g n h t y i n a go es
Keri Breen N0746556 Word Count: 7,896
I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the conduct of this project. Print name: Keri Breen Signature: Keri Breen Date: 13/05/2020
Contents Page
CHAPTER ONE: INTRODUCTION
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Project Objectives Pg.1 Introduction Pg.3 Rationale Pg.3
CHAPTER TWO: METHODOLOGY
- Aim Pg.5 - Objectives Pg.6 - Research Philosophy Pg.7 - Sample Group Pg.7 - Research Design Pg.9 - Data Collection Methods Pg.11 - Secondary Research Pg.12 - Primary Research Pg.13
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Survey Pg.13 Focus Group Pg.14 Email Interviews Pg.14 Industry Interviews Pg.15
CHAPTER THREE: THE OPPORTUNITY
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Stage 1 Insights Pg.18 The Problem Pg.20 The Business Opportunity Pg.20
CHAPTER FOUR: THE MARKET
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Primary Market Pg.23 Androgyny & the Gender-Neutral Market Pg.23 Secondary Market Pg.28 The Luxury Student Market Pg.28 The Experiential Retail Market Pg.29 Trend Drivers Pg.32 Opportunity Pg.32 Behaviours Pg.32 PESTLE Analysis Pg.33 Competitor Analysis Pg.36 Brand Positioning Map Pg.36 Primary Competitors Pg.37 Secondary Competitors Pg.38 Porter’s 5 Forces Pg.39
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CHAPTER FIVE: CONCEPT DEVELOPMENT
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Concept Testing and Feedback Pg.42-48
CHAPTER SIX: BRAND DEVELOPMENT
- The Big Idea Pg.51 - How We Came to Be Pg.52 - Our Mission Pg.53 - Our Vision Pg.53 - The Proposition Pg.53 - Our Essence Pg.54
- We Stand For Pg.55 - Who Are We? Pg.56 - The USP Pg.58 - Our Building Blocks to Success Pg.59 - Brand Guidelines Pg.60-61
CHAPTER SEVEN: THE CONSUMER
- Consumer Analysis Pg.63 -
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Generation Z Pg.63-64 Millennials Pg.65 Customer Profiles Pg.66-69 Jung’s Archetypes Pg.70-71
CHAPTER EIGHT: BRAND STRATEGY
- Business Model Pg.73 - Business Objectives & KPI’s Pg.74-75 - Revenue Streams Pg.76 - Marketing Mix - 7P’s Pg.77-87 - SWOT Analysis Pg.88 - Ansoff Growth Matrix Pg.89 - 3 Year Strategic Plan Pg.90-92 CHAPTER NINE: COMMUNICATION STRATEGY
- Communication Objectives Pg.94 - AIDA Model Pg.95 - DRIP Model Pg.96 - Communication Strategy Pg.97 -
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Timeline Pg.97 Online Communication Pg.98-101 Offline Communication Pg.102 Communication Tactics Pg.103-107 Year Two and Three Strategy Overview Pg.108
CHAPTER TEN: BUSINESS MANAGEMENT
- Initital Funding Pg.110-111 - Start-up Cost Pg.110-111 - Sales Forecast Pg.112-115 - Profit & Loss Pg.116-117 - Sensitivity Analysis Pg.118 - Marketing Budget Pg.119 - Cash Flow Pg.120 - Risk Assessment Pg.121-122 CHAPTER ELEVEN: FUTURE GROWTH
- Future Growth Pg.124 - Conclusion Pg.125
Chapter One: Int roduct ion 1.0 Project Objectives
1 2 3
Build upon the insights gained in the Stage 1 report by presenting a strong link between the existing research and proposed concept.
Demonstrate an in-depth analysis of internal and external factors impacting the GenderNeutral, Luxury Student and Experiential Retail Market in relation to the proposed concept and evaluate its longevity, considering risks and rewards.
Develop a strategic business plan with a detailed marketing and communication strategy, considering the financial implications of launching the proposed concept.
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1.1 Introduction Extensive research was carried out during Stage 1 to gain an understanding of the subject matter to provide valuable insights into how Millennials and Generation Z’s perception of identity has changed and how this is affecting consumer buying behaviour. This report aims to present an in-depth analysis of the proposed concept, responding to the changing perceptions of identity and increasing consumer demand for inclusive products which do not compromise their individuality, including a detailed breakdown of the market analysis, financial planning, business concept, branding and communications plan.
1.2 Rationale The retail industry is on the cusp of a genderless revolution. Inspired by androgynous and gender fluid figures from the 70s to modern day. Millennials and Generation Z are developing their understanding of how fashion communicates one’s mood, personality, and life to the world at large (Rao, 2017). Today’s consumers have power over their identities – what pronouns they use, how they dress, whom they love and what bathroom they choose. They view gender as something that is their choice and fluid (The Irregular Report, Unknown).
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As concluded in Stage 1, A-gender Agenda is in the early adopter’s phase of its lifecycle according to the Adoption of Innovation Curve (see Appendix 1). The shifting mindsets of the consumer in relation to their identity can be seen to shape their gender identity and as a result, brands must take a more gender-neutral approach when targeting a generation who cannot be categorised and are rejecting gender stereotypes (Breen, 2020).
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Chapter Two: Met hodology 2.0 Aim To investigate if the proposed concept is commercially feasible and sustainable in the long term to enter the gender-neutral retail market, targeting Generation Z and young Millennials.
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2.1 Objectives
1 2 3 4
Survey the desirability of the proposed concept amongst the target demographic to create an understanding of engagement to be expected which will advise the expected life span of the concept.
Observe existing competitors marketing and communication strategies, specifically those operating within the gender-neutral market and evaluate how these strategies are influencing consumer buying behaviour.
Conduct an in-depth analysis of primary and secondary markets, identifying where competitors currently sit within the market and outlining the area for opportunity for the proposed concept.
Research and outline the strategy and finance involved in launching the proposed concept and create a realistic timeline which will illustrate financial projections.
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2.2 Research Philosophy The research methodology follows the SOSTAC model (see Appendix 2). Primary and secondary research methods were conducted throughout the duration of this report to ensure thorough and well-rounded research was gathered which legitimizes the insights found in Stage 1 and allows the development of a commercially feasible business plan. A pragmatic research philosophy was used by integrating mixed research such as, combining both qualitative and quantitative methods to guarantee an in-depth investigation and documentation of limitations. Furthermore, to ensure the study stayed focused all research methods used are linked back to project objectives.
2.3 Sample Group Self-selection sampling was implemented which allowed individuals to volunteer to participate in the research based on sample requirements (Sharma, 2017). As identified in Stage 1, Generation Z and Millennials are the two generations most influenced and affected by their identity (Breen, 2020). The sample consisted of Generation Z and young Millennials of all sexes (18-25) including international students studying in the UK as these generations are the trailblazers of this trend.
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2.4 Research Design Exploratory and descriptive research design produced qualitative and quantitative data. Exploratory research intends to explore the research questions but does not offer conclusive solutions to existing problems (Dudovskiy, 2019), which allowed solution-driven research to be carried out (Sacred Heart University, Unknown), insights into consumer behaviour and further development of the business opportunity. Descriptive research “may be characterised as simply the attempt to determine, describe or identify what is� (Ethridge, 2004).
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2.5 Data Collection Methods Condensed overview of data collection methods. Voluntary online survey with target demographic Primary Research
Objective met: 1 Email Interview with 4 females and 3 males aged 18-25
Research
Objective met: 1 Email Interview with 3 international students aged 18-25 Objectives met: 1, 3 Email interview with industry expert Objectives met: 2, 3,
Online websites, articles, reports and books Pg.11
Secondary Research
Objectives met: 3, 4
2.6 Secondary Research Multiple sources were analysed throughout the duration of the secondary research process which allowed for a thorough analysis of the primary market and secondary markets. The sources include academic journals and books from established academics and industry experts within their respective fields, reports and articles from JWT Intelligence, House of Commons, LSN Global and Mintel. The variety allowed an extensive analysis of the subject area, highlighting positive and negative aspects. Additional sources to the secondary research were podcasts, TedTalks, social media, brand websites and blogs which allowed a deeper understanding and wider scope of research area. A limitation is that the information is subject to bias with a lack of research data to support statements. However, all information remains relevant in understanding the target demographic’s mindset and how relevant industries are reacting to the gender-neutral trend. The lack of resources available restricted the scope of research collected.
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2.7 Primary Research 2.7.1 Survey This research method was used to fill the gaps in knowledge identified by the secondary research and gain insight of the target demographic’s interest in the proposed concept and what they desire from their retail experiences. The use of a survey allowed an increased response rate for free. Respondents feel at ease to give their honest opinions making responses accurate and appropriate. A limitation is surveys can fall victim to fraud where respondents give fake answers and hinder the authenticity of the data collected. Furthermore, by relying on respondent availability, there is a danger of receiving a limited sample or lack of responses (Howard, 2019). The survey gained 171 responses aged 18-15, 95.9% female and 4.1% male. A limitation is the lack of male responses which makes the data biased to female perspective (see Appendix 3). Multiple Instagram surveys were carried out (see Appendix 4) to test logo, colour schemes and business concept. Respondents were engaged and insightful data was collected which shaped the overall report.
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2.7.2 Focus Group Due to current circumstances the focus group could not be physically carried out and because of privacy concerns participants were uninterested in the idea of a virtual focus group. Instead, individual email interviews were conducted with the target demographic to gain insight into what this they thought of the proposed concept and branding.
