School of Art and Design
fmb
Fashion Marketing & Branding
FMBR30001 Project Declaration Project: Stage Two: Realisation of Sensory Marketing.
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.
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THE REALISATION OF SENSORY MARKETING
CONTENTS
Chapter 1: Pages 1-6 Reasoning and background Chapter 2: Pages 7-10 Research groundings Chapter 3:
Pages 11-20 Macro and micro trends highlighting the opportunity Chapter 4:
Pages 21-28 The Realisation and the credentials it can deliver Chapter 5: Pages 29-34 Brand selection and justification Chapter 6: Pages 35-38 Harrods Chapter 7: Pages 39-44 Corporate and Marketing Objectives
Chapter 8: Pages 40-59 Marketing Strategy and implementation Chapter 9: Pages 60-69 Communications strategy and plan Chapter 10: Pages 70-79 Financials, risks and measuring success Chapter 11 Pages 80-83 Future direction Chapter 12: Pages 84-107 Bibliography, references and illustrations Chapter 13: Appendix
WORD COUNT: 7993
CHAPTER ONE.1-2
CHAPTER ONE: REASONING AND BACKGROUND
INTRODUCTION
Realisation of Sensory Marketing The purpose of this report is to conclude the three part project. Referred to as the realisation stage, the following will demonstrate the insight, development and planning for a solution to the initial starting point; Globalisation. Recognising the evolving conversation between brand and consumer as a result of a homogenous brand landscape saturated by visionary stimulation and leading to ‘What is the future of sensory marketing?’ this report offers a methodical utilisation for sensory marketing in an innovative way harnessed by consumer and industry insight, reinforced with current and forecasted market trends. To clarify, the project, although previously recognisable of the effects of sensory marketing throughout industry, focuses on the benefits it can bring to retail experiences and store atmospherics in particular.
CHAPTER ONE.3-4
RATIONALE
The rationale behind this project stems from the macro trend; Globalisation, as explored previously, it is apparent that the marketing landscape has become homogenous and visually saturated as a repercussion. In attempt to reach out to consumers and harness their attention, brands have had to think outside the box and in essence back to the basics, as explained by Lindstrom, “We have to move right outside of today’s advertising paradigm. We have to go back to the basics and identify what actually appeals to human beings on an ordinary, everyday basis” (Lindstrom, 2005:84) and mirrored by Peters, whom states we must “speak to consumers in a language they understand…fundamentally, a good marketing campaign will make sense to the person it is aimed at” (Peters in Goodfellow, 2016). From these and other supporting theories, it was evident that Sensory Marketing should be explored and consequently, the future direction of the concept. The preceding research stage of this project delivered two recommendations to carry forward in attempt to deliver an innovative strategy that utilises the credentials of sensory marketing. Whilst it is deemed that the apparent loss of sensory engagement through online commerce is important, it is deemed that the recommendation to elaborate on the delivery and packaging of purchases, though to some extent, does not currently coincide with emerging trends and consumer demand as much as that of the ‘digital domination’ recommendation. The following report and realisation will embody the ethos of creating an interactive brand experience in which digital has previously retrained to visionary and auditory, delivering a more holistic multisensory stimulation, “by appealing to all the senses (including the cognitive engagement that interactivity entails) the experience will create a more powerful and lasting memory and so be more effective in inspiring action in the future.” (Daly, 2016)
INSIGHT AND REASONING Whilst research demonstrated that sensory stimulation can contribute to positive brand experience, adding value to a brand through store atmospherics in particular, it was felt that, by those consumers that were analysed and the information gathered in the sense synopsis, this was often done subliminally. However, the benefits of sensory marketing were evident, with almost all those questioned mentioning the extra sensory stimulation of stores in their most positive and favoured brand experience without prompt, reinforcing of the ideals that sensory marketing allows for emotive connection and embedded memory recall.
In summary, it became apparent that whilst there were examples of sensory marketing that were effective these were often targeting the consumer unconsciously. On the other hand, there were methods that capitalised on the sensory experience namesake, alongside being integrative of digital advancements in attempt to pedal brands to the forefront of innovative marketing. However, these were often deemed ineffective by field experts and not conforming to the credentials of the concept, by only stimulating visionary and auditory receptors further, essentially delivering an antithesis to the concept. (Further analysis of the insights can be found in appendix 1)
CHAPTER ONE.5-6
The aims and objectives of this report therefore bare meaning in the following:
Identify
Identify the current macro trends and driving forces of market and consumer behaviour with an explicit focus on sensory experiences, utilising these socio-economic factors to form the overall message of the concept, ensuring the concept is both captivating and relevant, delivering a hypothetical solution that addresses societal issues and advances the chosen brand’s corporate social responsibility ethos.
Create
To create a marketing concept that utilises the research and knowledge learnt of sensory marketing yet targets consumers in a more apparent way, utilising the attraction of sensory stimulation whilst delivering the benefactors of emotion, memory recall and association
Develop
Develop the concept and consequent implementation strategy with feasible, realistic and commercially viable goals. Table 1. Aims and objectives table (2016)
AIMS AND OBJECTIVES
Aims and objectives
CHAPTER TWO.7-8
CHAPTER TWO: RESEARCH GROUNDINGS
RESEARCH METHODOLOGY
Form
How?
Why?
Primary
Online Survey
Primary
Focus group
Primary
Industry interviews
Secondary
Various methods
Initially, in order to generate a mass perspective over a short period of time an online survey was constructed, gathering an insight from 212 participants, (50% male 50% female from varying demographics) exploring consumer’s perception towards experiential marketing and how they currently prefer to interact with brands. Participants were given a definition of experiential marketing and asked whether they could remember instances in which they had partaken in events, alongside how and if, instants of experiential marketing would increase their likelihood of visiting a store. The survey also covered digital integration and the perception of brands offering a platform for social awareness issues. Data was analysed figuratively, on a percentage basis, delivering quantitative data to set the foundation of understanding. A focus group was held with six millennials (3 male and 3 female) centred on brand perception and validity of the initial idea, the sample consumers were asked to compare their perceptions of two selected brands gaining insight into how they perceive brand image and thoughts towards existing marketing concepts. Finally the conclusive concept of the report was pitched, asking their thoughts towards benefits of and likelihood to visit the sensory marketing technique. Discussions with relevant industry professionals were carried out throughout the process to gain an industry perspective with regards to the topics and brands explored. In doing so, the justification of brand selection became apparent alongside the validation of utilising sensory stimulation to generate an innovative marketing concept. Secondary research was used as a continuous reference, delivering theory, data, case studies and both market and consumer insights. Trend reports from websites such as WGSN and Trend Watching allowed the identification of rising consumer and brand awareness towards covered topics whilst databases such as Mintel and Euromoniter demonstrated performance based data to generate insights into market health and situation as well as consumer trends. Table 2. Research methodology table (2016)
CHAPTER TWO.9-10
LIMITATIONS Whilst research was carried out rigorously throughout the process there were certain limitations that accompanied the methods:
Limitation Time constraints
Reliability
Potential issue caused There is potential to run out of time to methodically analyse the research gathering accurate insights and conclusions. There is potential, if questions are not drafted correctly to become leading delivering biased and uniformed data.
Applied method to overcome Conform to a strict time schedule created to assure there is no danger of losing valuable time. Ensure primary methods are pertinent to the nature of the developing concept, delivering accurate information and guaranteeing participants deliver accurate insight. Ensure questions are authored and scrutinised, guaranteeing unbiased answers due to undisclosed information.
Geographical
The researcher will only have access to carry out primary research methods across the UK market, delivering localised information.
Although secondary research will in some cases aid a global perspective, it is essential to remember that to ensure accuracy the realisation should be UK based certifying accuracy and confirmation.
Sampling, relevancy and diversity
A concentrated sample may deliver a uniformed and bias response.
Carry out primary research on a broad and large scale to ensure the data is valid and consistent.
Respondents may not conform to the targeting characteristics delivering unreliable data. Budgeting
The researcher does not have the ability to carry out specific scientific research into the functionality and consequent psychological repercussions of each sense.
Endorse connections, knowledge and networking to warrant respected and informed opinion. This information will be gathered from secondary resources informing the development of the concept. Table 3. Research limitations table (2016)
CHAPTER THREE.11-12
CHAPTER THREE: MACRO AND MICRO TRENDS HIGHLIGHTING THE OPPORTUNITY
EXTERNAL TRENDS It is crucial to identify socioeconomic factors of the macro external environment and their implications on society to ensure the aspired concept is relevant and delivers to current and forecasted demand. Analysing these points, whether delivering positive or negative repercussions allows for a broader perspective of understanding, utilising the knowledge of societal shifts to ensure the concept is relevant and impactful. In order to do this, an in depth PESTLE analysis was carried out and can be observed in depth in appendix 2. The main findings that can be drawn and become interconnecting to create both opportunities and threats to the concept, are highlighted in the following:
The increasing call for corporate social responsibility is prominent, whilst new laws are introduced to ensure strict ethical conduct and the attention to sustainable practice is magnified more than ever, the expectation has been cast on brands to pioneer respectful values and express that driving sales aren’t necessarily their direct focus. It’s evident that consumers are growing attentiveness to environmental and social issues, through their utilisation and partaking activity in the sharing economy. More consumers are opting for access over ownership as a reactant of this, driven by sustainable mind-sets, convenience and economic uncertainty.
