TABLE OF CONTENTS 02 EXECUTIVE SUMMARY 03 THE CHALLENGE 04 THE TARGET 05 RESEARCH METHODS 06 DISCOVERING PERCEPTIONS 07 THE EXPERIMENT 09 UNDERSTANDING PERCEPTIONS
EXECUTIVE SUMMARY When shopping takes a backseat to resumés, relationships, and real estate, and that backseat gets a carseat, 25- to 34-year-old women are bound to make for a stubborn consumer base. Especially when trying to sell them on a brand perceived as old, cheap, and tired, whose previous efforts have failed to really let us know otherwise. Step-by-step research realized this negative perception of JCPenney early on, but it was contradicted by the target’s opinion that the merchandise is actually trendy. So the question remains: Why? When the Miami Collective dug deeper, and separated perceptions from products, it was revealed that the in-store experience was the root of the problem. And while this could surely be fixed, creating a JCPenney equal to its competitors would never be enough to thrust it back into this target’s evoked set. In-store changes would need to be coupled with something bigger. Something unique. Something for JCPenney to own.
10 EXPOSING THE PROBLEM 11 PROVIDING A SOLUTION
14 THE BIG IDEA 16 STORE REDESIGN 17 DRESSING ROOMS
18 TV 19 ONLINE & RADIO 20 PRINT 22 SMARTPHONE
Our target’s heavy use of technology, combined with JCPenney’s existing efforts with new-wave media, sent us down an inspired road to a big idea. To become known as the first department store to fully embrace and flesh out technological advances would set JCPenney apart from its competitors in a way that would resonate with this target. This is a big agenda. One that means, creatively speaking, that we need to clear all former perceptions of the brand, and reintroduce JCPenney as something that is fresh, forward-thinking, and efficient. But asking them to adopt these new opinions is a huge request. So we decided to do more than just ask. We’ll dare them to give JCPenney one more shot.
23 WEBSITE 24 ONLINE 25 INTERACTIVE OUTDOOR 26 DIRECT MAIL & IPAD 27 PROMOTIONS & PHILANTHROPY 28 PR & SOCIAL MEDIA
29 MEDIA STRATEGY 30 MEDIA PLAN 31 MEDIA SCHEDULE & BUDGET
32 EVALUATION & SOURCES 33 CREDITS
02
A statement as bold as this, relayed through media that is just as bold, fully supported by substantial in-store changes, will mean that JCPenney is fully delivering on a promise to truly impress consumers – making it a favored shopping destination.
THE CHALLENGE JCPenney is working with a stubborn consumer base, and realistically has one more shot to win over the 25- to 34-year-old female market segment after multiple failed attempts to shake its old, tired stigma.
WITH A SEGMENT THAT MAKES UP OVER 16 PERCENT OF THE POPULATION AND ONLY ABOUT 10 PERCENT OF JCPENNEY SALES,
OUR RESEARCH OBJECTIVES BECAME CLEAR:
Discover this target’s wants, needs, and general attitudes, as well as their specific shopping habits and tactics. If we want to appeal to them, we first need to understand them.
Gather their perceptions of JCPenney. What do they think about it? Have they even been in the store? What do they perceive a JCPenney shopping experience to be like?
Analyze these perceptions. Find out where they are rooted and how they grew. Attack them from every conceivable research angle until we know not only what they are and how they formed, but how our communications can change them.
Surpass our competitors by learning how they position themselves, and how we can use new, innovative strategies to differentiate ourselves.
05
UNDERSTANDING THE TARGET We identified three groups of women that encompass our primary target. Though they differ in culture, socio-economic status, and age, these women are all experiencing a series of “firsts” in their lives. Be it a first job, a first home, or a first child, they are jumping head-first into their future. THE WORKING WOMAN
Many women in both our primary and shoulder targets strongly value “me-time” – an escape from the responsibilities of day-to-day stresses. Me-time allows them to focus on their individual wants and needs, and put themselves first every once in a while. It’s an important, yet infrequent indulgence.