2.7.3 Email Interviews Email interviews were carried out prompted by the results from the survey to allow a more in-depth discussion with the target demographic. Participants were asked their opinions on branding and proposed concept to gain a deeper understanding of the consumers buying behaviour and what they want from their retail experience. By using this qualitative method, investigative questions were asked, and participants were allowed more time to articulate their responses, giving insightful answers which shaped the overall concept. The data collected allowed for a relevant evaluation of the proposed concept and estimate of its longevity and engagement with the target demographic. A second email interview was conducted with international students aged 18-25 studying in the UK. These interviews bridged the gap in knowledge gained from secondary research and allowed further investigation into this consumer and their purchasing behaviours. A limitation is a lack of responses. Due to current circumstances and voluntary nature of research, not everyone who agreed to partake did so, meaning there was more female participants than male participants making the data biased to female perspective. Pg.14
2.7.4 Industry Interviews Three industry interviews were carried out with founder of Lalla Wandavi Maria Laura, owner of Gifts@46 Libby Bryson and Pulama Kautman who has worked with professional podcasts. These interviews provided valuable insight into operating a business within the gender-neutral retail space and how to create a successful podcast. All data collected was used to develop a strategic business plan in relation to the proposed concept. The interviews were conducted via email due to current travel restrictions. This is a limitation due to questions being open to interpretation however, all questions were phrased in structured and detailed way to prevent this. Furthermore, email interviews were the most efficient method due to ongoing circumstances, time constraints and lack of resources.
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Chapter Three: Oppor tunity 3.0 Stage 1 Insights In-depth qualitative and quantitative research was carried out during Stage 1 report which highlighted these key insights.
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66% of survey respondents (18-25) agreed gender is an important factor in one’s personal and social identity. Millennials and Generation Z’s identity in relation to gender is constantly developing and is expected to change multiple times throughout their lifetime. Subconsciously, participants placed higher importance on personal characteristics when describing their personal identity. Linking back to the idea that they are complex consumers who do not want to be reduced to their gender or sex identity while shopping. Female participants prefer to shop online, expressing insecurities around the idea of shopping in the other gender sections.
- Male participants preferred to shop in-store but would not intentionally browse other gender sections without female company. The stigma surrounding men wearing women’s clothing preventing them from doing so.
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3.1 The Problem There is a strong sense that gender stereotypes are controlling consumers buying habits, although their personal beliefs contradict this behaviour (Breen, 2020), and there is a lack of a gender-neutral retail which is accessible both financially and physically to the target demographic.
3.2 The Business Opportunity A gender-neutral retail space focused primarily on creating a valuable experience for customers where they feel educated and empowered to experiment and express their identity through clothing.
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Chapter Four: The Market 4.0 Primary Market 4.0.1 Androgyny and the Gender-Neutral Market
Androgyny through the years...
1930 Pg.23
1960
1970
1980
2019
The term androgyny implies a fusion of the masculine and the feminine, as defined by Carolyn Heilbrun; “a condition under which the characteristics of the sexes, and the human impulses expressed by men and women are not rigidly assigned… a spectrum upon which human beings choose their places without regard to propriety or custom”. As a staple of Western popular culture and media “people are into androgyny” (O’Flaherty,1982) and has manifested in advertisements, films, and fashions (Mauries., 1952, Thames and Hudson., 2017). The world is changing, and it is the industry’s responsibility to acknowledge that people exist beyond the gender binary (The Irregular Report, Unknown). Today’s consumers have come to terms with their own identity, yet they live in a world that dictates what products they desire based on their gender and sexuality (The Irregular Report, Unknown). As the global population exceeds 8 billion, it is predicted by 2030 global apparel consumption will rise by 63%, from 62 million tons to 102 million tons (Pulse of Fashion, 2017). ‘Concurrently, soaring demand for apparel will see the annual retail value of apparel reach £2 trillion by 2030’ (House of Commons, 2019). In recent years fashion has begun doing away with its traditional binary model and this shift has been driven by a young generation of designers. Androgynous fashion allows the customer to see a brand offering a lifestyle, as opposed to a look (McAlpine, 2018). This can be seen on the catwalk were fashion houses such as Alexander McQueen and Tom Ford are blending traditionally ‘masculine’ and ‘feminine’ motifs, changing the conversation around gender. The idea of androgyny and gender neutral clothing has begun trickling down into high street shops and mainstream media such as H&M launching their gender-neutral collection with Swedish label Eytys (Abgarian, 2019) and Jaden Smith making headlines as the face of Louis Vuitton’s Womenswear (Contributor, 2016).
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“THE NOTION OF GENDER NEUTRALITY IS THE DEFAULT SETTING INVOLVED IN THE ORIGIN OF CLOTHING. PRODUCTS DON’T HAVE A GENDER IDENTITY, OUR MINDS DO. THANKS TO THE HEIGHTENED ACTIVISM IN RECENT YEARS, MORE PEOPLE ARE POINTING OUT POINTLESSLY GENDERED PRODUCTS SOLD TO CONSUMERS.” – PURUSHU ARIE, 2017
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A report by NPD (2015) outlines a genderless fashion market developing which is driven by Millennials and is less saturated than its gendered counterpart, rife with opportunity for new entrants.
Gender is a spectrum, and some people fall outside conventional categories
There are only two genders, male and female
Don’t know
50% of 18 to 34 year olds believe gender is a spectrum, and some people fall outside conventional categories.
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The American Psychological Association (2005) found a person’s sex has little to do with their personality, cognition, and leadership abilities. As the gender-neutral market develops there is a rise of younger consumers making an impact on the awareness given on issues surrounding gender (Future Brand, 2019). The trend is driven by Generation Z consumers who view themselves as forward thinking, self-accepting and individual beings. A report by JWT Intelligence (2015) stated 81% of Generation Z sample (12-19) think gender does not define a person as much as it used to. Furthermore, Generation Z and Millennials show progressive attitudes towards gender; their passionate beliefs aligning with the world they have inherited as the group were in the early stages of their lives when laws surrounding same-sex marriage were legalized (Laughlin, 2015).
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4.1 Secondary Market 4.1.1 The Luxury Student Market A report by LSN Global (2018) studied how international students from wealthy families are migrating to the world’s wealthiest cities in pursuit of a greater education and quality of life, meaning the cliché image of the struggling student life is being replaced by a new luxurious lifestyle. In 2018 the luxury market dominated the UK unisex apparel; high end retailers account for 53.4% of market share, followed by mass at 31.5%, premium at 11.4% and value with 3.7%. (Yau, 2018). This means international students are a huge customer base exposed to the gender-neutral market and have the disposable income to freely purchase luxury items.
International students generate more than
£25bn for the UK economy (Oxford Economics)
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608k
Chinese students study abroad, with a year on year increase of 12% (Ministry of Education)
International students are worth
£4.6bn
to London alone (Higher Education Policy Institute)
Higher fee paying students from outside of the EU are worth
£102k
each to the UK economy
Furthermore, Chinese students are driving the international student market. This is a result of the improved economic condition of the average family in China and the rise of the middle class (Friend, Walker, 2018), making up 54% of urban households by 2022 (McKinsey, 2013).
4.1.2 The Experiential Retail Market The retail space is changing rapidly; brands are expected to adapt quickly to changing trends within the retail landscape. According to LS:N Global (2017), brands must ensure they invest in experiences that are valuable to consumers; as online and offline worlds merge and enter an era in which consumers expect brands to push possibilities of the physical and digital (Szymanska, Walker, Van Laere, 2017). Experience offers opportunity but in order to be successful, brands must reconsider what creating an experience means to them and their consumers (Szymanska, Walker, Van Laere, 2017), and how they can create meaning through experiences which allow them to separate themselves from competitors in a world that is saturated with brands at every level.
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4.1.2.1 Classroom Retail Classroom Retail is dominating the retail market (Westfield, 2020). Today’s consumers want to be in control of their retail experience, this means being informed about what the brand stands for, where the products come from and what they do. This allows consumers to feel in control, make a better purchasing decision and as a result control how they influence others in relation to the brand and its products. However, this trend does not exclusively include product knowledge. Consumers are demanding brands to tackle other topics as well such as social, political and environmental conversations taking place in today’s world (Westfield, 2020).
20%
of UK shoppers would take part in expert sessions
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25%
of UK shoppers would take part in inspiring classes
35%
of UK shoppers want to learn creative skills at their favourite store
4.1.2.2 Overshare Outlets Young people are looking for ways to externalise their imperfect, innermost thoughts. They are doing this by replacing curated communications with rambling monologues. An example is voice messaging; it ‘encourages unedited, unfocused communication.’ As a result, 6.1bn voice messages were sent in China 2017 over the social platform WeChat and 42% of 16-24-year-old Germans send them daily.
