BOOTS: THE FUTURE OF RETAIL 2022
By Izabella Hannah, Erin Hushon and Ellenor Whitfield
CONTENTS WIDER CONTEXTUAL INSIGHTS
CREATIVE DEVELOPMENT
Introduction........................................................................1 PEST......................................................................................2 Consumer Timeline...........................................................4 Retail Technology Timeline.............................................6
Wayfinding Examples..................................................................20
PRIMARY RESEARCH Retail Research..................................................................8 Wayfinding Research......................................................10 Short Term/ Long Term Insights...................................11
CONSUMER RESEARCH Boots Wider Consumers.................................................12 Millennials .........................................................................13 Target Consumer..............................................................14
BIG IDEA
Case Studies..................................................................................21
BRAND STRATEGY Step 1...............................................................................................22 Step 2..............................................................................................24 Step 3..............................................................................................26 Modernising Beautiful You Colour Scheme...........................28 Step 4..............................................................................................30 Step 5..............................................................................................32
Figure 1. Boots Logo (2016)
Future Technology Timeline......................................................34
CONCLUSION.......................................................................35 APPENDIX.................................................................................36
Statement and Consumer Truth....................................16 SWOT...................................................................................17 Diffusion of Innovation Graph.......................................18
This report presents a forward thinking brand strategy for Boots to implement during 2016- 2022, in order to increase their engagement with emerging technology and consumer trends. It will focus on the beauty service within Boots UK retailers and will use trend forecasting insights surrounding the technology market, to solve Boot’s short term and long term retail challenges. This project has been undertaken as a team and whilst specific roles were given to each individual, this report is a representation of the unified outcomes. Each individual will discuss certain topics and insights and will be referenced by the codes presented below.
THE BRIEF “To identify the key emerging trends that could influence the retail landscape in 2022 and consider how WBA as a global business could and should react.”
IH- Izabella Hannah EH- Erin Hushon EW- Ellenor Whifield All outcomes that were created by the team are credited by GW- Group Work.
1
POLITICAL TRENDS
ECONOMIC TRENDS
SOCIAL TRENDS
TECHNOLOGY TRENDS
To begin this research project our group undertook a series of tasks to understand the UK’s current beauty retail market. This included a PEST model which examined the wider cultural and contextual trends that are influencing consumer and retail trends.
After exploring the depth and breadth of this PEST Model, there are five main insights applicable to Boots in their drive for innovation.
1.
Figure 2. EU Flag (2016)
Figure 3. Smart Payment (2016)
Figure 4. White Girl Rose (2016)
Figure 5. Virtual Reality (2016)
BREXIT
PURCHASING POWER
BRAND TRANSPARENCY
MOBILE IMPACT
Eurozone vote looming which could affect the UK’s relationship with trade and economic growth within Europe and global industries.
Return from recession means ‘lipstick effect’ has now ended. Consumers are now willing to spend more on one item of better quality.
Consumers are more aware than ever of brand/ marketing tactics and are leaning towards humour and ‘transparent’ techniques used in advertising.
Smartphones are now the most used technology platform, in payment, geographic mapping, and brand engagement.
ANTI-ESTABLISHMENT
VALUE DRIVEN
NEW IDENTITIES
IMMERSIVE WORLDS
Younger generations are more politically aware and engaged than last generation which makes them valuable assets to political parties and activists.
Consumers are still bargain shoppers and are turning online to seek better deals and access to global brands/ products.
The ‘Fourth Wave of Feminism’ and gender fluidity is rippling through global communities, changing the way brands target consumers.
Moving towards technological advances in artificial reality, virtual reality, holograms, and predictive technologies.
ECONOMIC POWER
PAYMENT EASE
BRICOLAGE CONSUMERS
PHY-GITAL SPACES
Conservative government in power which has broadened the austerity gap.
Streamlined payment options such as subscription charges and Apple Pay are increasing in popularity.
Bricolage consumers are not bound by borders and create their identity from an array of global trends and behaviours.
Technology is blurring boundaries with physical spaces in product, delivery, retail and social media.
CONTEXTUAL INSIGHTS
2
PRIMARY RESEARCH
Upturn in the recession means consumers are willing to spend more on one product and try new things, but are careful about what they buy (hence the importance of research and reviews before and after they buy.)
2.
Smart phones are extremely valuable assets for brands and are an opportunity in themselves. Brands must be wary however of tapping in too soon, their mobile platform needs purpose, engagement and accessibility.
IH
Consumers are no longer passive; they are aware of marketing and branding techniques and want to feel involved/ invited rather that dictated to.
4.
Globalisation has made products and trends spread further into the industry at a quicker rate: brands need to have a pulse of trend forecasting in their brand DNA.
5.
Today’s culture is dictating the need for diversity, acceptance and equality for their citizens and is far too aware of tokenism and exploitation by authorities and brands.
The most important insight to take away from this PEST is THE EXPANSION OF IMMERSIVE TECHNOLOGY WITHIN THE CONSUMER MARKET; with a focus on smartphone devices. BIG IDEA
CONSUMER RESEARCH
3.
CREATIVE DEVELOPMENT
BRAND STRATEGY
IH3
Following this we looked into general trends within consumers, retail and technology.
Two key consumer trends we analysed were, Buying Time and The New Bricoloage Community.
NEW BRICOLOAGE Heightened use of smell and music & COMMUNITY
AGNOSTIC SHOPPERS Less bothered about labels and recognised products
IN-STORE CONNECTIVITY
CHANGE MAKERS
PHYGITIAL APPS
Embrace social causes
Something you can
THE CLOUD hold Sematic Storage
SPIRITUAL SPENDING BUYING TIME New attempts to buy time, beyond convenience
On the brink of becoming real CONTEXTUAL INSIGHTS
RETAIL SPACES Flexible Screens, 3D Printing, Showrooming, Hearables, Interfaces, HDR
SMART SHELVES
AUTONOMOUS CARS
WEARABLE Biosenses Smart Clothing Cicret Bracelet
PAYMENT TRENDS
Mastercard SEPHORA Selfie CONNECT STORES THE SHARDED SELF VIRTUAL REALITY
THE CONVERGENCE ECONOMY
TACTILIANS
Beacons, Tracking, Geo Mapping, Data collection, RFID
2016
4
THE OPTIMISED SELF
Surface computing
Borderless Technology
BUYING TIME
CONSUMER TIMELINE
INSTORE SENSORY
WIRELESS HEALTH MONITORING
ARTIFICIAL INTELLIGENCE Digital Assistants
PRIMARY RESEARCH
Chance awaits us in all its various forms
2022
‘In 2016, saving time is often about new attempts to buy time, beyond convenience.’ Time is being perceived as a key luxury, so consumers want to find new ways to make every aspect of their lives easier or quicker. In relation to the retail market, Buying Time also focuses on the requirement of ‘urgent customer service [in] out of office hours.’
KEY CONSUMER TRENDS
NOTEWORTHY TRENDS
CONSUMER RESEARCH
Figure 7. Bricolage Community (2016)
Figure 6. Time is Luxury (2016)
TECHNOLOGY TRENDS SPARKS OF SERENDIPITY
NEW BRICOLAGE COMMUNITY
GW
A U.S Retail Multichannel Customer Experience study showed ‘that companies only responded to 20% of customer questions posted on Twitter,’ but ‘85% of customers expected a … response within an hour, when it actually takes … an average of 31 hours to respond.’ This study demonstrated the importance of digital platforms being used as a tool to speed up every-day activities (Kasriel-Alexander, 2016.) EH
BIG IDEA
The New Bricolage Community is a consumer trend established through trend forecasting agency LSN Global. They describe that consumers’ reflection on screen is just as important as the one they see in the mirror, meaning consumers social presence is being embedded into their day-to-day lives. However, for this to be a constant, the consumers require Wifi access everywhere and favor devices that enable free movement. This trend in embodied in products such like wireless phone chargers and the new Google virtual reality device, which allows for unrestricted exploration of global locations. (LSN Global, Trend Briefing October 2015) EH The main insights to take away from each of these trends is the awareness of how deeply embedded technology is, in the psyche and behaviour of modern consumers. Brands therefore need to be aware of these trends when developing their brand strategies. IH
CREATIVE DEVELOPMENT
BRAND STRATEGY
5
RETAIL TECH TIMELINE Heightened use of smell and music & Surface computing
Borderless Technology
Less bothered about labels and recognised products
THE OPTIMISED SELF
IN-STORE CONNECTIVITY
CHANGE MAKERS Embrace social causes
PHYGITIAL APPS
This Retail Technology timeline was created to show how diverse and ever-changing the technology market is.
INSTORE SENSORY
NEW BRICOLOAGE COMMUNITY
AGNOSTIC SHOPPERS
TIMELINE INSIGHTS
THE CONVERGENCE ECONOMY
TACTILIANS
Beacons, Tracking, Geo Mapping, Data collection, RFID
Between 2016 and 2022 the retail market as we know it will have evolved into an ecosystem that balances both physical and digital elements. This ‘phy-gital’ trend will influence retail spaces to inherit a show-room atmosphere, where digital payment and augmented reality devices enhance the physical spaces. (WGSN, 2015.)