EMILY
Emily, 25, is an associate at a small law firm. She’s been working at the firm for two months and will be receiving her first case as a lawyer soon. Ambitious and eager to impress her coworkers, she works hard and invests time and money in her appearance. Her look is chic, yet affordable as she mostly purchases stylish items on sale. She shares a mid-sized apartment in the heart of the city with her best friend from college. She squeezes in time for the gym and cooks a meal at least once a week. Weekends are spent with friends and family, plus the occasional night out at a bar. Her busy lifestyle as a twenty-something in the city is up for following on her personal blog. She’s also active on Twitter and Facebook, and never leaves the house without her Smartphone.
THE JUGGLER
ALICIA Alicia, 29, is a sales representative and mom to newborn son, Jack. She can’t afford to take maternity leave, so she works from home. She divides her time between appointments with clients and caring for her son. She regularly reads several parenting magazines and mommy blogs, which provide her with invaluable support and advice for working moms. She carefully organizes her day to find time for everything she needs to accomplish. Internet and Smartphone apps are a huge help in her planning, and allow her to find the latest deals on a variety of goods. When she goes shopping, she can’t resist buying clothes for her son, especially if there’s a sale.
THE SUPERMOM
• • • • • • • • • • •
Value individuality, convenience, and efficiency Heavily reliant on technology for interpersonal and brand interaction Constantly on-the-go Value affordable luxury Relocate frequently Keep up with artists and news in their preferred music genres Self-indulgent and confident Expect instant gratification Stylish HHI $54,000+ Live in urban and suburban areas
SHOULDER TARGET: WOMEN 18-24 • • • • • •
Will become primary target Similar behaviors and interests to primary target Technology is integral part of everyday decisionmaking and communication Often purchase trendy clothing and accessories Financially dependent on parents/guardians Often purchase clothing and accessories
CARRIE
Carrie, 33, is a stay-at-home mom who recently retired from her job as a writer for a women’s magazine. She is adjusting to her new life rather well by establishing herself as the CEO of the home she and her family moved into a month ago. She cooks, cleans, organizes, pays the bills, shops, plays with her children, carts them around to their various activities, and referees their fights. In between bouts of chaos, she still finds time to take a moment for herself, which usually consists of reading gossip websites, using social media to connect with her working friends during the day, and shopping for home products. 04
PRIMARY TARGET: WOMEN 25-34
SHOULDER TARGET: WOMEN 35-44 • • • •
Have established careers and families Validate information through word-of-mouth -Sources like blogs, review sites, and friends Uses the Internet for shopping, news, and banking Less tech-savvy than other targets, but open to learning new technology if it makes life easier
RESEARCH METHODS THE ROAD TO OUR BIG IDEA We worked with a step-by-step research model that allowed us to tackle all aspects of our challenge. Starting with a strong qualitative and quantitative research base, we used our findings to reveal implications for the next step in our research, continuing that pattern until we had examined our problem from every conceivable angle. Using various observational techniques, we collected data from over 4,000 women to see for ourselves what problems needed to be addressed in our campaign.