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TREND DRIVERS
BEHAVIOURS
Individualism
Seeking Individualism through Gender Fluidity
Identity in the Digital Era Experiential Retail Paradox Personas
Activism Trend
Homogeneous Rebellion International Students
Experience Economy
Demand for knowledge Increased spending Need for valuable experiences which teach creative skills
Luxury Market
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Control over experiences
4.2 PESTLE Analysis Political
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Economic
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Due to Brexit uncertainty, 2019 had the lowest rate of spending growth since 2010. This resulted in 85,000 job losses, 1/3 of FTSE CEO’s changing and 9,169 store closures across the UK. However, online sales grew 21% (Deloitte, 2020). Meaning that although entering the retail space and opening a successful store will be challenging in the current market’s climate, pushing an e-commerce platform will be a vital tool and securing a lucrative start-up. In recent years, governments globally have been acknowledging the intricacy behind the term ‘gender’ and as a result redefining their approach to sex designation and gender classification such as the Gender Recognition Act (Wipfler, 2016). Due to Brexit uncertainty flight fares from international destinations to the UK are down 49% furthermore, longhaul flights to the UK have plummeted by 72% (Buckley, 2019). These low airfare prices may entice larger tourism to the UK and therefore, business will see a rise in sales as the number of consumers with a larger budget who are purposefully purchasing will be increased. Millennials and Generation Z combined makeup 64% of the population globally (Bakhtiari, 2019). Likewise, there are 8.71M 20-29 year olds in the UK alone (Statista, 2020) which links back to information gathered by retail equity analyst, Lauren Cassel, “…the largest component of GDP – is projected to climb steadily to average 2.5% in the 2030s, driven by Millennials, then Generation Z, moving through their prime working years.” Meaning that it is wise for brands to target this demographic as they will become the primary spenders within the next decade. The number of international students moving to the UK has risen by 10% in 2019 (Jack, 2020) and they will contribute £3.2 billion to the UK economy over 10 years (Top Universities, 2019). This means that in the UK international students hold a lot of spending power which brands need to recognize and work to gain this demographics loyalty in order to increase conversion rates and sales made. Generation Z is a device-orientated generation who have the ability to flick between apps, conversations, moods and personalities. This behaviour “is shaping everything from brand campaigns to new types of communication platforms” (The Future Laboratory, 2020).
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Technology
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Legislation
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Macrotrend Paradox Personas analyses how today’s youth are rejecting aesthetics in favour of cynicism by repurposing digital platforms as tools for offline enrichment and inspiration (The Future Laboratory, 2020). In order to be successful, brands need to understand the complexity of Generation Z and Millennials. Achieved through tapping into their self-aware and multifaceted ideologies, this demographic is enhanced, not trapped, by digital existence. An increasing number of popular fashion brands are using Virtual Reality and Assisted Reality within their brand experience. For example, Fred Perry collaborated with designer Raf Simons to create a digital store that mimics Google View which shows individuals wearing pieces from the collection (The Future Laboratory, 2020). Traditional bricks-and-mortar retail is being transformed through the use of interactive experiences. “Digital identities are being taken offline and into physical spaces with interiors designed to immerse shoppers in a brand’s world…” (The Future Laboratory, 2020). “In September 2015, a global agreement was reached at the United Nations on a set of 17 Sustainable Development Goals to guide global development until 2030”. The UN Sustainable Development Goals which the UK Government signed up to in 2015 are as follows, ‘Achieve gender equality and empower all women & girls, decent work and economic growth, responsible consumption and production’ (House of Commons, 2019). This means that all UK businesses, especially those within the fashion industry, will have to do their part in following the guidelines outlined by the United Nations in order to reach the goals by the target date. The National Minimum Wage was introduced in 1999 by the HMRC in line with the law and policy set out by the Department for Business, Energy and Industrial Strategy (House of Commons, 2019). As a result, by law business have to adhere to this legislation by paying their staff a fair wage for the work they do. Liberal Democrat MP Christine Jardine has introduced the bill to Parliament on March 5th, 2020 banning ‘sexist tax’ or in other words Pink Tax. The MP states, “Products marketed at women are on average considerably more expensive than those marketed at men…this unfair price gap will have a significant financial impact on a woman over the course of her life…” (Devaney, 2019). As a result of the public being made aware of Pink Tax, consumers may be more inclined to shop in the genderless market as it offers the similar products without being priced differently based on the targeted gender.
Environmental
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Sustainable fashion and the need for a circular approach to design is affecting how and where consumers shop. With people’s awareness of sustainability and desire to reduce negative impacts on the environment brands must do more. For example, in stores, plastic packaging is being stripped-back and popular fashion brands are leaning into environmental models, upcycling old garments (The Future Laboratory, 2020). Professor Tim Cooper from the Clothing Sustainability Research Group at Nottingham Trent University argues, “Sustainable consumption demands cultural change. The throwaway culture applies to the whole economy, not merely the clothing sector. If consumers are to be encouraged to buy fewer clothes there needs to be a wider public debate on the future of the ‘consumer society’, including an evaluation of its benefits and costs.” Furthermore, Professor Dilys Williams for the London College of Fashion suggested “society would have to challenge ‘growth logic’ and develop different business models that involve less material consumption…” (House of Commons, 2019). Therefore, businesses must rethink their approach to production whilst highlighting to their consumers the negative effect their consumption has on the environment and what they can do to lessen it.
4.3 Competitor Analysis 4.3.1 Brand Positioning Map
LUXURY GENDERED
GENDER-NEUTRAL HIGHSTREET
Outlined in the Brand Positioning Map, the gendered market is particularly saturated while the gender-neutral market is less occupied particulary in the mid-market sector, meaning there is opportunity in the market which Anything Goes will fill, where there is low barriers to entry due to less competitors operating within the market. Pg.36
4.3.2 Primary Competitors Primary competitors are ‘ASOS Collusion’ and ‘The Phluid Project’. ‘ASOS Collusion’ owns a large market share and has loyal customers and offer low priced products. However, they lack a physical space which limits themselves to online sales. There is also a lack of online and physical experience for the customer, which they will seek out elsewhere. Although ‘The Phluid Project’ is a primary competitor, those consumers not educated around gender-neutral fashion may not be aware of this niche brand and therefore there is more opportunity to gain these consumers loyalty.
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4.3.3 Secondary Competitors Secondary competitors are ‘L’Insane’ and ‘Nicopanda’. The business is aware they will not be able to reach their level of success immediately. These brands own a large market share and therefore, will be the consumers first choice. Luxury brands such as ‘L’Insane’ and ‘Nicopanda’ are market leaders in the gender-neutral market, collaborating with A-List celebrities and established brands such as Apple. Therefore, the target consumer may have loyalties to these brands making it difficult for the business to target this demographic and convert into sales. Having analysed primary and secondary markets, it is clear the proposed concept must set themselves apart from competitors through valuable experiences so that they are the consumers first choice. Pg.38
4.4 Porter’s Five Forces BARGAINING POWER OF BUYERS: Seller’s switching cost is medium because there is a possibility with consumers demanding sustainability that unit costs will increase. Buyer information availability is high as business will be transparent in regards to brands sold meaning, the consumer can make an informed purchase.
THREAT OF SUBSTITUTE PRODUCTS/SERVICES: Price-performance comparison is high due to lower priced competition e.g. ASOS Collusion and H&M. However, products sold by the business are of a higher quality and are friendlier to the environment which justifies price point. Purchase factors are high in terms that the consumer makes apparel purchases frequently and has a budget allocated to retail spending. Product differentiation is medium due to the nature of products sold. The products are differentiated from their gendered competitors but are of a similar nature to their gender-neutral competitors.
Power of distribution is low/rising as the business operates an e-commerce website and retail store.
BARGAINING POWER OF SUPPLIERS:
RIVALRY AMONG COMPETITORS:
Brand equity is low/rising due to new nature of the business. Consumers have little brand loyalty because the business is not yet established meaning they have low bargaining power.
Existing competitors: ASOS Collusion, The Phluid Project, L’Insane, Nicopanda - MEDIUM Direct rivals in UK – MEDIUM/RISING Direct competition from niches – LOW/RISING Locally focused – MEDUIM/RISING
THREAT OF NEW ENTRANTS: Emerging market meaning low barriers to entry, increasing number of players and lower profit margins. Low exit barrier meaning a stable and self-regulated market therefore, profit margins not expected to fluctuate over time. Economies of scale high because new entrants cannot lower prices to match competition and risk low profits.
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High industry profitability because market is less saturated. As a result, incentives for new entrants is high.
Limited competition is medium as genderneutral market is not yet saturated and there are less brands operating in the midmarket retail space. The strength of distribution channels is low/rising. The business is not yet established meaning, it does not have leverage over suppliers due to its scale. Buyer is price sensitive. The consumer prefers lower prices but is willing to pay more for high quality, sustainable products.
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Chapter Five: Concept Development 5.0 Concept Testing and Feedback 1. Gender-Neutral Retail Space When asked if respondents (aged 18-25) would be interested in a gender-neutral retail space which empowers consumers to experiment with clothing in a supportive interactive way, the survey revealed 85.9% answered ‘yes’ (see Appendix 3). Furthermore, respondents of the survey were asked if they would be more likely to purchase from a gender-neutral retail space if it was a luxury concept store, a mid-market concept store or a high street concept store. 54.7% of respondents answered mid-market while 41.8% of respondents answered high
“I THINK THIS IS A GREAT IDEA AND SOMETHING THAT IS NEEDED TO HELP TO STOP JUDGING, BULLYING AND MISCONCEPTIONS… I WOULD LOVE TO SEE THIS IN HIGH STREET STORES TO ENCOURAGE ALL TYPES OF PEOPLE TO LEARN AND BE ACCEPTING OF OTHERS” (ONLINE SURVEY RESPONDENT, 2020). Pg.42
The results from the survey prompted the questions raised in the email interviews with UK residents (18-25) and international students (18-25). Participants were asked to give their opinion on branding, business name, gender-neutral brands sold in store, price points and masterclasses with industry experts. Overall, the data obtained was positive and participants appeared engaged with the proposed concept.
“I THINK THAT IS AN AMAZING IDEA AND A GREAT CONCEPT FOR A STORE. THE EXPERIENCE WILL BE DAUNTING ESPECIALLY FOR A CUSTOMER ALIKE TO MYSELF WHO HAS ALWAYS SHOPPED IN ONE SECTION OF A STORE. BUT I REALLY LIKE THE CONCEPTUAL IDEA” (PARTICIPANT 5378, 2020).