Something you can THE CLOUD hold Sematic Storage
SMART SHELVES AUTONOMOUS CARS
2022
In-store connectivity is further pushing the way shoppers interact with products, services and staff. This is because collaborative technology is creating an ecosystem that blurs the boundaries between our physical and digital environments.
2016 SPIRITUAL SPENDING BUYING TIME New attempts to buy time, beyond convenience
Biosenses Smart Clothing Cicret Bracelet
PAYMENT TRENDS SEPHORA CONNECT STORES
VIRTUAL REALITY On the brink of becoming real CONTEXTUAL INSIGHTS
6
WEARABLE
Mastercard Selfie
THE SHARDED SELF
RETAIL SPACES Flexible Screens, 3D Printing, Showrooming, Hearables, Interfaces, HDR
WIRELESS HEALTH MONITORING
ARTIFICIAL INTELLIGENCE Digital Assistants
CONSUMER TRENDS Figure 8. Rebecka Minkoff Store (2016)
TECHNOLOGY TRENDS SPARKS OF SERENDIPITY Chance awaits us in all its various forms
NOTEWORTHY TRENDS
‘In 2016, the continued evolution in shopping behaviour will be fuelled by the seismic impact of mobile.’ WGSN Future of Retail 2016
GW PRIMARY RESEARCH
Boots are currently slow to adapt to technological innovations within their retail spaces. This timeline presents a variety of inspirational tools to guide Boots into a more experiential brand within the UK retail market.
KEY
CONSUMER RESEARCH
IH BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
7
PRIMARY RESEARCH After understanding the trends that would be soon effecting the UK beauty retailer market, our team decided to witness first-hand if and how Boots and their competitors are translating these trends into their stores.
Selfridges in Birmingham has recently revamped their interior to improve instore navigation and wayfinding. They did so through minimizing concession branding and improved signage and directions.
Our team travelled to Surrey, London, Birmingham, Kenilworth, Derby and Nottingham to visit Boots and their competitors.
Consumer experience is improved by having the opportunity to test the products, something both John Lewis and Lush promote. Lush encourages its customers to test the product allowing for an experience that promotes sensory elements and product discovery.
Some of Boots competitors have already identified and implemented innovative tech trends into their store to improve their physical space.
John Lewis
Selfridges
Superdrug
Selfridges
Lush
Birmingham
Birmingham
Birmingham
London
Derby
Our final insight came from the digital Boots brand.
For example, both Birmingham and London’s Selfridges use I-Pads within their beauty department to allow customers to virtually test products and House of Frasers uses tablets to personalize consumer experiences.
Boots is an established matriarch of the British high street , yet still relies on product placement television and social media advertising, which is decreasing in popularity with many consumer groups. EW
‘Boots needs an injection of excitement into its stores’ MINTEL Beauty Retailing January 2016. CONTEXTUAL INSIGHTS
8
PRIMARY RESEARCH
Figure 9. Retail Moodboard (2016)
CONSUMER RESEARCH
BIG IDEA
CREATIVE DEVELOPMENT
GW
BRAND STRATEGY
9
WAYFINDING PRIMARY RESEARCH Taking this research further, our team conducted an experiment asking Boots customers about the last time they bought something new in Boots how they found their experience. See Appendix, pages 56-61.
ON A SCALE OF 1-10, RATE YOUR EXPERIENCE ON FINDING A NEW PRODUCT IN BOOTS.
The aim of this was to understand how consumers navigate their way inside the physical space of Boots retailers and to identify a way to increase their engagement within the shop. The results proved that Boots needs to improve there in store way finding; this was correlative across all generations. The highest levels of wayfinding difficulties came within the Millennial age bracket which focused our research further into this consumer market. EW Left: Figure 10. Wayfinding Results (2016)
From all this primary research we identified the following insights and categorized them into short term and long term insights.
Short Term Insights Long Term Insights Current in-store navigation and way-finding Retail environments feel in-cohesive methods lack clarity Apps and e-commerce don’t allow for discovery More informative and personalised consumer and revelation experience with retail staff Boots’ market dominance has become diluted Social media presence lacks cohesion Consumer engagement with products and Promotional materials lack innovation services are habitual
Right: Figure 11: Wayfinging Research (2016)
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3
4
5
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7
8
9 10
GW GW
CONTEXTUAL INSIGHTS
10
PRIMARY RESEARCH
CONSUMER RESEARCH
BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
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MILLENNIAL MOODBOARD
BOOTS CONSUMERS For the context of this project, it was incredibly important to understand who Boots’ largest consumer group are and how they engage with Boot’s retail environments. Below are the main insights constructed from both primary and secondary research.
‘Boots HAS ONE OF THE HIGHEST RATES OF LOYAL CUSTOMERS’ MINTEL Beauty Retailing January 2016.
Boots has remained one of the UK’s largest beauty and pharmaceutical retailers (Mintel, 2016) because of their ability to connect with a vast spectrum of consumers of varied ages, gender and psychographics. This is due to product accessibility and affordability.
Research does suggest that Boots is a matriarchal brand that connects well with female consumers. Mintel reveals that the majority of Boots staff and shoppers are female, with 55% of them willing to buy Boots own brand products (Monk, 2015.)
‘Boots has one of the highest rates of loyal consumers’ and attracts those with habitual shopping routines (Libby, 2015) This creates a generational loop of UK shoppers who have a high trust in Boot’s brand DNA.
This report has identified through primary and secondary research that Boots’ most untapped market is the Millennial consumer cohort, with a focus on young professionals and students who are used to using mobile technology within retail environments.
Figure 12. Millennial Moodboard (2016)
Often referred to as Generation Y • AGE: 21-38 CHARACTERISTICS • DIGITAL NATIVES: Experienced a childhood without the internet, but are natives in using digital technology . • Will experience a longer working life than their parents generation. • SELFIE generation. • Expect technology to adapt to their behaviours without fault.
Figure 13. Millennials (2016)
IH CONTEXTUAL INSIGHTS
12
PRIMARY RESEARCH
CONSUMER RESEARCH
IH BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
13
CONSUMER INSIGHTS
As Boot’s remains one of the largest retailers within the UK with the most varied consumer cohorts, it is prevalent that this project stays true to Boots brand DNA and existing target audiences.
As previously stated, Boots has the most varied consumer cohorts and because of this we are targeting our consumers through psychographic marketing by dividing our consumers based upon their ‘personality traits, values, attitudes, interests, and lifestyles.’ (Grimsley, 2003) This method works well for targeting Millennials because they are such a diverse consumer cohort. From this we developed our profile originally shown in Figure 14 by narrowing our consumer group even further.
However, with our Millennial consumer insights in mind, we have developed a profile of who Boots should target moving forward with their brand strategy. This is demonstrated through Figure 14.
THE SYSTEMATIC
Figure 15. The Systematic (2016)
The Systematic sticks to their routine when shopping. They go to the same places every time allowing them to easily locate products along with being aware of the offers through being loyal to the brand.
Figure 14. Target Consumer (2016)
THE SEEKER
THE SAVER
Figure 16. The Seeker (2016)
Figure 17. The Saver (2016)
The Seeker looks for quality rather than the price in their products and seeks assistance and reviews when purchasing.
The Saver focuses on offers and price rather than quality. Therefore they will spend the time discovering the store that will complete their need for a good deal.
IH CONTEXTUAL INSIGHTS
14
PRIMARY RESEARCH
CONSUMER RESEARCH
EH BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
15
BIG IDEA
SWOT ANALYSIS
Following on from our consumer research we established a Big Idea statement, to understand how we could improve the Future of Retail for Boots.
Strengths Weaknesses
Direct competitors aren’t already doing something Not being willing to take the time to download similar Drive product sales
IN-STORE COHESIVENESS AND WAY-FINDING CAN BE IMPROVED BY IMPLEMENTING EMERGING TECHNOLOGIES INTO BOOTS’ RETAIL STRATEGY.
Could be seen as a novelty that won’t last
Health and safety in-store if everyone is staring at Improves brand and in-store engagement a phone or screen Updates experience with Boots Advantage Card How do you get all brands to participate
THIS WILL IN TURN, IMPROVE CONSUMER EXPERIENCE AND STRENGTHEN BOOTS’ RELATIONSHIP WITH MILLENNIAL CONSUMERS.
Educating which can lead to loyalty
Opportunity Threats Platform that can translate into future tech Storing and protecting data
These statements have been crafted from a variety of retail and technology research. The main foundation of these ideas do however come from the revelation of the consumer truth.