4,010
RESEARCH IMPRESSIONS
05
DISCOVERING PERCEPTIONS FOCUS GROUPS/SURVEYS/INTERVIEW FINDINGS We had a great grip on who our target is, but we needed to determine their attitudes, and perceptions toward JCPenney. We set out armed with questions that would truly reveal where JCPenney stands in the mind of the target, and used them to conduct extensive interviews, focus groups, surveys, and word association techniques. We also used observational methods in our ethnographic mapping study to gain a more comprehensive understanding of the type of attitude our target had in the store, and how they engaged with the merchandise. Ultimately, our findings showed that 25- to 34-year-old women have a very negative perception of JCPenney. Our survey data revealed that 18.2 percent of the target has never shopped at JCPenney and of those who have, 29.9 percent admit that their last visit was over three years ago. Either way, 54.3 percent of women said they were unlikely to shop at JCPenney in the near future. Through our ethnographic mapping study, we found that the members of the target who do shop at JCPenney are much less likely to engage with the products than consumers in older age brackets. We observed that instead of interacting with the merchandise and the employees, they merely skimmed through different sections of the store, seemingly unexcited by what they saw. A recurring theme in our research was that JCPenney and its merchandise is perceived as “old,” “cheap,” and “tired” by the women in the target market. To better understand why, we visited 24 stores across 12 different states to find out if the negativity towards JCPenney stemmed from the actual products in the store, or from something else. After experiencing for ourselves what the different JCPenney stores had to offer, we were surprised to find the clothes and products themselves did not appear to be “old,” “cheap,” or “tired” at all. Much of the merchandise was trendy and fashionable; products that we thought our target would like.
1,501 SURVEYS IN 43 STATES
24 STORE VISITS IN 12 STATES
STORE LOCATIONS • • • • • •
Los Angeles, CA Stuart, FL Coral Springs, FL Sunrise, FL Pembroke Pines, FL Aventura, FL
• • • • • •
Miami, FL South Miami, FL Vernon Hills, IL Holyoke, MA Gulfport, MS Nashua, NH
• • • • • •
Wayne, NJ Livingston, NJ New York, NY Strongsville, OH Avon, OH North Olmsted, OH
• • • • • •
Elyria, OH King of Prussia, PA Montgomery, PA Oxford Valley, PA Houston, TX Sterling, VA
THIS LED US TO THE FORMATION OF OUR HYPOTHESIS:
IF WE TAKE AWAY THE JCPENNEY NAME, THEREBY SEPARATING BRAND PERCEPTIONS FROM ACTUAL PRODUCTS, THE TARGET
WILL LOVE THE STYLES THEY SEE. DISCOVERING PERCEPTIONS
06
THE EXPERIMENT
UNDERSTANDING
PERCEPTIONS
EXPOSING
THE PROBLEM
THE EXPERIMENT FASHION SHOWS We had a solid hypothesis, but no traditional research method to test it. We needed to conduct an experiment of sorts, where we could present the clothes to the target in an unbranded environment, leaving nothing for our target to judge but the styles. So, we thought outside the box, and landed ourselves right on the runway. We conducted two fashion shows: One front and center on the University of Miami campus green, and one poolside at the upscale Flamingo Resort on South Beach. Models wore stylish JCPenney outfits under the designer alias of “Jamie Cash,” a playful tribute to JCPenney’s founder, James Cash Penney. The fashion shows were an amazing success, complete with a live DJ, a red carpet runway, and impressive audience turnouts. Jamie Cash even earned herself over 550 Twitter followers.
DISCOVERING PERCEPTIONS
THE EXPERIMENT
UNDERSTANDING
PERCEPTIONS
EXPOSING
THE PROBLEM
07
THE EXPERIMENT FASHION SHOW FINDINGS Post-fashion show, we asked audience members what they thought about this “new line,” and captured their opinions in written surveys and on-camera interviews. It turned out they were fans of “Jamie Cash.” They had nothing but good things to say about the “highend,” “trendy,” and “fashionable” styles they had seen on the runway. And their jaws dropped once they learned the clothes they were drooling over were actually from JCPenney. As we compiled the surveys and sifted through all of the film footage, one thing was absolutely certain: Our target loved the clothes. Survey respondents gave the clothes an average style rating of 4.02, on a 5-point scale. Although a majority of people perceived the clothing at JCPenney to be low-quality in our earlier studies, only seven percent actually rated the quality of the clothes to be belowaverage once they saw them in the show.