CHAPTER THREE.13-14
This is also portrayed in the divergence of spending away from products and more into experiences, an overabundance of material belongings can also be seen as a driving force. It’s evident that there is rising consciousness towards certain lifestyle changes, as obesity is forecast to rise, 40% of the population will be obese by 2020 (Rubin, 2016) accompanied by the uncertainty of the NHS, there’s growth in both consumer attention to and consequently health and wellness focused strategies, demonstrating further the call for brands to facilitate an approach to betterment and carry social awareness in their strategies. With the increase in technology and digital integration propagating; by 2020, 66% of the world population will be connected to the internet and there will be 50 billion connected devices (Rubin, 2016) alongside emerging and growing international economies highlighting the opportunity of digital communications and international e-commerce. Digital connectivity has allowed for seamless and engaging brand experiences, allowing brands to operate in new markets through international delivery and communications online, delivering convenience. There’s an evidential backlash against this however, with a previous historical debate surrounding the decline of brick and mortar stores being put to rest in the growth of experiential retail. It was demonstrated throughout the exploration of globalisation and the preceding research phase, that as globalisation and digital connectivity has essentially delivered a homogenous branding landscape, consumers are actively pursuing difference through physicality, with the kinetic and human nature of physical retail stores becoming an attraction. Appealing to consumers through multi-dimension spaces that stimulate the senses, building relationships between brand and consumers, delivering personal and engaging brand experiences built on emotion and positive brand association through memory recall.
From the external environment analysis it’s clear that the concept needs to not only pioneer sensory engagement but act as a platform to voice brand CSR, with sensory experiences facilitating the ability to create dynamic and innovative brand to consumer communications it is the message that is portrayed through these experiences that will demonstrate strategic moves for the chosen brand. It is highlighted in the key insights that the concept needs to explore digital integration and the perspective that sensory marketing currently targets consumers unconsciously. Creating an opportunity to create an experience that pioneers sensory stimulation in an apparent and conscious way, appealing to the consumer through the namesake but to do this in a way that addresses societal shifts and issues creating a platform for change and congruently improving brand CSR.
CONSUMER TRENDS
EXPERIENTIAL CONSUMERISM A divergence from spending on products into experiences has arisen. Driven by conglomerating external factors motivating this element of new consumerism, such as thrift from postrecession, sustainability, authenticity, technology, wellbeing, simplicity and freedom. (Boumphrey, 2016) or to put it more simply, “an overabundance of stuff and the need for human connection is an increasingly online world”. (Bell, 2015) essentially this could pave a difficult environment for retailers, attention must be turned to how this trend can be capitalised on, conforming to Pine and Gilmore’s experience economy theory, in which experiences are deemed to hold the highest economic offering, stating that when a consumer partakes in an experience “he spends time enjoying a series of memorable events that a company stages…to engage him in an inherently personal way” (Pine and Gilmore, 1999:3). It’s evident that those retailers ahead of the game, embedding experiences into retail, are insurant to “placing more emphasis on the consumer experience as a vehicle for boosting sales and margins” (Boumphrey, 2016). Industry discussions surrounding the concept have delivered insights that “brands who get it right by mixing entertainment and great product with a broad social media outreach are those who will succeed.” (Saunter and Hall, 2016). It is claimed that as a response to online commerce amongst other motivating external factors “bricks and mortar stores will become less and less about shifting product and more and more about delivering personalised experiences using all five senses” (Watkins, 2015). With Business of Fashion hosting a conference surrounding store experience, conserving consumer visits in the process; “today’s consumer is ever more demanding, expecting a multi-sensory shopping experience and one that is emotional, social and memorable. How will stores of the future captivate this consumer?” (Tattersall, 2016) with experts in the field responding that “The most important recipe is to sacrifice, not just think of the commercial approach but something more creative — always mixing with other things” (Hadida in Tattersall, 2016) hinting that thinking outside the box and offering innovative and immersive experiences will catalyse brands success. Kim Bui Kollar claims pioneering “emotion, creativity, authenticity and discovery [are] key to the success of retail…these four things should lead to a unique experience for customers” (Kollar in Tattersall, 2016). With this in mind, it is essential however to consider the backlash that could be faced by brands, as consumerism can be thought to be one of the driving factors behind the move towards experience and away from product by consumers, the so recommended experiential retail environment should be executed in a way that targets the consumer in a more unconscious approach, utilising experience to drive footfall and awareness with the indirect goal of sales coming thereafter.
CHAPTER THREE. 15-16
“DOING BEATS BUYING...”
Propagating experiential consumerism has a particular hold on millennials; digital native and have “grown up prioritising experiences that they can share online over physical stuff”. (Pike, 2016), It is essential to remember that for millennials “sharing is critical — it’s the currency of cool. If it didn’t appear on my Instagram feed, it didn’t exist.” (Fromm in Pike 2016) Indicative that the need for experiences is driven by propagating technology and highlighting the necessity to integrate social media into the retail experience, whether this be through seamless social media elements or simply a photogenic aesthetic. There are already retail stores whom are at the forefront of this movement “offering Millennial shoppers added value and one-of-a-kind experiences through in-store educational workshops, free classes, and hands-on product testing” (WGSN, 2016). For millennials, essentially, “experience is the new status symbol”, (Turner, 2016) with 71% of millennials claiming they’d rather tell someone what they’d done over what they had just bought revealed by a 2015 research report from Baeur Media (Turner, 2016), coherent with other reports that have delivered data suggesting furthermore, that more than a third of millennials pioneer experiences as a status symbol (EventBrite, 2014). Approximately 13.8 million make up the 20-35 age segmentation (Lyons, 2016) known as millennials in the UK (21% of the population) whom are now attuned to experiencing rather than directly consuming. With experiences seen as a new way to carve identity, innately as well as on social media and a more justifiable way of spending money, confirmed by sample consumers in the focus group (appendix 3). It’s evident that there’s an inherent demand for experiences and rather than seeing these as a threat to product retail, this should be capitalised on by utilising the ‘status symbol’ connotations to drive brand engagement and awareness.
With regards to Maslow’s hierarchy of human motivation and needs (fig 1), the ongoing pursuit for selfactualisation and betterment by consumers is evident, today, it is claimed that “consumerism is the primary means by which people pursue that search. The brands they’ll notice, engage with, love, are those that help them to be the people that they want to be.” (Trend Watching, 2016), accentuating the need for brands to offer means to consumers in their seeking of self-actualisation. Highlighting how self-actualisation endorses further expansion on the health and physiological needs of the base of the hierarchy (McLeod, 2007) and physical, mental and emotional performance are fundamental to how consumers seek self-actualisation alongside ethics, creativity and personality (Trend Watching, 2016) to name a few in order to find meaning in life, reaching self-actualisation. Thus accentuates the needs for brands to offer means to consumers in their seeking of self-actualisation, whilst experience is key it is what these experiences are centred on that leave brands at the forefront of offering consumers their growing needs and expectations, consequently positioning brands prominently in consumer awareness. In a global consumer trends survey run by Euromoniter, ‘time for myself’ ranked as the third most important factor only coming in behind ‘time with partner’ and ‘time with children’ (Boumphrey, 2016) signifying the global demand for mindfulness. Coherently, in a survey carried out by American Express, 85% respondents claimed to deem good health a key signifier of success. Whilst previously, wealth and power were seen as the defining features of success, there has been a call for a third barometer of wellness to be fulfilled, demonstrating a more holistic definition, with “the importance of sleep and meditation [seen] as routes to success” (WGSN, 2014). There has been numerous strategies laid out by brands that utilise the consumer trend, for example, ‘mindful colouring books’ were amongst the top 10 purchased products of 2015 in the UK whilst Headspace an online meditation service has grown to span across 150 countries whilst in its sixth year infancy (Boumphrey, 2016). Brands whom adopt and integrate the mindfulness trends within their strategies are at the forefront of social awareness and underlying capitalisation on a trend that appears to only have the wellbeing of the consumer in its approach, cultivating to increasingly positive brand image and reputation.
MINDFULNESS, WELL-BEING
CONSUMER TRENDS
AND THE ONGOING SEARCH FOR BETTERMENT...
CHAPTER THREE.17-18
Whilst it is evident experience is key, alongside aiding consumers to betterment, the relevance of transformational experiences gains prominence. Conglomerating the two and expanding on the experience economy theory, Pine and Gilmore state that transformational experiences now hold the highest economic grounding (fig 2), essentially they are the new ‘luxury’; experiences in which the consumer becomes a better person. It is therefore essential that the intended sensory experience, takes the form of the ‘transformational economy’, creating an ever sought after experience for the consumer that also aids them in their pursuit for betterment, from the insights it was evident that a sensory experience should be created, where multi-sensory stimulation is apparent and therefore not only delivers the credentials of SM but also allows the sensory stimulation to be conscious to consumers. It is therefore apparent that due to the unconscious nature of SM and transformational experiences, the sensory experience should centre on aiding consumers to pursue betterment thought experiencing and reflecting on their senses.
Fig.2
Fig.1
SENSORIAL WELLNESS
CONSUMER TRENDS
Coherent with the mindfulness and wellbeing trends, sensorial wellness is becoming more prominent across consumer lifestyles. With the aim of consciously attending to both body and mind, amalgamating the two through sensory stimulation. (Housley, 2015) Brands have notified this emerging demand, beginning to offer diverse products and services that cater. With colour seen as a huge element of visionary stimulation, “colours draw out emotion and influence our perception” (Soloman et al, 2013:46) exhibitions, installations and products have demonstrated a utilisation of colour, to create environments that play on perception and consciousness and “encourage contemplation and self-reflection” (Housley, 2015). The success of Ann Veronica Jensson’s installation at the Wellcome collection in London demonstrated consumers appeal towards such experiences. With extensive queues and a plethora of images of visitors personal photos from the installation embedding social media feeds in the months of the exhibition showing, not only proving the attraction of the concept but the aesthetically pleasing photography that can accompany, triggering visitors to share their snapshots and further spreading awareness of both the experience and ethos to a wider audience.
