn’t a number 1 priority for them, therefore if you cannot fulfil your offerings, don’t promise it.
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Technological Technology has had a huge impact on the fashion industry, with the growth of e-commerce, which has been hugely successful for many businesses. As well as the impact of social media, it is essential for businesses to have full control of these platforms in order to gain reach and increase engagement. Having everything at the touch of our fingertips means that businesses reputations can be on the line if a detrimental comment is made. 91% of consumers read online reviews, with 84% trusting online reviews as much as a personal recommendation (Inc, 2017). This is very important for online-only retailers as it means they need to consider that their customers experience is seamless to avoid negative comments.
It would be recommended that Boohoo try and push their customers to leave reviews as we have found that it can make or break a purchase.
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Environmental With fast-fashion on the rise and lots of retailers releasing new collections regularly, this is inevitably going to leave an effect on the environment. ‘Throw away fashion’ as it has been renamed is hard to sustain with people wearing an item once and throwing it away. Most affordable garments are made using polyester, however when this is washed they shed microfibres which are contributing to the rising levels of plastic in our oceans which is decreasing life within the sea (Independent, 2018).
Boohoo’s clothing is mainly produced using polyester, therefore they are contributing to this terrible plastic pollution. An idea that Boohoo could consider would be to support a plastic pollution charity, to demonstrate to their consumers that they are actively supporting this need and they could donate a small percentage of earnings to these charities.
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core competencies Boohoo is very successful in what they aim to do - offering the most up-to-date fashion at incredible prices with an unbeatable choice. This is supported by primary research with 59% of respondents stating that they are an affordable brand as well as 58% of them saying they’re fashionable. Through primary research it was also shown that although the respondents were aware of Boohoo, an average of 35% of people last shopped with them or bought an item of their clothing was between 6 months - 1 year. Therefore, the purchases are not very frequent even though people view them as fashionable and affordable. The reason for this can be questioned.
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challenges & recommendations 1
Lack of differentiation between competitors - ASOS, PLT as they’re all very similar, with same target market.
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Need to act upon micro trends, as these will help gain a further reach to new customers.
3
As they are such a social brand and by being online-only, they really need to heighten engagement on social media platforms, following on from this an alarming 75% of respondents do not follow them on social media, discovering that their content isn’t engaging and doesn’t excite their consumers. This can be improved by using relevant ambassadors that represent their community.
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Working in the fast fashion industry, it is essential Boohoo are regularly working with trends of the latest celebrities and influencers, as these are what their consumer really looks for in an item.
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customer Activity
Stages of a journey
Searches Online pt1
Searches Online pt 2
Searches Online pt3
Searching for a new outfit for a night out in a few days.
Searches for ‘night-out outfits’.
Scrolls along the top bar with outfit pictures on.
Clicks on the top result.
Excited for her final night out with her university girls for the year.
Lots of her go-to options come up at the top of the search bar.
Can try and use her student discount to get a good deal.
All common student brands come up.
Emotion: Happy Satisfied Unhappy
Experiences
Expectations
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All the dresses are Common with too expensive and this website, are too dressy for however too a night out. many options to refine item.
Cheap outfits that are in fashion.
Clean, easy to navigate and refine items.
journey Browses on the Website
Product Evaluation Product Evaluation pt1 pt2
Checkout
Scrolls down to have a browse to see what’s available.
Opens up 3 tabs with her favourite items in.
Decides on one item
Proceeds to checkout with 1 item in her basket.
Lots of items on sale, with various styles and products available.
Lack of reviews aren’t helpful and models aren’t very representative of her body shape.
Finally happy with the item she found, and is looking forward to receiving it.
Too many delivery options to choose from, but checkout was considerably fast now using apple pay.
Various options to In 21st century, she Easier to find an choose from quickly. expects item she liked natural looking without scrolling for women without a while. being edited.
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Quick and easy checkout.
shopping experience website
The homepage on the Boohoo website is very approachable and friendly, clearly advertising their 24 hour sale. You can see the various subcategories listed, detailing their products. The girls shown aren’t a diverse range, therefore the first impression for a new customer wouldn’t directly suggest that they are diverse and inclusive.
As we scroll down we can see Boohoo’s new collection with Love Islander, Kaz Crossley. As well as a style edit. You can also see that it displays 5 new in items, however when you hover over the items the writing is being overlapped which is a technical error.