WHAT WORDS WOULD YOU USE TO DESCRIBE THE STYLES YOU SAW TODAY? “Very stylish, very trendy, definitely something I would wear” “They look very comfortable and fashionable; You can wear them for many different occasions.” “Stylish and sexy”
WHERE WOULD YOU EXPECT TO SEE THESE CLOTHES? “Definitely a boutique on the Beach; It’s very high-end and very classy.” “Saks or Bloomingdales” “Boutique stores”
WHAT WOULD YOU SAY IF I TOLD YOU THE CLOTHES YOU SAW TODAY WERE ALL FROM JCPENNEY? “Wow, I’d be shocked!” “Are you serious? Wow, that’s incredible!” “Really? I would go to JCPenney.” “Wow, I definitely have to go into JCPenney!”
MORAL OF THE STORY?
DISCOVERING PERCEPTIONS
08
THE EXPERIMENT
UNDERSTANDING
PERCEPTIONS
EXPOSING
THE PROBLEM
Our hypothesis was supported—our target’s stubborn and negative perception of JCPenney fashions in no way matched their actual opinions and attitudes about the products within the store. Impressed, and ready to build off of our findings, a key question rose to the surface — if people like the styles and clothes, why do they think they don’t? Where did this negative perception actually come from?
UNDERSTANDING PERCEPTIONS FASHION INTERCEPTS So we rolled up our red carpet and hit the streets to determine exactly where this negative perception of JCPenney came from. We constructed a look board of fashionable JCPenney styles, none of which were labeled with the JCPenney name. We took our board to Lincoln Road, a high-traffic area in fashion-conscious Miami Beach, where we intercepted 20 women in our target, from places as far away as Denver and New York, and as close as South Beach. When asked about the styles on the board, the women used words like “glamorous,” “chic,” and “fashionable.” Consistent surprise at the origin of the clothes confirmed our fashion show findings, and allowed us to go a step further in our research with questions formulated to uncover why they had this perception and where it originated. As the discussions went on, it was revealed that many of these perceptions were actually born from a terrible in-store experience. “There are no good smells, no good music, just a terrible feel overall,” one woman shared. Another mentioned that “You can find expensive-looking clothes, if you’re willing to look around,” but went on to cite clutter as a major barrier to shopping at JCPenney.
THESE INSIGHTS UNCOVERED THE NEXT CRITICAL QUESTION WE HAD TO ANSWER:
WHAT EXACTLY IS WRONG WITH THE IN-STORE EXPERIENCE AT JCPENNEY? DISCOVERING PERCEPTIONS
THE EXPERIMENT
UNDERSTANDING
PERCEPTIONS
EXPOSING
THE PROBLEM
09
EXPOSING THE PROBLEM SHOP-ALONGS We set out to determine what’s wrong with the JCPenney in-store experience in the most realistic way possible. We brought members of our target (who would not otherwise have shopped at JCPenney) with us to the store. We then accompanied them on their shopping outing, analyzing and questioning their thought processes, opinions, and decisions. In exchange, they were given a $20 gift card to the surrounding mall.
CURRENT IN-STORE DESIGN We found that although the shoppers did find products they liked in JCPenney, many qualities of the in-store setup and experience made for an extremely difficult and lengthy hunt. As supported in our previous research, the interior design and organization of the store was unappealing, and the shop-alongs made it clear why:
• • • • • • •
DISCOVERING PERCEPTIONS
10
THE EXPERIMENT
UNDERSTANDING
PERCEPTIONS
EXPOSING
THE PROBLEM
Overcrowded racks Cluttered arrangement of merchandise Items displayed on signage and ads didn’t match items available Hard-to-navigate aisles and departments Dim lighting and dull color scheme Dirty, messy, and inconvenient dressing rooms Unhelpful and impersonal customer service
PARTICIPANTS DIDN’T FIND THEIR SHOPPING AT JCPENNEY TO BE EFFICIENT OR ENJOYABLE – CERTAINLY NOT AN EXPERIENCE CONDUCIVE TO THE MAXIMIZATION OF THEIR HIGHLY VALUED ME-TIME.