Engage more millennials within the brand Competitors replicating and implementing similar Future proof brand strategy
CONSUMER TRUTH:
BOOTS NEED TO BE MORE INNOVATIVE IN ENGAGING PRODUCTS WITH THEIR CUSTOMERS.
technology
Difficult to implement in smaller stores
Gain brand cohesiveness between the offline & online Promoting brands unfairly
GW CONTEXTUAL INSIGHTS
16
PRIMARY RESEARCH
CONSUMER RESEARCH
GW BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
17
DIFFUSSION OF INNOVATION INSIGHTS
This big idea statement has been applied to a Diffusion of Innovation Graph to represent how we plan on developing these ideas and applying them to Boot’s brand strategy. This Diffusion of Innovation graph decodes the current beauty market within the UK, based on the variety of products and services available within the brand’s scope. The Innovators in this context are brands like Selfridges and Beauty Mart who experiment with global trends and immersive experiences within the promotion and selection of products. The Laggards in this context are discount brands or supermarket outlets who use discount incentives as their main elevator pitch to sell beauty products to consumers. IH
Boots currently sit in the Early Majority sector as they are trend followers who specialize in accessible and affordable products. This report will outline how Boots can move into the Early Adopters sector by 2022, to increase their engagement with Millennial consumers. The area of focus in this report is to improve Boots’ instore experiences. This shift will be instrumented through the use of mobile technology and innovative trend forecasting; allowing Boots to understand their future consumers’ habits and desires. IH
CONTEXTUAL INSIGHTS
18
Insights
Big idea
PRIMARY RESEARCH
Development
Figure 18. Diffusion of Innovation Graph (2016)
CONSUMER RESEARCH
Strategy
Future
BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
19
FOYLES BOOKSTORE
CREATIVE DEVELOPMENT
SNEAKERBOY
OKU
STARBUCKS
Sneakerboy perfectly embodies the ‘phy-gital’ trend that is reformatting retail environments (WGSN 2015.) This footwear showroom space uses accessible technology platforms like tablet and mobile payment tools, to connect with millennial consumers. They key insights from this case study are the accessible payment options available through the smart phone, the ability to scan products using RFID tags to access more information and the brands ability to connect with Millennial consumers. Boots can apply this approach to their Beautiful You counter. IH
OKU is a skin-scanning device that consumers use at home each day to track their skin, and get recommendations of products to use to treat it. It connects using ios7 to an app on your phone. OKU is the perfect brand to collaborate with the Boots ‘Beautiful You’ app. It will allow customers to continue the Beautiful You experience at home daily and will then give them recommendations of products to treat their skin with which they can then buy at Boots. EW
‘Starbucks’ new premium, artisan concept store’ in Covent Garden, London (Spary and Brazier, 2015.) The store used a host service and digital technology such as wireless chargers and a live menu screen that changed throughout the day. Another key point discovered is that the Starbucks Reserve concept store juxtaposes the usual popular Starbucks chain and therefore shows how Boots could create a similar unique experience in a couple of their stores to allow consumers to have a enhanced experience with the brand. EH
To delve further into our key insights of our big idea, we investigated brands and products that are already in the marketplace and could influence and inspire our development. We also investigated into physical way-finding methods such as Exhibition Maps and the London Tube Map. We discovered that many were hard to understand and therefore didn’t achieve their purpose. We also found that many of the physical maps have a digital counterpart that was more effective in successfully navigating. Therefore, this supported our movement towards improving way-finding in-store through digital way-finding.
google maps
Foyles Book shop
London tube
vogue 100
Cohesive
Emerging
Experience
Physical
Experience Physical digital how international brands have connected with Millennial consumers through accessible technology was a very influential Technology Way-finding Way-finding Way-finding research phase for this project. We have identified four key influencers through the next four case studies.
CONTEXTUAL INSIGHTS
20
The key insight to take away from Foyles’ Bookshop App is their ability to create an interactive wayfinding platform to enhance their shoppers experience. Using a pop-up browser tackles Millennial’s hesitance to download brand apps (Stern 2015) and taps into their desire for immediate gratification when finding/ buying products. This is something Boots can incorporate into their brand strategy to improve instore wayfinding. IH
Figure 20. Physical Wayfinding Moodboard 2016)
Figure 19. Digital Wayfinding Moodboard 2016) Emerging Understanding Technology
van gough museum
PHYSICAL WAYFINDING
DIGITAL WAYFINDING
uBer
PRIMARY RESEARCH
CONSUMER RESEARCH
Digital Way-finding
Figure 21. Case Study Moodboard (2016)
BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
21
BRAND STRATEGY
STEP 1.
Through our research it became apparent that the best way to improve consumer engagement with Boots as a brand was through instore experiences and digital platforms. Since Boots has already created the Beautiful You brand extension we believe extending this service is a more financially viable and time saving idea, in comparison to creating another extension. See Appendix page 72 for more detail.
We have broken this stage into three steps, with all focusing on fixing in-store issues that we discovered through our primary research and short-term insights, meaning this stage will be completed through 2016.
Through a series of steps Boots will improve how Beautiful You works (see Appendix page 67 for current short term problems) by adopting more accessible consumer touch points, creating a service platform with Oku and by introducing innovative technology platforms into Boot’s brand strategy. This have been plotted against a timeline to show the development of each idea. EW
1. Make Beautiful You available to all staff and increase awareness through social media and print promotion. 2. Increase accessibility of the service benefits to the consumer, such as locating products and payment services through tablets or alternative devices.
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
Fixing in-store issues found from short term insights
Bringing Beautiful You to the consumer
Beautiful You App, collaborating with OKU
Augmented Reality App extension
Beautiful You Stand with experiential technology
3. The final stage of Step 1 is to ensure that Beautiful You is rolled out across the UK so all stores can create the consumer experience, but to achieve this there needs to be a focus on ensuring the experience will run smoothly with improved Wi-Fi and appropriate way-finding so that the consumer can locate the experience in the first place. EH
RECAP Short Term Insights
2016
2017
2018
2019
2022
GW
- Current in-store navigation and way-finding methods lack clarity - More informative and personalised consumer experience with retail staff - Social media presence lacks cohesion - Promotional materials lack innovation Figure 22. Step 1 Mock ups 2016)
CONTEXTUAL INSIGHTS
22
PRIMARY RESEARCH
CONSUMER RESEARCH
BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
23
STEP 2. BRAND STRATEGY STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
Fixing in-store issues found from short term insights
Bringing Beautiful You to the consumer
Beautiful You App, collaborating with OKU
Augmented Reality App extension
Beautiful You Stand with experiential technology
2019
2022
2016
2017
2018
GW
Step 2 aims to bring Beautiful You to the consumer through a pop-up browser in 2017. As the consumer walks into the store a pop up browser will appear through the use of beacons. From this the consumer will see specialized content based on their previous purchase history, Beautiful You recommendations and special offers. They will also be able to access their personal Beautiful You Beauty Cabinet. Along with these features, the pop-up will include a way-finding map feature. When the consumer chooses a product, the map will appear with directions of how to navigate to it, similar to the Foyles Bookstore Case Study. See Appendix page 51 for more detail. EH
CONTEXTUAL INSIGHTS
24
PRIMARY RESEARCH
CONSUMER RESEARCH
Figure 23. Step 2 Mock Ups (2016)
BIG IDEA
CREATIVE DEVELOPMENT
EH
BRAND STRATEGY
25
STEP 3.
BRAND STRATEGY STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
Fixing in-store issues found from short term insights
Bringing Beautiful You to the consumer
Beautiful You App, collaborating with OKU
Augmented Reality App extension
Beautiful You Stand with experiential technology
2016
2017
2018
2019
2022
Boots will then develop the Beautiful You app to collaborate with OKU allowing customers to access their Beautiful You, OKU and Advantage Card information all in the same place.
Your Personal Product Suggestions: Offer
Customers will be able to scan their skin at home, view the suggested products for their personal skin type. They will then be given the option to find the product in store or purchase online.
GW
If they do not purchase online, push notification technology will remind them of the suggested product using beacons when they enter a Boots store. This will eliminate the need for competitors like Amazon and strengthen brand loyalty.
Face Scrubs
Toners
They will also be able to view their personal offers available to them from their advantage card and find those offers using the app’s way finding instructions in store.
Step 3 begins to tackle the problems we highlighted in the long term insights section.
Offer
RECAP Long Term Insights - Retail environments feel in-cohesive - Apps and e-commerce don’t allow for discovery and revelation - Boots’ market dominance has become diluted - Consumer engagement with products and services are habitual
Figure 24. Step 3 Mockups (2016)
EW CONTEXTUAL INSIGHTS
26
PRIMARY RESEARCH
CONSUMER RESEARCH
BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
27
This moodboard demonstrates how Beautiful You’s colour scheme will be developed to suit predicted technology trends and consumer attitudes.
‘93% of people who use mobile to research purchases go on to complete a transaction in-store.’ WGSN Marketing Report 2016
Figure 25. Modernising Beautiful You Colour Scheme Moodboard (2016)
IH
CONTEXTUAL INSIGHTS
28
PRIMARY RESEARCH
CONSUMER RESEARCH
BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
29
BRAND STRATEGY
STEP 4. In 2019 the app will be updated using augmented reality to improve the apps way finding technology.
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
Fixing in-store issues found from short term insights
Bringing Beautiful You to the consumer
Beautiful You App, collaborating with OKU
Augmented Reality App extension
Beautiful You Stand with experiential technology
2019
2022
2016
2017
2018
Upon entering stores consumers can hold up their phone and scan the store using the augmented reality feature within the app. The app will display in real time where in the store their individual offers are based on the data from their advantage card. EW
GW
‘Beauty retailers must also look to offering more location-based rewards and services’
EH Figure 26. Step 4 Mockups (2016)
MINTEL Social Media and Retail Technology January 2015 CONTEXTUAL INSIGHTS
30
PRIMARY RESEARCH
CONSUMER RESEARCH
BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
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STEP 5. BRAND STRATEGY STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
Fixing in-store issues found from short term insights
Bringing Beautiful You to the consumer
Beautiful You App, collaborating with OKU
Augmented Reality App extension
Beautiful You Stand with experiential technology
Figure 27. Step 5 Mockup (2016)
2016
2017
2018
2019
2022
This is a long term brand target as it will include technology which is currently under development. This is a futuristic modification of the existing Beautiful You stands. It will have the same principles and functions that are available in 2016, but have been adapted to incorporate new technology that would have been developed after 2022. This is to retain Boots’ brand DNA whilst enhancing their retail experiences for Millennial’s, and in this time frame, Generation Z consumers. IH
CONTEXTUAL INSIGHTS
32
PRIMARY RESEARCH
CONSUMER RESEARCH
Product Connectivity.