CHAPTER THREE.19-20
Expanding on this, brands are endeavouring ways in which scent can affect consumers’ moods, brands such as Glade have created experiential marketing concepts that allow visitors to explore relationships with scent whilst ‘Aroma DJs’ have arisen in spaces creating personalised fragrances for consumers. In reference more to how scent can influence other senses such as taste, crowdfunded products such as ‘The Right Cup’ have created an aide to help consumers drink more water through scented cups that alter taste perception (Lavi, 2016). In fitness and sense therapy, brands are looking to senses to enhance experiences, innovative fitness brand Yung Club creates immersive experiences with sound reactive visuals, collaborating with artists and musicians to create unique environments for yoga classes, utilising sensory stimulation to enhance “exercise, entertainment and escapism” (Yung Club, 2016). Whilst recognition and contemporary adoption is rising in homeopathic treatments and exercises, utilising traditional methods in innovative and modern ways. Tactile surfaces and products that respond to touch are increasingly evolving and lay precedent for the future, “responsive surfaces that deliver enhanced wellbeing on a daily basis” (Housley, 2015) set the scene with heat and light reactors that can deliver calming and soothing sensations to the body. In more technological terms the rise of haptic technology continues to grow as an aide to communication, attempting to reinstate the lost emotions as a result of digital connectivity. Whilst brands such as Immersion license haptic integration across devices that installs ‘feeling’ into otherwise 2D experiences (Immersion, 2016) and Ultrahaptics utilise soundwaves to create virtual tactile sensations, featuring in The Tate Sensorium exhibition, the company demonstrated how tactile could be projected (Ultra Haptics, 2016), signifying the future of touch and advancements that can further enhance lifestyle. KitKat recently delivered a campaign in Colombia that pioneered the brand philosophy ‘have a break’, with billboards embedded with haptic technology, delivering vibration massages to consumers whom leaned against them, in communicating the campaign the brand sent out directions to the closest billboard via twitter every time a consumer used the word ‘tired’ or ‘stressed’. (Trend Watching, 2016) In doing so the brand demonstrated physical engagement with consumers offering them an aid to wellness alongside, resulting in relationship building and increasing brand awareness. Coinciding with the digital advancements, Dopper Labs released a product which allows consumers to enhance their hearing through smartphone controlled ear buds, providing the ability to block out or amplify certain sounds, resulting in more immersed experiences. All of the above mentioned is proving of how incorporating sensory stimulation can essentially help consumers make a positive change to the way they live.
CHAPTER FOUR.21-22
CHAPTER FOUR: THE REALISATION AND THE CREDENTIALS IT CAN DELIVER
REALISATION AND THE BIG IDEA FORMATION
Carrying forth the insights derived from the preceding research and collaborating with the conclusions from both the external market drivers and the implications on consumer trends that demonstrate the opportunity, the solution can be highlighted. Given that the realisation is a solution to the current issues of sensory marketing, it’s essential that consciousness is demonstrated towards sensory stimulation, pioneering the attraction of sensory experiences yet enhancing stimulation further than visionary and auditory, emotionally engaging the consumer through the limbic system rather than just the rational cortex of the eye. The concept needs to ensure that the propagating integration of digital is taken into consideration delivering an innovative concept that diverges away from the previous attempts of marketers that are essentially frowned upon by SM experts. The transformational economy highlights how experiences can be used to aid the consumer in their pursuit for betterment and offer the ‘new luxury’. In demonstrating care, transparency and consciousness in the concept, the chosen brand of adoption can propagate their Corporate Social Responsibility (CSR), the ongoing consumer pursuit for self-actualisation through betterment and mindfulness reinforces the ideal that brands are expected to offer a platform. In doing so, brands can feed consumerism driven by the pursuit and reinforce a healthy and positive brand image, enhancing reputation. Utilising their power to make a change in the knowledge that “fostering goodness within a company can promote all sorts of benefits” (WGSN, 2013). It’s evident that increased sensory engagement can improve the way consumers live and therefore, consequently work to achieving self-actualisation. The chosen brand for adoption of the concept and accompanying strategic CSR shift, whilst displaying the means to facilitate the transformational experience must be in competitive need to embed this shift in their strategy. Utilising the concept of transformational experiences, in this case, sensory focused, not only to deliver to consumers and make a positive change to their lifestyles but also aid the brand in expanding their addressing of social issues and voicing values.
CHAPTER FOUR.23-24
Using the sensory transformational experience (STE) as the beginning of a bigger strategic movement that demonstrates consciousness and care, showing the consumer that the brand is about more than driving sales, in the knowledge that “companies that practice ‘conscious capitalism’ perform 10X better” (Schwartz, 2013). The concept, therefore, is a transformational experience that combines the growth in experiences and embeds them not only into retail space to utilise this divergence but also to aid the consumer in their pursuit to betterment. Remembering that consumers are always looking to become better people and brands who will benefit the most are those whom acknowledge this and consequently fuel the pursuit. In offering transformational experiences the chosen brand can expand and fortify their CSR that is growingly expected today.
...MAKE THE UNCONSCIOUS, CONSCIOUS...
To ensure coherency as well as viability, carrying forth the knowledge that transformational experiences are the new luxury (Sherman, 2016) it is essential that the adopting brand operates at a premium level of the market. Baring a prominent position in the market place fuelling the reach of the message behind the concept, alongside having the means to facilitate the experience through space and finance. It is also essential to remember that the experience should not be product focused diverging away from the approach needed to offer experiential retail to subliminally fuel sales. Therefore, the focus for brand selection will be on UK department stores, ensuring the research is applicable and the brand delivers coherency, adopting the strategy in order to propel its competitive stance and assure dominance in the market place. It is said that “the main theme running through the innovations in department stores is making them more exciting, engaging places to shop” (Mintel, 2016) further justifying the chosen market segment.
SWOT ANALYSIS
The following SWOT analysis has been constructed to identify the strengths and weaknesses of the concept of the STE and accompanying strategic shift, the opportunities it can deliver to the chosen brand and the threats it may face upon development and implementation.
STRENGTHS Addresses the perception that SM is often used to unconsciously target consumers below their awareness by creating an experience that is apparent in stimulation and allows both brand and consumer to benefit in turn from the credentials in can deliver.
Operates on the knowledge that consumers are diverging away from spending on products and more into experiences, tackling this issue within retail by conglomerating the two, incorporating stimulating and interactive experience into a store that attracts consumers and offers them unique experiences that they can go on to share across social media, expanding brand awareness. Playing on the fact that “experience is the new status symbol” and encouraging footfall that will in turn impact sales growth.
Takes the form of transformational experiences that are christened the new luxury, increasing chosen brand’s economic value offering, delivering the consumer a way to pursue betterment through innovative experience are in demand.
When asked if a store were to offer a unique and engaging experience this would increase their likelihood to visit consumers responded that it would increase by 75% on average, confirming that the concept will catalyse store footfall. Alongside this, when asked if a brand were to carry out an experiential marketing concept that integrates social awareness topics such as mindfulness, digital detoxing, sensorial awareness 72% opted to answer that it would improve their perception of the brand as opposed to 28% whom opted to describe this as ‘just another marketing gimmick’. This data demonstrates the consumer interest within the concept and in turn how the utilisation can benefit the chosen brand. (see appendix 4, for survey results)
When pitching the concept to the focus group of sample millennial consumers, the response was positive and almost all participants stated that they would attend the experience, (appendix 3) reinforcing the idea that utilising experience can drive store footfall indefinitely and expand brand awareness.
The idea of STE is not one that has been previously predominantly explored in experiential marketing, whilst there is evidence that brands have used transformational experiences that may stimulate the senses they have not covered the ideal of sensory stimulation in its most basic form and in doing so educated the consumer on the power of the senses. Therefore delivering a unique and innovative point of authority.
CHAPTER FOUR.25-26
WEAKNESSES Considering the researcher has limitations to the scientific research and evidence behind sensory stimulation and its consequent impact on perception, judgement and behaviour there is a possibility that the experience could lack depth in its purpose to educate. To overcome this, information will be gathered from secondary resources and referral back to the preceding research phase’s ‘sense synopsis’ to embed the knowledge and ensure that the conveyed message is accurate.
The concept has the power to drive a social change in consumer’s awareness of their senses and how they utilise them to their advantage, alongside awareness into how brands can manipulate the unconscious mind through targeting sensory receptors. This is a vast and broad ideal, which generates a weakness in the fact the concept will only be able to reach a limited audience. However, by pioneering the concept it is hoped that this can prompt a shift in social awareness strategies with the chosen brand as a starting point and consequently other brands following suit.
Considering the physicality and experiential characteristics of the STE, there is possibility that if the event and corresponding strategic shift is unsuccessful negative word-of-mouth could be generated, leading to negative brand association. To avoid this, every effort should and will be carried out to ensure the experience is successful through development and logistics. It is also essential that the overall message of the strategy and subsequently the concept is clear to the consumer, ensuring clarity and transparency.
SWOT ANALYSIS
OPPORTUNITIES Opportunity to improve chosen brand platform’s image through voicing a shift in values and CSR, prompting a change for both brand and consumer.
Utilise the concept to propel the chosen brand to the forefront of experiential retail and tackle the divergence from spending on products into experiences.
Drive store footfall utilising the experience as an attraction in the hope that consumers will then dwell and consume.
Drive brand awareness through increased social reach, through social media, PR coverage, word of mouth etc utilising these methods to demonstrate brand transparency and care, essentially shifting chosen brand perception and increasing visibility in alternate channels.