PROVIDING A SOLUTION NEED ONE: IN-STORE CHANGES Our shop-alongs brought us to the peak of our research model, staring down at two key needs – needs that, when fulfilled, would address our initial challenge, thereby getting the target market back into the stores, and more importantly, keeping them there.
EXPOSING
THE PROBLEM
UNDERSTANDING
PERCEPTIONS
THE EXPERIMENT
DISCOVERING PERCEPTIONS
SO WE LOOKED AT THE CHALLENGES, AND KEEPING THE TARGET IN MIND, DISCOVERED CHANGES THAT WOULD SATISFY THEIR NEEDS. In order to make it into our target’s
Our target craves efficiency,
In order to create a shopping oasis, JCPenney has to make its stores
evoked set, we need to translate their
both in shopping and in life.
clean, efficient, and welcoming. The feeling of clutter needs to be reduced
needs into forward-thinking in-store
We need modifications that will
in as many ways as possible, including alterations to the layout, lighting,
changes, swiftly morphing ourselves
make shopping at JCPenney
quantity, and display of inventory on the floor. The products showcased
into the kind of department store
an
enjoyable
on signage and in ads have to be easily accessible for purchase. New
where our target wants to shop. When
process — not just minimizing
shopping technologies need to be incorporated wherever possible,
we saw that JCPenney is already in
time wasted, but maximizing
not alienating or creating problems for JCPenney’s older clientele, but
the midst of a substantial overhaul in
time enjoyed. In other words,
enabling shopping to speak the same tech-savvy language as the
this direction, we knew all we had to
we want to make shopping
majority of our target. They’ve already embraced technology to increase
do was follow this lead and take it a
another instance of their highly
efficiency in many other areas of their lives, so it’s proving to be the
few steps further.
valued “me-time.”
perfect time for department stores to catch up.
efficient
and
11
PROVIDING A SOLUTION NEED TWO: A NICHE With a great in-store presence, we need an equally impressive out-of-store presence. JCPenney has been blending in with the competition, and it’s time for them to break the mold. JCPenney is a brand to be proud of, and with the confirmed knowledge that the target loves its styles and products, we’re ready to show it off. Previous research showed us that JCPenney’s communications are unrecognizable and inconsistent, problems that are not generally attributed to other department stores. So, we conducted thorough competitive analysis research to uncover what our competition is doing differently to achieve success, and see how JCPenney can own a message that isn’t currently being used. We were looking for a niche to carve out, in a very saturated market.
MACY’S •
“The Magic of Macy’s”
•
Positioned as the leader in shopping excellence
•
Consistent customer-centric experience
•
Highlights celebrity endorsements
•
Known for annual special events like Thanksgiving Day Parade
B.A.R.A.T.A.
We used B.A.R.A.T.A., a research method, to visualize the current competitive landscape of department stores. The acronym stands for the following words: benefit, attribute, role, awareness, territory, and attitude. “Benefit” is the value a customer will receive from the product. “Attribute” is what the product can do for the customer. “Role” is the purpose of a brand in relation to the customer’s world. “Awareness” is an image campaign that builds on brand identity. “Territory” is where a brand lives, either geographically or psychologically. “Attitude” is mood advertising. These are categories typically addressed in print advertisements.
KOHL’S •
“Expect Great Things”
•
Unique, family-focused, and valueoriented niche
•
Emphasizes benefits of affordable style
•
Private and exclusive brands like Candie’s help define attitude
•
Celebrity endorsements
•
Kohl’s Cares philanthropy
TARGET
We analyzed message strategies used in over 80 print ads from six department stores and put B.A.R.A.T.A. to work to visually display the message of our competition’s advertisements. Our findings? Most competitor campaigns resided in the “benefit” (price/savings), “attribute” (exclusivity contracts), and “attitude” areas of the chart. This leaves open three categories that we feel are ripe for exploration; role, awareness, and territory. In order to create a strong brand personality, it is necessary to focus on attitude as well. 12
•
“Expect More. Pay Less.”