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2. Experiential Elements within Retail Space Participants of the survey were asked, “Would you be more likely to purchase from an experiential store rather than a traditional retail store?”. 53.2% answered yes while 46.8% answered no, backing up the secondary research that the experiential market is on the rise and Generation Z and Millennial consumers treasure valuable experiences over material items (Kleinschmit, 2019). Furthermore, when asked “How important is experience to you when shopping in a retail store? 1 being the most and 5 being the least” 32.7% voted three. The data showed that although consumers value experience it is not the defining factor in their purchasing behaviour. While experimenting with different experiential elements that could be implemented into a retail, space survey respondents were asked to vote for the most appealing option when shopping in a retail store. 43.6% voted for genderless skincare and make-up masterclasses, while 47.9% voted for styling masterclasses. As a result, the data collected from the online questionnaire shaped the experiential elements introduced to email interviews participants. When asked what they thought of in-store assistance, masterclasses and blog posts my brand ambassadors respondent 1734 answered,
“I THINK THE BLOG POSTS ARE A GOOD IDEA AS THIS IS A QUICK AND EASY WAY TO SEE HOW THESE CLOTHES CAN BE STYLED WELL. THE WORKSHOPS ARE ALSO A GOOD IDEA AND COULD BE DONE ONLINE TOO FOR POTENTIAL CUSTOMERS TO GET INVOLVED IN” (2020).
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3. Branding for Gender-Neutral Retail Space The original brand logo and colour scheme was tested through an Instagram poll and email interviews with participants aged 18-25 (see Appendix 4 & 5). When asked, “Which logo do you like the best for a genderless clothing brand?� the Instagram poll revealed 51% of respondents voted 2nd while 49% voted 1st
g n h t y i n a go es LOGO 1
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g n h t y i n a go es LOGO 2
Q. WHAT DO YOU THINK OF THE BRAND NAME ‘ANYTHING GOES’ FOR THIS RETAIL SPACE? WHAT EMOTIONS/FEELINGS DOES IT GIVE YOU?
“Sounds like a cheerful brand name, is very suitable for a genderless store. Has connotations of acceptance and doesn’t lean towards masculinity/femininity. Gives me positive feelings!” (Participant 3832, 2020).
such er retailers th o e k li e n o with to anyo probably g o targeted ld to u l e o w fe ’t le ny n a s oe me that in a are. I, as a m it ’ u n “I like it! It d s a l il m p w o t a ‘T ’ and ing th en in at had it be find someth as ‘Topshop e c to n e la p g o h d n d o d an n a sec an open min t have give o n t ” h ig m I er epartment. d ’ le a m e other retail ‘f a (Participant
“Makes me fe el like I would have the free browse any o dom to f the clothes a v a il a b le a nd feel more comfortable tr ying them on in store.” (Participant 1 734, 2020).
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).
0710, 2020
Q. WHAT DO YOU THINK OF THE LOGO? WHAT IMPRESSION DOES IT GIVE YOU OF THIS BRAND?
rity ds me of the secu in m re it e, yl st logo unts use “…regarding the social media acco d an s te si eb w a y check that man rifying you’re “not ve n he w t un co an ac live as we to login or create dividuals free to in l al e ar e w at s th ing robots robot”… it reflect ality instead of be du vi di in r ou s what es want and expr etal norms basing ci so d le al -c so es or se.” following guidelin rs like and purcha he ot t ha w on se you purcha
“…maybe the branding is a little too simple? Reminds me of the new moon pig rebranding, feel like you could add a bit more to it to make it a bit more special and memorable… I would avoid using colours like blue/pink as they are too gender specific in the consumers mind and can conflict the message that you are trying to convey about it being genderless.”
, 2020).
(Participant 0407, 2020).
(Participant 5378
“The branding looks quite playful, which links well with the idea of being free from judgement. I prefer version 1 because to me the contrast isn’t as harsh and looks more professional.” (Respondent 1734, 2020).
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All responses were taken into consideration and two new logos were designed and tested through Instagram polls with respondents aged 18-25 and email interviews with international students (see Appendix 4 & 6). The Instagram poll revealed 62% of respondents voted for logo 1 while 38% voted for logo 2.
g n h t y i n a go es LOGO
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LOGO
Respondents were then asked, “Which logo do you prefer when in use with the brands mood board?” 64% voting for logo 1, reiterating its popularity. Furthermore, respondent 1408 described the logo as, “eye-catching, interesting, confusing” (2020) and respondent 5555 used the words, “Original, different, inclusive, new and modern” when referring to the new logo designs (2020). However, respondent 3642 felt that the “store is targeting at women due to the feminine nature of the faces” (2020). This is not the intention of the logo as it has been designed for a gender-neutral space although it is a one-off comment with the majority giving positive feedback.
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Now the fun beg ins ...
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Chapter Six : Brand Development 6.0 The Big Idea
A third-party retailer selling exclusively gender-neutral brands which strives to create valuable experience and empower customers to blur the lines between fashion and gender by expressing their true authentic selves.
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6.1 How We Came to Be When final year Fashion Marketing and Branding student Keri Breen developed a love for gender-neutral clothing she began wondering why fashion is often limited by societal expectations based on an outdated gender binary. Deciding there was a need for an accessible genderneutral retail space which provides valuable and personalised experiences Anything Goes was born. Stocking exclusively high-quality gender-neutral clothing, which is kind to our planet, Anything Goes strives to create a community where consumers feel empowered to express their true and authentic selves.
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6.2 Our Mission To inspire, empower and encourage our customers to step outside of the gender binary by offering a space free of judgement where anyone can experiment with their identity through fashion.
6.3 Our Vision We may be a small business, but we have big dreams and even bigger ideas. We understand that products do not have a gender identity, our minds do. That is why we want to challenge how fashion has been categorised by blurring the lines between fashion and gender. We will achieve this by becoming market leaders and the first choice for independent designer brands.
6.4 The Proposition Giving you the freedom to redefine traditional labels of ‘his’ and ‘hers’ and to express your creativity and authenticity by simply discovering your most desired products by colour, fit and style.
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6.5 Our Essence
. . . f . u r s l o e Y . e l y t .. S . o t . N . . . . Stif le . . . . .. . . . . Yourself Pg.54
6.6 We Stand For REBELL IOUSNE SS
ITY
CREATIV
AUTHENTICITY FLUIDITY
INDIVIDUALISM
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DISRUPTION
EXPRESSION
6.7 Who Are We? We are DISRUPTIVE. We proudly take on the role as the educators and enablers. We face problems head on and make the change we want to see in the world. We are CREATIVE. We strive to do things differently by creating valuable experiences for our customers which differentiates us from the competition. We are INDIVIDUAL. We understand our consumers are individual beings who cannot be categorised, and neither can our products. We stock exclusively high quality, independent, gender-neutral and ethical brands.
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6.8 The USP To create an interactive space free of judgement where consumers feel empowered to break gender stereotypes by purchasing clothing which represents their true and authentic selves.
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6.9 Our Building Blocks to Success RESONANCE:
Sense of Belonging High consumer loyalty and sense of community
FEELINGS:
JUDGEMENT:
Individual and Creative
Mid-market
Brand authenticity inspires consumers to rebelliously express their individuality & fluidity
High quality, independent, gender-neutral and ethical
PERFORMANCE:
IMAGERY:
Quality and Reliability
Modern, creative and approachable
All products are of a high quality and environmentally friendly
Colourful, individual, rebellious, impactful, clean
SALIENCE:
Niche Awareness
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Experiential gender-neutral concept store, built on the principles of individuality and expression
6.10 Brand Guidelines PRIMARY LOGO:
SPACING:
g n h t y i n a go es ALTERNATIVE LOGO:
An
ythin
g
G oe
s Pg.60
g n h t y i n a go es SIZING:
g n h t y i n a go es Minimmum print size 38mm wide
g n h t y i n a go es Minimmum screen size 150px wide
COLOUR PALETTE:
TYPOGRAPHY:
Aa Arial Rounded MT Bold
A N a m 0
B C D E F G H I J K L O P Q R S T U V W X Y b c d e f g h i j k n o p q r s t u v w x y 1 2 3 4 5 6 7 8
GENDER-NEUTRAL EXPERIENTIAL RETAIL
CONTEXTUAL EXAMPLES: R STYLE YOU SELF,
t h ing anyg o es Business Card Pg.61
NOT STIFLE YOURSELF Campaign
M Z l z 9
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Chapter Seven: The Consumer 7.0 Consumer Analysis Due to primary and secondary research, Anything Goes target consumers are Millennial and Generation Z aged 18-25.
7.0.1 Generation Z Born into a world which experienced drastic change within their lifetime politically, socially, economically and technologically, their personal beliefs and characteristics have been influenced by global changes, creating a generation different than any before them with unique experiences, beliefs and behaviours (Merriman, Unknown).
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This generation places a greater emphasis on their responsibility to help improve the world. Generation Z are more focused on what they are doing to help the environment and feel a personal obligation to help make things better (Merriman, Unknown). Furthermore, they are a generation which entered a world where gender is increasingly more fluid and nondescript. They support the individual, rejecting labels made standard by past generations and disregarding the status quo such as gender identification (Rapacon, 2019), with the majority preferring to purchase non-gender-specific products, shop in unisex stores (Merriman, Unknown). They consider gender to be a subjective experience and view conventional attitudes as insulting (Cassandra Report, 2013). Market researcher Mackenzie nicknamed this generation ‘Plurals’ because of their fluid and individualistic identities, while a report from Irregular Labs found that 25% of Generation Z expect their gender identification to change throughout their life.
