PROMOTIONAL PLAN JEMMA HEATHFIELD CREATIVE NETWORKS FASH10106 | N0565547
The Team
JEMMA HEATHFIELD
Fig. 1 - (front cover) LBF logo (2015) (teamwork) Fig. 2 - Group member photos (2015)
TIFFANY EDEN
CHLOE MOORE
RŪTA ŽEMAITYTĖ
CONTENTS 1. Introduction 2. Context 3. The Big Idea 4. Creative Concept 5. Execution & Plan 6. Summary 7. Appendix
1
INTRODUCTION
WELCOME
This report will show the research and development of our brand, Little Box of Fragrances. This promotional plan will demonstrate the creative concept and the execution of the brand, as well as the plan for the first 6 months from the initial launch.
AIMS & OBJECTIVES
• Explore the opportunity for a subscription box and a service based on the individual • To focus on the launch of a summer subscription box, establishing the seasonal aspect of the fragrances • To understand the consumer, the market and how to use digital for such a unique product
Little Box of Fragrances offers a personal, luxurious and exciting interactive service with a strong foundation of trust and surprise. The consumer will receive 3 small fragrances and a fragranced item to suit each season every Spring, Summer, Autumn and Winter, in a seasonal subscription box.
Mission Statement
To be a major player in the online subscription box industry,
offering a personal, exciting and luxurious service.
2
CONTEXT
Key Insights
We explored a range of macro trends in society and the fragrance industry in order to support and develop ideas for our brand and a product. We were also able to see if there were any gaps or opportunities for new and future products. Technology and customization were two key fields that we decided to pursue further. Technology has been used in a number of creative and exciting ways for the fragrance industry. ChatPerf, an app created by Japanese company, Chaku Perfume, “allows smells to be emitted from a smartphone, creating possibilities for the fragrance e-commerce market through enabling the digital testing of new fragrances” using a small piece of hardware that connects to the mobile device (Mintel, 2014, page 3). Dior created a playful app to promote their new summer fragrance, Dior Addict in order to appeal to, “a younger female digital native” (John Puterbaugh, see Carr, 2012). Editorial assistant on Luxury Daily commented how luxury brands like Dior need to continue to update their app to demonstrate to it’s consumers to, “buy this fragrance for life and not just during the summer when it’s pushing the campaign.” (NapeanLLC, 2012). This insight showed us that to maintain a relationship between the consumer and an app it must be kept up to date for it to be truly successful. According to WGSN, consumers are craving the unpredictable and, “individuals are looking for interactions that take them out of their comfort zone.” (WGSN, 2014, page 3). The Discovery Club, by The Fragrance Shop allows consumers to test five samples of the latest fragrances, “allowing them to test the fragrance first before opening the full-sized bottle” (Mintel, 2014, page 3).
Mobile devices are now, “essential in consumers’ day-today lives” and they are, “a central part of everyday life” (Salesforce, 2014). The Internet has put, “more power in the hands of the consumer with a platform that enables them to shop on their own terms”. Expectations from the consumer, “regarding price, value and brands have all been elevated by increased information and access, and this ubiquitous access undermines one of luxury’s core tenets – exclusivity” (Deloitte, 2014). Fashion has been, “democratized” by the web, “making it available to a much wider group of consumers” (Posner, 2011, page 122) and it has made, “fashion accessible physically and psychologically.” (Jackie Naghten, see Posner, 2011, page 122). “In a world of transparency and always-on access, the things that do not last, or that can be truly locked away, become all the more precious.” (WGSN, 2014, page 3). With consumers craving the unpredictable and things that are limited and special edition, we felt there was a need for a product to be limited edition and have an exclusivity factor. The aspect of being limited edition is on the rise with Snapchat being, “the biggest rising social app in the last six months” (Mander, 2014). Research shows that, “Young adults are high volume users of fragrance…. With less disposable incomes leading to a desire to save money” and that the, “recession has also sparked a greater interest in savvy shopping behaviour.” (Mintel, 2014). More and more brands, “recognise the value of empathy and empowerment” and we wanted to create a relationship of trust and faith with our consumer (Kjaer, 2014).
Fig. 3 - Key Insight collage (2015) (own work)
Fig. 4 - Limited edition quote graphic (2015) (own work)
Sampling
“Sampling breaks through the clutter of all other marketing forms...” Subscription boxes can be seen as, “the only way to buy a gift for yourself without knowing what the gift is going to be”, and capturing this element of surprise was key in the development of our brand (Luna, 2014). “Sampling breaks through the clutter of all other marketing forms because it enables consumers to try brands risk free, in a way that couldn’t be easier for them to find or obtain.” (Greenwald, 2014). Greenwald also states that the way to avoid un-subscribers is to provide, “quality products with a bit of a wow” and to, “keep the prices of the subscriptions sufficiently low so consumers feel they’re getting a good deal and it’s a no brainer to continue.” (Greenwald, 2014). We wanted to appeal to our consumer with a sense of desire, something that is personal and exclusive to each individual. “Every product or service ever created was first born from a problem that needed to be solved, or a desire that was waiting to be filled.” (Jiwa, 2014, page 16).