Use the concept as a prompt for a bigger change to the chosen brand, utilising the concept as a starting point of shift in strategy, demonstrating a relationship between brand and consumer that is deeper than selling and revolutionising in CSR, demonstrating transparency and care.
Utilise the concept to target a broad scope of psychographics of the millennial consumer segment, utilising their demand for experiences and sharing to drive attraction. In doing so, the chosen brand can retrieve the attention of this powerful consumer segment that are propagating spending power and social influence.
CHAPTER FOUR.27-28
THREATS The chosen brand’s competitors may have a current strategy in place that utilises transformational experiences to portray CSR tackling the changing values of consumers and societal shifts, utilising their power to voice and trigger change appealing to consumers through emotion in their strategies. This can arise as threat as the chosen brand can be seen as levelling with the competition and only pioneering the concept for equalisation, it could also be seen as a competitive threat in that consumer’s may opt for the competition’s transformation experience, to overcome this, it is essential to observe current competitive stance ensuring the initial concept is innovative and emotionally engaging.
There is potential for consumers to view the concept as just a new method to harness attention and grow sales with no further social impact, whilst 28% claimed in the research they would view such efforts as ‘another marketing gimmick’ (appendix 4) it is evident these are the minority. In ensuring the message sent out by the brand accompanying the experience and subsequent strategy is genuine and embedded with values, transparency and care will enable the brand to portray that the concept is not just a marketing stunt but rather a driver and prompt of social change.
There is the possibility that consumers may visit the experience solely for entertainment purposes and consequently follow through their store visit with purchase, however, in visiting the experience the consumer will still hold a positive association with the chosen brand, leaving the brand prominent in consumer memory with optimistic association which will be invaluable for the brand in future and will eventually result in sales over time.
CHAPTER FIVE.29-30
CHAPTER FIVE: BRAND SELECTION AND JUSTIFICATION
BRAND SELECTION The UK department store market Referring to the UK department store market health and activity analysis found in appendix 5, it is evident there are numerous external factors impacting the market. Whilst the market is forecast to be worth £17.2 billion by 2020, growth is decelerating in comparison to previous years, with the mass market brands such as BHS and M and S seen as the route of the blame. It is the premium level brands whom are maintaining the growth, capitalising on increasing economic confidence of target consumers and forecast to take £2.4bn of a total £4.5bn department store expenditure, with Harrods and Selfridges investing in stores to enhance the shopping experience and target high spending tourists (Ormrod, 2014). Coherently delivering insight into brands whom would be willing to invest in the outlined transformational experiences concept. Whilst international tourism influx to the UK has risen in recent years reassuring those stores seen as tourism destinations, 2016 has seen a decline of approximately 2%, in the first quarter alone. As a repercussion of recent attacks in European cities and the ongoing threat of more. Alongside this, the wavering economy of China and its government’s efforts to crack down on luxury spending (Zillman, 2016) will inevitably hold a negative impact on the segment that relies on consumers from this demographic. Taking into account the fluctuating factors, department stores whom are reliant and thriving from international consumers must consider contingencies that enhance the attraction of the brand to localised consumers stabilising footfall and consequently sales. The introduction of the transformational experience concept and accompanying strategy shift that enhances CSR can therefore introduce diverse ways to appeal to the UK consumer, ensuring the chosen brand is engaging and consequently fuelling UK consumer need and demand, expanding on the appeal for the local consumer to compensate for the international consumers lost at the fault of externalised factors such as decreasing tourism and consequently spending.
CHAPTER FIVE.31-32
By mapping the department store brands perceptually, measuring innovation against level of luxury it is clear to identify the main groupings of the market. It is apparent that the brands meeting the defined credentials for adoption can be acknowledged as Harrods, Selfridges, Harvey Nichols and Liberty’s of London due to their touristic characteristics as well as their premium stance in the market and demonstrative levels of marketing innovation. In depth analysis between the four brands can be found in the competitor analysis table in appendix 6, from this analysis it is clear that Harrods and Selfridges are the leaders in the sector demonstrating close proximity in high market share in comparison, holding 6% and 4% respectively. There is very close competition between the two brands portrayed not only through market share but location, product offering and target consumers, both seen as heavily reliant on international tourism. It is apparent that Selfridge’s as a brand are a lot more vocal in their CSR approach, utilising transformational experiences to emotionally engage with the consumer and convey brand values and social awareness, holding a competitive advantage over Harrods. Selfridges demonstrate innovation and incorporate social awareness issues to create strong campaigns and consequently relationship with consumers. The focus group, found in appendix 3, highlighted that Selfridges are viewed to be a lot more relatable as a brand “Selfridges I feel is more down to earth, they’re more for the general public than Harrods I think” (participant 1, focus group 1). Hinting that consumers, millennials in particular, feel Selfridges are on a more tangible and interactive level than Harrods, presumably due to their interactive and emotionally engaging transformational experience format campaigns. Case studies found in appendix 7 and 8, demonstrate the brand’s approach to conveying CSR values through transformational experiences, utilising consumer trends in body acceptance (case study 1 and 3, appendix 7 and 9) and relaxation and mindfulness (case study 2, appendix 8) to name a few. The brand gained extensive social coverage to critical acclaim across both mass media and social networking platforms, consequently purifying brand image displaying CSR in reference to social and technological issues that have arisen in recent years. All case studies engage the consumer in various events, branded content and transformational experiences to appeal to consumers on an emotional level and conform to the brands CSR strategy of using its voice to shine a spotlight on important causes. (Selfridges, 2016) There is extensive evidence that Selfridges are attentive to making a change and sharing knowledge, inspiring consumers with their CSR. Putting the brand at the forefront of giving back to the consumer, not only providing them with experiences embedded in retail but doing so with campaigns that hold an underlying message of change and awareness through innovative and emotionally connective methods.
JUSTIFICATION
The justification therefore, in opting for Harrods as the brand to deliver the concept providing the platform of its store and the audience of both its existing and potential consumers lays heavily in the activity of the brand’s competition. Whilst Harrods is essentially a leader in its field, with worldwide recognition of excellence alongside increasing sales growth and market share, social media presence and past success in marketing campaigns that extended communications to a younger demographic (See appendix 10 for further analysis). It is evident however that Selfridge’s, the brand’s main competitor, has a vehement approach to creating not only brand experiences that engage the consumer, but experiences that tackle social issues, emotionally appealing to the consumer and making a change, exemplifying that the brand cares for more than profit through its CSR, and thus creating a purified brand image. Through acknowledging Selfridges’ approach this therefore highlights the opportunity for Harrods to explore the credentials the concept can bring to the brand. Through using the concept to offer not only an innovative method of experiential marketing that utilises the benefits of sensory experiences but to deliver a social awareness strategy, referencing issues that have arisen as a consequence to the external environment identified in the PESTLE analysis. In doing so, this would propel Harrods above Selfridges’ in this field. The brand would have the opportunity to improve its brand image by addressing issues and providing an experience for consumers, influencing a change in consumer awareness that could culminate in extensive impact. Essentially a social change with Harrods as the driving force.
CHAPTER FIVE.33-34
Further justification in selecting Harrods, comes in the form of its largest demographic, the 21-30 age bracket (Chapman, 2014) falling into the millennial category, whom are the driving force of experiences. The brand has been looking for new ways to interact with the segment whom “make up around 80% of [our] consumer spending” (Crosbie, 2016, Appendix 11). Highlighting that the transformational experiences strategy will aid the brand in appealing to them. For further confirmation that Harrods are the correct brand for adoption, communication between the researcher and Rosie Crosbie, an assistant project manager of marketing and CRM at the brand took place. Proposing the concept, response delivered that it “sounds like a great idea and very interesting project” (Crosbie, 2016, appendix 11) reassuring the suitability for the brand.
CHAPTER SIX.35-36
CHAPTER SIX: HARRODS
It is essential to recognise the characteristics of the Harrods brand to ensure coherency of the transformational experience and the accompanying strategy attributes to their current position. (Harrods in Durham, 2011) Vision
The Harrods brand – our brand – is unique. It is admired, valued, and respected throughout the world. It is the symbolic representation of our family values and our long history of providing unrivalled customer service. But we must never become complacent about our brand. We must always defend it, by upholding its values. We must maintain its integrity by never lowering our standards. We must drive it forward by continually seeking improvements. Never forget that our customers have a choice. They can go elsewhere. And they will, unless we continue to offer them a sophisticated and enticing retail experience that is not available anywhere else.
Mission
To be the number one department store in the world for luxury branded merchandise, maintaining an unprecedented level of retail standards, expertise and profitability. Through a combination of product, innovation and eccentricity, we aim to provide every customer with a truly unforgettable experience in our quintessentially British environment.
Promise
With a strong commitment to exceeding expectations, Harrods promises to deliver a uniquely British shopping experience, with exclusive product selections and unrivalled customer service. Accepting of nothing less than exceptional.
Values
BRITISH LUXURY INNOVATION SENSATION SERVICE
Heritage meets cutting edge New premium – not necessarily expensive Always at the forefront of retail trends The greatest place on earth Everyone is special Table 6, Harrods personality and DNA, 2016
CHAPTER SIX.37-38
Table 7, Harrods brand essence model, 2016
CHAPTER SEVEN.39-40
CHAPTER SEVEN: CORPORATE AND
MARKETING OBJECTIVES
STRATEGIC CORPORATE DIRECTION
Corporate Objectives Expand
To expand on the current corporate responsibility policy, embedding a more socially aware ethos, utilising the power of Harrods’ brand voice to prompt social change.