Product preview capabilities.
Skin diagnosis Platform.
Bottles & Boxes is an MIT project, designed by Ermal Dreshaj and Dan Novy which uses optical sensors to determine the frequency of when the product is used.
This section will allow you to preview the product on your skin without having to apply it. This can be created through augmented reality devices like Microsoft Hololens. You will also be able to experience the texture and smell of a product without using a tester.
This works by the user scanning their skin using an Oku device. The technology available within this device will then predicts future problems the user may face and suggests preventive solutions i.e. skin damage, early wrinkles, spot proneness.
This technology is currently being developed in the Free-Space Haptic Feedback for 3D Displays project, headed by V. Michael Bove and Ali Shtarbanov.
This will be created using fibre optic technology, like that which has been presented by the Optical Fibre Brush project by the MIT2 Imaginarium of Technology institute. IH
Whilst this would raise certain ethical issues if used by a retailer, the opportunity to link interconnected devices and consumer engagement is an interesting area to consider investing in. Boots could consider using a similar format to Amazon Dash using this technology of product use. BIG IDEA
CREATIVE DEVELOPMENT
BRAND STRATEGY
33
FUTURE TECHNOLOGY TIMELINE GESTURE DRIVEN TECHNOLOGY AUGMENTED GLASSES
EYE TRACKING MOOD IN MOBILE SENSING PHONES MACHINES
RFID IMPLANTS FOR PERSONAL STORAGE
BATTERY-FREE AND WIRELESS COMMUNICATION
SMELL NARRATIVES
SMART DUST TECHNOLOGY
ON-SKIN TECHNOLOGY TATTOOS
2016 NFC FINGERNAILS HOLO VIDEO
HAPTIC CLOTHING
NANO PARTICLES IN COSMETICS
BODY HACKING FOR SENSORY AUGMENTATION
CONCLUSION 2035
ARTIFICIAL INTELLIGENCE IN GP SURGERIES PERSONAL ROBOTS
IH
KEY
This report has therefore identified the short term and long term challenges Boots is facing within their UK market and has presented an innovative brand strategy to solve these problems. Implementing ‘phygital’ technology and an accessible mobile app into Boot’s retail strategy will create a more engaging experience for Millennial consumers. It will also strengthen their position within the Early Adopters sector of the Diffusion of Innovation Graph.IH
WIDER TECH TRENDS BOOTS APPLICABLE TRENDS NOTEWORTHY TRENDS
This timeline is an indication at the type of technology that will be developed in the next 20 years that Boots can consider investing in. These elements will be translated into Step 5 once they become mainstream devices which is why we haven’t included them in our 2022 trajectory. See Appendix page 74 for technology references. IH 34
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CONTENTS REFERENCES...................................................................................38
SUPPORTING EVIDENCE
LIST OF ILLUSTRATION ...........................................................39
App Research.........................................................................................70 Millennial Statistics.................................................................................71 Future Technology Timeline................................................................72
BIBLIOGRAPHY...............................................................................40 RESEARCH METHODOLOGY................................................48 CASE STUDIES
GROUP WORK Team Manifesto.......................................................................................73 Evaluation................................................................................................74 Gantt Chart..............................................................................................75 Tutorial Record Sheets..........................................................................76
Sneakerboy.............................................................................................50 Foyles.......................................................................................................51 Oku...........................................................................................................52 Starbucks Resevere...............................................................................53
PRIMARY RESEARCH Daniel Maree Interview.........................................................................54 Louise Forbes Interview........................................................................56 Ellie Shapcott Interview........................................................................58 Boots Employee and Consumer Relationship Experiment...........60 Beautiful You Research.........................................................................64 Social Media Research..........................................................................68
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REFERENCES (Grimsley, 2003) Grimsley, S. (2003) Psychographic segmentation in marketing: Definition & examples - video & lesson transcript. Available at: http:// study.com/academy/lesson/psychographic-segmentation-in-marketing-definition-examples-quiz.html (Accessed: 15 May 2016). (Kasriel-Alexander, 2016) Kasriel-Alexander, D. (2016) Top 10 Global Consumer Trends for 2016. Available at: http://go.euromonitor.com/rs/805KOK-719/images/WP_Top-10-GCT-2016_1.3-0116.pdf (Accessed: 14 January 2016). (Libby, 2015) Libby, C. (2015) The Savvy Beauty Shopper- UK- November 2015. Available at: http://academic.mintel.com/display/716179/ [Accessed 09.11.2015] (LSN Global, Trend Briefing October 2015) LSN Global Trend Briefing October 2015, Broadway Theatre, Nottingham. (Mintel, 2016) Davies, P. (2015) Five Tech Trends for 2016. Available at: http://academic.mintel.com/display/755422/?highlight (Accessed: 3 January 2016).
LIST OF ILLUSTRATIONS Figure 1. Boots Logo (2016) Boots Logo [Online Image] Available at: https://en.wikipedia.org/wiki/Boots_UK [Accessed on 04.10.2015] Figure 2. EU Flag (2016) European Union Flag (2016) Coalition is divided over flying the European flag [online image] Available at: http://www.telegraph. co.uk/news/worldnews/europe/eu/8500864/Coalition-is-divided-over-flying-the-European-Union-flag.html [Accessed on 02.01.2016] Figure 3. Smart Payment (2016) Apple Pay goes like in the UK [Online Image] Available at: http://www.engadget.com/2015/07/14/apple-pay-launches-uk/ [Accessed on 02.01.2016] Figure 4. White Girl Rose (2015) White Girl Rose Magnums are finally here [Online Image] Available at: http://www.dailybag.com/deals/432322-chelseawine-vault-new-york-white-girl-ros-magnums-are-here-plus-new-whitegirlwednesday-free-tastings [Accessed on 02.01.2016] Figure 5. Virtual Reality (2016) Fove Virtual Reality Headset (2015) [Online Promotional Image] Available at: http://www.telegraph.co.uk/technology/ news/11615993/Fove-the-virtual-reality-headset-you-can-control-with-your-eyes.html [Accessed on 14.01.2016]
MINTEL Social Media and Retail Technology January 2015. Payling, J. Social Media and Retail Technology (2015) Available at: http://academic.mintel.com/ display/728201/?highlight [Accessed on 03.01.2016]
Figure 6. Time is Luxury (2016) B2P [online] Available at: http://b2p.ge/sauketeso-citadebi-drois-shesaxeb/ [Accessed 10th May 2016]
MINTEL Beauty Retailing January 2016. Monk, H. (2016) Beauty Retailing- UK- January 2016. Available at: http://academic.mintel.com/display/747422/ [Accessed on 05.02.2016]
Figure 7. Bricolage Community (2016) Seeing Yourself in a Mirror (2015) Bustle [online] Available at: http://www.bustle.com/articles/72194-does-notlooking-in-mirrors-really-help-your-self-esteem-or-could-it-hurt-it-heres-what [Accessed 10th May 2016]
(Monk, 2016.) Monk, H. (2016) Beauty Retailing- UK- January 2016. Available at: http://academic.mintel.com/display/747422/ [Accessed on 05.02.2016]
Figure 8. Rebecka Minkoff Store (2016) Rebecca Minkoff Store (2015) NYC Flagship Store [Online Image] Available at: http://www.forbes.com/forbes/ welcome/ [Accessed on 18.03.2016]
Stern (2015) Why aren’t retailers app cutting it with Millennials [online[ Available at:http://www.retailwire.com/…/why-arent-retailer-apps-cuttin…/ [Accessed on 02.05.2016] Spary and Brazier, 2015) Spary, S. and Brazier, G. (2015) Take a look inside Starbucks’ new premium, artisan concept store. Available at: http://www. campaignlive.co.uk/article/1372034/look-inside-starbucks-new-premium-artisan-concept-store (Accessed: 15 May 2016). (WGSN, 2015.) WGSN (2015) Virtual Reality- Where it’s headed. Available at: http://www.wgsn.com.ezproxy.ntu.ac.uk/content/board_viewer/#/60109/ page/1 [Accessed on 10.12.2015]
Figure 9. Retail Moodboard (2016) Top left to bottom right. Selfridges Birmingham, 6th January 2016 [own image] Erin Hushon Boots Birmingham Beautiful You, 6th January 2016 [own image] Erin Hushon. Boots Derby, 20th January 2016 [own image] Ellenor Whitfield. Own Image. Hannah,I. Selfridges Beauty Hall 1. [Photograph] 4th January 2016. Own Image. Hannah,I. Selfridges Beauty Hall 2. [Photograph] 4th January 2016. Lush Derby, 20th January 2016 [own image] Ellenor Whitfield Birmingham Superdrug, 6th January 2016 [own image] Erin Hushon Figure 10. Wayfinding Results (2016) Experiment Results, 2016 [own image] Erin Hushon Figure 11. Wayfinding Research (2016) Wayfinding Research. Hannah, I. [Photograhp] 2016
(WGSN 2015.) Housley, S. (2015) Tech Ennui. Available at: http://www.wgsn.com.ezproxy.ntu.ac.uk/content/board_viewer/#/56424/page/1 (Accessed: 3 August 2015).