Fig. 5 - Surprise quote graphic (2015) (own work)
Asking the industry
To further our research we went to the industry and consulted several questions to Superdrug, Boots and John Lewis. 1) 2) 3) 4) 5)
Do people buy travel sets? How open are customers to changing their perfume? How much are 18-25 year olds willing to spend? Do people like to buy sets that include lotions and creams? Do people know what they’re coming in to buy? We found that travel and mini sets were only purchased during the festive period at Christmas as gifts and in the summer when people are going on holiday. Our findings from Superdrug showed that more than half of their customers look to find a specific product, as it is often a repurchase of a specific brand they have trust in. The employees also stated how spending habits depend on the individual consumer and how the average price point is £55 or less. They commented that although a personalized service was not offered, they believe it would be a popular idea with consumers. The industry also informed us that the seasons could alter a consumer’s purchase, with the change in weather making an impact on purchasing a new fragrance. We were particularly taken with how the seasons can influence a consumer’s purchase found in our primary research and used this as a key factor when developing our idea.
Fig. 6 - 4 seasons (2015) (own work)
POLITICAL • Conservatives won the election which means that tax may be reduced, meaning that people will have more money to spend. • The market may be effected by the EU referendum if the country decides to leave the EU.
• There is more of a market for young people with the emphasis on technology and social media. • The use of people using social media has increased which means that word is spread quicker than ever.
SOCIAL Fig. 7 - PEST analysis (2015) (own work)
P S
ECONOMICAL
E T
• The economy is improving with more people becoming employed, resulting in having more money to spend. • With the economy improving more businesses are likely to enter the market which could provide competition.
• The use of mobile technology apps and interactive online services are increasing. • There is more of a digital community, as people love to share their experiences with brands and products.
TECHNOLOGICAL
STRENGTHS • The subscription box is proven to be a compelling idea from our research, which shows from the success of brands from other industries. • Answering consumer needs - We are answering the consumer needs found from our research and macro trends. • Luxury without the price tag – Linked with the seasons the cost can be spread throughout the year making it more affordable for our consumer.
• Gap in the market - Could be exploited to great success. • Even more interactive Increase in use of technology and social media to create an even more interactive online experience.
S O
• Consumers are purchasing more and more online. • Endorsements, discounts and offers online could attract consumers.
OPPORTUNITIES Fig. 8 - SWOT analysis (2015) (own work)
WEAKNESSES • Consumer – We need to truly understand and get to know our consumer more to see how they respond to services online. • Selecting the right media - Conduct more research to find what is the most effective social media platform to use for each message we want to get across.
W T
• Exclusively online – Competing with more established names with no shop front could cause issues and be very expensive.
• Understand the consumer’s lifestyle - Be aware of what they want, keep up to date and know what motivates them. • Being seasonal and the inevitability of the change in fashion trends there is the threat that we may struggle to stay desirable with our consumer.
• Other more established brands. • The popularity between social media platforms is constantly changing with new competitors entering the market rapidly.
THREATS
3
THE BIG IDEA
The Big Idea We found that Boots offer an online service which, after several questions provides the consumer with a selection of fragrances that suit their results (Boots, 2015). To develop our big idea we expanded on the findings from our primary research and wanted to truly capture the seasonal element in our brand, as this is what can encourage consumers to change their fragrance. We then developed an idea taking the online service, our findings from our macro trend, primary and other research to finalize our big idea.
Fig. 9 - Boots Fragrance Finder screenshot (2015)
Fig. 10 - Boots Fragrance Finder screenshot (2015)
Fig. 11 - Overcrowded world quote graphic (2015) (own work)
Our Idea
We want our concept to allow the consumer to change their fragrance seasonally without the hassle of going into a store and being bombarded with a whole range of scents, bottles and brands. Consumers will fill out a short questionnaire on our website on their scent preferences and based on these results we will select 3 fragrances that suit the individual. There will be 5 categories of scent and they will vary each season, which will allow us to get the fragrances most suited to the consumer. The box will also contain an additional fragranced item to suit each season, these are:
• • • •
Spring – body mist Summer – tanning oil Autumn – room spray Winter – candle
This suits our consumer needs for a personalized, luxurious product and provides an exciting and surprising experience. As found in our primary research, we are confident consumers will be open to trying new fragrances each season again supporting our concept. Receiving parcels in the post is an exciting occasion and even more so when the contents is a personalized surprise. From when the questionnaire is complete, to the dispatch of the box and to when the consumer receives the box, it is an exciting process for the consumer. With the seasonal aspect we can give consumers something to look forward to each season.
Fig. 12 - The Big Idea info graphic (2015) (own work)
USP
Our unique selling point is that we offer a fresh, unique and exciting concept as we offer our own branded products, which no other fragrance brand subscription services offer. Our brand, Little Box of Fragrances strives to create an honest and trusting connection with the consumer with the personalization aspect to the seasonal subscription box. “Every brand is built on the feelings and experiences it delivers to customers in the blink of an eye� (Jiwa, 2012, page 11).
Perceptual map
Fig. 13 - Perceptual map (2015) (own work)
We have positioned our brand amongst Dolly Bow Bow, Astrid & Miyu and The London Perfume Company, which we felt all hold a degree of luxury with a higher price point than other subscription boxes such as The Fragrance Shop and Birchbox.
Consumer
Fig. 14 - Consumer collage (2015) (own work)
Fig. 15 - Consumer collage (2015) (own work)
THE NEW YOUNG CONTEMPORARY Our target consumer is a woman who loves using social media, a blogger who watches YouTube videos and a real fashionista who craves for the luxury lifestyle. Although we didn’t want to give our consumer a specific age, as a whole they happen to fall into the 18-25 year old age category. These young adults and professional women are redefining the luxury consumption landscape. Our consumer craves high quality garments and the emotion of desirability and expense. They love the fine details, minimalistic trends as well as lady like trims and fabrics (Owen, 2015). Our consumer, Generation Y has, “grown up with technology and increasingly live their lives online; they are plugged-in
and globally connected.” Also called the “Millennial”, they, “understand branding and are media and marketing savvy, they communicate using social media, form online communities and are happy to create their own online content.” (Posner, 2011, page 110). 91% of women wear fragrance (Mintel, 2014) and we paired this with our Internet obsessed consumer, confident that they will easily and happily understand the online process. “Sophistication is the key” and it is predicted that our target consumer will, “take over the largest generational segment in the luxury consumer market by 2018-2020.” We felt that this, “more sophisticated, aspirational youth” was a crucial audience that luxury brands and retailers have begun adapting to cater for (Owen, 2015, pages 3 and 6).