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We then move over to the subcategories, this is hovered over the ‘ALL CLOTHING’ category. You can see that there is a lot of options which may overwhelm shoppers, particularly if they’re new to the site. As we know sometimes too much choice is damaging. The ‘INSPIRE ME’ section is much less condensed and easier to digest and pick a trend or a campaign - however this hasn’t been updated to include the KAZ X FIT range.
Upon browsing, the refine details for the dresses section is very overwhelming and would take several scrolls to view all the options, this may put customers off as it takes a while to find the style they want. Boohoo can alter this by presenting it in a different way or just remove some of the unnecessary filters.
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instagram Their instagram is very friendly and very true to their voice of being a fashion best-friend. They have a variety of story highlights displaying that they are very active on their stories which is a great means to engage customers. The images they post are all very similar with pink hues running throughout, they show outfit inspiration, funny quotes, relatable images with funny captions. This is very similar to their competitors PLT, therefore if people are following both accounts their timelines may be very saturated with the same posts. This could therefore suggest that they may want to alter their social media posts to be different to their competitors.
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facebook & twitter
These social media platforms are very similar with their approach, very colloquial and friendly. They have their website clearly advertised as well as their latest campaigns. Their tweets are also similar to their instagram pictures as you can see they like to compliment their ‘babes’. On facebook their funnier type posts are much more popular compared to their posts advertising their clothing, suggesting that the people who like their facebook page aren’t as interested in their clothing.
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app Their app was very similar to their website, relatively easy to navigate around with simultaneous images and campaigns running throughout. This is essential as it won’t confuse customers when they’re browsing. Their subcategories are much more limited on their app which is easier to use and doesn’t overwhelm you with choice of what to search for. The pictures are good quality and show the variety of clothing products.
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where do we want to go?
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“
mission statement
Boohoo’s strategy is to be the young person’s fashion best friend, offering the most up-to- date fashion at incredible prices with an unbeatable choice, great quality and excellent service. (Boohoo PLC, 2018)
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Their vision is to be the leading e-commerce fashion brand for 16 to 24 year-olds, which they will drive using insights, investments, innovation and integration.
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tHE FUTURE Boohoo are wanting to become the leading e-commerce fashion brand for their target market by increasing their customer retention and driving brand engagement with the improvement of their website and socials. If Boohoo become a leader in the womenswear market, this would be measured by their revenue and market share; as well as their engagement (post engagement, comments, likes) which will be measured by KPI’s as well as monitoring their conversion rate which is their currently 4.3%. “Group revenue growth for the next financial year (FY19) is expected to be 35% to 40% with adjusted EBITDA margin between 9% to 10% and capital expenditure of £50 to £60 million.” (Boohoo PLC, 2018). Therefore demonstrating that they believe their company is going to continue growing, whilst also hoping for sales to drive by 25%.
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objectives year 1 Increase brand engagement and active customers by 35% to reach a conversion rate of 4.7% by June 2020 by putting their value of diversity and inclusivity to the forefront with new social media campaigns and adverts. Primary research demonstrated that only 9% viewed them as an inclusive brand.
year 2 Introduction of new technologies to improve consumers shopping experience, such as digital fit and visual search tools. This will be monitored by engagement KPI’s and an increase in order frequency by 6% in 2021.
year 3 With the increased engagement and customer retention, the third year, will allow Boohoo to start a gradual movement towards sustainability. Development of a capsule collection in 2022 with removal of polyester will be the initial aim, then a gradual movement towards using sustainable packaging and working alongside an environmentally friendly courier service. This will be measured by number of orders and a boost in sales, as well as monitoring word of mouth on social media.
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digital fit & visual searching tool Boohoo has the aim of being a leading e-commerce site for 16-24 year old girls, therefore their shopping experience needs to be seamless. Within year 2 of the marketing strategy, the objective is to innovate their technologies to allow consumers to be at ease when choosing a size online, and also enable them to find an item at their convenience without unnecessary scrolling using a visual searching tool.