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Figure 12. Millennial Moodboard (2016) Top left to bottom right. Millennial Travel (2016) Millennial Travel Habits [Online Image] Available at: http://www. stylus.com/mklqfk [Accessed on 20.04.2016] Jaden Smith (2016) Louis Vuitton Advert http://bbook.com/fashion/lets-stop-sensationalizing-jadensmiths-louis-vuitton-campaign/ [Accessed on 20.04.2016] Beauty Vloggers (2016) 50 Best Beauty Vloggers You Should Subscribe To [Online Image] Available at: http://stylecaster.com/beauty/beauty-youtube-vloggers/ [Accessed on 20.04.2016] Millennial Selfie (2014) Evolution of a selfie obsessed 39
generation [Available at: http://www.adweek.com/socialtimes/selfie-obsessed-generation-infographic/141938 [Accessed on 20.04.2016] Millennial Fashion (2014) Generation Nice [Online Image] Available at: http://www.nytimes.com/2014/08/17/fashion/the-millennials-are-generation-nice.html?_ r=0 [Accessed on 20.04.2016]
(2015) Face Up Beauty [Online Image] Available at: http://www.faceupbeauty.com/2015/01/new-cutting-edge-home-beauty-gadget.html [Accessed on 12.02.2016] Starbucks Reserve (2016) London Town [Online Image] Available at: http://www.londontown.com/LondonInformation/Dining/StarbucksReserve/afe13/ [Accessed on 09.04.2016]
Figure 13. Millennials (2016) Goldman Sachs. Millennial Inforgraphic. [Online Image] Available at: http://www.goldmansachs.com/our-thinking/pages/ millennials [Accessed on 10.05.2016]
Figure 22. Step 1 Mock ups (2016) Step 1.1, 2016 [own image] Erin Hushon and Step 1.2, 2016 [own image] Erin Hushon Figure 23. Step 2 Mock ups (2016) Step 2.1, 2016 [own image] Erin Hushon and Step 2.2, 2016 [own image] Erin Hushon
Figure 14. Target Consumer (2016) Boots Broad Characteristics. Own Image. Hannah,I. [Photoshop Image.] 2016. Figure 15. The Systematic (2016) Interesting Facts [Online Image] Available at: https://play.google.com/store/apps/details?id=com.guillaumedesbieys. interestingfacts&hl=en [Accessed on 09.05.2016] Figure 16. The Seeker (2016) Cosmetic Shopping with a Conscious [Online Image] Available at: http://www.nailsmag.com/article/110126/cosmeticsshopping-with-a-conscience [Accessed on 02.05.2016] Figure 17. The Saver (2017) Wallmart Getty Images. [Online Image] Available at: http://www.gettyimages.co.uk/detail/news-photo/red-one-pound-pricelabels-display-the-price-of-shower-gels-news-photo/459681584p [Accessed on 02.05.2016] Figure 18. Diffusion of Innovation Graph (2016) Own Image. Hannah, I. Curve of Innovation [Photoshop Image.] 2016. Figure 19. Digital Wayfinding Moodboard (2016) Top left to bottom right. Uber (2016) Google Store. [Online Image] Available at: https://play.google.com/ store/apps/details?id=com.ubercab [Accessed on 08.04.2016] Uber App (2016) Android Central [Online Image] Available at: http://www.androidcentral. com/uber-now-lets-you-share-your-route-and-eta-contacts [Accessed on 08.04.2016] Google Maps App (2016) In-App Screenshot, Own Image. Whitfield, E. 2016. Google Maps (2016) Homepage Screen Shot of app. Own Image. Whitfield, E. 2016. Foyles App Map (2015) Smartbook [online] Available at: http://www.smartbook-tisp.eu/resources/project-ariadne-building-smart-bridges [Accessed 8th March 2016] Foyles App (2015) Smartbook [online] Available at: http://www.smartbook-tisp.eu/resources/project-ariadne-building-smart-bridges [Accessed 8th March 2016] Figure 20. Physical Wayfinding Moodboard (2016) Van Gough Museum (2016) Interior Image [Online Image] Available at: http://the-history-girls.blogspot. co.uk/2015/05/the-vincent-van-gogh-museum-amsterdam.html [Accessed on 02.03.2016] Van Gough museum Wayfinding (2016) Finding your way [Online Image] Available at: http://www.bourne-design.nl/en/pagina-onderdeel/van-gogh-bewegwijzering-uk?shareId=691 [Accessed on 02.03.2016] London Tube Map (2016) New Map [Online Image] Available at: http://metro.co.uk/2013/01/30/new-version-of-london-underground-map-showscircles-are-the-way-forward-3374600/ [Accessed on 02.03.2016] Alternative Tube Map (2016) London Tube-Map [Online Image] Available at: http:// www.london-tubemap.com/ [Accessed on 02.03.2016] Vogue Exhibition (2016) Exhibition review [Online Image] Available at: https://londonvisitors. wordpress.com/2016/02/10/exhibition-review-vogue-100-a-century-of-style-at-the-national-portrait-gallery-from-11th-february-to-22nd-may-2016/ [Accessed on 20.03.2016] Vogue Exhibition National Portrait Gallery (2016) Vogue 100: A Century of Style [Online Image] Available at: http://www. timeout.com/london/art/vogue-100-a-century-of-style [Accessed on 20.03.2016] Figure 21. Case Study Moodboard (2016) Left to right. Foyles App (2015) Smartbook [online] Available at: http://www.smartbook-tisp.eu/resources/ project-ariadne-building-smart-bridges [Accessed 8th March 2016] Sneaker Boy (2016) Arch Daily [online] Available at: http://www.archdaily. com/515415/sneakerboy-store-march-studio/53991a43c07a803df40006b3-sneakerboy-store-march-studio-photo [Accessed 8th March 2016] Oku 40
Figure 24. Step 3 Mock ups (2016) Own Image. Whitfield, E. OKU Connect Page, 15th of May, 2016 and Own Image. Whitfield, E. OKU Personal Product Suggestions Page, 15th of May, 2016 Figure 25. Modernising Beautiful You Colour Scheme Moodboard (2016) Ex Machina (2015) Ex Machina Social. [Online Image] Available at: https:// watsondg.com/work/ex-machina-social [Accessed on 12.02.2016. Beautiful You (2016) Own Image. Derby Store. [Photograph] 2016. Thermal Skin Technology (2016) Research team develops tattoo-like skin thermometer patch [Online Image] Available at: http://phys.org/news/2013-09-team-tattoo-like-skin-thermometer-patch.html [Accessed on 12.02.2016] Hologram (2016) Smartphone Hologram Concept [Video Still] Available at: https://www.youtube.com/watch?v=s4RO9_D8ZO8 [Accessed on 12.02.2016] Dior Headset (2015) Dior Eyes [Online Image] Available at: http://digitaslabsparis.com/post/119609782829/dior-eyes [Accessed on 12.02.2016] Other Worlds (2015) Other Worlds Exhibition [Online Image] Available at: http://www.nhm.ac.uk/visit/exhibitions/otherworlds-visions-solar-system-exhibition.html [Accessed on 12.02.2016] Oku (2015) Face Up Beauty [Online Image] Available at: http://www.faceupbeauty.com/2015/01/new-cutting-edge-homebeauty-gadget.html [Accessed on 12.02.2016] Traces App (2016) Traces App (2016) Mobile app transforms Oxfam shops in 24 hours [Online Image] Available at: http://fundraising.co.uk/2015/08/05/mobile-app-transforms-oxfam-shops-into-24-hour-information-and-fundraising-spaces/ [Accessed on 18.03.2016] Figure 26. Step 4 Mock ups (2016) Step 4 Categories, 2016 [own image] Erin Hushon. Step 4 Selection, 2016 [own image] Erin Hushon. Step 4, 2016 [own image] Erin Hushon Figure 27. Step 5 Mock ups (2016) Step 5, 2016 [own image] Izabella Hannah. Own Image manipulated from Clinique Counter at Lord Taylor Fifth Avenue [Online Image] Available at: http://www.prettyconnected.com/wp-content/uploads/2010/11/Clinique-Conter-at-Lord-Taylor-Fifth-Avenue-Front-View. jpg [Accessed on 01.05.2016]
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PRIMARY RESEARCH METHODOLOGY
Research Method Experiment
Research Social Media Engagement
Interviews
48
Sample
Purpose
Strengths
Weaknesses
Outcomes
Boots employees and 6 Millennials
Get 6 Millennials to ask a Boots employee individually ‘where the nail files are’ and ask the Millennials to time how long it takes the employee to find the item on an IPhone. Note if they have to ask superiors or struggle to find the item. To prove if retraining and way finding is necessary for the employee’s sake. To gage Boots and its competitor’s online presence and its effectiveness.
Got multiple times at different locations to make sure the results weren’t being skewed by one factor, like the employee being asked, the distance to the product, the store etc.
Only got 6 times and didn’t ask any follow up questions. Only quantitative results to measure no qualitative insights.