Generation Z is currently the world’s largest age demographic with 2.6 billion members. Globally this generation holds a purchasing power of more than £400 billion and account for 40% of all consumers (Rapacon, 2019). Furthermore, Generation Z us the first generation to grow up online, making them digital natives, with global information at their fingertips whenever they please.
“WITH SO MUCH OF GEN Z’S SOCIAL LIFE CENTRED AROUND THE DIGITAL DOMAIN, SIGNIFICANT PERCENTAGES PREFER SOCIALIZING ONLINE THAN IN REAL LIFE. MORE THAN HALF SAY ITS EASER TO CHAT DIGITALLY, OR MORE CONVENIENT.” (JWT INTELLIGENCE, 2012).
As a result, this consumer does not look for immediate gratification from online purchases (Van Steenburg, 2019). They are more confident shopping online than previous generations, able to navigate and identify their best options and make educated purchasing decisions (Van Steenburg, 2019).
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7.0.2 Millennial Growing up in a time when technology was being introduced to the masses, they have been named ‘Digital Natives’ by Prensky (2001) because they are native speakers of the digital language (Gouveia, 2008). The introduction of the internet from a young age has had a vast influence on how Millennials view communication (Russell, 2002). This demographic has become accustomed to depending on their laptops, mobile phones, instant messaging, e-mail, and interactive media in almost all aspects of their lives (Gouveia, 2008). Furthermore, they utilise technology as a means of social homogenization, instead of individual differentiation meaning that technologies main use is to communicate with people (Gouveia, 2008). This demographic desire to live a less stressful life (Gouveia, 2008) however, they live in a world where multi-tasking is a way of life and choice is abundant; they are always searching for new opportunities, and desire not to miss anything (Pew Research Centre, 2007). Millennials spending power, ability to be trendsetters, adoption to new products and the potential for becoming a lifetime customer (Martin & Bush, 2000) make them a sought-after demographic.
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Larger monthly budget allocated to buying apparel (Deloitte Insights, Unknown) and impulse buying is a common driver of Millennial purchasing behaviour (Van Steenburg, 2019).
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View brands more favourably for their responsible practices, seeking out additional benefits such as better quality to justify a higher price point (Merriman, Unknown).
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Look for products and brands that match their personality, lifestyle, social and community values (Moreno, Lafuente, Carreom, Moreno, 2017).
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77% of Millennials prefer cool experiences over a cool product (Kleinschmit, 2019). Stay connected to brands by visiting brand websites and participating in online communities (Deloitte Insights, Unknown).
7.1 Consumer Profiles JOE, 18
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From Poland, living in Nottingham Oldest child of four Comes from a middle-class family International student who started his first year at university studying Fine Art In his spare time Joe likes to visit art exhibitions, play football with his friends, visit his local pub and go charity shopping. He is passionate about sustainability and is heavily influenced by artists and musicians within the gender-neutral movement. Joe will only purchase from ethical brands whose values align with his.
Check Out Joe’s Playlist! Pg.66
GRACE, 21
- From Manchester, living in Manchester - Graduate with a degree in Business Management - Only child - Comes from a working-class family - Working full time as an Assistant Manager at Boohoo - In her spare time Grace enjoys going running with her local club, spending time with her friends and family and trying new recipes from her vegan cookbook.
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Working in the fashion industry, Grace stumbled upon gender-neutral fashion. Empowered by the idea of women wearing typically male motifs and vice versa, Grace specifically looks for gender-neutral garments to add to her wardrobe.
Check Out Grace’s Playlist! Pg.67
LILY, 24
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From Dublin, living in London Working fulltime as an editor at AnOther Magazine
- Enjoys immersing herself in the fashion and
beauty industry, keeping up with trends and taking fashion risks. Lily prides herself in influencing her friends fashion decisions and introducing them to new brands and designers that are breaking into the industry.
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Lily’s new obsession is gender-neutral fashion. She loves to show her friends and followers how to style pieces that would typically have been worn by the opposite gender.
Check Out Lily’s Playlist!
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LUKE, 23
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From Glasgow, living in Manchester Working full-time as a manager at his local Timberland store
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Luke is extremely outgoing and androgynous. He loves expressing his colourful personality through clothes and make-up, posting his outfits for his followers on Instagram
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Luke is always looking for new brands to purchase from which align with his personal views of expression, fluidity and individuality
Check Out Luke’s Playlist!
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7.2 Jung’s Archetypes Generation Z: THE SAGE Key Attributes: Wise, Articulate, Open minded Core Desire: The discovery of truth
Core Desire: To create something of value
SAG E
R ATO
Key Attributes: Expressive, Imaginative, Innovative
RE
THE CREATOR
THE
Fear: Being decieved; ignorance
EC TH
Goal: To use intelligence to understand the world
Goal: Give form of a vision Fear: Having a mediocre vision THE REBEL Key Attributes: Revolutionary, Freedom, Radicle Core Desire: Revolution Goal: To change what is not working Fear: Overstepping the mark Pg.70
THE REBEL
Millennials: THE EXPLORER Key Attributes: Independent, Ambitious, Spirited
Core Desire: To create something of value Goal: Give form of a vision
EXP
R ATO
Key Attributes: Expressive, Imaginative, Innovative
Fear: Having a mediocre vision THE MAGICIAN Key Attributes: Visionary, Inventor, Charismatic leader Core Desire: Understanding the laws of the universe Goal: Make dreams come true Fear: Being manipulative Pg.71
RE
THE CREATOR
THE
Fear: Feeling trapped
EC TH
Goal: To live an exciting and fulfilling life
LOR ER
Core Desire: Have the freedom to explore and discover
THE MAGICIAN
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Chapter Eight : Brand Strategy 8.0 Business Model A business model can be defined as, “A WELL-SPECIFIED SYSTEM OF INTERDEPENDENT STRUCTURES, ACTIVITIES, AND PROCESSES THAT SERVES AS A FIRM’S ORGANIZING LOGIC FOR VALUE CREATION AND VALUE APPROPRIATION” (SORESCU, FRAMBACH, SINGH, RANGASWAMY, BRIDGES, 2011). Many advantages come along with a business model such as creating value for customers, improving inventory management, reduce opportunity costs, increase customer’s switching costs and lower the leverage stakeholders exercise (Sorescu, Frambach, Singh, Rangaswamy, Bridges, 2011). Anything Goes follows a modern third-party retailer and e-commerce business model that has been proven to be successful by competitor Wolf and Badger.
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Anything Goes takes a small commission (20%) of all sales made. This means that the independent, gender-neutral brands that Anything Goes work with will take the majority of sales, equipping them with the means to grow their own direct sales by utilising the Anything Goes infrastructure as a sales channel and marketing tool (Nazir, 2019).
8.1 Objectives and KPI’s
1
OBJECTIVE: To successfully launch a gender-neutral concept store with both an online and physical presence in the UK and develop a strong brand awareness with the target consumer through strategic marketing and communication strategies. KPI: This objective will be measured through consumers online opinion of the brand. Anything Goes will adjust their marketing strategies and specific product messaging if needed to successfully achieve the campaign goal. This objective will be measured through social mentions. Anything Goes will monitor social channels which their target consumers most frequently use such as Instagram, Twitter and TikTok to analyse conversion rates. This objective will be measured through brand recall. Anything Goes will use surveys and focus group discussions as a means of identifying their brand position against competitors.
2
OBJECTIVE: Achieve target profit margin by selling high quality, ethical, garments and to create meaningful, personalised experiences for consumers. KPI: This objective will be measured through conversion rates from specific advertisements, product pages, campaigns, distribution channels and SEO keywords by using the formula; Conversion rate = (conversions/total visitors) * 100% This objective will be measured through Cost-per-acquisition (CPA). This metric will be tracked alongside sales revenue to identify how much money Anything Goes spent to convert one person into a sale.
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3
OBJECTIVE: To maintain a resilient competitive advantage within the gender-neutral marketplace by developing meaningful relationships with consumers through strategic and effective marketing initiatives. KPI: This objective will be measured by the Net Promoter Score (NPS). This metric allows the business to gather data which identifies if a consumer will refer or promote a business. This metric will be carried out by surveying current customers.
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8.2 Revenue Streams Anything Goes will launch the business with two streams of revenue:
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GENDER-NEUTRAL GARMENTS VIA E-COMMERCE SITE: The businesses website will host five independent, high quality, ethical, gender-neutral brands to begin with, offering Generation Z and young Millennial (18-25) consumers gender-neutral garments in a channel of distribution that is both convenient and accessible.
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GENDER-NEUTRAL GARMENTS VIA CONCEPT STORE: Each brand that pays for rail space in Anything Goes’ concept store will have its own department. This means consumers can easily navigate the concept store and easily identify which brands they are shopping for. The clear layout of the store and information on each brand readily available will ensure this channel of distribution is convenient, educational, and experiential for the consumer.
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8.3 Marketing Mix - 7P’s PRODUCT: Working with five brands in-store and online, Anything Goes will provide a wide selection of high quality, ethical and gender-neutral garments. Products and services focus on:
- Quality - Experience - Differentiation - Community - Expression - Individuality
Focus on creating valuable experiences in-store and online to gain consumer loyalty and increase brand awareness. These products and services will range from weekly masterclasses with industry experts, in-store guidance, and blog posts by brand ambassadors.