Challenge
To challenge brand perception and enhance reputation, purifying brand image through advocating and aiding consumers in their pursuit for self-actualisation utilising transformational experiences. Table 8, Harrods recommended new corporate objectives
Whilst it’s been previously discussed how Selfridges are ahead of the Harrods brand in their CSR, maintaining attention to sustainability and ethics and utilising their power to make a change in regards to social issues and capitalising on these to drive campaigns and generate attention. It is integral to identify Harrods movements in this strategic area in detail, it is clear that whilst Selfridge’s are very vocal in their stance, with a designated consumer website discussing their values and corresponding CSR, Harrods are more discreet in their ethos. Indicating the opportunity for them to enhance their approach, Green and Gold, the brand’s programme that monitors responsibility focuses on three main areas: “At Harrods we are passionate about exceeding expectations and achieving excellence in everything we do. We recognise that as an iconic brand and the world’s most famous department store, our customers demand that we conduct business in a responsible manner. We aim to go above and beyond this basic requirement to have a positive and long-lasting impact on the lives of our customers, our employees, and the planet by: Promoting – sustainable luxury to our employees and customers. Protecting – our people, our heritage and our environment. Partnering – with national and local charities to help change lives.” (Harrods, 2016)
CHAPTER SEVEN.41-42
The new strategy, expands on the corporate responsibility policy (seen in full in appendix 12), whilst always striving for sustainability, protection and charity, the new shift increases the ethos. Taking into account societal issues that are having an impact on the global world and Harrods’ consumers as a repercussion. Utilising the power of the brand and voice to prompt and drive social change. It has been reported that experience and ethics are the future of retail (Portas, 2016), it is essential to carry values at the heart of the business to confirm stability and position in the market, portraying these values through positive and stimulating consumer transformational experiences. Coherent with the format of the policy, the introduction of another focus area is recommended for the brand, adding to the existing focal points with; Pioneering – Transformational experiences to address social issues and change, educating and in turn aiding the consumer in their pursuit for betterment. This is a five year overall business strategy, the driving force behind corporate goals and objectives to aid a better future for consumers providing them with knowledge and means to pursue betterment.
MARKETING OBJECTIVES
To ensure the corporate objectives are met, marketing methods must be devised and implemented, ensuring the strategic shift is portrayed to the consumer and consequently delivered. To guarantee this the following marketing objectives have been set:
Utilise
Marketing objectives to pursue the overall umbrella strategy Utilise transformational experiences to portray the new CSR approach by 2017
Deliver
Deliver a sensory and therefore emotionally engaging marketing campaign that delivers a solution to the problem of the current state of sensory marketing by 2017
Raise awareness
Raise awareness of sensory stimulation amongst consumers and in turn raise awareness of Harrods’ approach to facilitating betterment amongst consumers by 2017 Table 9, Recommended marketing objectives, 2016
CHAPTER SEVEN.43-44
MARKETING STRATEGY
To gain momentum in the strategic shift towards aiding a better future for consumers, fuelling their pursuit for betterment and self-actualisation alongside tackling the current issues of sensory marketing delivered in the preceding research. Harrods will create a transformational experience format campaign, implementing an exhibition educating the consumer on the power of the human senses, encouraging self-reflection and awareness. Demonstrating consciousness from the brand, coherent to CSR trends and transparency demand and highlighting to the consumer how they can be more conscious themselves in regards to sensorial stimulation, consequently aiding them to betterment. Case studies found in appendix 15 and 16 demonstrate how sensory stimulation have been prominently and successfully used in campaigns and experiences to harness consumer attention and increase engagement, reinforcing validation of the marketing concept. Furthermore, another interview with sensory marketing expert Simon Harrop was carried out, pitching the idea, agreeing and replying that brands “should be creating experiences which touch all the senses� (Harrop, 2016, appendix 13).
CHAPTER EIGHT.40-41
CHAPTER EIGHT: MARKETING STRATGEY AND IMPLEMENTATION
Therefore the marketing strategy to deliver this comes in the form of The Common Sense Project (TCSP), making the unconscious, conscious. The following marketing mix highlights the varying elements in which the brand is conveying, delivering and providing for the consumer through the concept.
CHAPTER EIGHT.45-46
EVERYPLACE
EXPERIENCE
THE MARKETING MIX The experience is the key element of the marketing mix and the driving force of the overall strategy. With the growing demand of experiences indicating the need for retailers to embed experiential methods into stores to harness attention and footfall and subliminally fuel product sales. The experience not only meets this need but embeds the ethos that transformational experiences hold the highest economic grounding. Utilising consumer demand for mindfulness and consciousness to pursue betterment and therefore driving attraction to the experience and subsequently the brand. By delivering this experience Harrods can not only deliver to the consumer’s needs but in doing so, consequently generate attention and extensive PR coverage, purifying brand image and enhancing reputation in the process. (The full experience breakdown is carried out in more depth further on in the report.)
Attentive to the digital integration in society today, whilst the Harrods home will always be the iconic Knightsbridge store, communication with the consumer needs to be expanded further through multiple channels. Instead of interrupting consumer’s to gain attention, The Common Sense Project needs to be where they already are, intercepting them with new information when they are most receptive. Strengthening and utilising social media is therefore crucial, in a time where almost everything is shared online from political views to raw emotions Harrods needs to be part of it. Through incorporating the internet into the strategy, Harrods can be taken from one place to every place, embedding the brand in consumer culture. The need for social media sharing driving the desire for transformational experiences demonstrates how this will be achieved. Utilising user generated content, embedded social media and communications techniques will ensure that the Harrods iconic ‘place’ retains its exclusivity and expands further as a destination yet more consumers become aware of its offerings. (further detail can be found in the communications strategy and plan in chapter 9)
CHAPTER EIGHT.47-48
EXCHANGE EVANGELISM
Harrods values consumers equally, from the high spending tourists to the souvenir shoppers. In a globalised world that is metaphorically contracting it’s clear that the market place is monotonous. Harrods continues to convey every effort into attracting consumers into store, offering unique product and experience in exchange for their attention, engagement and permission. The Common Sense Project is about expanding on giving back to the consumer, going one step further in educating and exchanging knowledge, aiding them in their pursuit for betterment through a unique and developed in store transformational experience. The Common Sense project utilises the information gained of sensory stimulation and conveys the message to the consumer to improve their lifestyle choices. Christened “a new approach to retail therapy” The Common Sense Project explores the partnering emotions of the human senses and demonstrates to the consumer how they can utilise the information and knowledge gained to lead a more conscious lifestyle. (The full educative breakdown is carried out in more depth further on in the report) Referring to the Oglivy Big Ideal model (Fetherstonhaugh, 2009) Harrods’ best self is centred on the embedded brand values, British Luxury delivering service, sensation and innovation at every point. Combining this with the cultural trend/ truth of unconscious sensory stimulation within marketing and the disconnection from physical interaction as a result of propagating technology delivers the “Big Ideal”. Utilising the power of Harrods brand voice and innovative character to raise awareness around the manipulation and future state of the human senses. The evangelism therefore being delivered through The Common Sense Project, is delivered in the tag line “making the unconscious, conscious”. Utilising this ethos to interact and emotionally engage with the consumer through transformational experience. Associating the ethos with the Harrods brand demonstrates the corporate strategy to deliver CSR acknowledging social issues, and utilising transformational experiences to aid the consumer in their pursuit for betterment. British – The UK market has been thoroughly researched, through both primary and secondary methods throughout the process, the implementation therefore delivers a solution for British consumers and their lifestyles. Luxury – Transformational experiences are the new luxury, by utilising these to convey the strategic CSR shift Harrods can enhance luxury offering. Demonstrating the highest form. Innovation – Tackles sensory marketing and its accompanying issues and delivers an innovative solution to utilise SM to deliver its full potential, emotionally engaging with the consumer whilst delivering them a transformational experience. Sensation – Centred on the human senses, The Common Sense Project expands on the sensational experience of Harrods and highlights to the consumer the power of the senses that are so often stimulated in store. Increasing and enhancing the store sensations. Service – Delivering knowledge and education expands on Harrods renowned level of service, delivering the consumer information and experience that enhances their lifestyle. (further value coherency can be found in appendix 14) (Fetherstonhaugh, 2009) Table 10, Marketing Mix Model, 2016
CONSUMERS AND TARGETING Millennials have been a recurring and prominent demographic throughout the report, with their growing attention to experiences, the driving force of the concept, and their innate necessity to share on social media to achieve “the new status symbol” (Turner, 2016) highlighting the appeal in the concept for them. Coherently the 21-30 age bracket are Harrods’ largest demographic in terms of spending and therefore demonstrates the motive to appeal to them. The segment “resides in a world saturated with information and a lack of brand loyalty.” (James, 2015) hinting that innovative marketing techniques should be utilised to appeal to the demographic and harness their attention. Whilst there has been evidential movements to target millennials from the brand, it’s crucial to continue targeting momentum with the knowledge that they are “predicted to have the greatest spending power of any generation by 2018” (James, 2015) and coherently cultural and social influence, in order for any brand to succeed appealing to millennials is therefore crucial. It is apparent the concept should also target millennials as a contingency to the brand as the threat of lowered international tourism levels become a repercussion of increased terrorism, a segment of which the brand currently heavily relies on. When applying the VALS consumer theory it’s evident that millennials are mainly ‘The experiencers” with the mean age of the group equating to 24 years old. In this theory, it is claimed that members of this group typically “Love physical activity (are sensation seeking), are spontaneous and have a heightened sense of visual stimulation” (Strategic Business Insights, 2016) to name a few. Therefore conforming to the credentials of the strategy, by providing an activity catering for their desire for physical interaction, stimulating sensations and a platform for visionary stimulation alongside highlighting the necessity of consciousness towards opposing sensory stimulants, not only catering for their needs but aiding them in self-awareness and a balance of the senses, something of which has been heavily veered away from by marketers in the past.
