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Figure 1. JW Anderson instore display
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Executive Summary The aim of this report is to create an international strategic marketing plan for JW Anderson in a new region. The country chosen was Portugal which is well known for its food, good weather and high tourism rates and despite the economic recessions and the world pandemic situation, Portuguese people are still joyful that rely a lot on over-consumption. Based on research and analysis of the market and customer target, the strategies must determine concise marketing objectives to achieve the business goals such as, the growth of digital traffic rates and increase brand awareness in the new market. The main goal is to launch a pop-up store so JW Anderson can enter into the new market through a concession store, positioning SS21 collection products. It will be taking actions to guarantee the promotion of the brand mostly through social media content and influencer marketing collaborating with a PR agency to help consequently increase the company revenue.
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Table of contents Executive Summary………………………………………………..…...3 Table of contents………………………………………………………..4 Introduction………………………………………………………………5 Brand overview………………………………………………………….5 Situation analysis…………………………………………………….….6 Current state of the market Current state of the brand Pestel Swot New country market analysis – Portugal………………………………10 Opportunity Penetration Positioning………………………………………………………………...13 Competitors USP Customer profile……………………………………………………….…14 Mood board Target Objectives and Strategies………………………………………….……15 Marketing objectives Marketing strategies and tactics Sales forecasts, predicted costs and budgets…………………………16 Conclusion and recommendations………………………………….…..17 Table of illustrations……………………………………………………….20 References…………………………………………………………………21 Appendix……………………………………………………………………24
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Introduction This report aims to analyse and determine the existing circumstances of the market and JW Anderson and readjust objectives and a marketing plan to its expansion in a different country. The country chosen is Portugal due to the correlation between work-life balance, environmental quality and personal security that puts the country as the favourite to expat, placed above of more industrialized developed countries. By applying effective strategies, JW Anderson, which has become a leader on innovation and vanguard regarding the genderless style concept, will improve traffic sales and brand awareness within the new market.
Brand overview Created by Jonathan Anderson in 2008, a Northern Irish designer based in London, JW Anderson brand approaches now revenues of 20£m a year, according with financial times (Ellison, 2018). Initially focused on menswear which collection earned critical recognition and commercial success due to its distinctive design aesthetics of ‘’a modern interpretation of masculinity and femininity’’ (Business of Fashion, 2013), JW Anderson followed this quirky perspective to present the women’s collection, in 2010. His crafting genderless have won him a good product demand and international reputation among key stockists, young trendsetters, and reputable collaborations deals (JW Anderson, 2020). Beyond the public acceptance, JW Anderson styles was entirely recognized by the fashion industry, where he has won various awards through the years in cl ud e d Bri tish Fa shi o n Awa rd s fo r ‘Eme r g i ng Tal en t an d Re a dy t o -W ear ’ in 20 1 2, ‘T he Ne w Esta bli sh me n t Awa r d ’ in 2 0 13 , ' Me n swe ar De sig ne r of t he Ye ar ' in 2 01 4 , an d at t he 2 01 5 Briti sh F a shi on Awa r d s t h e hi st ori c do ubl e a wa r d fo r ‘Men swe ar ’ an d ‘W o me n swe ar Desi gn er of th e Ye ar ’ (JW Anderson, 2020) I n 20 13 , LVMH bought a minority stake in JW Anderson and hired the designer as the creative director of the LVMH-owned brand based in Madrid, Loewe (Business of Fashion, 2013), that was si gni fi ca n t f or it s g ro wt h a n d r ece nt colla bo ra tio n s su ch as Uni qlo an d Mon cle ar , co n tri bu tin g f or th e b ra nd a wa re ne ss d e mo g r ap hi call y a nd g e og ra p hically. W ith i t s fir st fl ag ship sto re o pe n ed i n 20 1 6, i n So Ho , th e br an d ali g ns it s e sse nce wi th t he lo calisati on b e ne fiti n g al o ng wi th hi s so ci al me d i a str a te gy t o t ar ge t yo ung o pe n mi nd ed con su me r s, a s h e st at e d in a Vogue interview "Soho is the most diverse, multicultural part of London, a melting pot of history, diversity, gender’’ (Pithers, 2020).