Pen Portrait
Fig. 16 - Consumer collage - individual work
DEMOGRAPHIC VARIABLES
• Gender: Female • Age: 18-25 – YADs (Young and determined savers) • Generation: Generation Y • Ethnicity: British • Marital Status: Single • Occupation: Student/young professional woman • Education: Studies a creative and fashion orientated degree
GEOGRAPHIC VARIABLES
• Region: Western • Urban • Located in a city e.g. Nottingham, London • Warm climate
PSYCHOGRAPHIC & BEHAVIOURAL VARIABLES LIFESTYLE:
Currently a student studying a degree such as Fashion Promotion and Communication.
SOCIAL ASPIRATIONS:
Aspires to afford luxury brands such as Kate Spade, Prada, Miu Miu. • Can afford some brand diffusion lines such a Marc by Marc Jacobs and T by Alexander Wang – however mainly received as gifts from parents and loved ones. • Shops at places such as Topshop and Zara as she thinks that they are the fastest at turning around catwalk to high street. • As a fashion student she reads a variety of magazines such as Love, Wonderland, Hunger, Zeum and Pop. • She wears luxury perfumes such as Marc Jacobs’, “Daisy”. • She’s Internet savvy and can be found on most social media platforms. • She idolises models over actresses such as Kendall Jenner, Cara Delevingne and Gigi Handid. • Watches YouTube videos in her spare to time to keep up to date with beauty, fashion and lifestyle trends. • Review videos are some of her favourites to watch as she trusts YouTuber’s opinions. Fig. 17 - Pen Portrait (2015) (own work)
“Ps into Cs”
To solidify the relationship between the brand and the consumer we looked at relationship marketing. Professor Robert Lauterborn devised a model of the reframed marketing mix changing the, “Ps into Cs” and shifts, “the emphasis away from product, price, place and promotion onto the customer” (Posner, 2011, pages 48 and 49).
PRODUCT • Quarterly subscription box
PLACE • Exclusively online
PRICE • £25 each season (+p+p)
PROMOTION
• Social media platforms • Magazines • Pop up shop
CUSTOMER NEEDS & WANTS CONVENIENCE
• The product we offer is personal and customized, which we have developed from our consumer and primary research. • The consumer is able to trust us with the personalization aspect of our product due to the short questionnaire.
• There is more of a market for young people which we aim to appeal to, and they are now taking over this sector.
PRODUCT PLACE
Fig. 18 - Ps to Cs (2015) (teamwork)
• We are exclusively online and provide a stream less and exciting experience when purchasing the box to when it is delivered directly to their home.
PRICE
• The use of social media has increased which means that word is spread quicker than ever enabling people to become aware of our brand.
COST TO THE CONSUMER
• We have a range of different media platforms and channels where the consumer can contact us and see any updates.
• Our social media channels will be constantly keeping our consumer up to date PROMOTION and maintain the personal relationship with our brand. This will be further explored in the Execution section. • Our focus is on loyalty and giving them something they love with everything being based on their preferences.
COMMUNICATION
Potential for Differentiation
Fig. 19 - Potential for Differentiation table (2015) (teamwork)
4 CREATIVE CONCEPT
Brand Onion We define ourselves as a “private brand” as we sell our own branded products, and our brand values enable us to be capable of, “differentiating its offering and add value for customers.” (Posner, 2011, page 133). From the start our brand has maintained three key values; to connect with our consumer on a personal level, to offer a service and product that is luxurious and to make the whole experience exciting and surprising.
BRAND ESSENCE
Our aesthetic stands on three key values:
PERSONAL
It is our consumer preferences and demands that drive the intimate relationship between our consumer and us. We offer a service that enables the consumer to be sent 3 fragrances to suit their needs and what they want.
LUXURY
Our consumer yearns for the high end and designer brands and we wanted to create a product and service that was affordable yet obtains this desirability. The exclusivity and seasonal aspect creates a collectability value and a further sense of luxury.
EXCITING
Little Box of Fragrances offers an exciting and surprising experience for the consumer entwined with reassurance and trust. Whilst, “Customers will naturally…. want to be tempted with fresh merchandise each season” they also, “require some sense of stability” which we can offer with our product (Posner, 2011, page 140).
BRAND IN ACTION BRAND PERSONALITY SCENT THAT SUITS YOU
SOLD ONLINE EXCLUSIVELY
CONFIDENT
AFFORDABLE PRICE
BRAND VALUES
EXCLUSIVE & AFFORDABLE
ESSENCE PERSONAL EXCITING LUXURY
SURPRISING
CREATIVE
OFFER INTIMATE CONNECTION INNOTATIVE
CREATE PERSONAL SCENTS FOR CONTEMPORARY CONSUMER
TRUSTWORTHY
SEASONAL FRAGRANCE SUBSCRIPTION BOX
ANTICIPATION
PERSONAL PREFERENCE OF SCENTS IS CHOSEN THROUGH QUESTIONNAIRE
Fig. 20 - Brand Onion (2015) (teamwork)
ADDITIONAL FRAGRANCED ITEM TO SUIT EACH SEASON
Brand Identity Our core colours are pink, white and black, and our logo font is Didot.