CHAPTER EIGHT.46-47
“EXPERIENCE IS THE NEW
STATUS SYMBOL”
A consumer report by WGSN entitled the ‘Millennial Anti-Hedonists’, demonstrated the consumer groups move to a more mindful way of life, the “group is repeatedly found to be the most stressed-out generation, and a desire to slow down, live in the moment, and ultimately increase productivity is driving new, more mindful attitudes” (WGSN, 2015) forecasting that “the lines between materialism and mindfulness are blurring” (WGSN, 2015) as a result of brands attempting to harness the two. TCSP can be seen as a contributor to this, targeting millennials whom crave experiences with mindful and self-reflective characteristics. “Deloitte’s annual millennials survey reported that millennials overwhelmingly (75%) believe that businesses are focused on their own agenda rather than helping to improve society” (The Market Creative, 2016) TCSP can therefore capitalise on this mind -set, in demonstrating that Harrods are proactive in helping to improve society they can be recognised by this demographic as the positive minority, enhancing reputation on a backdrop of negatively associated brands. However, millennials are an incredibly diverse group, contributing to one in four UK adults, (The Drum, 2016) in order to focus the demographic down to specific target segments, the following psychographics have been devised with TCSP in mind, delivering insight into how the experience can appeal in versatility to the wide scope of the segmentation. It must be acknowledged that although the main targeting of TCSP is millennials and their altering psychographics this has been selected strategically, not only because of the brands desire to engage with the segment and the coherency of their needs but also their social influence. In appealing to millennials and engaging them, the utilisation of their powerful social influence can spread awareness further. It must be remembered that TCSP is not exclusively for millennials but rather uses their attraction as a driving force.
THE INSTAGRAMMER
Social media is now an integrated part of consumer lifestyle. The Instagrammer consumer is all about experiencing life to the full and documenting those experiences to their social following. Constantly thriving to demonstrate their status and lifestyle through unique and creative posts that convey happiness, satisfaction and selfactualisation. The Common Sense experience caters for the Instagrammer by providing a platform for them to explore and consequently share their experience online through integrated social media methods. To target ‘The Instagrammer’ communications will be portrayed through their effective and localised networks. In catering for ‘The Instagrammer’ Harrods is increasing brand offering and utilising them as a promotional tool in the process.
CHAPTER EIGHT.48-49
THE TOURIST Harrods is a landmark attraction for national and international tourists alike, we are constantly striving to improve our attraction, Common Sense improves Harrods touristic offering by creating a cultural awareness experience, increasing ‘The Tourist’s’ take away from the brand, in educating through and providing interactive experience that is stimulating and thought provoking. Increasing positive association to the Harrods name and in turn generating word of mouth communications and positive reviews.
THE DWELLER
It’s proven that sensory experiences encourage consumers to dwell and in turn, consume. Harrods is a place to spend time and experience sensations at every corner, through experiential ideology the brand invites ‘The Dweller’ to spend their time exploring the depths of the store. Valuing and appreciating each moment they spend in store, because, in essence, time eventually leads to purchase. With the Common Sense experience we are offering further moments for ‘The Dweller’ to partake in, expanding on expectations and providing entertainment.
CHAPTER EIGHT.50-51
THE EXHIBITIONIST
The exhibitionist is always aiming to expand on their cultural knowledge and experiences, demonstrating their move in the process. In their pursuit for self-actualisation, built on creativity, ethics, taste and holistic health, they are constantly searching for knowledge in unusual and edgy ways. Proven in their title, ‘The Exhibitionist’ isn’t quiet about their pursuit knowing that to carve their aspiring identity and fulfil their potential in seeking growth and peak experiences they have to be vocal and sharing. In appealing to this psychographic Harrods becomes a cultural platform projecting corporate social responsibility and awareness and in turn attracting consumers who wouldn’t necessarily be aware that the brand is conscious towards such aspects.
THE MINDFULNESS MOGUL Betterment is a consistent theme across consumer lifestyle and consumers are integrating practicing mindfulness into their everyday activities to pursue this. Proliferating contemporary methods of self-reflection to ensure they reach their full potential. Through the Common Sense experience Harrods are aiding and catering for this expanding lifestyle group, offering them a place to reflect and discover. Expanding on ethics and social offerings.
Table 11, Target Consumer Psychographics, 2016
THE COMMON SENSE JOURNEY
For one year, the interactive exhibition will take place in a hidden area of the flagship Knightsbridge retail store. To retain exclusivity and conform to capacity consumers will have to retrieve directions and location through a discreet clue in the store guide. Conforming to the idea that the exhibition is based on self-reflection and consciousness, consumers will have to be aware of their surroundings in order to find the experience. This will also allow for increased store time, which could eventually lead to sales.
The contents of the exhibition have been developed stemming from the knowledge gained throughout the preceding research, acknowledging not only how each sense effects inner emotions but realising information that may not be prominent in society, utilising this information to both entertain and educate the visiting consumer alongside casting a light on the future state of sensorial interaction.
In order to execute the exhibition and implement the underlying messages it is essential the step by step consumer journey is considered‌
CHAPTER EIGHT.52-53
Room 1, Briefing
“In a world inundated with technology, streaming an influx of information and connection, it’s easy to lose touch of our surroundings, The Common Sense Project invites you to reflect and reconnect with yourself and your senses, realising these are the real way in which we interact with the world around us. Discover the power of your senses and the implications these have on our inner emotions, recognise the unconscious activity of the human brain and rediscover your consciousness…”
Room 2, Influence
Welcome to the taste laboratory, taste has a strong connection with our inner emotions, we instinctively decipher whether or not we favour certain tastes and carry that with us through life. Did you know 90% of what we taste is influenced by smell? Colour and surroundings also hold a huge impact on our taste receptors. Enter the taste booths with a bottle of water and explore the power of influence.
CHAPTER EIGHT.54-55
Room3, The Memory Bank
The human brain has a catalogue of 10,000 previously experienced scents, the recognition of a certain scent can catalyse our memory recall and consequently lead us to remember past experiences, guess the different scent and reflect on how your brain remembers it and consequently the feelings it delivers.
Room 4, Clarity
Touch is the sense in which we physically connect with the world around us, experiencing objects in a three dimensional form. Technology has essentially led to weakened touch engagement, come and experience clarity as 2-D objects are transformed into 3D using haptic technology.
CHAPTER EIGHT.56-57
Room 5, Identity
Sound greatly influences our feelings and emotions alongside our awareness and perception of surroundings. Experience how sound can make you feel by donning our measurement bracelet devices reviewing your physiological response.
Room 6, Perception
Vision is our most prominent sense, vision holds the power to seduce and associate, confirming perception. Come and explore the meaning of perception and awareness in the colour room, challenge your own consciousness of the space around you, losing yourself in light and colour to discover how we really analyse the space around us.
CHAPTER EIGHT.58-59
Room 7, Reflection and Sharing
Reflection and sharing – Reflect on your sensory journey and create your own aura photography, take a seat in the booth as the camera detects your temperature and electromagnetic field delivering a deeper level of portraiture. Share your image on social media and portray yourself further than ever before. Table 12, The Common Sense Journey, 2016
CHAPTER NINE.60-61
CHAPTER NINE: COMMUNICATIONS STRATEGY AND PLAN
COMMUNICATIONS
Considering the initial target audience of millennials and the different psychographic profiles the following objectives and plan have been devised to ensure optimum social reach and awareness of the concept and accompanying business strategy.
Purpose
Subsequent objective
Brand coherency
- Ensure communications embed the aesthetic of The Common Sense Project delivering coherency.
Awareness
-To successfully spread awareness of the event to the core target audience, delivering insight into what to expect and persuading them to visit.
CSR strategy clarification
- Subliminally communicate the new ethos adopted by the brand to demonstrate social awareness into the CSR policy through generated media coverage that explores the event and the benefits to the consumer.
Brand Perception
- Begin to alter perception of the Harrods brand, gaining coverage in new and existing media to extend the parameters of awareness and the ethos of the company.
Experience sharing and user generated content
- Embed user generated content into communications methods to utilise the trend of experience sharing.
Table 13, The Common Sense Project Communications Objectives, 2016
CHAPTER NINE.62-63
The communications plan is to be integrated through the yearlong marketing strategy of The Common Sense Project, considering this is a new ethos adopted by the Harrods brand, prompting a shift in CSR strategy it is essential to be consistent and prominent within platforms. To promote the experience, various methods will be carried out. Considering the target audience, social media is an apparent method to be utilised offering high reach at a low cost. The Harrods brand already hold a high social media following, ranked in the top five UK retailers for Social Media engagement in the operating sector (Retail Week, 2015), boasting a strong social media following way above the competition, demonstrating the advantages of utilisation. Primary research delivered insight that 95% of the consumer sample rated social media as the most preferred method of spreading awareness of an experiential marketing event, followed by word of mouth (see appendix 4), through penetrating social media The Common Sense Project will effectively reach the target consumer groups. Therefore enforcing the motive to not only embed sharable methods into the experience, but to promote across social media platforms too. It is estimated that the cost of the social media strategy will be ÂŁ14,285 (Canon, 2010), embedding this expenditure into the overall operations costings found in the next chapter.