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Situation analysis Current state of the market The world pandemic situation has affected businesses globally. Economic-political uncertainties have caused behavioural changes and market shifts due to Covid19, that have led industries to find new strategies and digital solutions in order to thrive (Mckinsey, 2020). Brexit trade deals influence Europe businesses uncertainty and Asia Pacific market growth was exposed to a slowdown affected by travel bans and lockdown restrictions (Mckinsey, 2020). Although employment and living wages were affected, social media usage conducted to an eCommerce growth amid pandemic (Mckinsey, 2020). And consumers are engaging more in sustainable attitude (Elven, 2020).
Current state of the brand Although having only 2 stand-alone stores, JW Anderson has business globally since that have more than 50 in-concessions stores and a strong worldwide digital presence. In this pandemic situation brands are embracing online and trying to extend to a younger target, but the high-end prices doesn’t reach out the income of these groups. According to Fashionbi, the brand Limited Financial Report 2019 shows that had a total revenue of 110.00B, profit ratio of 11.97% (Fashionbi.com, 2021). In a positive note, despite everything the company is thriving, and the collaborations culture has a strong impact on the brand awareness globally.
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Pestel
Political - The external factors that influence JW Anderson business are characterised by Brexit continuous trade deals and laws (Marris, 2020). The travel bans due to the pandemic can affect the overseas trade and the business flow in another country. Although agreements have been made considerating that European countries have more support, the goods storage systems have been compromised due to Covid19 restrictions could have a negative impact on the perfomance (FashionatingWorld, 2020).
Social - Covid
Economic - As a consequence of the politic incertitude and covid19, the economic condition is also unstable. The GBP currency value is in constant fluctuation (Ashworth, 2020), a lot of businesses closed and the unemployment spread is high due to global lockdown (Statista,2020).
outbreak and all the changes related to it generated a slowdown in clothing purchase (McKinsey, 2020), but because people are more at home the growth of online sales is an economic opportunity (WRAP, 2019). Lifestyle has been adapted to the pandemic and consumers are more aware in engaging positively with brands (Zwettler, 2020).
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Technologic - To follow the development technologic has been important to the business to thrive, and many like JW had decided to incorporate digital experiences into their marketing strategies to reach more consumers and keep the creativity (Pasquarelli, 2020). Obviously social media usage increased in the lockdown (Mckinsey, 2020) and online sales reached a share of 27.5% of retail sales in the UK (Statista,2020).
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Environmental Nowadays consumers are interested in environmental and social issues. Forbes states that the fashion industry has to invest in creating a digital space to their community (Socha, 2020) as ‘’an opportunity to redefine business models and build a more sustainable, progressive future” (Roberts-Islam, 2020). Also due to confinement, the air quality got better and pollution rate dropped.
Law - As a consequence of these unprecedented times different countries have added new regulations to deal with the pandemic situation, these changes impact the displacement of goods, as well the wage rate. However, European countries like Portugal are open to equal opportunities for all genders supporting the genderless vision of JW Anderson.
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SWOT Analysis WEAKNESSES • Lack of brick and mortar internationally
STRENGTHS • Strong brand DNA • Women and menswear collections
• Over-reliance in stockists and wholesale
• Worldwide presence in online shopping and in-store concessions
• The price of the products doesn’t fit the customer target • Lack of advertisements , only strong if collaborate with other brands
• Good digital adoption and usage
OPPORTUNITIE S • Influential collaboration culture
SWOT
THREATS • Strong global competition from new designers •
Covid19 world uncertainty and Brexit trades law changes
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Brand presence mostly in UK
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Current world situation generates social and economic scepticism.