•
Affordable style that offers good design
•
Emphasizes benefits of affordable style
•
Hear for Good program
•
Bold and distinct personality
•
Very recognizable and iconic logo
PROVIDING A SOLUTION THE SOLUTION In order to change our target’s perception of JCPenney, we need to change the way JCPenney exists in their minds. By launching an awareness campaign focused on improved in-store experience and great styles, we can repair JCPenney’s image and bring our target into the store. But we want to go further. We want a section of the competitive landscape that no one else can claim. We want to add something to our awareness campaign to stake out a unique territory for JCPenney.
WE DECIDED THE MOST IMPORTANT AND TIMELY GOAL IS TO BECOME KNOWN AS THE FIRST DEPARTMENT STORE TO ACTIVELY PROMOTE THE NEW TECHNOLOGIES IT USES. While many other brands are taking steps to include technology, none have publicized their efforts or are fully committed to the idea. This presents us with the perfect opportunity to create a niche for the brand, and set them apart from their competitors in all the right ways.
• • • •
Corporate responsibility through environmentally conscious in-store initiatives and unique charity work Profitable partnerships including Sephora, Mango, Nicole Miller, Liz Claiborne, Olsenboye, etc. $500 million invested last year on in-store upgrades, showing a commitment to improving customers’ in-store experience Early leader in in-store technology - iPads in jewelry department - Findmore kiosks
•
At the forefront of the online revolution among department stores
SWOT ANALYSIS •
•
- First dept. store to sell merchandise online • •
Popular concert tour series New, updated logo
Competition continues to strengthen brand personalities, keeping them at the top of our target’s minds With each year that JCPenney fails to address their image issues, the negative perception is more engrained in our potential consumers’ minds and JCPenney will fall further behind our competitors
STRENGTHS OPPORTUNITIES THREATS WEAKNESSES • • • • • •
Perceived as cheap and not stylish Poor in-store experience Lack of brand personality Lack of consistency in previous messaging Failure to deliver on previous campaign promises Occasionally overzealous online efforts (Google scandal)
•
• • •
Use new in-store advancements to help people find the styles they love but never knew JCPenney had Plans to upgrade 375 JCPenney stores by 2014 Competitors’ positioning strategies mostly occupy the same pace Use consistent messaging across various media to strengthen our brand image
WE RECOGNIZED THE NEEDS, BUT STILL HAD TO TRANSLATE THEM INTO A CAMPAIGN. JCPENNEY ALREADY T R I E D T H E W H O L E “ W E ’ V E C H A N G E D ” L I N E , A N D F R A N K LY, O U R TA R G E T D I D N ’ T B U Y I T. So, how do we introduce these new, exciting, and relevant changes, and shift the target’s perceptions of the products offered in JCPenney without repeating ourselves by simply saying we’ve changed again? We need to wipe their perceptual slate clean, and invite them to take a chance and experience the brand again, without being influenced by their preconceived notions. We’ve proven they like what JCPenney has, we know that they’ll be impressed, but we need to get them into the store. We need to get them to see in order to believe. Obviously, this is going to have to be a pretty bold invitation. 13
THE BIG IDEA
WHY IT WORKS Our target has strong negative perceptions, and needs an equally strong call-to-action. Here’s where the word, “dare” comes into play. By daring them, we’re challenging them to question what they think they know about JCP. But in order for them to accept the challenge and believe it can be met, we’re going to have to underscore our bold message with equally bold and innovative communications. Once these communications drive them into JCP, we’re confident the in-store changes will allow them to happily experience the impressive styles and atmosphere, resulting in changed perceptions of JCP and a target that wants to keep coming back. Speaking of change, all of these communications, including the rest of our book, will address JCPenney, as JCP – for a fresh, concise start. 14
THE BIG IDEA
NICHE
SINGLE-MINDED MESSAGE: SEEING IS BELIEVING
Take advantage of the client’s lead in department store technology, and use it to create a recognizable niche in the market. Becoming the first department store to fully embrace technology as part of the brand experience makes for the perfect opportunity to appeal, reach, relate to, and satisfy this tech-savvy, efficiency-craving target market. “Offering an in-store digital experience that drives additional sales is a true differentiator for JCP, and continues to build on our leadership in the digital space as we merge our online and in-store shopping experiences.”