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This innovation will be designed with their consumer at the heart and soul of it. As Boohoo is based solely online, consumers can purchase multiple sizes as they’re so affordable and keep the correct size. Returns in the UK cost retailers an average of £60 billion a year (Drapers, 2018), which is a considerable amount, therefore if technology was used to avoid this common activity, then it will be great. Research also supports this with nearly a third of shoppers aged 18 to 24, are happy to share their measurements with brands (Drapers, 2018). Therefore, if Boohoo can implement this technology they will gain further insight into their consumers, which ultimately will lead to greater sales due to providing recommendations which are more tailored to them.
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improvements & opportunities customer targeting From research, it is evident that they are targeting the correct consumer, however the means in which they are trying to target them isn’t very effective and isn’t attracting this demographic to purchase or follow them on social platforms. The potential improvements and opportunities surrounding improving their customer targeting is to offer more necessary promotions and incentives. Boohoo could include a promotion when consumers subscribe to their £9.99 premier delivery. This could include a points system, where they collect 1 point per £5 spent and at the end of each month, if they reach 10 points, they receive a £10 money off voucher. This is a great incentive to purchase as they will receive vouchers off their purchases. As this demographic is known for being social drinkers and wouldn’t miss an opportunity to go for cocktails with their friends. Boohoo could run an experience where they collaborate with a bar such as Wetherspoons or Revolutions to provide a 2 for 1 cocktail deal on a Wednesday (student nights). This experience can only be obtained if they are subscribed to premier delivery and provide a valid student ID.
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customer journey Upon mapping the customer journey there were a few hurdles which were evident. The main sticking point was the overwhelming number of options available with 37 pages within the ‘going out’ sector. This can be quite frustrating when you just want to find something without scrolling. Therefore if the visual search tool is implemented this would create less of a problem and solve this problem in the customers journey. The problem with the lack of product feedback can be resolved with ease. When a consumer places an order, once it has been delivered, Boohoo can send an email asking for a review and if they are members of the premier delivery and point system they will get 1 point for a review, as this is a great incentive if it is going to gain Boohoo more orders.
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branding Boohoo are typically known for their slogan and sponsorship. Their adverts are very friendly and encompass their beliefs of being a fashion best-friend. However, as already stated before, they didn’t represent the diverse community effectively. This issue is going to be solved within the first year of the marketing strategy and the communication plan.
target audience The target core audience for Boohoo is the 19-21 year olds, which Olivia fits into. As Olivia is very in touch with social media, she is used to seeing online campaigns and has become immune to it, but if something stands out and gains a reaction, she is more than likely to latch onto it and delve into further detail. Therefore word of mouth and social media is essential for Boohoo; meaning Olivia is the main target audience for the purpose of this marketing and communication plan.
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how will we get there?
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aim
Release a series of campaigns encompassing their beliefs of inclusivity and diversity.
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idea 1 #doyouboo creation Within the first year, Boohoo will launch the #doyouboo to create a sense of belonging and demonstrate to their girls that they can be proud of who they are. This will be launched alongside the introduction of 10 of their #boobeauties. This campaign will run for 1 year (June 2020). The 10 girls are all micro influencers with between 30k - 3k followers, micro influencers have more of a connection with their followers therefore leading to greater influence. This hashtag and campaign will run alongside a competition which will allow 5 people to win ÂŁ300 towards a new Boohoo summer wardrobe. With 60% of respondents stating that they have a stronger connection with brands who display their diversity and inclusivity. It is paramount that Boohoo demonstrate just how dedicated they are to portraying women in the 21st century.
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implementation The competition will be posted on Instagram as this is their largest platform with 5.8 million followers. In order for them to enter, they have to follow them on instagram, like the post, add 5 items to their wishlist and tag their #boobeauties. This competition will increase engagement as entrants will be tagging their friends who may not be interactive with the brand, as well as traffic to their website. A campaign will also be created with an introduction video for all the #boobeauties to remind consumers that they are enough and you do not need to change for anyone. As well as online communication, there is going to be some offline communication for this specific campaign. Throughout London, Manchester, Nottingham, Leeds and Liverpool there will be billboards in these cities and on taxis which will display the message “you look bootiful today�. This offline communication will hopefully gain engagement by passersby taking pictures and sharing them online which will gain attention and may make some people consider browsing on their site.
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YOU LOOK BOOTIFUL TODAY M O C . O OHO
BO
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results From this campaign, the #doyouboo hashtag will lead to an increase in following on their social channels as well as an increase of brand engagement and active customers by 35%.