LOGO
As our product will be sold exclusively online and will be predominantly viewed on a variety of platforms it was vital our logo and brand design would be easily recognizable, as it will be seen on screens varying in size. The hexagon motif is at the core of our brand identity and creates a bold and strong design for the brand.
THE PRODUCT AND SERVICES
We want our product to be the, “visible symbol of the personality and a physical manifestation of the brand values”. (Posner, 2011, page 145). The mirrored silver on the fragrance bottles will capture the essence of luxury.
PACKAGING
The design of the box, bottles and packaging of our products mirror our core brand values of luxury. The uniqueness of the marbling connotes messages of surprise and a touch of personalization, which is one of the key messages of our brand. With the subscription box being quarterly tied with the seasons, a different colour palette will be introduced each season to further indicate and link to the time of year.
WEBSITE
From the comfort of their own home, our consumer can fill in a short questionnaire about their scent preferences on our easy to use website and mobile site. In today’s world it is vital to have a separate yet coherent mobile friendly web design to make viewing the content effortless and easy for the consumer.
APP
The app will allow the consumer to keep a record of their own personal experience with our brand, showing what fragrances and scents they have received in the past and also be able to share them with other consumers. This sense of sharing and communicating with fellow consumers supports their passion and interest in blogging and watching YouTube.
BRAND TOUCH POINTS
Our brand touch points enables us to fulfill the personal and intimate relationship with our consumer that are the core values found in our brand. The consumer fuels our brand personality and to maintain a solid connection with them we must support their needs and wants on a level that is as personal as it can be.
PRE-PURCHASE • Social media • Website • Advertising • Promotion • PR pre media
PURCHASE
• Online experience • Online questionnaire • Box and packaging • Catered scents
POST PURCHASE
• Anticipation for the next box • Sneaky peeks for the next box • Returns policy – if they do not like the scents
Didot
R= 243 G= 225 B= 237
Fig. 21 - LBF subscription box (2015) (own work)
Fig. 23 - LBF subscription box (2015) (own work)
Fig. 22 - LBF subscription box (2015) (own work)
Fig. 24 - Seasonal colours (2015) (own work)
Fig. 25 - Complete year of boxes (2015) (own work)
5 EXECUTION & PLAN
Connecting with the consumer OBJECTIVES, GOALS AND TARGETS
Our aim is to reach consumers on a variety of channels which will lead them to our website where they can find our more about the brand, how it works and most importantly subscribe. Due to the exclusivity of being online and the Internet being the home of our consumer, we need to demonstrate an effective way of communicating to them. Our consumer, Generation Y, lives their, “lives immersed in technology, ‘surrounded by and using computers, videogames, digital music players, video cams, cell phones, and all the other toys and tools of the digital age’” (Prensky, 2001, see Bennett, Maton, and Kervin, 2008). With personalization being on the core essences to our brand we felt that using someone, as the face of our product would distract from this key quality of our product. By using a model or celebrity it connotes messages of aspiration and the desire to be like that person, which we do not want to portray. Our product is all about the consumer as an individual, celebrating their uniqueness. With our advertisements not including a model the focus remains on the box and the surprise element is created with the mystery of the tagline, “What’s in your box?”.
COMMUNICATION TOOLS
After listing what social media and channels we wanted to use in order to connect and communicate with our consumer, we went through each platform to decipher what messages we wanted to say. The website is where we hope to drive our consumer to, and it will therefore contain everything about our brand including videos, promotional images and will also be a source to collect data. It is the place where our consumer will subscribe so we need to ensure it has all of the relevant data in an easy to access and understand manner. We will keep our consumer regularly updated with the key steps of their order, from the receipt of their order, to dispatch and delivery.We will then invite them to comment and share their thoughts via our website, social media and app. We did not want to limit ourselves to marketing online only, so we will also promote ourselves in print magazines such as Wonderland and POP, publications that our consumer loves to read and expresses individuality. Magazines such as Vogue and ELLE are too mainstream for our consumer which is why we decided against placing our advert in these publications.
To connect with the target audience we will use a variety of social media platforms to promote our brand and product, primarily focusing on the launch of our summer subscription box.