• Opportunity of expansion due to LMVH acquisition • Social media presence growth and digital awareness • Increase of audience due to diversity and genderless styles
(JW Anderson, 2020; Vogue, 2020; Business Of Fashion, 2020; Heffer,2020). 8
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The SWOT analysis above show the internal and external factors that can be harmful or helpful to JW Anderson business. The brand can back up by the financial help from LMVH to expand further within the market and focus more in the emerging markets as Western Europe. Although they have a strong online presence, they should establish more stand-alone physical stories in other big cities, which justifies the opening of a pop-up store in Lisbon. Their strong collaborations culture will help to build the brand reputation into new market and will increase brand awareness while helping to reach a young diverse consumer profile with purchase power. The strong brand identity and a good marketing strategy can help rise customer audience and face the competition in Portugal.
New country analysis Portugal is considerate one of the most peaceful and safe countries to live, according to the Institute for economics and Peace (IEP), ranking in 3rd worldwide (Ventura, 2020). The level of individual perceived happiness is based in the overall good quality and affordable lifestyle (Ventura, 2020), also on the country political landscape which, although high abstention rates of citizens when vote, is satisfactory and stable, with Portuguese people enjoying considerable political rights in a parliamentary democracy constitution ("PORTUGAL: ECONOMIC AND POLITICAL OUTLINE", 2020). Consequently, the county economy relies in tourism, in which the services sector comprises 65.3% of GDP and employs nearly 69% of the active population ("PORTUGAL: ECONOMIC AND POLITICAL OUTLINE", 2020). Despite the economic recessions through years due to global economic uncertainty, the country economy is expected to grow 4,4% the world gross domestic product rate, in 2021, backed by 3.8% in private consumption (solutions, 2020) A disorderly Brexit and the pandemic world situation with travel bans and new regulations can moderate the tourism boom, but as a good geographical to primary sectoral diversification of exports and imports the country attracts foreign talent and business ("Portugal/Economic Studie-Coface", 2020). Being a member of EU and WTO have been an advantage for the support of Covid19 economic and social recovery, as like the trade agreements with China, Africa, Brazil. Unemployment has been falling and the good preparation of the companies’ network of communication infrastructures allows foreseeing more innovation and well-prepared human resources ("PORTUGAL: ECONOMIC AND POLITICAL OUTLINE", 2020). With 10,3 million population, they are known for over consumption and huge mobile and internet usage even if the country purchase power is directly link 9
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with the low average monthly wages. But the tendency towards over-optimism at the expense of realism regarding investment and spending make them good consumers ("Portugal/Economic Studie-Coface", 2020).
Figure 2- Portugal economic forecast summary 2020
The brand steady growth offered the opportunity to open 2 stores in key locations such as London, Soho and Republic of Korea, Seoul. Also has gained a prominent reputation in the Asian, USA and Europe markets with over 50 total global stores concessions and stockists such as Harrods, Selfridges, Barneys, Printemps and Net-a-Porter, Moda Operandi, MatchesFashion as the main ecommerce purchase destinations (JW Anderson, 2021; Roberts, 2021). According to the information gathered before, is represented an opportunity to grow its presence more in the Western Europe penetrating in the market through Portugal aiming to stock on apparel and accessories from Spring/Summer 2021 collection in a multi brand store Loja das Meias, where the retail market is growing due to optimist over-spending and tourism (in appendix 5).
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The potential stockist is located in Avenida da Liberdade, an important boulevard in central Lisbon famous for its luxury brand shopping stores, benefiting by its crowded, multicultural and historic streets.
Figure 3- Avenida da Liberdade, Lisbon
Even though luxury brands are increasingly opting for a ‘direct presence’ instead of selling their luxury products in multi-brand stores, I think that entering through Loja das Meias store can be advantageous at the beginning, to study the target and develop the market share by filling a likely gap of JW Anderson products.
Figure 4- multi-brand interior store Loja das Meias
The store sells brand such Dior, Chanel, Alice and Olivia, Salvatore Ferragamo, Etro, etc, regularly hosts events to engage with customers, is involved in different social media channels and collaborate with Portuguese celebrities which fits perfectly with JW objectives and target market.