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PLACE:
-
Online In-store Pop-up shops
Anything Goes will transform online channels into touchpoints, allowing consumers to immerse themselves in the business by taking part in online masterclasses, blog posts and podcast episodes. With specific focus on creating valuable experience and communicating business values, physical activities such as weekly masterclasses, in-store events and pop-ups will introduce consumers to the brand, persuading them to interact and refer Anything Goes to a friend.
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Home
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Shop
Masterclasses
Blog
Podcast
Our Ambassadors
Contact Us
PRICE: Anything Goes is a third-party retailer working with independent gender-neutral brands, Following the Wolf and Badger pricing strategy, they will take 20% commission on total sales.
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PROMOTION: Type of promotion:
-
Paid Media Owned Media Earned Media
Promotional Activities:
- Masterclasses - Special Offers - Instagram competitions - Direct mailing - Social media campaigns - Leaflets - Publications Pg.82
Relying on an organic growth strategy, Anything Goes will motivate people to share their brand experience through Instagram competitions and a referral and rewards scheme. Were paid and owned media is used, Anything Goes must ensure content reflects their mission and values, resonating with the consumer to achieve a competitive advantage, maximum exposure, and loyalty.
any t h ing go es
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PEOPLE: CLIENTS: Liaise and build strong relationship by communicating weekly, presenting brand in a desirable way that reflects values and aesthetics. EMPLOYEES: Focus on personal selling, creating personal experiences which meet consumer needs. MANAGEMENT: Oversee the day to day running to ensure smooth transactions between the business and clients, and the business and consumer. CUSTOMER SERVICE: Support products, services, and experiences while providing professional expertise and technical support. CONSUMER: Vital to meet consumers needs and exceed expectations by providing a product range and service which differentiates Anything Goes from the competition. Pg.84
PROCESS: ANYTHING GOES’ GUIDE TO THE PERFECT DAY (WEBSITE)
Step 1:
Step 2:
Step 3:
Simple website layout with a colourful and modern design.
Customers can create a personalised account where they can save their clothing sizes and favourite brands. Customers can also sign up for email marketing where they will be contacted with exclusive offers and business events.
Website will be simply labelled to ensure consumers can easily navigate it. This will mean consumers can shop, sign up to masterclasses, read blog posts and listen to the newest podcast episodes in only a few clicks.
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ANYTHING GOES’ GUIDE TO THE PERFECT DAY (STORE)
Step One:
Step 2:
The store will be Each brand will have spacious and easily its own section within navigated by all the retail space so that consumers no consumers can easily matter their personal identify which brand needs. The retail and they are shopping leisure spaces will with. be separated so that consumers can shop and relax without worrying about interrupting or getting in the way of people. Pg.86
Step 3:
Step 4:
The leisure space will Staff in-store will be be separated from the at hand at all times to retail space to create assist the consumer an environment where when required; able consumers can relax, to educate them hang out with friends around brands and and get involved with their products, help a community of like them to style pieces minded individuals. and advise them on which products to buy if required.
Step 4: Consumers will be given the opportunity to sign up to masterclasses through in-store advertisement. This will reduce the risk of the consumer feeling pressure from staff, making the experience stress free and optional.
PHYSICAL EVIDENCE:
CONCEPT STORE
CAMPAIGN PACKAGING Home
Shop
Masterclasses
Blog
Podcast
Our Ambassadors
Contact Us
WEBSITE
POP-UP S
HOP
any ng thi g
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oe
MASTERCLASSES
s
8.4 SWOT Analysis STRENGTH LOCATION: Anything Goes’ store is in Manchester’s Northern Quarter. This is a trendy neighbourhood, with vibrant street art, independent stores, some of cities liveliest music venues and cultural attractions such as Manchester Craft and Design Centre. This popular, urban location will attract unique, creative and open-minded individuals into the store and generate footfall. UNIQUENESS: Anything Goes stands out from its traditional gendered competitors by offering high-quality, gender-neutral garments from independent, ethical brands and a personalised, immersive experience. Furthermore, many gender-neutral competitors lack an accessible physical store with reasonably priced garments. The combination of a physical and online presence gives Anything Goes a competitive advantage.
WEAKNESS LACK OF BRAND AWARENESS: The new nature of the brand contributes to the lack of brand awareness and consumer loyalty and because Anything Goes has not yet established itself as a reputable brand within the Gender-Neutral Market, conversion rates will be low. HIGH START-UP COSTS: The high start-up costs of opening a physical retail space will require investments and loans. LOCATION: Single store location means limited physical reach.
MARKETING: Strategic, focused and creative marketing methods with clear goals and strategies that will target Generation Z and young Millennials aged 18-25.
OPPORTUNITY
THREAT
GENDER-NEUTRAL MARKET: In recent years consumers have started to question traditional expressions of gender and as a result, leading European brands are launching collections and opening stores to celebrate diversity and link their brand image to gender-fluidity (Mintel, 2020). There is a clear trend towards genderneutrality specifically in the fashion industry, which continues to gain strength (Mintel, 2020). Anything Goes is developing a business around this trend which will attract a customer base that aligns with their brand values and therefore, encourages people to purchase.
COMPETITORS: Competitors such as ASOS and H&M have launched genderneutral collections which are trendy and at a low cost. ASOS has been ranked #3 in Lifestyle/Fashion and Apparel (Similar Web, 2020) while H&M has been ranked #1 in Lifestyle/Fashion and Apparel (Similar Web, 2020). These two primary competitors are market leaders, dominating both gendered and gender-neutral retail which means they will be the customers first choice. To rectify this threat, Anything Goes will create an engaging and strategic marketing campaign which will push their unique selling point and target Generation Z and young Millennials.
UPCOMING EVENTS: Anything Goes will attend the Future of Retail trade show in Manchester. This trade show explores the prospects for the sector including the future of shopping centres and uses of new technologies. Anything Goes will learn new insights from leading operators, agents, and investors on their expectations of the industry which they can adopt into their own business, giving themselves a competitive edge.
BEING UNPREPARED FOR OPENING NUMBERS: Anything Goes runs the risk of being unprepared for opening numbers both on their e-commerce site and physical store. To ensure this doesn’t happen, Anything Goes will estimate how many customers to expect throughout the year by utilising the average conversion rate for a new business with the population of 18 – 25 year olds in the UK. Furthermore, enough staff will be hired to match online and offline traffic to ensure a seamless experience with quality customer service that will make a good first impression on the consumer and gain their loyalty.
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8.5 Ansoff Growth Matrix With the assumption of a successful first year, an Ansoff Matrix has been utilised to analyse the brands future growth strategy with the focus on Market Penetration and Product Development.
MARKET PENETRATION This low risk strategy is to encourage more people to purchase products and increase the businesses sales. As a result of entering a growing market, this strategy will solidify Anything Goes’ market share within the gender-neutral market through developing marketing strategies and communication activities.
MARKET DEVELOPMENT
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PRODUCT DEVELOPMENT This medium risk strategy will involve extending the businesses product range by acquiring new brands and offering new services. This strategy will allow an opportunity for Anything Goes to differentiate themselves from their competitors, increase brand awareness and attract current and potential consumers. DIVERSIFICATION
8.6 Three Year Strategic Plan
1
YEAR ONE: BRAND LAUNCH AND GROWING AWARENESS The first year will focus primarily on the launch of Anything Goes and growing brand awareness within the Gender-Neutral market, directing content towards Generation Z and Millennials aged 18-25. The business will launch through their website and social media platforms followed by a social media campaign introducing consumers to the business. Three pop-up shops will follow the launch, located in London, Manchester, and Nottingham: urban cities with young open-minded people. The pop-ups allow Anything Goes to test their success with the target demographic, monitor footfall and collect feedback from customers regarding consumer engagement and brand performance. The concept store will open in Manchester’s Northern Quarter in April to celebrate diversity month. To communicate their mission and values, the store will combine retail and leisure through masterclasses with industry experts and leisure spaces where customers can not only shop but hang out and meet a community of likeminded people. To create experience, there will be a private booth where customers can leave voice notes expressing aspirations, anxieties and questions set out by Anything Goes which will change on a weekly basis. Furthermore, masterclasses will happen online and physically to target a larger customer base who may be unable to physically attend. Consumers will have the opportunity to register for masterclasses with stylists and tailors who will coach customers how to develop a personal style, expertly style garments stocked instore and online and learn how to personalise garments.
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Other activities such as blog posts and podcast episodes with industry experts will be utilised as touchpoints to create a meaningful and personal relationship with customers, giving them the opportunity to become part of a supportive community of likeminded individuals. The rest of the financial year will focus on driving sales and building a strong relationship with consumers. Developing a touchpoint for consumers through both online and physical channels will help drive engagement, offer informative content, and nurture the consumers relationship with the business. Furthermore, a referral and rewards scheme will be introduced which will give consumers who refer a friend to the business a discount on their next order. This scheme will encourage new customer acquisitions and
2
Year Two: Introducing Renting Scheme and Building Client Portfolio In Year Two, Anything Goes will expand the business through the introduction of new gender-neutral brands both online and in-store, tapping into the beauty market. The acquisition of new brands will be supported by a social media campaign and in-store launch event to introduce their consumers to these new brands in an experiential away. A renting scheme will be introduced in-store. Customers will be able to rent three garments at a fixed price of ÂŁ26 per month with the offer at the end of the month to purchase at a reduced price, tapping into the Circular Economy trend and introducing a more sustainable way to shop.