PERSONALITY & TONE Bold, fresh, clever, but above all, consistent. The easiest way to communicate with the target and reconstruct their perceptions of JCP is to have a clear and recognizable personality as a fresh, developing brand. An updated version of the logo is the first step here.
– Tom Nealon, Group Executive Vice President of JCP
CONDITION POSITIONING STATEMENT Pleasant, innovative, and efficient in-store advancements help you to find the styles you love, but never expected to see.
By the end of the campaign year, we will:
CAMPAIGN OBJECTIVES
• Increase customer base 8% by drawing in new consumers with digital • • • •
OUR SUGGESTED IN-STORE CHANGES AND THIS NEW LOOK MUST BE EXECUTED AND COMPLETED BEFORE ANY KIND OF NEW CAMPAIGN IS PRESENTED. THE WORST THING WE COULD DO WOULD BE TO MAKE ANOTHER EMPTY PROMISE. WE MUST CHANGE THE STORES BEFORE ANY PROMOTION OF JCP BEGINS IN ORDER FOR OUR TARGET MARKET TO BELIEVE US.
efforts, store renovation publicity, and a well-communicated and targeted message Increase sales among the target to 13% of total sales by the end of 2012 Increase the annual number of trips the target makes to JCP from 3.3 to 3.9 Double JCP Rewards members in the target from 500,000 to 1 million Increase same-store sales by 5%
• • • • •
Increase Internet sales via the all-new JCP website by 6% Increase total sales by 2% Increase the percentage of customers in our target from 10.6% to 12% Create awareness among 74% of our target Change perceptions among 54% of our target
15
STORE REDESIGN CHANGES WILL SERVE TO MORE EFFECTIVELY DISPLAY MERCHANDISE, AS WELL AS IMPROVE THE OVERALL SHOPPING EXPERIENCE. Fitting rooms will be completely revamped, featuring technology that allows the customer to digitally call for new sizes, colors, and new pieces to complement the clothing they have already selected. To remedy the perceived difficulty among consumers of finding items promoted in catalogs and advertisements, all featured merchandise will be prominently displayed in the outermost part of each section, along walkways. Employee Training: For in-store improvements to truly change the overall experience, an employee-training program must be implemented. All employees will be on one of three teams: Inventory, sales, and style. This format will create an environment that enhances shopping and eliminates unnecessary wait time for the customers. Upon being hired, JCP employees will partake in an intensive two-week training program concentrating on team-building skills, in-store technologies, appropriate customer service skills, and style training. Each store will adopt a new stylist position, which will be responsible for introducing new fashion trends, so employees can offer more informed style advice. He or she will act as a personal shopping assistant for each customer that calls in a request.
VIRTUAL MANNEQUINS
JCP’S CLEAN HOUSE TRANSFORMATION Once JCP has completed its necessary transformations in stores nationwide, The Style Network will document the remodeling of its Los Angeles store on a special “Department Store Edition” episode of Clean House. The episode will showcase JCP’s in-store remodeling and highlight the new organization, merchandise layout, and décor including lighting and flooring, especially in dressing rooms. Airing along with the launch of our campaign, it will set the tone for believability and trust in JCP’s promise of change.