Fig. 27 - Social media icons (2015) (own work)
EDUCATE AWARENESS FULL VIDEOS COLLECT PROMO present the make consumer RANGE DATA IMAGES product and aware of brand of products concept Web
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YouTube
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Vine
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Snapchat
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Magazines
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Fig. 26 - Communication tools - group work
To truly capture the surprise and excitement of our product we will primarily aim at YouTubers, so consumers can witness a first hand experience unveiling their chosen scents in our box. By contacting and gifting some of the leading bloggers and YouTubers such as Tanya Burr and Lily Melrose, we will send them their own personalized box. Bloggers such as Tanya Burr who has almost 3 million subscribers on their YouTube channel are highly influential to our target consumer (Burr, 2015). Burr’s recent collaboration with Mulberry, as well as the endless list of premieres and fashion events she has attended adorned in the designer labels our consumer aspires to, she is an ideal promoter for our brand. “Blogs are one of the fastest-growing areas of what has become known as consumer-generated media”, with bloggers,“sharing opinions and brand experiences” for readers and viewers to witness a personal and true opinion on a product or a brand (Posner, page 168). By using such influential bloggers and YouTubers with a vast following that grows day by day, our product, service and brand will be shared across a variety of networks. Benefit Cosmetics, which we would like to compare ourselves to, use a combination of social media, which allows a constant connection with their target consumer. They regularly send out new product releases to a range of bloggers and YouTubers with an established following, often customizing each delivery with sweets and items that link to the product. April 2015 was the month of #HowDoYouHoola with regular competitions and giveaways for the chance to win a personalized Hoola Bronzer. Their fun and sophisticated approach is admirable and we want to convey similar messages with our brand when we reach out to our consumer. Fig. 28 - Benefit Cosmetics Instagram screenshot (2015)
Fig. 29 - LBF website home page (2015) (own work)
Fig. 30 - LBF mobile site (2015) (own work)
Fig. 31 - LBF app visuals (2015) (own work)
Fig. 32 - Magazine double page spread (2015) (own work)
Connecting and Sharing Twitter will be the platform where we share vital information about the launch of the next box, giveaways and competitions. We will also share this information on our Facebook page, giving links to our promotional videos and YouTuber reviews, however our main focus of the two will be on Twitter. Instagram will be our main focus and priority when connecting with our consumer, as they themselves spend hours each day scrolling, studying and lusting over photographs shared from people all over the world. We will use this channel to share consumer’s photos they have taken of their box and it’s contents, and share lifestyle images of our product. On Pinterest we will have seasonal boards where we upload and pin items that will relate to our consumer. From luxury brands, to travel aspirations and influential quotes we want to use this platform as an inspiring and fulfilling tool.
MARKETING FUNNEL
AWARENESS
social media, app, website,YouTube, blogging, Instagram
CONSIDERATION
trust element, blog and video reviews
COVERSIONS app, website
SHARING
Subscribers can share their box and contents across the variety of social media using the hashtag, #whatsinyourbox. This will encourage interaction between the consumer and our brand, as well as other consumers. Our consumer aspires to travel and we want to demonstrate that our fragrance bottles are the ideal size to travel with. Whether they are in their handbag for university, work or of an evening or in their hand luggage for a holiday in the sun, at 50ml they are the perfect size to be taken on the go We will also launch photo competitions over the summer season, where consumers can use the hashtag, #whatsinyourbox to share a snap of their fragrance when they’re on holiday, by the pool or out and about. For the best photos, the winners will receive a discount code for their next box.
LOYALTY
Instagram, Facebook, Twitter, email
ADVOCACY
likes/shares on Facebook, tweets/ retweets on Twitter, blogs, videos Fig. 33 - Marketing funnel (2015) (own work)
#whatsinyourbox
littleboxoffragrances.com
Fig. 34 - LBF Twitter screenshot (2015) (teamwork)
Fig. 35 - LBF Instagram screenshot (2015) (teamwork) Fig. 36 - LBF Facebook screenshot (2015) (teamwork)
LOYALTY LOOP believes in essences and values
engages with promotional material, looks at reviews and videos
bond
loyalty loop
consumer who purchases product
visits website
enjoy
subscribes and fills out questionnaire
Fig. 37 - LBF Loyalty Loop (2015) (own work)
blog about it, share on social media AIDA MODEL
Consumers will become aware of our product, service and brand through our social media channels and advertising online and in print magazines.
AWARENESS
Understanding the level of personalization of DESIRE our service, consumers will begin to wonder and imagine what their box will contain, and this anticipation will draw them to our website where they can find out further information about our brand. Fig. 38 - AIDA model (2015) (own work)
INTEREST
ACTION
Once aware of our concept, curiosity will lead them to seek out reviews, blog posts and YouTube videos of our product.
Having arrived at our website after seeking out reviews and other consumer’s comments and opinions of their experience, they will be intrigued at what their box will contain, leading them to subscribe themselves, excited about what their box will contain but reassured that they will like what they receive.
Sequence of Events METHOD
Social media will act as our brand’s lifeline, being a solely online brand with it’s consumer constantly connected. After the initial launch of our brand social media will be the initial point of contact for all of our marketing and promotion in order to gain a following.
MEDIA
We will tactically use a combination of our social media platforms, which will enable our brand awareness to grow further.
MESSAGE
Messages of communication we want to convey in hierarchy order: 1. The seasonal quality 2. The personalization aspect 3. The surprise The message we want to demonstrate throughout our communication tools and advertising is to promote the seasonal quality of our brand. We want to educate viewers that our product is a seasonal subscription box and persuade them to find out more about our brand, leading them to our website where they will hopefully subscribe.
TIMING
The frequency of our promotion will not only be active daily, but also quarterly linked with the four seasons.
Media Diary Throughout the day when our consumer is checking social media they may also post themselves, either tweeting about something that has happened, sharing a video on Facebook or posting a photo on Instagram of their food or outfit. Our consumer is social media obsessed and cares greatly about her online presence.
WAKE UP • Stop alarm and look at phone • Twitter, Facebook, Instagram, Snapchat stories, emails
GETTING READY • Watch music videos on YouTube • Listen to the radio
LUNCH • Visual merchandising • Radio • Websites • Magazines • Social media - Facebook, Twitter, Instagram, Snapchat • Adverts when shopping for lunch - posters/billboards
EVENING/TRAVELLING HOME • Transport ads - more likely to read and take in messages/info • Check social media
AT NIGHT • Social media • YouTube/TV/Netflix • Online shopping - check emails again for offers and discount • Blog - read blog posts and blog themselves • Watch YouTube videos - reviews/hauls etc.