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3
YEAR THREE: GROWTH EXPANSION AND ANYTHING GOES’ FIRST GENDER-NEUTRAL CLOTHING LINE In Year Three, Anything Goes will focus on securing market share and establishing a strong financial position. This will be achieved by pushing brand awareness and delivering exceptional customer service which exceeds the expectations of the consumer and gains their loyalty. Anything Goes will push their communication strategy to create excitement and attract new customers to meet profit margins. Anything Goes will launch their first ethical gender-neutral collection. This collection will draw in themes of sustainability, fluidity and individuality, reflecting on the business values. The launch of their own collection will separate Anything Goes from third party retailers and establish them as designers within the Gender-Neutral market.
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Chapter Nine: Comms Strat egy 9.0 Communication Objectives
1 2 3 4
Develop a strong brand awareness with target consumer by reaching 20,000 followers on TikTok and Instagram in the first year.
Form an active community of podcast listeners who engage weekly by sending in questions for the host and guests to discuss.
Achieve a social media engagement rate of 3.48% consistently throughout the first 12 months by building a loyal customer base.
Drive traffic to both the website and concept store, encouraging consumption by targeting creative and educational content at target audience.
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9.1 AIDA Model The AIDA model has been utilised to identify cognitive stages an individual goes through during the purchasing process and support them in making the final purchase (Hanlon, 2019). AWARENESS: Social media marketing and a campaign involving brand ambassadors will be used to generate brand awareness prior to the launch of the e-commerce website, during the pop-up shops and before the opening of the concept store. Consumers will be encouraged to share their experience with the business regarding customer service online and instore, and masterclasses with both their friends and followers in order to generate organic growth. INTEREST: Consumers interests will be peaked through sharing User-Generated Content (UGC) and creating engaging, educational and personalised content across all social media channels and the businesses podcast. This content will be designed to specifically resonate with the target demographic of Generation Z and young Millennials aged 18-25. DESIRE: Desire will be created through advertising a positive brand experience and an empowering community to potential consumers. As a result, Generation Z and young Millennials aged 18-25 will desire to interact with Anything Goes, by becoming a part of an empowering and engaging community of likeminded individuals who want to get involved in the gender-neutral trend. ACTION: All communication activities stated above are carried out with the intent of driving consumer engagement with the brand and traffic onto their e-commerce website and concept store. This in turn, will persuade consumers to purchase products and take part in masterclasses with industry experts which will fulfil their desire for an educational and experiential brand experience. Pg.95
9.2 DRIP Model The DRIP model has been utilised to support Anything Goes’ marketing communications and to set communication goals while launching the business (Hanlon, 2013).
DIFFERENTIATE: By creating an interactive space free of judgement where consumers feel empowered to break gender stereotypes by purchasing clothing which represents their true and authentic selves, Anything Goes differentiates the business from primary and secondary competitors. REINFORCE: Anything Goes’ mission, vision and values state the businesses message. To reinforce this message, it will be consolidated and strengthened by delivering a personalised experience to the consumer that sets the business apart. INFORM: Anything Goes’ target consumer will be educated about each brand stocked regarding the brands values and how the garment has been made. The business will offer masterclasses and ‘meet the creator events’ both on their offline and online channels which will allow them to feel like an active part of the community. PERSUADE: Consumers will be persuaded to engage in the gender-neutral trend by tapping into their need for individuality and dislike of being ‘put in a box’. The content posted will be both educational and interactive which will create a positive brand experience and reward consumers through the referral and rewards scheme for sharing their brand experience. Pg.96
9.3 Communication Strategy JAN
FEB
MARCH
APRIL MAY JUNE JULY AUG SEP OCT NOV
London, Manchester & Launch Nottingham Marketing social media/ campaign pop-ups website & & launch campaign of concept Develop website store & social media introducing brand celebrating ambassadors diversity Email month Marketing
Podcast & Blog Launch
Approach KOLs and influencers
Events introducing KOLs and influencers to business
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Introduce subscribe to mailing list option
Email Marketing
Masterclasses w/ industry experts
DEC
In-store event for new brands Beauty Papers Issue
Push in-store & online sales
Holiday Sales Promotions Social media campaign
Email Marketing Email Marketing
PR Event TV Advert
REGULAR ACTIVITY ON INSTAGRAM & TIKTOK WEEKLY MASTERCLASSES & PODCAST EPISODES
Email Marketing Halloween Event
9.3.1 Online Communication Channels
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BLOG A blog has many advantages such as gaining credibility as an expert in a niche, building relationships with customers, drive traffic to website and help businesses grow (Greene, Unknown). There is an emerging trend of ‘micro blogs’ as social media platforms, adding functionality that allows people to share longer pieces of content, rewarded with higher engagement and reach (TalkWalker, 2020). From the primary research carried out, participants of the e-mail interviews expressed great interested in the idea of a blog as part of a communication strategy. “I THINK THE BLOG POSTS ARE A GOOD IDEA AS THIS IS A QUICK AND EASY WAY TO SEE HOW THESE CLOTHES CAN BE STYLED WELL.” (RESPONDENT 1734, 2020). Blog posts will educate the consumer about brands and feature how brand ambassadors’ style favourite garments to inspire the consumer.
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PODCAST A podcast allows a business to connect with customers on a personal level as it allows the listener to hear the emotion and authenticity behind your words. It will be used as a platform to engage with consumers and discuss topics such as the A-Gender Agenda in a deeper sense with industry experts and brand ambassadors.
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INSTAGRAM Data analysed from primary research showed 88% of Generation Z and Millennials follow and interact with clothing brands on Instagram (see Appendix 4). Instagram has over 1 billion monthly users and over 500 million daily active users (Brandi, 2019), cementing its status as the 5th largest social media channel (TalkWalker, 2020).
1/3
Instagram Users have used the app to purchase a product online (Brandi, 2019)
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75%
Instagram users visit a brands website after looking at their Instagram advertising post (Brandi, 2019)
75%
Instagram users take action on these ads e.g. clicking the shop now or contact us buttons (Brandi, 2019).
Anything Goes
165
Following
20,000
254
Anything Goes Gender-neutral retailer #YOUDOYOU Anything Goes
Instagram will be the primary channel used to engage with the consumer and promote other channels of communication such as the podcast and blog.
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The content posted to the Instagram account will be a mixture of created and UGC. This mixed method approach will communicate educational and empowering content which will engage the consumer and reflect the businesses values. Content will be posted weekly to ensure engagement rates remain high, encourage an active community of like-minded individuals and drive traffic to the business.
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TIKTOK Data analysed from primary research showed 15% of respondents follow and interact with brands on TikTok (see Appendix 4). A report by TalkWalker (2020) stated TikTok has 750 million monthly active users with a 62.5% increase in social mentions from January 2019 to June 2019. Furthermore, 66% of TikTok’s users are under 30 solidifying its significance in reaching the Generation Z and Millennial demographic. Content created for TikTok will be UGC focused. Following brands such as Nike who are building communities, aligning with new influencers to create a dedicated following (TalkWalker, 2020).
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EMAIL MARKETING Anything Goes will engage with consumers through e-mail marketing before and after large-scale events, launches and campaigns, as 78% of people claim to have cancelled email subscriptions because they are receiving to many (Hubspot, 2016, Reis, 2019). Furthermore, campaign Monitor (2019) revealed Generation Z are active email users with 58% checking their emails multiple times a day.
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9.3.2 Offline Communication Channels
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POP-UP SHOPS Pop-up shops will be used as a communication channel to create a connection with the consumer and generate brand awareness driving traffic to the business.
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CONCEPT STORE The concept store will be a touch point for consumers where they can interact with the business and gain a valuable experience which will encourage loyalty and repeat purchases.
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MASTERCLASSES Masterclasses will be hosted by industry experts such as designers and stylists to educate consumers, provide them with valuable experiences and equip them with new skills. 25% enjoy taking part in inspiring classes and 20% in expert sessions (Westfield, 2020). Therefore, masterclasses will take place in-store and online to further reach to potential customers.
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PACKAGING Aesthetically pleasing and ‘Instagrammable’ packaging is important to increase sales. Memorable branding increases brand awareness and encourages social media sharing.
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PUBLICATION ADVERTISING Anything Goes will be feature in publications such as Beauty Papers magazine because it is targeting a group who are interested in beauty and fashion which provokes, creates, confuses, and inspires. Beauty Papers is an established magazine within the fashion industry, widening Anything Goes’ reach.
9.4 Communication Tactics MICRO-INFLUENCERS Micro-influencers are recognized by followers as more credible (Capeli, 2019) and can affect their audience purchasing behaviour (Djafarova & Rushworth, 2017). The use of micro-influencers will promote Anything Goes products in a natural and contextualised way which generates conversation (Influencity, 2018) and increases business engagement.
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KEY OPINION LEADERS (KOL) KOLs are advocates of a brand who have expert status that elevates their opinions in the eyes of consumers (MediaKix, Unknown). The use of KOLs are beneficial when a business wishes to associate itself with values such as loyalty, sincerity, and trust (Influencity, 2018). Masterclasses with industry experts has been tested with the target demographic. The data analysed expressed the consumers desire for guidance from KOLs. “SEEING T-SHIRT STYLES WORN BY MALES GIVES ME BETTER KNOWLEDGE OF HOW I COULD STYLE IT AND WOULD BE MORE LIKELY TO PURCHASE” (RESPONDENT 1734, 2020).
Anything Goes will build strategic relationships with KOLs such as industry stylists to create collaborative and educational content to be published across all online communication channels.