An initial insight into the ease of way finding in Boots, and the employee training.
All social media is available for the public and has a full history.
No way of knowing why Boots chooses to use social media the way it does. Insights were mainly opinion based.
Gained strong insights into Boots the lack of cohesion on social media and poor content. Also helped understand how their current and inspirational competitors are using social media. Effective initial insights that led us to do more research.
Boots, Super Drug
Boots Employees
To gain insight into the brands general issues with Beautiful You and within the stores.
We gained a lot of insight about the way the app works and what the employees felt were issues that needed to be addressed. For example, staffing, training and the wifi.
Unfortunately, we were unable to record their responses or gather consent form making the research unreliable.
Research Method
Effectiveness of Research Method Not many insights could be gained from this but it helped prompt our next experiment where we asked 3 Millennials to find a nail file, timed them and had a follow up interview with them to gain qualitative insights. Very effective, led to one of our main insights.
Helped inspire additional primary research but was unreliable and unethical.
Sample
Purpose
Ethnography
Boots general consumer in the following stores – Broadmarsh, Victoria Center, Kenilworth, Birmingham, London, Surrey.
Count the number of people in the store vs. the number of visible phones. Then figure out the average percentage of customers who have their phone out while walking through BOOTS. Do this is several stores to find an average. To prove that technology is a viable platform for a way finding solution.
Creative Street Questionnaire
Nottingham Center Residents (all ages)
Ask them to rate on a scale of 110 (using a sticker, that’s color represents their age) how the way finding in boots was the last time they tried to find a product they don’t usually buy. To visualize which generations think the way finding in Boots is difficult.
Experiment / Interview
3 Millennials (Louise Forbes, Ellie Shapcott, Daniel Marie)
Ask the Millennial to go into Boots in the Victoria Center, Nottingham and find a nail file. Time how long it takes the Millennials to find the nail file on an IPhone stopwatch. Once they are done ask how they found the experience and conduct a small interview. To better understand the way finding problems Boots currently has. To get a more in depth opinion from Millennials about Boots as a brand, way finding and how viable technology as a solution to these problems is.
Strengths
Weaknesses
Outcomes
Effectiveness of Research Method
Proved how large of an opportunity, using phones to target consumers in store actually was. Was tested in many different locations with different sample sizes, ages, nationalities and economic backgrounds. Attracted all types of consumers (ages, genders, nationalities, economic backgrounds). Able to tell the participants age by the color of the sticker and therefore made the opinions on way finding more valuable. Strong insights into 3 different types of Millennial consumers and how they attack way finding at Boots. Helped to better understand the way different Millennials view Boots as a brand and proved the accessibility of Millennials phones.
No way to get an accurate count of people in the store as it was constantly changing. No way to be sure people weren’t counted twice.
Insight into using phones to target consumers.
Relatively effective as it gave us an initial insight that sparked our idea to make the Beautiful You app accessible to customers. But the quantitative research is unreliable.
Was only done in one city so the insights could have been mainly about the Nottingham store.
Insight into the consumers’ thoughts on the current way finding in Boots.
Effective, since the sample size was so large.
Sample size was only 3. There are even more types of millennial consumers that we could have gained insights from. All participants were similar ages and University students.
3 insightful opinions about Boots as a brand and 3 different experiences in the same location trying to locate the same product. Insights into how Millennials approach way finding in Boots currently.
The sample didn’t know what the experiment was so they didn’t try to find the product in an unusual way. They were able to answer questions about way finding effectively because they were reflecting on something that had just happened not a memory. We gained 3 different objective opinions about Boots.
49
CASE STUDIES SNEAKERBOY
FOYLES
Sneakeryboy is a luxury menswear trainer store in Melbourne, Australia. It is known for its exclusive designer names and retail innovation, as well as its use of accessible technology. It blends the immersive nature of luxury retail outlets with the efficiency of the internet.
Founded in 1903, Foyles Bookstore was the world’s largest book shop, with its flagship store on Charing Cross Rd, London. It has since moved its flagship store to Birmingham and has now developed a digital app to improve product location instore.
The store works like a showroom where the consumer can come in and see, try and touch the luxury products and then order them to their home by using ipads and phones to order the products. Sneakerboy doesn’t have any stock within the store, only samples for sizing purposes. This increases the retailers chose of location and visual merchandising as their stores can be far smaller than other footwear brands. For example, their Melbourne shop is only 80 square meters in size (Johnson, 2013.)
In 2012 Foyles Bookstore, in collaboration with White October, launched an app to improve instore wayfinding with a ‘Google Map’ style search engine. The logistics of the app is that the user logs onto the stores wifi and users the browser to search for a specific book. The app then directs the shopper to the location of the book within the store. It goes further by allowing the consumer to order products that are out of stock to other stores, and can also suggest recommendations. It works without the user having to download an app, as a browser window opens up on the phone as the mobile connects to the instore Wifi. The app has mapped out every corner of the retail environment and can direct the shopper to a specific book on any floor.
The shopper can scan their chosen product with the Sneakerboy app and see if their size and style is available and order it then and there. The shoes will then be send to their address within three working days.
diverse range of products and engage with a more interactive retail experience. In a retail market driven by consumer experience and streamlined payment methods, Sneakerboy is a perfect example of how to combine the two through accessible technology.
The app remembers the user’s payment information and sizes, and send them personalised recommendations and updates based on their purchase history.
Boots can learn from this case study by applying more streamlined payment methods and showroom features into their retail brand strategy, to connect better with consumers who are used to the accessibility of shopping online.
This store perfectly embodies the ‘phy-gital’ trend that is becoming mainstream within luxury retailers. The combination of physical products and digital payment methods allows the consumer to choose from a more
REFERENCE
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Johnson, R. (2013) Sneakerboy’s luxury retail revolution. Available at: http://www. businessoffashion.com/articles/fashion-tech/sneakerboy-a-luxury-retail-revolution-sneakerstrainers-balenciaga-nike-rick-owens-pierre-hardy-raf-simons-saint-laurent-givenchy-lanvinkris-van-assche-alexander-wang (Accessed: 21 December 2015).
It has had massive success rates with consumer and has won The Stationers’ Company Innovation Excellence Award for its design (Foyles, 2016.) It is however currently only available in the Charing Cross store in London, but is looking to expand the model into Foyles Birmingham.
and innovative way. It also reflects how bricks and mortar retail environments are still important to consumers today, however engaging their experience with the accessibility of technology will enhance the shoppers’ engagement with a brand. Boots can learn from this case study by applying the wayfinding and product mapping technology to their retail outlets. This will help their shoppers find products more easily as well as creating an engaging experience with the brand. REFERENCE
This app is a perfect example of consumers wanting to be able to discover and search for content, in a simplistic
Foyles (2015.) Foyles, Book Awards. Available at: http://www.foyles.co.uk/Public/Biblio/Prizes.aspx [Accessed on 10.12.2015]
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CASE STUDIES OKU OKU a personal at home skin scanning device is taking the anti ageing and healthy lifestyle trend to a scientific level. The idea is simple, scan your skin every morning and night using visible light technology. Using Apples iOS, OKU then connects to an app on your I-phone and suggests lifestyle and diet changes along with products to improve your skin. The OKU device is placed directly on your skin and tracks your skins moisture, oiliness, texture, wrinkles, elasticity and pigmentation. Each day it gives you a numerical SkinScore to help track improvement and effectiveness of products that were suggested for you. OKU represents a new trend in Personal Tracking devices and is classified as wearable technology. ‘Wearable’s are technology devices oriented on the body, near the body or within the body’ (Mehendale, 2015) For just $300 you can have your own ‘Personal Skin Coach’. REFERENCE Mehendale, R. (2015) Wearables: A beautiful future. Available at: http://www.gcimagazine.com/business/rd/ technology/Wearables-A-Beautiful-Future-305829431. html (Accessed: 19 May 2016).
STARBUCKS RESERVCE The Starbucks Reserve Concept Store Upper St Martin’s Lane is one of two, with the other in the company’s origin, Seattle. The store ‘looks more akin to a restaurant than its chain of ubiquitous high street coffee shops,’ and the differences between the two don’t stop there as the new concept store has many other new items. The store is ‘offering five different exclusive beans from around the world such as Peru, Vietnam, Tanzania, Ethiopia and a blend exclusive to the Star Reserve London store’, along with trendy brewing techniques. They have also added drinks to their menus and created “hosts” ‘who can take orders and payment, meaning that customers don’t have to leave their seats to order.’ The final difference comes with the opening times. The concept store stays open until 9pm, and due to this they are ‘attempting to cash in on the craft beer trend’ and selling beers, wine and sharing platters to cater for this. The store is able to showcase a twist on such an iconic brand with underlying themes: of promoting interaction between Starbucks Partners (“hosts”) and the customers; incorporating new and interesting factors through their menu; and digital additions in wireless charging and live updating menu boards. All of these themes combine to create a new experience for Starbucks consumers who are used to the habitual
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behaviours they usually relate to the brand. (Armstrong, 2015) REFERENCE Armstrong, A. (2015) Starbucks to sell wine and beer as it launches store of the future. Available at: http://www.telegraph.co.uk/finance/newsbysector/ retailandconsumer/11942540/Is-this-the-Starbucks-store-of-the-future.html (Accessed: 15 May 2016). 53
CONSUMER PROFILE INTERVIEWS
Daniel Maree has been identified as The Saver consumer.