Platform
Experience for user and benefit for the brand
An Instagram account under the username ‘@TheCommonSenseProject’ will be used to generate suspense before the launch, with the Harrods account promoting it occasionally, with a current following of 858,000 and an average engagement rating of 4.21% (Elliot, 2014) it is estimated that approximately 36,121 users will therefore initially engage with the account. Following the launch the hashtag #thecommonsenseproject will be used throughout the campaign to generate discussion and encourage users to share their experiences online, utilising organic growth. This will be run by the Harrods social media department and photography used on the platform will be taken from the initial production of the experience, utilising the work of the graphic designers and artists hired, this will be followed by user generated content resulting in no specific or initial fee. (See appendix 17 for more analysis into the benefits of embedding Instagram into retail)
CHAPTER NINE.64-65
Platform Snapchat
Experience for user and benefit for the brand Snapchat is currently the fastest growing social media platform delivering intimate and personal in-the-moment content. Taking advantage of this The Common Sense Project will develop a geo-filter, utilising a digital initiative of Snapchat stories will allow awareness to spread through consumers further and pioneer the consumer motive of experience sharing, to develop the ever sought after ‘status symbol’. With an estimated 100million users (Smith, 2016), Snapchat allows for consumers to demonstrate their own content in a creative way, coherent with the self-actualisation pursuit of Maslow’s hierarchy of Needs that demonstrates consumer’s psychological need for creativity to pursue betterment. Evidencing the coherency with the target market further, it is said that “Snapchat is the best way to reach 13-34 year olds” (Snapchat, 2016). The estimated cost of installing a snapchat geo-filter currently stands at, once exchanged into pounds, £3.45 per eight hours (Carman, 2016), and can be put in place over a given area for one hour to thirty days. Therefore The Common Sense project will utilise the concept within the first two weeks of the launch during opening hours, at an estimate cost of £41.40 for implementation. Production will be carried out by the hired graphic designer for the project using the templates provided by the Snapchat brand. Utilising Snapchat Geo-filters meets consumers need to document and share experiences to carve identity and achieve a status symbol whilst the brand can capitalise on the sharing to organically spread awareness.
SNAPCHAT
Platform Facebook
Experience for user and benefit for the brand Distributed by the Harrods social media department, a Facebook event will be utilised to generate awareness of the event, displaying opening times and booking information, created by Harrods Facebook profile, the event will reach an audience of approximately 722,645 users, with an estimated engagement rating of 1.17% (Retail Week, 2016) it can be forecast that 8072 users will initially engage with the event. It is claimed that taking advantage of the Facebook events tool allows for audiences to invite friends and share with their own networks (SalesForce, 2014) again allowing for organic growth spanning further than the initial figure. Coherently to snapchat providing a Facebook event is coinciding with millennials needs to utilise experiences to carve identity and achieve a status symbol, whilst the brand benefits from organically spreading awareness and consumer-consumer domino effect.
CHAPTER NINE.66-67
Harrods magazine
Harrods store guide
Harrods website
As discussed in appendix 10, the Harrods magazine reaches approximately 300,000 consumers through digital, app and print formats. A feature will be generated on The Common Sense Project and its back story to deliver coherency with Harrods communications and portray the underlying strategy to the consumer, demonstrating transparency and consciousness through the Harrods personality. Timing is crucial with regards to this and it is therefore essential that the feature is embedded in the publication released closest to post launch, ensuring those who read about it will be able to attend the experience straight away. This will be carried out by the in house marketing and communications department based on The Common Sense press release found in appendix 18. Considering the discretion of the exhibition location, a subtle message of where to find the event and the opening hours will be placed in the Harrods monthly store guide, ensuring those who are visiting Harrods do not miss out on the opportunity. As previously discussed this will also be used as the main access point of information of the exhibition location, meaning that every consumer who visits will be required to ready a copy, further spreading brand level communication. A feature on the exhibition will be published on the brand website, under the ‘Store’ page. Again, this will demonstrate coherency and portray the subliminal strategic method to the consumer. The feature will be based on The Common Sense Project press release (appendix 18) and carried out by the in-house marketing and communications department. In doing so, the wider strategy can be conveyed in line with current Harrods communications ensuring overall image is purified.
COHERENT MEDIA CHANNELS
Platform
Experience for user and benefit for the brand
Launch event
Alongside social and digital media communications it is essential to carry out physical advertising of the exhibition coherent with the experience itself. The opening of The Common Sense Project in February 2017 will proceed with a launch event, inviting journalists from aspired publications and social influencers to carry out The Common Sense Project experience. Through invitations sent out to press and social influencers, awareness of the exhibition will gain momentum. Inviting social figures and journalists alike will allow the true ethos of the campaign to be portrayed. Features and social media can therefore be demonstrated from a first-hand basis, delivering intimacy and personalisation. “A study by Tomoson revealed that influencer marketing is the fastest-growing channel for acquiring new customers.” (Barker, 2016) with the propagating rate of social media and the reports that recommendations are a catalyst for consumer attention, reinforced by primary research delivering the insight that 59% participating consumers would prefer to hear about an experiential marketing event through word of mouth (Appendix 4) it is evident that a launch event for influential people will be a successful method to harness attention. Journalists from a variety of media platforms will be invited, utilising the contacts of the Harrods PR department, predominantly, magazines such as ‘Conscious Lifestyle’ and ‘Healthy’ the leading publications in the health and wellbeing sector covering topics such as mind, body and self (Conscious Lifestyle magazine, 2016 and Healthy Magazine, 2016) will be targeted to ensure recognition in the sector and gain visibility in alternate channels than the brand would usually be recognised in. Suggestions for social influencers whom promote and carry out conscious lifestyles include @milliemackintoshofficial, @madeleine_shaw_and @deliciouslyella, inviting influencers such as the aforementioned will allow their social following to be made aware of the event and consequently perceive Harrods as a brand who facilitates betterment through CSR. The Common Sense Project communications strategy, 2016
CHAPTER NINE.68-69
CHAPTER TEN.70-71
CHAPTER TEN: FINANCIALS, RISKS AND MEASURING SUCCESSSUCCESS
INVESTMENT
CHAPTER TEN.72-73
Utilising the exhibition space already in place in Harrods on the fourth floor (Retail Design Blog, 2014) will allow for the avoidance of high opportunity cost, ensuring optimisation of space and no loss of sales. The costings table takes into account the full investment of implementing and labour running the exhibition for a year-long period, taking into account contingencies. Item
Number of units required 4
Cost per unit
Total cost of item
Price reference point
£855.65
£3422.60
20
£79
£1580
(Barcode Warehouse, 2016) (Cube Company, 2016)
Photo booths
3
£2995
£8985
(Photobooths, 2016)
Tables
3
£199
£597
(Made, 2016)
Bench seating
6
£295
£1770
(Cube Company, 2016)
Mist cannons
2
£118
£236
(Terralec, 2016)
Ipads (mini)
3
£219
£657
(Apple, 2016)
Graphic Designer
1
£24,360
£24,360
(Tate Jobs, 2016)
Videographer
1
£26,000
£26,000
(TimeWise Jobs, 2016)
Aura photography cameras and technology Ultrahaptic sound technology emitters Biometric bracelets
3
£400
£1200
(Aura photo, 2016)
10
£150
£1500
(IEEE Spectrum, 2016)
10
£100
£1000
Room installation
1
£350,000
£350,000
(XOX Emotional Tech, 2016) (Spaced, 2016)
Sound artist
1
£35,000
£35,000
Estimate cost
Taste artist
1
£35,000
£35,000
Estimate cost
Taste booths
3
£2995
£8985
(Photobooths, 2016)
Scent emitters
11
£170
£1870
(Liberty, 2016)
Data collection and technology scientist Social media strategy PR
1
£34,000
£34,000
(Jobs.ac.uk, 2016)
1
£14,285
£14,285
(Canon, 2010)
1
£25,000
£25,000
Estimate cost
Launch event
1
£25,000
£25,000
Estimate cost
Harrods employees to man the exhibition Snapchat Geo-filter
6
£20,000
£120,000
(Harrods Careers, 2016)
1
£41.40
£41.40
(Carman, 2016),
Contingencies
N/A
£29,511
£29,511
Digital display screens Seats
Total Costs
£750,000
Table 15, The Common Sense Project implementation and running investment costings, 2016 N.B, these prices are approximations based on online research into similar products. Whilst every effort has been carried out to ensure accuracy there is possibility for discrepancies.
PROFIT AND LOSS
Assuming the investment costs is a total of ÂŁ750,000, this figure will be redeemed from the net operating profit after tax figure (NOPAT), of which stands at ÂŁ114.5m when last published in 2015 (appendix 19) demonstrating the feasibility. It is anticipated that the overall business sales will increase by 4% (Beattie, 2015) with the investment contributing to this through purifying brand image, increased brand awareness, altered perception and increasing footfall but with no tangible income demonstrated as a result of the overall strategy and accompanying marketing and communications it is difficult to quantify the returns in a monetary sense. Instead we can therefore anticipate the sales growth as an indirect partial result. The following profit and loss account has been consolidated with this in mind, devised for the years 2017-2019 as a consequence of both the revenue and costings from the strategy. Taxation has been based on the fixed corporation tax rate of 19% set by the UK government (Gov UK, 2015). It must also be acknowledged that due to the inability to estimate alternate costs for the overall business these have been stabilised at the current rate in best attempt to deliver an insight into the profit gain directly from the strategy. For 2017 this demonstrates an increase of ÂŁ10.74m, the profit and loss account has been consolidated with a three year forecast, with the assumption that similar marketing strategies will be carried out to continue the pursuit for the overall corporate objectives.