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PRE-LAUNCH EVENT Brand ambassadors and industry experts will be invited to an exclusive event where they will meet the designers of the brands and be introduced to Anything Goes, their mission, vision, brand values, USP, core product offering in a personal and experiential way. The focus is to excite and create a meaningful relationship with industry experts and influencers. BRAND LAUNCH In February Anything Goes’ will launch their social media channels website alongside a social media campaign introducing brand ambassadors and three pop-up shops test a physical space and gain consumer feedback to further develop the concept store. The launch of the store will be supported by a strategic marketing campaign involving influencer and social media communications generating brand awareness among the target consumer. This large-scale campaign will be monitored by marketing agency Impression who will oversee online strategies and liaise with publications, KOLs and micro-influencers. POST-LAUNCH ACTIVITIES After the launch of the website and concept store, weekly masterclasses with industry experts will be introduced to keep engagement rates and sales figures high. Anything Goes’ blog and podcast will be launch in July as another channel of communication more personal and targeted towards the consumer. These channels will feature UGC from industry experts and brand ambassadors regarding their opinion of products and services offered by the business. Pg.106
LAUNCH CAMPAIGN OVERVIEW CAMPAIGN NAME: IT’S NOT PINK OR BLUE, IT’S YOU. HASHTAG: #YOUDOYOU PLATFORMS: Shared across all communication channels with a focus on influencers, KOLs and Instagram. FREQUENCY OF POSTS: Campaign driven content posted once a week to online communication channels. KPI’s: Campaign success will be measured through the number of followers gained, engagement rates, brand mentions, masterclass attendance and product sales. ACTIVITIES: Influencers and industry experts will be contracted to share their experience with the business across their social media channels twice a month creating a discussion around the business experience and its products; how they are made, the meaning behind them, and how to style them. An Instagram competition will allow one customer to win a gift voucher and free masterclass for themselves and two friends. This will encourage customers to share the competition to their stories and tag friends increasing engagement and brand mentions.
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9.5 Year Two & Three Strategy Overview Future communication strategies will be shaped by the performance of year one. Social media and marketing campaigns will align with new product and service launches such as the introduction of new brands and a renting scheme. A similar strategy to year one will be carried out where influencers and KOLs will be recruited to increase brand awareness and attract new customers. Anything Goes primary focus will be strengthening their position within the market, continuing to build meaningful relationships with customers and acquire new brands and design their own clothing line.
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Chapter Ten: Business Management 10.0 Initial Funding JANUARY START-UP COSTS: FIXED COSTS COST
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Website: Register Business: Marketing & PR: Warehouse: Office Premises: Concept Store: Insurance: Miscellaneous Costs:
£2,504.99 £12 £1,200 £3,346 £664 £6,420 £400 £436
VARIABLE COSTS Refurbish Store: Finance:
COST £776 £39.50
TOTAL START-UP COSTS: £15,798.49 COST OF SERVICE: £20,333 TOTAL INVESTMENT NEEDED: £40,000
An investment of £40,000 is needed to cover start-up costs and cost of service to prepare for business launch (see Appendix 8). To ensure a quality customer service and experience which matches the businesses values and USP, it is essential that staff are trained and well informed to a high standard. Investment raised from: - -
Crowdcube Crowdfunding Love Money
CROWDCUBE CROWDFUNDING: Crowdcube is an equity investment based crowdfunding platform for UK business. Crowdcube has a 50% success rate, delivering financial returns to investors and making the businesses pitch live after reaching initial investment target to increase opportunity of further investment (Crowdcube, 2020). The average investment size from an individual investor is £1,428 and average number of investors per raise is 333 equalling to a total of £475,524 per raise (Crowdcube, 2020). Due to the small raise required, Anything Goes will offer 2% equity because of low risk factors of the investment. Investment required: £35,000 Family and Friends: An investment will be raised by friends and family with no fixed repayment terms. Investment required: £5,000 Pg.111
10.1 Sales Forecast A 3-year sales forecast was calculated using a top-down approach (see Appendix 9) to estimate potential growth and profit. Sales have been forecasted using the population of 20-24-year olds in the UK and the average conversion rate for a start-up (2.35%); fluctuating alongside communication activities to calculate number of units sold per month. Taking into consideration the launch of a renting scheme and own gender-neutral line in the second and third year, the sales forecast has estimated the sales figure for each year.
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YEAR ONE: ONLINE SALES: February – April: 1.15% increase in conversion rate due to the launch of the website, concept store and marketing campaign. May – October: Fluctuated between 3.5% and 4% due to on-going promotional activities during May, July, September and October increasing consumer engagement and brand awareness. November – December: Peaked conversion rate of 5% due to the introduction of new brands and social media campaign supporting the launch. This increase is also due to the seasonal period which is considered peak selling time for retail industry. YEAR ONE: CONCEPT STORE SALES: April – May: 5% conversion rate due to concept store launch and high engagement rates because of promotional activities e.g. masterclasses. October – December: Between a 0.5-1% increase in conversion rate due to in-store events, introduction of new brands and seasonal period which increased foot traffic in-store.
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YEAR TWO: ONLINE SALES: March - July: Conversion increased by 1% due to new brands introduced into the business, increasing engagement and awareness. November – December: 5% conversion rate due to seasonal period.
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YEAR TWO: CONCEPT STORE SALES: March – December: In-store rental scheme launched in March (sustainability month). Conversion rate will be 2.35% yearlong due to new nature of the scheme. November – December: 5% conversion rate due to seasonal period which is considered peak selling time for the retail industry as foot traffic is increased.
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YEAR 3: ONLINE SALES: January – October: Conversion rates increase by 0.5% because of marketing strategies increasing awareness and engagement. June – October: Anything Goes first gender-neutral collection will launch in June with a conversion rate of 3% until October. November – December: Due to the seasonal period conversion rates with increase by 1%.
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YEAR 3: CONCEPT STORE SALES: January – December: Conversion rate will see a steady increase from 3% to 5% because of marketing strategies increasing awareness and loyalty. June – October: Anything Goes will launch their first gender-neutral collection in-store in June with a conversion rate of 3% November – December: Conversion rate will increase by 1% due to seasonal period.
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YEAR 2
YEAR 1
10.2 Profit and Loss
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YEAR 3 A three-year profit and loss was calculated based on sales forecast (see Appendix 10). With only a small loss in year one, the profit and loss for the first three years is healthy with the business making a reasonable profit. The profit fluctuates in alignment with marketing strategies and the introduction of new products. Although, it is important to note expenses may increases year by year, affecting net profit.
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10.3 Sensitivity Analysis YEAR 1
YEAR 2
YEAR 3
A sensitivity analysis has been carried out to understand the financial sensitivity of the business with a 20% increase and decrease for the first three years. Understanding financial sensitivity allows the development of contingency plans accordingly. Due to low start-up costs and high sales figures the financial sensitivity is low because the business makes a profit yearly regardless.
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10.4 Marketing Budget
The marketing costs in comparison to the budget are low due to the low cost of social platforms and relying on mentions in publications for free (see Appendix 10). It is important to note that marketing costs may increase to adapt to an everchanging market.
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10.5 Cash Flow
A detailed cash flow projects the opening and closing cash balance monthly for year one (see Appendix 9 & 10). There is a small negative balance in January due to lack of sales however, the business turns a profit monthly once revenue occurs, leaving the business with a healthy cash flow for the first year. Pg.120
10.6 Risk Assessment A risk assessment has been carried out to analysis internal and external factors that may affecting the business allowing contingencies to be set in place to prevent risk. RISK FACTOR May not reach target revenue predicted sales
LEVEL OF RISK Medium
CONTINGENCY A strategic and in-depth approach was undertaken to predict sales and justify growth analysis. A sensitivity analysis was conducted to understand how yearly revenue would perform should the business experience a 20% increase or decrease in units sold.
Faulty Products
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Low
There is a risk that garments may be faulty and off low quality when received by consumers. Anything Goes will ensure quality checks are carried out by the client to meet standards before products are transported to the store or warehouse for sale.
External Factors may Delay Development of Pop-ups and Concept Store
High
Unforeseen circumstances can delay the development of pop-up shops and the concept store. A 6-month time plan has been carried out when pre-launch activities should be completed to help prevent any delays.
Lack of repeat customers
Medium
Due to high status and low prices of competitors and new nature of the business there is the risk of low consumer loyalty and repeat purchases. A referral and rewards scheme will be implemented in year one and an Instagram competition will take place. These activities will encourage brand mentions, consumer engagement and referrals, minimising risk.
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Chapter Eleven: Future Grow th 11.0 Future Growth As Anything Goes continues to expand and build a profitable business, they will aim to reach the following objectives as a plan for future growth and to secure their future within the gender-neutral market.
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Build relationship with new brands. Host more pop-up shops across the UK and Ireland to further reach and build a high brand awareness. Expand retail space by opening other stores across the UK in urban city locations. Analyse consumer base and if appropriate target communities such as LGBTQ+, actively taking part in community activities to build a relationship between this consumer and the business.
11.1 Conclusion To conclude, an innovative and commercially viable concept has been developed to encourage customers to blur the line between gender and fashion in an engaging and empowering way. An extensive analysis of internal and external factors has been undertaken with consideration to how they will affect the launch of Anything Goes and influence the longevity and financial health within the UK gender-neutral market. A growth strategy has been carried out to justify the financial projections for the first three years of the businesses lifespan with a strategic communications plan which focuses on the appropriate techniques to engage the target demographic, maximise business awareness and market penetration. A limitation for Anything Goes is the lack of statistics to strategically analyse the projected growth of the gender-neutral market. However, the business will continue to analyse consumer feedback of its products and experiences, adopting their strategies to fulfil the core objective which is to offer Generation Z and Millennials a space free of judgement where they can express their true authentic selves through fashion with the support of its inbuilt community #YOUDOYOU Pg.125
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