GO TO SLEEP • Make sure all notifications have been seen/read • Check social media again • Check emails Fig. 39 - Media Diary (2015) (own work)
Visual Timeline
Not only will the pop up shop allow our target consumer to be made aware of our service, mothers and friends may also take note of our brand and inform their friend or family member, or wish to purchase our service as a gift. Our service is not only available to the target consumer herself, but also friends and family members that may wish to purchase our service as a gift. This will be introduced at the beginning of July when the Autumn box is approaching. This new range of publicity, for the Autumn box and the gift service will generate further awareness of our brand.
M AR APR M AY JUN JUL
AUTUMN
{
AU G SEP OCT
SUMMER
NOV DEC JAN FEB
{
SPRING
Consumers will complete the questionnaire on our website and we will directly take the results and select the fragrances based on our results and create their own personalized box. The questionnaire will be completed on iPads to create an interactive experience, and there will also be a photo booth with props connoting summer which consumers will be able to upload directly to their social media pages. By demonstrating the selection process and how we go about deciding what scents we know they will love, the consumer will be able to trust us for the following season which they will receive after completing the questionnaire online. Showing this process to the consumer directly will eliminate the worry of them not liking what we select for them. We hope that this will then generate a buzz and the consumer will walk away and share their experience with their friends. As well as word of mouth, our consumer may also wish to blog, tweet or share a photo of her box and contents on one of her social media channels, which will spread the word about our brand and service even more. This will enable like-minded consumers to become educated and informed about our brand through a secondary source, which they will then hopefully become our consumers too.
{
BOXES AND THE SEASONS
{
To raise awareness of our brand and to educate potential consumers about our product and service there will be a pop up shop held at Selfridges in London. Located in the fragrance section for 2 weeks, 1st to 15th June there will be an interactive pop up shop feature where our target consumer will be able to see our brand in action.
WINTER
Fig. 40 - Boxes and the seasons (2015) (own work) Fig. 41 - Selfridges pop up shop event visual (2015) (own work)
Set up social media channels
APRIL
MAY Selfridges event in London
Promotional material for Summer box
JUNE JULY
Promotional material for Autumn box
Launch gift service
AUGUST
Fig. 42 - Visual Timeline (2015) (own work)
SEPTEMBER
Analyse social media usage and consumer interaction
We feel that our brand, Little Box of Fragrances offers a unique and exciting product to our consumer, “The New Young Contemporary�, and we are confident that on a range of social media channels we will be able to connect and educate them on our brand.We offer a personalized box, which was driven from consumer needs and we feel we have successfully fulfilled a gap in the fragrance industry with our product, a seasonal subscription box.
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SUMMARY
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APPENDIX
List of illustrations Fig. 1 - (front cover) LBF logo (2015) (teamwork) Heathfield, J. (2015). LBF logo. Nottingham Trent University.
Fig. 22 - LBF subscription box (2015) (own work) Heathfield, J. (2015). LBF subscription box. Nottingham Trent University.
Fig. 2 - Group member photos (2015) Supplied by team members. Nottingham Trent University.
Fig. 23 - LBF subscription box (2015) (own work) Heathfield, J. (2015). LBF subscription box. Nottingham Trent University.
Fig. 3 - Key Insight collage (2015) (own work) Heathfield, J. (2015). Key Insight collage. Nottingham Trent University.
Fig. 24 - Seasonal colours (2015) (own work) Heathfield, J. (2015). Seasonal colours. Nottingham Trent University.
Fig. 4 - Limited edition quote graphic (2015) (own work) Heathfield, J. (2015). Limited edition quote graphic. Nottingham Trent University.
Fig. 25 - Complete year of boxes (2015) (own work) Heathfield, J. (2015). Complete year of boxes. Nottingham Trent University.
Fig. 5 - Surprise quote graphic (2015) (own work) Heathfield, J. (2015). Surprise quote graphic. Nottingham Trent University. Fig. 6 - 4 seasons (2015) (own work) Heathfield, J. (2015). 4 seasons.Nottingham Trent University. Fig. 7 - PEST analysis (2015) (own work) Heathfield, J. (2015). PEST analysis. (Developed as a team). Nottingham Trent University. Fig. 8 - SWOT analysis (2015) (own work) Heathfield, J. (2015). SWOT analysis. (Developed as a team). Nottingham Trent University.
Fig. 26 - Social media icons (2015) (own work) Heathfield, J. (2015). Social media icons. Nottingham Trent University. Fig. 27 - Communication tools (teamwork) Heathfield, J. (2015). Communication tools. Nottingham Trent University. Fig. 28 - Benefit Cosmetics Instagram screenshot (2015) Benefit Cosmetics. (2015). Benefit Cosmetics Instagram screenshot. (online) Available: #HowDoYouHoola search on Instagram. Instagram. Fig. 29 - LBF website home page (2015) (own work) Heathfield, J. (2015). LBF website home page. Nottingham Trent University. Fig. 30 - LBF mobile site (2015) (own work) Heathfield, J. (2015). LBF mobile site. Nottingham Trent University.
Fig. 9 - Boots Fragrance Finder screenshot (2015) Boots. (2015). Boots Fragrance Finder. (online) Available: http://www.boots. com/en/Fragrance/Fragrance-Finder/. (Last accessed 20th May 2015).
Fig. 31 - LBF app visuals (2015) (own work) Heathfield, J. (2015). LBF app visuals. Nottingham Trent University.
Fig. 10 - Boots Fragrance Finder screenshot (2015) Boots. (2015). Boots Fragrance Finder. (online) Available: http://www.boots. com/en/Fragrance/Fragrance-Finder/. (Last accessed 20th May 2015).