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Positioning Map
Based on research I’ve identified competitors on factors as product style and high-end price, which targeting sociable adults, with a development strategy to become youthful, designing abstract women and menswear collections like Etro, Alexander Wang, Marni, that distributing in the same thriving area of Lisbon. JW Anderson positioning will be defined in conformity with brand personality, vision and values, focused in its USP: genderless concept handcrafts styles, and sophisticated British culture. Point of parity from competitors: diversity collection that covers highend/luxury market levels with a multi-channel distribution and similar customer profile. Point of difference from competitors: high quality diversified products, creative and unique designs, and tailoring, support from LMVH resources and focus on a clear brand identity. The brand will enter in the target market through a customer interacting strategy, collaborating with young artists, and keeping the brand’s artistic and inclusivity signature.
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Customer analysis Customer mood board
Figure 5 – Customer mood board
As a result of store observations and interviews (in appendix 2) I could state that the main customer result to be a wider range of ages, nationalities and communities from Spain, Italia, UK to Japan and Africa, mostly students and professionals, both male and female with no gender restriction as the brand value the genderless concept. However, young Asian and mature middle eastern women wealthy enough to buy its products had been the most mentioned by the interviewers. By performing analysis of the target market through partnerships’ advertising campaigns and social media activities, the brand is currently targeting young, diverse and inclusive demographics as gen-Z and Millennials groups. Giving them space in its platforms to express creativity (TikTok and Instagram knitted cardigan), also the company is popular among LGBT community due to gender fluid styles and support social causes like HIV awareness (JW Anderson, 2020). Most buyers of luxury goods in Portugal are tourists, Brazilians, Chinese, Russians and Angolans, young and mature professionals who are earlyadaptors and spend on average 871 euros in shopping (Idealista news, 2021).
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Customer profile
Figure 6 – Customer profile
Objectives and strategies Marketing objectives In order to grow 10% of digital media rate, namely brand website and social media followers, pushing e-commerce sales 20% and expand brand awareness within the new market, a strategy to launch a 10 days length pop-up store will be outlined so JW Anderson can be more recognised in Portugal and so the brand can position SS21 products in the multi brand store in the future. It will be launched with an in-store event and promoted with a digital communication by posting in social media and collaborating with Instagram influencers. Following conversations (appendix 4) on Instagram with the Showroom manager of a well-known Portuguese PR agency it has been concluded that the agency would be keen to host the event in July, gathering 150 clients to increase 15 % of customer base and be responsible to receive the pop-up store in their showroom office while promoting the merchandise in different channels, developing a diversification process that will help to influence the purchase decision of the new collection and consequently increase sales, as JW Anderson has potential to evolve and engage a young but mature consumer in Portugal. 14
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Marketing strategies and tactics The interdependence of these objectives is important to successfully penetrate the market target and rise the brand’s perception and acceptance. To achieve these aims a set of tactics are needed to put in place. Firstly, with the stockist chosen and identified, the following step would be to select the buying merchandise preferences, the more appropriate for the culture and weather of the new country, also to decide the future brand communication. Then to request and confirm the pop-up store and event location, taking the following measures to effectively advertise the event •
Digital Marketing: through Social media content via Instagram, Facebook, TikTok and Twitter; Search engine optimization techniques to attract new visitors; and Emailing to prospective customers.
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Direct Marketing: through PR/ communication via Sponsoring TV shows, Celebrities’ events; Magazine editorials; Customers interaction and engagement in-store event; and Word of mouth, considered one of the most trusted marketing tools as 90% of consumers tend to listen to others opinion before purchase something (Glover, 2021).
Finally, the selection of 2 Portuguese Instagram influencers suitable of JW Anderson identity with more than 20.000 followers, both artists nationally recognised for being bold, creative with a unique and edgy fashion sense, reputable style icon and social activists, that can translate the brand vision when wearing its clothes.
Figure 8 - Yolanda Tati Instagram profile
Figure 7 - Conan Osiris Instagram profile
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Predicted costs and budget The strategic communications press consulting agency specialized in fashion design and lifestyle projects, Showpress, will manage the stocks and loans being the liaison between the brand and PR sponsorship, while responsible for the care of collections and visual merchandising of the pop-up store (Instagram, 2021). Their office is in Lisbon centre, 20 minutes from the multi brand store, and JW Anderson will rent the space for the pop-up store and for the event.