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idea 2 #loveyourlines creation
From October - February, there will be the introduction of a new campaign to promote body confidence, this will be known as #loveyourlines. This campaign will feature the #boobeauties displaying their stretch marks, moles, disabilities, race, religion etc; which will be placed on affiliate websites (unidays, blogs, youtube etc) as a click through banner which will take them to Boohoo’s website; as well as Instagram
implementation These 4 months will entail Instagram posts from the #boobeauties showing how they are embracing their bodies and how they aren’t afraid to show their true skin. As well as this, Boohoo are going to avoid retouching models on their website photos to express their aim, as well as using models that are true to size.
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results The success of this campaign will be measured by interaction and sharing on social media due to their movement towards avoiding retouching models pictures. Secondary research discovered that it can increase website traffic by 20% (Independent, 2017). As well as monitoring the popularity of the affiliate links.
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idea 3 #boosaves creation
The last campaign within the first year, is surrounding the movement of being a strong community to start saving the world, #boosaves. Research will delve into save the ocean charities around December time to ensure the correct charity is found that we want to support. This last campaign will run from March - May, surrounding World Earth Day. The campaign will include a collaboration with a save the ocean charity; we will organise a beach sweep event, where all #boobeauties take part and show how we can do our thing to save the ocean.
implementation The event will be launched on Instagram known as #boosaves. We will have a campaign detailing our event of a beach sweep. This event will cause traffic and engagement from social media as followers will share amongst various platforms and grab the attention of some non-customers.
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results The success of this campaign would be measurable via engagement KPI’s such as conversion rates and active customers. However, as nothing is being released, we will be focusing on measuring the traffic to the website. As well as following the hashtag and viewing how popular it is.
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b u d g e t
breakdown of costs
quantity
ambassadors
10
competition
5
billboards
15
taxi advertising
50
budget
£1million
Their current revenue in 2018 is £374.1 milion, however the projected turnover for May 2020 based on this figure will be a 10% increase up to £377.88 million.
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unit costs
total
£15k
£150,000
£300
£1,500
£7,800
£117,000
£2,500
£125,000
EXPENSES
£258,000
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timeline social media June #doyouboo Competitionrunning throughout Instagram
offline marketing
online marketing
observations
#doyouboo Billboards
Taxi Wraps Release introduction (movable campaigns of our marketing) 10 #boobeauties
July #doyouboo
Billboards Taxi Wraps (movable marketing)
Aug #doyouboo
Billboards
There should be a 5% increase in engagement by August due to the #doyouboo campaign.
Taxi Wraps (movable marketing)
Sep #doyouboo
Billboards Taxi Wraps (movable marketing)
Oct
#doyouboo #loveyourlines Instagram campaign with the #boobeauties feeling proud to show their natural bodies.
Billboards Taxi Wraps (movable marketing)
Affiliate Marketing
Monitor success of offline Displaying this message campaign with on affiliate banners on the ‘you look websites will attract bootiful’. This people who may not should have got shop with Boohoo heightened already and as it is support with showing a positive people sharing message they will have a images amongst positive outlook when social media. shopping.
72
social media Nov
#doyouboo #loveyourlines
offline marketing Billboards Taxi Wraps (movable marketing)
Dec
Jan
Feb
#doyouboo #loveyourlines
Billboards
#doyouboo #loveyourlines
Billboards
#doyouboo #loveyourlines
Billboards
Taxi Wraps (movable marketing)
Taxi Wraps (movable marketing)
Taxi Wraps (movable marketing)
Mar
#doyouboo Billboards #boosaves Post on Taxi Wraps Instagram about organising a (movable marketing) beach sweep with a plastic charity, all the girls will be there and gives a great opportunity to do something together.
Apr
#doyouboo #boosaves
Billboards
#doyouboo #boosaves
Billboards
May
Taxi Wraps (movable marketing)
Taxi Wraps (movable marketing)
73
online marketing Affiliate Marketing
Affiliate Marketing
Affiliate Marketing
Affiliate Marketing
conclusion Boohoo have successfully created a strong player within their market in the UK. Therefore, this marketing strategy will only continue to accelerate this success. As well as demonstrating their diversity and inclusivity, which will increase their customer base and improve sales. For the future, the brand will be able to accomodate fully and fulfil all of their customers wishes to assure they have the best possible shopping experience.
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appendix
appendix
references
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