Fig. 32 - Magazine double page spread (2015) (own work) Heathfield, J. (2015). Magazine double page spread. Nottingham Trent University.
Fig. 11 - Overcrowded world quote graphic (2015) (own work) Heathfield, J. (2015). Overcrowded world quote graphic. Nottingham Trent University.
Fig. 33 - Marketing funnel (2015) (own work) Moore, C., Heathfield, J. (2015). Marketing funnel. (Developed as a team). Nottingham Trent University.
Fig. 12 - The Big Idea info graphic (2015) (own work) Heathfield, J. (2015). The Big Idea info graphic. Nottingham Trent University.
Fig. 34 - LBF Twitter screenshot (2015) (teamwork) (2015). LBF Twitter screenshot. (Developed as a team). Nottingham Trent University.
Fig. 13 - Perceptual map (2015) (own work) Heathfield, J. (2015). Perceptual map. Fig. 14 - Consumer collage (2015) (own work) Heathfield, J. (2015). Consumer collage. Fig. 15 - Consumer collage (2015) (own work) Heathfield, J. (2015). Consumer collage. Fig. 16 - Consumer collage (own work) Heathfield, J. (2015). Consumer collage. Fig. 17 - Pen Portrait (2015) (own work) Heathfield, J., Eden, T. (2015) Pen Portrait. Fig. 18 - Ps to Cs (2015) (teamwork) Heathfield, J. (2015). Ps to Cs. (Developed as a team). Fig. 19 - Potential for Differentiation table (2015) (teamwork) Moore, C., Heathfield, J. (2015). Potential for Differentiation table. (Developed as a team). Nottingham Trent University. Fig. 20 - Brand Onion (2015) (teamwork) Eden, T., Heathfield, J. (2015). Brand Onion. (Developed as a team). Nottingham Trent University. Fig. 21 - LBF subscription box (2015) (own work) Heathfield, J. (2015). LBF subscription box. Nottingham Trent University.
Fig. 35 - LBF Instagram screenshot (2015) (teamwork) (2015). LBF Instagram screenshot. (Developed as a team). Fig. 36 - LBF Facebook screenshot (2015) (teamwork) (2015). LBF Facebook screenshot. (Developed as a team). Fig. 37 - LBF Loyalty Loop (2015) (own work) Heathfield, J. (2015). LBF Loyalty Loop. Nottingham Trent University. Fig. 38 - AIDA model (2015) (own work) Heathfield, J. (2015). AIDA model. Nottingham Trent University. Fig. 39 - Media Diary (2015) (own work) Heathfield, J. (2015). Media Diary. (Developed as a team). Nottingham Trent University. Fig. 40 - Boxes and the seasons (2015) (own work) Heathfield, J. (2015). Boxes and the seasons. Nottingham Trent University. Fig. 41 - Selfridges pop up shop event visual (2015) (own work) Heathfield, J. (2015). Selfridges pop up shop event visual. Nottingham Trent University. Fig. 42 - Visual Timeline (2015) (own work) Heathfield, J. (2015). Visual Timeline. Nottingham Trent University.
List of references Bennett, S., Maton, K. and Kervin, L. (2008), The ‘digital natives’ debate: A critical review of the evidence. British Journal of Educational Technology, 39: 775–786. doi: 10.1111/j.1467-8535.2007.00793.x Burr, T. (2015). Tanya Burr. Available: https://www.youtube.com/user/ pixi2woo/about. (Last accessed 21st May 2015). Carr, T. (2012). Dior continues fragrance push in summer-focused app. Available: http://www.luxurydaily.com/dior-continues-fragrance-pushin-summer-focused-app/. (Last accessed 20th May 2015). Deloitte. (2014). Global Powers of Luxury Goods 2014. Available: http:// www2.deloitte.com/content/dam/Deloitte/ch/Documents/consumerbusiness/ch-cb-en-global-powers-of-luxury-goods-2014.pdf. (Last accessed 19th May 2015). Greenwald, M. (2014). Why Subscription Boxes are so Effective. Forbes. Available: http://www.forbes.com/sites/michellegreenwald/2014/10/22/ why-subscription-sample-boxes-are-so-effective/. (Last accessed 13th May 2015). Jiwa, B. (2012). Make Your Idea Matter. Australia: The Story of Telling Press. Kjaer, A L. (2014). MACRO TRENDS 2015+ - Looking at society and tomorrow’s people. Available: http://kmhassociates.ca/resources/6/ MACRO%20TRENDS%202015+.pdf. (Last accessed 20th May 2015). Luna, K. (2014). The Subscription Box-Model Goes Local. Available: http:// www.inc.com/kristin-luna/the-subscription-box-model-goes-local.html. (Last accessed 19th May 2015). Mander, J. (2014). Snapchat users up 67% in last six months. Available: http://www.globalwebindex.net/blog/snapchat. (Last accessed 19th May 2015). Mintel. (2014). Men’s and Women’s Fragrances – UK – August 2014. Available: http://academic.mintel.com/sinatra/oxygen_academic/ attachment/id=679740&seq=2. (Last accessed 19th May 2015). NapeanLLC. (2012). Dior continues fragrance push in summer-focused app. Available: https://www.youtube.com/watch?v=lN11CYz0yTI. (Last accessed 20th May 2015). Owen, S. (2015). The (New) Young Contemporary. Available: http://www. wgsn.com/content/board_viewer/#/55447/page/1. (Last accessed 20th May 2015). Posner, H. (2011). Marketing Fashion. London: Laurence King Publishing Ltd. Salesforce. (2014). 2014 Mobile Behavior Report. Available: http:// www.exacttarget.com/sites/exacttarget/files/deliverables/etmc2014mobilebehaviorreport.pdf. (Last accessed 20th May 2015). WGSN. (2014). Consumer Behaviour – 10 Key Trends For 2015.Available: http://www.wgsn.com/content/board_viewer/#/55883/page/1. (Last accessed 19th May 2015). WGSN. (2015). Living Clean. Available: http://www.wgsn.com/content/ board_viewer/#/56372/page/1. (Last accessed 14th May 2015).