Figure 9 - Photos of PR agency showroom and exterior area: space for pop-up and event
The presentation of the collection SS21 will be a private evening party, with relaxing music, canapes, cocktails and a fun edgy atmosphere. Will be running a digital movie in a big screen where the designer will be talking so the guests can understand better the story of the brand (appendix 6). The cost of the partnerships with the agency and the influencers must be agreed. And both marketing strategies (PR and influencers) will be essential for the success of the pop-up store and the expansion of retail concession presence. 16
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Launch of a 10 days length pop-up store in July 2021, in Lisbon Portugal in partnership with a marketing communication agency
Expectations: gathering of 150 prospective clients increase 15 % of customer base grow 10% of digital media rate: website traffic and social media followers. pushing e-commerce sales 20% expand brand awareness within the new market Future development: penetration in retail concession in Portugal increase sales through good performance at multi-brand store
Example Gant chart for social media January February March
Abril
May
June
Steps of planning Content for all the channels Digital videos with some products collaboration with the key influencers Engage with audience, Q&A, talk about collections The event enouncement Event preparations, post content, manage
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July: Event time
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risk and assessments Filming and photos of event
Presumed ROI table for pop-up shop Revenue – product sales
22000
Operating expenses Rent pop up
2100
Influencers marketing
2800 + 2800
Transportation of the product
2500
Brand communication and product 6000 management - Agency Total fixed costs
16200
Profit
5800
ROI – return of investment
12%
Conclusion / Recommendations Quirky design, avant-garde androgyny, innovative ideas, JW Anderson has potential to face its competitors and stand out within the fashion industry. The contemporary ‘made in Britain’ message behind the craftsmanship compel the brand to an easy recognition and because of its distinctives designs aesthetics drive the brand to reach more people, open-minded individuals. Being an award winner helped him built brand reputation, and the LVMH acquisition can be a step for a bigger expansion. However, the British brand still can improve their business strategies. Par example, I can recommend more transparency in the website, more information about supply chain and disclosure of social and environmental policies. Also launching more advertisement campaigns in its RTW collections as it seems to be in lack. Opportunities to collaborate with more brands at different locations and countries will assist in develop entry strategies around the globe and so forth reach new customers. 18
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Table of contents Figure 1- Cover page photo taken by Jandira Torquato, 2020 Figure 2- Portugal economic forecast summary 2020 (2021). [Image]. Retrieved 5 January 2021, from https://country.eiu.com/portugal. Figure 3- (2021). [Image]. Retrieved 5 January 2021, from https://www.viajenaviagem.com/2015/02/lisboa-compras-avenida-liberdadeoutlet/. Figure 4- (2021). [Image]. Retrieved 5 January 2021, from https://www.hfhotels.com/pt/5-lojas-de-luxo-para-fazer-compras-na-avenidada-liberdade/. Figure 5- Customer mood board made by Jandira Torquato, 2020 - Twitter.com. 2020. Twitter. [online] Available at: <https://twitter.com/JW_ANDERSON/status/1172507782630772741> [Accessed 18 October 2020]; 2020. [image] Available at: <https://www.fashionotography.com/jw-anderson-spring-summer-2020campaign/> [Accessed 18 October 2020]; Instagram, 2020. [image] Available at: <https://www.instagram.com/jw_anderson/> [Accessed 18 October 2020]. Figure 6- Customer profile photos retrieved on Instagram made by Jandira Torquato, 2021 Figure 7- Conan Osiris Instagram profile, retrieved on Instagram, 2021 Figure 8- Yolanda Tati Instagram profile, retrieved on Instagram, 2021 Figure 9- Photos of PR agency showroom, space for the event and pop-up shop taken by Paulo Subtil, 2021