CHAPTER TEN.74-75
Level
Action
Low attendance
Low
Negative press
Medium
Little to no change to brand perception
Low
Negative ROI
Medium
There is risk in the fact that there is no guarantee of numbers of attendance and consequent store footfall. The concept has been developed through rigorous research and there are multiple factors that indicate the consumer demand for experiential retail, reinforced by the consumer’s consistent pursuit for betterment that indicates transformational experiences not only hold the highest economic grounding and are the new luxury but will be the most demanded form of experience. Alongside this, the laid back nature and free admission of the concept fuel consumer desire to attend. With a target of 500 consumers visiting the exhibition per day, correlating with the brand currently attracting 15m shoppers a year (Retail Technology, 2015) it is evident that this target will be met through existing visiting consumers in the unlikely case the concept should fail to attract new consumers. The campaign heavily relies on the media and consumer sharing to organically spread awareness and deliver insight into the overall business strategy, due to the heavy reliance there is therefore high opportunity cost that this could backfire. Development has ensured the experience is entertaining and educative resulting in an emotionally engaging concept to veer away from any negative press arising and consequently resulting in a positive hysteria. Harrods already hold an iconic perceptive image, the strategy aims to build on existing authority and utilise it to send out a social message which in turn will enhance reputation. Therefore should the strategy falter to achieve the objective to change brand perception this will come at little cost to the company. As discussed previously it is difficult to measure the direct ROI from the strategic shift and accompanying implemented marketing and communications, for example one aim of the strategy is to purify brand image and therefore this cannot be based on assumptions. By keeping the investment low at a cost of £750,000 ensures that, should the event hold low impact, it will come at a comparatively low cost to the company. Table 16, Risk Assessment, 2016
RISKS
Potential Risk
MEASURING SUCCESS AND KEY PERFORMANCE INDICATORS Due to the intangible benefits The Common Sense Project aims to deliver it is difficult to measure the exact extent of effectivity. Because of this, certain targets have been set to identify positive changes the marketing strategy can bring to the brand as a whole in line with the corporate objectives set. It is crucial to set aspiring targets to measure the effectivity of the strategy, considering the overall aims of the strategic shift is to purify brand image and enhance brand reputation the following measurements of success have therefore been devised with this in mind:
CHAPTER TEN.76-77
Success area
Target
Media Recognition
Be recognised by publications that wouldn’t normally acknowledge the brand demonstrating approach and consideration to consumer betterment, ‘Conscious Lifestyle’ and ‘Healthy’ magazines are the leading publications in the health and wellbeing sector, covering topics such as mind, body and self. To be recognised by these publications in efforts to educate the consumer and provide a platform to aid them in their pursuit for betterment will help to confirm the success of the concept, ensuring visibility in alternate media channels contributing to changing consumer mind-set. These publications are the aspirational targets, it is also anticipated that the concept will be covered in over 200 PR methods (estimation based on figures of case study 3, appendix 9), following the press release and launch of the event. Measure brand perception with a consumer survey to challenge if this has changed, the strategy aims to purify brand image and harness consumer attention in the fact that we are expanding on our social awareness. To clarify success there should be a shift in response from the survey, demonstrating the consumer perceives the brand to be more transparent and consciously aware. Measuring attendance is also a key contributor to clarifying the success, installing a counter system into the experience will cater for this. With the overall target number of consumers being 500 per day across the year of installation, ensuring this number is met will indicate success. Considering the extensive utilisation of social media to communicate and promote the strategy as well as the embedding of social media sharing within the concept it is expected that The Common Sense Project will hold a strong online presence. Based on the brands overall presence and figures from case study 3 (appendix 9) the overall target stands at 45,000 social media mentions and 7.5 thousand posts embedding #thecommonsenseproject hashtag, should these targets be met, success in this area will be clarified.
Measure brand perception
Attendance
Social reach
Table 17, Measures of success, 2016
MEASURING SUCCESS
It is vital to relate success back to the initial starting point; Globalisation and sensory marketing as a repercussion. Insight delivered issues that consumers were targeted unconsciously by SM yet when brands demonstrated more consciousness in their utilisation, creating experiences that centred on sensory stimulation it was felt the desire for innovation and consequently integration of digital, limited experience to visionary and sound, delivering an antithesis to the concept of sensory marketing. The corporate objectives set identified the raising necessity for brands to demonstrate consciousness not just through sensory stimulation, but as a whole. Acknowledging the favourability of those brands whom demonstrate CSR, utilising and exploiting this demand through strategic shift to purify brand image and enhance reputation. To portray this raising consciousness the issue of sensory marketing was acknowledged and therefore utilised to create the marketing and communications strategy. Educating the consumer on the power of the senses and aiding them in their ongoing pursuit for self-actualisation through self-reflection. Not only does this offer a solution to the issues raised, exploiting the opportunity of transformational experiences, but also delivers the full credentials acknowledged of sensory marketing, in that creating physical experiences that stimulate senses further than visionary and auditory can trigger emotion, memory recall, clarity and perception. Resulting in an emotionally memorable experience than will be prominently associated with the brand.
CHAPTER TEN.78-79
CHAPTER ELEVEN.80-81
CHAPTER ELEVEN: FUTURE DIRECTION
FUTURE PROSPECTS
The set corporate objectives deliver a broad umbrella for the future. It would be deemed beneficial to utilise the investment to further extend and enhance the corporate social responsibility continuing to deliver transformational experiences. Adapting the content to address alternate social issues, of which acknowledging will not only aid the consumer in their pursuit for betterment, but further portray the brands approach to CSR, enhancing reputation and subliminally fuelling brand awareness and sales. Continuous attentiveness to social issues is therefore essential, for example for the year 2018 it is forecast that ‘states of mind’ will be a prominent message, “concepts of age, season, gender and identity are increasingly fluid and are being reconsidered as states of mind rather than limited definitions” (WGSN, 2016) signifying the emerging social awareness of such issues. This exemplifies areas of exploration for the future direction of the socially aware business strategy. Alternatively, the possibility of mobilising the experience and moving it to different locations away from the store arises, in doing so brand awareness can be spread further and Harrods can be seen as facilitators of social change.
CHAPTER ELEVEN.82-83
“STATES
OF MIND”...
CHAPTER TWELVE.84-85
CHAPTER TWELVE: REFERENCES, ILLUSTRATIONS
AND BIBLIOGRAPHY
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Own image
Own image
Own image
Own image
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Own image
Room mock ups credit to Adam Fearon
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unknown, (2016). laboratory. [image] Available at: https://uk.pinterest.com/ pin/336151559669539321/ [Accessed 19 May 2016].
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Collabcubed.com, (2016). Tree Bark Floor Blue Lit Room. [image] Available at: https://au.pinterest.com/pin/336151559669486196/ [Accessed 19 May 2016].
Aesthetic Godess, (2016). Iridescent Room with floating cube. [image] Available at: https://au.pinterest.com/pin/336151559669282149/ [Accessed 19 May 2016].
CHAPTER TWELVE.104-105
Museum of Feeling, (2016). Museum of Feelings Rainbow light circle. [image] Available at: https:// au.pinterest.com/pin/336151559667917157/
Huffington Post, (2016). Iridescent Oil Spill. [image] Available at: https:// au.pinterest.com/pin/336151559667884536/ [Accessed 19 May 2016].
Refinery 29, (2016). Yellow Eye Print. [image] Available at: https://au.pinterest.com/pin/336151559669486103/ [Accessed 19 May 2016].
Inner Optics Tumblr, (2016). Yellow Spray Painted Face. [image] Available at: https://au.pinterest.com/pin/336151559669164344/ [Accessed 19 May 2016].
Its Nice That, (2016). Pink and Orange Mist. [image] Available at: https://au.pinterest.com/pin/336151559669538629/ [Accessed 19 May 2016].
7 While 23 Tumblr, (2016). Mirror in the sea. [image] Available at: https://au.pinterest.com/pin/336151559669539549/ [Accessed 19 May 2016].
City girl searching, (2016). Water Colour SN Icons. [image] Available at: https://au.pinterest.com/pin/336151559669539177/ [Accessed 19 May 2016].
CHAPTER TWELVE.106-107
Radiant Human, (2016). Aura Photo. [image] Available at: https:// au.pinterest.com/pin/336151559669539199/ [Accessed 19 May 2016].
Fancy Lauren, (2016). Shattered Portrait. [image] Available at: https://au.pinterest.com/ pin/336151559669164354/ [Accessed 19 May 2016].
Places and Spaces, (2016). Mirrored Light Installation. [image] Available at: https://au.pinterest.com/ pin/336151559669282153/ [Accessed 19 May 2016].
Own image
Own image
Eliasson, O. (2016). Social Launch. [image] Available at: http://luzbrancablog.blogspot.co.uk/2013/02/olfureliasson-your-chance-encounter.html [Accessed 19 May 2016].
Olivia Rose Photo, (2016). Reasoning hands. [image] Available at: http://oliviarosephoto.deviantart.com/ art/135-365-454345837 [Accessed 19 May 2016].
Unknown, (2016). Target. [image] Available at: http:// greatandgettingbetter.tumblr.com/post/61562107402 [Accessed 19 May 2016].
CHAPTER TWELVE.108-109
Kalman, L. (2016). Taste of Succces. [image] Available at: https:// lincheung.wordpress.com/2011/02/18/embraced-%E2%80%93-jewellerysites/screen-shot-2011-02-18-at-22-09-30/ [Accessed 19 May 2016].
McCall, A. (2016). Future exhibition. [image] Available at: https://uk.pinterest.com/pin/336151559669304042/ [Accessed 19 May 2016].
unknown, (2016). Harrods Door Men. [image] Available at: https:// uk.pinterest.com/pin/358317714077277236/ [Accessed 19 May 2016].
CHAPTER THIRTEEN.
CHAPTER THIRTEEN: APPENDICES