Bibliography BOOKS Barthes, R. (1985). The Fashion System. London: Jonathan Cape Ltd. Bergstrom, B. (2008). Essentials of Visual Communication. London: Laurence King Publishing Ltd. Crow, D. (2010). Visible Signs: An Introduction to Semiotics in the Visual Arts. London: Bloomsbury Publishing Plc. Hegarty, J. (2014). Hegarty on Creativity:There Are No Rules. London: Thames & Hudson Jiwa, B. (2012). Make Your Idea Matter. Australia: The Story of Telling Press. Lea-Greenwood, G. (2013). Fashion Marketing Communications. West Sussex: John Wiley & Sons. Posner, H. (2011). Marketing Fashion. London: Laurence King Publishing Ltd. Wheeler, A. (2013). Designing Brand Identity. 4th ed. New Jesery: John Wiley & Sons.
JOURNALS Bennett, S., Maton, K. and Kervin, L. (2008). The ‘digital natives’ debate: A critical review of the evidence. British Journal of Educational Technology, 39: 775–786. doi: 10.1111/j.1467-8535.2007.00793.x
VIDEOS NapeanLLC. (2012). Dior continues fragrance push in summer-focused app. Available: https://www.youtube.com/watch?v=lN11CYz0yTI. (Last accessed 20th May 2015).
WEBSITES Anoushka Loves. (2015). PERSONALISED BENEFIT HOOLA BRONZER!. Available: http://anoushkaloves.com/beauty/personalised-benefithoola-bronzer/. (Last accessed 21st May 2015).
Prideaux, L. (2014). #HOWDOYOUHOOLA? | BENEFIT HOOLA. Available: http://www.glambeautys.com/2014/05/howdoyouhoolabenefit-hoola.html. (Last accessed 21st May 2015).
BBC. (2011). Mobile internet use nearing 50%. Available: http://www. bbc.co.uk/news/technology-14731757. (Last accessed 19th May 2015).
Salesforce. (2014). 2014 Mobile Behavior Report. Available: http:// www.exacttarget.com/sites/exacttarget/files/deliverables/etmc2014mobilebehaviorreport.pdf. (Last accessed 20th May 2015).
Boots. (2015). Fragrance Finder. Available: http://www.boots.com/en/ Fragrance/Fragrance-Finder/. (Last accessed 20th May 2015). Burr, T. (2015). Tanya Burr. Available: https://www.youtube.com/user/ pixi2woo/about. (Last accessed 21st May 2015). Carr, T. (2012). Dior continues fragrance push in summer-focused app. Available: http://www.luxurydaily.com/dior-continues-fragrance-pushin-summer-focused-app/. (Last accessed 20th May 2015).
WGSN. (2014). Consumer Behaviour – 10 Key Trends For 2015.Available: http://www.wgsn.com/content/board_viewer/#/55883/page/1. (Last accessed 19th May 2015). WGSN. (2015). Living Clean. Available: http://www.wgsn.com/content/ board_viewer/#/56372/page/1. (Last accessed 14th May 2015).
Coco Chic. (2015). PERSONALISE YOUR OWN BENEFIT HOOLA BRONZER. Available: http://www.cocochicblog.co.uk/blog/benefitpersonalised-hoola-bronzer. (Last accessed 20th May 2015). Deloitte. (2014). Global Powers of Luxury Goods 2014. Available: http:// www2.deloitte.com/content/dam/Deloitte/ch/Documents/consumerbusiness/ch-cb-en-global-powers-of-luxury-goods-2014.pdf. (Last accessed 19th May 2015). Greenwald, M. (2014). Why Subscription Boxes are so Effective. Forbes. Available: http://www.forbes.com/sites/michellegreenwald/2014/10/22/ why-subscription-sample-boxes-are-so-effective/. (Last accessed 13th May 2015). Kjaer, A L. (2014). MACRO TRENDS 2015+ - Looking at society and tomorrow’s people. Available: http://kmhassociates.ca/resources/6/ MACRO%20TRENDS%202015+.pdf. (Last accessed 20th May 2015). Luna, K. (2014). The Subscription Box-Model Goes Local. Available: http:// www.inc.com/kristin-luna/the-subscription-box-model-goes-local.html. (Last accessed 19th May 2015). Mander, J. (2014). Snapchat users up 67% in last six months. Available: http://www.globalwebindex.net/blog/snapchat. (Last accessed 19th May 2015). Marr, W. (2014). Zoella,Tanya Burr and the UK’s YouTube superstars. Available: http://www.telegraph.co.uk/lifestyle/11031778/Zoella-TanyaBurr-and-the-UKs-YouTube-superstars.html. (Last accessed 20th May 2015). Mintel. (2014). Men’s and Women’s Fragrances – UK – August 2014. Available: http://academic.mintel.com/sinatra/oxygen_academic/ attachment/id=679740&seq=2. (Last accessed 19th May 2015). Owen, S. (2015). The (New) Young Contemporary. Available: http://www. wgsn.com/content/board_viewer/#/55447/page/1. (Last accessed 20th May 2015).
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