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References BoF. (2020) Jonathan Anderson. [online] Available from <https://www.businessoffashion.com/community/people/jonathan-anderson> [Accessed 19 November 2020]. Ellison, J. (2018). London Fashion Week poses a question — what is fashion anyway?. Ft.com. Retrieved 12 November 2020, from https://www.ft.com/content/eaa22dba-b955-11e8-94b2-17176fbf93f5. Glover, M. (2021). Word of Mouth Marketing in 2020: Effective Strategies + Examples. The BigCommerce Blog. Retrieved 5 January 2021, from https://www.bigcommerce.co.uk/blog/word-of-mouth-marketing/#why-careabout-word-of-mouth-marketing. idealista news. (2021). Lisboa: sete das dez maiores marcas de luxo da Europa estão na Avenida da Liberdade. idealista.pt/news. Retrieved 5 January 2021, from https://www.idealista.pt/news/imobiliario/lojas/2014/10/31/24089-lisboasete-das-dez-maiores-marcas-de-luxo-da-europa-estao-na-avenida-daliberdade. Fashionbi.com. (2021). J. W. Anderson Financials. Fashionbi.com. Retrieved 6 January 2021, from https://fashionbi.com/brands/j-w-anderson--2/financials. Instagram. (2021). Showpress Lda. Retrieved 5 January 2021, from https://www.instagram.com/showpress.pressoffice/?hl=pt. JW Anderson Limited. (2018) JW Anderson Limited Report and Financial Statements for the Year Ended 31 December 2018. [online] Available from <https://beta.companieshouse.gov.uk/company/06316966/filing-history> [Accessed 15 November 2020]. JW ANDERSON. (2020). Retrieved 28 September 2020, from https://www.jwanderson.com/gb/about/jwanderson JW Anderson. (2020). Retrieved September 28, 2020, from https://www.jwanderson.com/gb/customer-care/careers JW Anderson. (2020a) OUR STORY. [online] Available from <https://www.jwanderson.com/gb/about/jwanderson> [Accessed 19 November 2020]. JW Anderson. (2020b) JWA ZINE: 2019-001. [online] Available from <https://www.jwanderson.com/gb/fanzine> [Accessed 15 October 2020]. JW Anderson. (2020c) Shop the official online boutique. [online] Available from <https://www.jwanderson.com/gb/> [Accessed 15 November 2020]. JW Anderson. (2021). Retrieved 5 January https://www.jwanderson.com/us/customer-care/careers.
2021,
from
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LVMH Strikes Deal with J.W. Anderson. (2013). Retrieved 13 December 2013, from https://www.businessoffashion.com/articles/news-analysis/lvmh-takesminority-stake-in-j-w-anderson-hires-the-designer-to-creative-helm-of-loewe Marris, S. (2020). Brexit: Many businesses still in the dark over government trade plans, says survey. Sky News. Retrieved 30 October 2020, from https://news.sky.com/story/brexit-many-businesses-still-in-the-dark-overgovernment-trade-plans-says-survey-12108460. McKinsey. (2020). The State of Fashion 2020: Coronavirus Update. Retrieved from https://www.mckinsey.com/~/media/mckinsey/industries/retail/our%20insights/ its%20time%20to%20rewire%20the%20fashion%20system%20state%20of% 20fashion%20coronavirus%20update/the-state-of-fashion-2020-coronavirusupdate-final.pdf Mintel. (2020). Fashion & Sustainability: Inc Impact of COVID-19 - UK September 2020. Mintel. Retrieved from https://reports.mintel.com/display/989900/?fromSearch=%3FcontentType%3D Report# Pasquarelli, A. (2020). HOW TO GO VIRTUAL WITH YOUR EVENT. Advertising Age, 91(6), 11. Retrieved 19 November 2020, from. Passport-Market sizes. Portal.euromonitor.com. (2020). Retrieved 9 November 2020, from https://www.portal.euromonitor.com/portal/statisticsevolution/index. ("Passport-Market sizes", 2020) Phiters, E. (2020). JW Anderson’s First (Corner) Shop Is Your New MoodBoosting Soho Pit-Stop. British