Daniel Maree, 21, Nottingham/ Essex Outside Boots, Victoria Centre, Nottingham 23.04.2016 13:30pm We are researching into the products within Boots and we have a small task and some follow up questions for you. If you could go into this store and locate a nail file, it can be any size or price, we would just like you to locate it within the shop. Thank you for taking part in that little experiment. We we’re timing to see how long it took you to find the nail file and were observing to see how easily you could navigate the shop. But I was wondering how you find found that little task? Yeah, I wasn’t really sure where it was, I don’t really buy those sort of things very often. I just sort of wandered about a little bit until I found it. Would you say you experience that a lot in Boots stores, having to wander around to find things? Erm, yeah I guess so. I don’t really go in to buy look around or buy new things so if I do buy something in Boots It’s something I’ve already bought before so its usually in the same place. Okay great. The next question I have for you is where would you say are your top favourite three shops for purchasing your toiletries? To be honest I don’t really use Boots that often unless things are on offer because I can get them cheaper at Tesco. Also I know what I like so I usually buy the same stuff in Tesco. Although if I’m on my way somewhere then I’ll pop into Boots or if I want something that’s a bit better quality I’ll for it in there. I don’t really know where else I’d go, probably 54
somewhere like Wilkinson’s when I’m at uni, or like Costco when I’m home and then it saves having to buy things like toothpaste all the time. Lovely. The next one is do you carry your phone with you when you’re shopping? I always have it near, it’s usually in my pocket though but I don’t use it unless I’m asking someone about what they want me to get them, that sort of thing. What three words would you use to describe Boots? I’d probably say Boots is quite useful, there’s always one near and even the small ones have everything in them. They are a bit boring; I don’t think they’re a particularly exciting but it’s got everything you need so you wouldn’t want it to shut down or anything. I’d say cheap, mainly when they have things on offer because its good value for money but it’s not extortionate like if you bought toiletries in John Lewis. We are considering developing mobile technology to improve the way people locate products within store. Is this something you think would be helpful? Yeah I think it would be useful in the big shops because it is annoying if you’re in a rush and you can’t find what you’re looking for. The only thing is I probably wouldn’t want to download an app and just use it for Boots because by the time you load onto you you’d probably have found it. I do think it’s a good idea to make products easier to find though, especially if you’re in one you’ve not been in before. 55
Louise Forbes has been identified as The Seeker consumer. Louise Forbes 21, Nottingham Outside Boots, Inside the Victoria Centre, Nottingham 13.03.2016 10:16am We are doing some research for Boots and we have a small task and some follow up questions for you. Could you please go into this store and locate a nail file, it doesn’t matter what size it is or the price, you just have to find it within the shop. -ExperimentThank you for taking part in our experiment. We we’re timing to see how long it took you to find the nail file and we observed how easily you found your way around the shop. So how did you find the task? I wasn’t sure where to find it so I asked one of the women working on the No7 counter just as you walk inside. She had to ask another assistant to help me since she wasn’t quite sure where it was. Once the other assistant showed me though it was easy. Would you say you experience that a lot in Boots stores, having to ask assistants to help you find products? Not really because usually I am buying the same products each time I go there and its usually in vaguely the same location. But I always ask if I don’t know and can find an assistant. Alright, the next question is where would you say are your top favourite three shops for purchasing your toiletries? Probably number one is Boots since they are everywhere and carry a great selection, so I’d say I buy pretty much everything in Boots. But if I want to buy skincare products I go to L’Occitante because of the quality. Uhmm…..I guess I go to Lush to buy all bath salts and shower gels.
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Why Lush? I like getting to find new products I haven’t tried before when I’m there, the assistants can always show you how to use the products, tell you which other products to combine it with, tell you what’s in it and let you try it. I guess I like being able to buy products that will definitely work for my skin type. That makes sense. Okay so the next one is do you carry your phone with you when you’re shopping? I always have it with me! It’s either in my hand or pocket so I can feel it vibrate if someone is trying to get a hold of me. What three words would you use to describe Boots? Uhmm, wow that’s hard on the spot. I guess I would say convenient because like I already said they are everywhere. Secondly I guess practical, because there is so much choice that you can either buy something on offer if you’re a bit skint or you can buy some really nice quality brands. And lastly I guess I’ll say reliable because you just trust Boots, they have been around forever and there’s never really a scandal around them. You can just rely on them. We are considering developing mobile technology to improve the way people locate products within store. Is this something you think would be helpful? Yea I think that would be really useful actually, you wouldn’t need to use it all the time. But when your trying to find one thing you don’t usually look for, like today, it might be easier then having to ask an assistant who has to ask another assistant. Plus even if you’re a Boots customer, when you go into one you aren’t familiar with, it’s sometimes hard to find even the products you usually buy. Plus when it’s really busy sometimes it’s hard to get helped, like at the holidays. 57
CONSUMER PROFILE INTERVIEWS Ellie Shapcott 21, Nottingham Outside Boots, Victoria Centre, Nottingham 13.03.2016 10:48am
We are researching into the products within Boots and we have a small task and some follow up questions for you. If you could go into this store and locate a nail file. Thank you for taking part in that short task. We observed from a distance and timed your experience. But how did you find the task? I found the task quite easy as I shop in Boots all the time so I knew where the nail file was located already. What would you say are your top three stores for purchasing your toiletries? I always go to Boots, I rarely go anywhere else as it’s not only all there but I get to use my advantage card and get special offers personal to me and my previous purchases. I feel like I can trust the brand as well, like they will always have what I need when I need it.
Like I said earlier, definitely trustworthy, and then probably loyal and maybe a bit dull, they don’t really change it up or make it too appealing. I guess they try to let the products they have be the main focus, making it a quick purchase journey. We are considering developing mobile technology to improve way finding (finding products) within store. Is this something you think would be helpful? Would you use it? Personally I know where most things are because I always visit the same store, however if I was going to a new store and the layout was different this would definitely be something I would use as it’s easier to use my phone sometimes than find someone to ask. It also sounds really interesting to use, as it’s something new and exciting, which might revive Boots and make people want to come in more.
Ellie Shapcott has been identified as The Syncronized consumer.
Do you carry your phone with you when you’re shopping? I have my phone in my hand when I’m shopping, but if I have too much stuff then it normally ends up in my back pocket so I can still feel it or hear it when I need to. What three words would you use to describe Boots?
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BOOTS EMPLOYEE AND CONSUMER EXPERIMENT
BOOTS EMPLOYEE AND CONSUMER EXPERIMENT Below is the feedback we recieved from each particpant after the experiment.
Nottingham Victoria Centre Boots 25/02/16 - 24.19 seconds: Staff member knew exactly where they were and took them there but didn’t seem too happy to stop doing her task and help. - 15.81 seconds: The staff were very helpful and guided them to the section and suggested different product options. - 17.16 seconds: Staff helped find them a nail file, she first pointed to the nail care section and then when they didn’t move she said she would show them.
Nottingham Broadmarsh Centre Boots 25/02/16 - 17.26 seconds: Less staff members so harder to find someone to ask for help. When they did find someone they were really helpful and happy to help and had a conversation about where about they are – near beauty, near the cotton pads - 4.8 seconds: The shop assistant pointed the participant in the direction but didn’t get up to show them as she was refilling a beauty draw. - 28.00 seconds: The shop assistant asked if the nail file was“for fingernails? And when they said yes she said let me show you.....hesitated a moment to find the specific item on the aisle but was very helpful.
Overall Insight This experiment was really useful in understand how Boots consumers and retail staff engage with each other in a less restrictive environment like a focus group or in an interview setting. We were able to see first hand the difficulties staff and consumers have in locating products and engaging consumers with new products. This experiment fed well into supporting our inital big idea, as well as developing our strategy on how to imporive instore engagement within Boots retailers.
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BOOTS RETAIL EXPERIMENT: PHONE USE
PRIMARY BEAUTIFUL YOU RESEARCH: BIRMINGHAM
The reason for this taks was to ethnographically observe which, if any, consumer use their phone within the retail environment. We carried this investigation out by observing on a loop around the store how many people were on their phone or carrying it, whilst another team member counted how many were not. We repeated this throughout different locations to ensure our research would create a correlative outcome. After collecting all the data we could then work out an average and apply the findings to our previous experiments.