Vogue. Retrieved 12 November 2020, from https://www.vogue.co.uk/news/article/jw-anderson-london-soho-storeopening. Portugal/Economic Studie-Coface. Coface.com. (2020). Retrieved 9 November 2020, from https://www.coface.com/Economic-Studies-and-CountryRisks/Portugal. PORTUGAL: ECONOMIC AND POLITICAL OUTLINE. SantanderTrade. (2020). Retrieved 9 November 2020, from https://santandertrade.com/en/portal/analyse-markets/portugal/economicpolitical-outline. Posner, H. (2015). Marketing fashion (2nd ed.). Laurence King Publishing. Roberts, L. (2021). JW Anderson - INTELLIGENCE. The industry Fashion. Retrieved 5 January 2021, from https://www.theindustry.fashion/intelligence/jw-anderson/. Roberts-Islam, B. (2020). Virtual Catwalks And Digital Fashion: How COVID19 Is Changing The Fashion Industry. Forbes. Retrieved 19 November 2020, from https://www.forbes.com/sites/brookerobertsislam/2020/04/06/virtual21
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catwalks-and-digital-fashion-how-covid-19-is-changing-the-fashionindustry/?sh=711930a0554e. Socha, M. (2020). Post-Crisis, Will All Fashion Events Go Digital?. WWD. Retrieved 19 November 2020, from https://wwd.com/businessnews/marketing-promotion/coronavirus-impacts-fashion-events-marketing1203543690/. solutions, E. (2020). Economist Intelligence Unit: Search. Search.eiu.com. Retrieved 8 November 2020, from http://search.eiu.com/default.aspx?sText=portugal Storage of second hand clothing at risk as COVID-19 batters collection systems. Fashionatingworld.com. (2020). Retrieved 30 October 2020, from https://www.fashionatingworld.com/new1-2/storage-of-second-hand-clothingat-risk-as-covid-19-batters-collection-systems. Topic: E-commerce in the United Kingdom (UK). Statista. (2020). Retrieved 30 October 2020, from https://www.statista.com/topics/2333/e-commerce-inthe-united-kingdom/. Ventura, L. (2020). Global Finance Magazine - The Most Peaceful Countries In The World 2020. Global Finance Magazine. Retrieved 8 November 2020, from https://www.gfmag.com/global-data/non-economic-data/most-peacefulcountries. Vogue. (2010) Anderson Antics. [online] Available from <https://www.vogue.co.uk/article/jw-anderson-interview> [Accessed 15 November 2020]. WRAP. (2019). SCAP 2020 progress 2012-2018. Banbury. Retrieved from https://www.wrap.org.uk/sites/files/wrap/SCAP%202020%20progress%20rep ort.pdf Prepared by Griff Palmer and Sarah Gray Zwettler, A. (2020). Resale growth during Covid-19: sellers engage in ‘quarantine clean out frenzies’. Fashionunited.uk. Retrieved 30 October 2020, from https://fashionunited.uk/news/fashion/resale-growth-during-covid-19sellers-engage-in-quarantine-clean-out-frenzies/2020060849257. Zwettler, A. (2020). Resale growth during Covid-19: sellers engage in ‘quarantine clean out frenzies’. Fashionunited.uk. Retrieved 30 November 2020, from https://fashionunited.uk/news/fashion/resale-growth-during-covid19-sellers-engage-in-quarantine-clean-out-frenzies/2020060849257
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Appendix
1- Interviews ethical forms and transcriptions
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2- Offline interviews
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3- Online interviews Design Director – Drew Henry • Is there a specific set of colors or patterns that represents JW Anderson the most? • How do you think the designs of this brand has developed throughout the years?
Marketing and Communications Director – Bejamin Wymer • •
What is JW Anderson’s main marketing goal in 2020? How has COVID-19 affected the way the brand markets its new collections?
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4- Conversation with PR agency
5- Graphic of growth market retail in Portugal
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6- example of a digital video that can be used in the event
Inside JW Anderson's Growing Business
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