Boots Birmingham layout Upstairs: beauty, electrical, food, prescription (retail) Downstairs: baby and child, clearance, opticians and hearing care
Location Kenilworth Kenilworth Birmingham Birmingham Surrey Surrey London (St Pancras) London (St Pancras) Derby Derby Nottingham Nottingham
Date 02/01/2016 Morning 02/01/2016 Afternoon 02/01/2016 Morning 02/01/2016 Afternoon 03/01/2016 Morning 03/01/2016 Afternoon 04/01/2016 Morning 04/01/2016 Afternoon 20/01/2016 Morning 20/01/2016 Afternoon 21/01/2016 Morning 21/01/2016 Afternoon
Number of People 30 12 110 87 26 41 39 78 96 107 111 95
No cohesive size of each brands section Uniforms all black (benefit has orange apron, Dior has black blazer with brand name) Benefit has its own speaker and playing its own music
Number of People with Phones in Hand 5 4 30 12 3 6 15 20 7 18 27 13
Percentage 16.70% 33.34% 27.28% 13.80% 11.54% 14.63% 38.34% 25.64% 7.29% 16.82% 24.32% 13.68%
On photo a few years ago there were 11 of them not including the lab girls and now including the lab girls there is only 3 of them working there
Beautiful You Hard to find beautiful you appointment No adds in store for beautiful you experience At first very busy and approach people to make them aware, had a drop of with Christmas as they were busy and weren’t making people aware Wifi doesn’t work so getting the app to work doesn’t always happen Only 3 employees trained to use the technology in the Birmingham shop The women helping us has worked in photography for 15 years and this Christmas it was so busy it was the first year she was moved to fragrance Married Older Didn’t know how to turn the I-pad on Friendly chatty Mainly older women who are concerned about wrinkles not so much youngsters but if youngsters they are trying to come up with a skin care regiment It’s not biased not just no7 products and not just the most expensive brands, a nice mix Phones don’t seem to work as well as the I pad or laptop screen They have an I pad, log in, beautiful screen saver background, beautiful you app, links you to safari with their website.....what’s the point of the app? Any Exima or anything serious you don’t use the app on they get sent to pharmacy so they don’t aggravate anything
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PRIMARY BEAUTIFUL YOU RESEARCH: DERBY
To back up our secondary research findings we first traveled to Birmingham to test the Beautiful You App (Boots current step towards future proofing themselves). The experience had the potential to be a lot better than it was. Upon entering the store there was no signage leading us to the experience so we had to ask an employee where to go, who wasn’t sure herself. Once we were directed to the service, which ended up being a table, attached to the end of a counter, the WIFI wasn’t working. Therefore meaning we (the customer) had to log onto the ‘Beautiful You’ webpage on our phones and use our 3G. The assistant although trying her best clearly wasn’t sure how to fix the problem, even though she had stated this problem was happening all the time. She also mentioned that only 2 employees were trained to use Beautiful You scanning device and they were both also trying to balance working in other parts of the store. Not all the products suggested were in store so we couldn’t complete the experience and purchase the products suggested and finally Boots was unable to hold onto the history of this experience. Meaning if we came back to be rescanned Boots wouldn’t be able to compare our suggested products. Even after our initial experience in Birmingham we decided to go to Derby to try the ‘Beautiful You’ service for a second time. To say it was the same service is unbelievable, there was clear signs directing us to Beautiful you and inviting us to try the service. The experience had its own table and was placed between all the skincare products. There were designated employees to work on and trained for Beautiful You and the WIFI was working so the experience ran seamlessly. Once they had scanned our skin they showed us some of the products suggested since they were so near to the table and asked if we needed any more help finding products. EW Derby Findings (based on informal interviews with staff)
Above: Derby Store. Below: Birmingham Store
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• Better Beautiful you signage, at the entrance and once in store. • They have an actual table/station • Two girls working at once • Well signed store • Nobody knows about it • They don’t have it in the beauty magazine • Word of mouth mostly through employees • Test and play area • Just had a refit a month ago • 7 of them able to use Beautiful You, 1 electrical beauty, 3 fragrance, 1skin care consultant, 2 girls of the till • Men’s products aren’t on the app and the questions done coincide with men’s • All ages and people are sent through recommendations • Shouldn’t have the organic ingredients option they don’t have very many • It doesn’t link up with in store inventory • 1 in 3 buy something • Store can’t reach their results again when they want to look in the beauty cabinet • People don’t care about the boots card • New uniforms in purple and grey possibly • Sales figures for skincare are down • Revamp in March for the derby store 65
PRIMARY BEAUTIFUL YOU RESEARCH: BOOTS STAFF CONSENT These forms come from informal discussions we had with Beautiful You retail staffs that helped shape our short term insights.
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SOCIAL MEDIA RESEARCH The aim of this task was to understand how Boots and their competitors are engaging with their consumer through their digital platforms. We looked at Instagram as it is the most popular platform with Millennials.
Boots Average 3,000 likes which is large but not representative of following. Very product based however new introduction of video is improving content.
Superdrug Largest Likes possibly due to connection with Zoella who has a mass following already with her blog.
Selfridges Huge following which isn’t replicated in likes or comments.
John Lewis Smallest Likes with an average of 600 for each post but with a heavy product focus.
The key insight we took from this task was that Boots is not cohesive between their retial identity and their digital identity. They lack innovation in their content and promotional methods on digital platforms which is hugely important to the future of their brand.
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APP DEVELOPMENT STATISTICS
MILLENNIAL STATISTICS
The following information supports our decision to adapt the existing Beautiful You app rather than creating a new one to save on excessive costs and time. Below is an extract for The Apprentice TV programme which decodes why app building is an extremely risky brand strategy.
The Apprentice, Sunday 20 Dec 2015 at 21:05 0:28:26 - 0:28:29 How much would it generally cost for that app to be developed? 0:28:29 - 0:28:31 The starting price would be, say, £30,000 to £40,000. 0:28:31 - 0:28:34 The important thing to think about an app is it’s never finished 0:28:34 - 0:28:35 some of the leading apps, your talking hundreds and hundreds of thousands of pounds pounds. 0:28:39 - 0:28:42 That’ll probably soak up your initial investment. The sky is the limit. 0:28:42 - 0:28:44 In terms of return on investment for your client, 0:28:44 - 0:28:49 what sort of figures are being bandied about in THEIR minds? 0:28:49 - 0:28:52 It will be a long time before you get to a sort of a critical mass 0:28:52 - 0:28:54 where you can actually start to monetise it. 0:28:54 - 0:28:56 You’re walking in to such a crowded marketplace, 0:28:56 - 0:28:58 and none of this happens overnight 0:28:58 - 0:29:00 and I think your investor needs to understand that 0:29:00 - 0:29:02 it’s about playing the long game, 0:29:02 - 0:29:04 and creating a brand more than anything else. (The Apprentice, 2015)
SavvyApps.com Apps built by the largest app companies, the “big boys”, likely cost anywhere between $500,000 to $1,000,000. Apps built by agencies like savvy apps cost anywhere between $150,000 to $450,000. Apps built by smaller shops, possibly with only 2-3 people, likely cost anywhere between $50,000 to $100,000. (Savvy Apps, 2015)
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These infographics have been compiled from Goldman Sachs and are available at http://www.goldmansachs.com/ourthinking/pages/millennials/. These statistics have been integral to helping our group understand the mindset of Millennial consumers and their wider consumer behaviour. 71
E1 - TEam manifEsTo FUTURE TECHNOLOGY SUPPORT INFORMATION
TEAM MANIFESTO Support Each Other Positivity
Split tasks evenly
No Stress
Stay Happy!
Fun Breaks
Be Understanding
Stay Open Minded
Plan Wisely due to time constraints
Stay on the Pulse
Work Individually & Together Think Global
manifesto
No Shouting Don’t rely on other people Be Helpful for each other Use Peoples Strengths Coffee Breaks
The information on this timeline helped me shape the future tech trends timeline. It is available at: http://nowandnext.com/PDF/Timeline%20of%20Emerging%20
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Weekly Meetings (Thursday & Wednesday) Set Deadlines Be Near Food & Caffeine Always relate to Boots
Have a word to go back on topic Keep up-to-date on events
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TEAM WORK EVALUATION
TIME MANAGEMENT
Overall, i felt that our group worked well as a team because of our understanding of how each other work. We made it clear in the team manifesto at the beginning of the year to respect that we all work in different ways and to trust that we always meet deadlines.
Group Gantt Chart
We specifically allocated different roles to each team member to play on their strengths, which created a good working environment. For example, my focus within this project was copywriting and editing, analysing and researching technology trends and idea development.
Begin Wider Contextual Research
Above is an example of how we collect, categorise and analyise research topics during the context phase. To the left is an example of how we collected tech trends and analysed them by plotting them against correlative themes and then onto a timeline.
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Erin’s skill set included graphic design, collecting consumer trends and putting the presentation together. As a team we undertook every development phase together so it is fair to say that our final presentation is a culmination of everyone’s work.
Consumer Research Develops with Interviews and Experiments
Oct 28, 2015
Primary Research Begins
Oct
Nov
Dec
May 23, 2016
Feb 1, 2016
Big Idea Presentation
Nov 11, 2015
Report Deadline
Creative Concept Phase Begins
Nov 4, 2015
2015
May 19, 2016
Jan 25, 2016
Focus on Technology and Beauty Research
Ellenor’s strengths were presenting, group leadership, collecting wider contextual research and execution mock ups.
Execution Deadline for Printers
Jan 13, 2016
2016
Feb
Creative Concept Presenation Feb 25, 2016
Mar
Apr
Execution Phase Apr 11, 2016
May
TIME MANAGEMENT
PRIMARY RESEARCH
Our group met twice a week to designate tasks and organise our time around each of our self devised project commitments. We met on Wednesdays and Thursdays mainly for around 1 to 2 hours, recapping the other team members on the work we had done the previous week.
We have undertaken primary research throughout the project with a heavy emphasis on retail investigations. As these happened frequently and often individually, it is difficult to pin point exact dates and times for specific insights. This is why these dates have not been added to the Gantt Chart.
Final Presentation May 27, 2016
2016
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TUTORIAL RECORD SHEETS
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