IN-STORE CHANGES
Virtual mannequins throughout the store will serve as interactive displays for new merchandise. Customers can browse through different complete outfits and change individual pieces and colors. To make finding the different items easier, merchandise will be cleanly arranged on tables near the displays. 16
DRESSING ROOMS
DRESSING ROOM FEATURES Beyond better lighting and a more flattering mirror, JCP dressing rooms will offer efficient touch-screen technology for alternate size and color requests, and suggestions. Requests will be transmitted to the inventory team, who will bring the merchandise to the customer. They will also feature a simple phone dock, inviting users to take pictures and use Facetime for feedback from friends, and play their own style soundtrack as they change. These technologically advanced fitting rooms maintain the efficient shopping atmosphere we’ve created on the main store floors and encourage visitors to stay, browse, and enjoy JCP styles. 17
TV SUPERBOWL TV SPOT Why not kick off this campaign with a big impression? The Super Bowl conveniently takes place at the start of our campaign, so we’ll use this multi-million-viewer spectacle as the vehicle for wiping JCP’s slate clean. This one-hit wonder spot features a mob of customers dousing JCP with white paint in over-the-top ways. The characters partake in an exaggerated, emotional whitewashing of a JCPenney department store, resulting in a blank slate for the brand, the introduction of its new identity as JCP, and excitement amongst viewers for the changes to come. It’s a visual representation of the target’s negative feelings about the old JCPenney.
A woman stands tall holding a bucket of white paint. She approaches the department store and begins to paint the walls.
A crowd forms. Suddenly, another woman blasts the store with paint from her water gun.
In an emotional release of frustration, the crowd begins to cover the building’s walls by tossing buckets of paint.
It is revealed, along with a new logo on a clean slate, that the building being covered in white paint is JCP.
TV SPOT Traditional spots will highlight JCP style through the surreal demonstration of our digital application technology, specifically the ability to snap photos of clothing and accessories and receive a JCP equivalent. One spot features a female character walking out her door, encountering style everywhere she goes. She uses the JCP app to snap photos of her favorite looks, becoming instantly outfitted in a style similar to the one that inspired her. She continues to switch styles, building confidence with every new outfit. She finally finds the perfect look, garnering attention as she walks up to the entrance of her destination.
A woman walks briskly down the stairs of her stoop.
18
She sees an outfit she likes in window display and snaps a picture of it using the new phone application.
She looks up and notices another woman’s fashionable purse and snaps a picture of it.
The woman arrives at her destination dressed and accessorized similarly to the images she snapped.
RADIO & ONLINE HULU An interactive Hulu takeover will occupy four, 15-second commercial spots. During each spot, the female character is positioned to make a choice, which the viewer will make for her by selecting an option on the screen. The interactivity of the options lets the viewer explore JCP styles first-hand, and highlights its variety. In one scenario, the viewer is asked to choose which outfit the character is going to wear. The outfit choice directly affects the outcome of the spot, and interactions between the characters.
BLOGGERS
RADIO Radio takes the bones of our campaign - technology, efficiency, and enjoyability - and implicates them into the target’s life. A simple, calm female voiceover points out just why shopping at JCP is impressive.
In a perfect world, every photo would be flattering. And trying out new sizes and colors would apply to more than just clothing – men, for example. Your closet would be a more organized version of its current bomb scene – you’d even be able to find the perfect basic tee to go with that new skirt. Well, your closet may still be a disaster, but there’s a place for organized style. A place where you might not be able to hang up a bad date like a rejected black dress, but you can try a new dress with the touch of a button. A place where shots of your latest styles are basked in flattering lighting, so you can take comfort in the fact that fluorescents aren’t revealing every dimple when you text your friend a photo for approval. And that basic tee? It’s stored and stylized right from your very own Smartphone. There’s a place where shopping is enjoyable, maybe even perfect. It might not be a whole world, but it’s a great place to start. JCP. Dare to be impressed.
We want to make an impact on the trendsetters, whose influence will be sure to trickle down to our target. Secretly branded boxes containing JCP clothing will be sent to fashion bloggers nationwide, prompting them to create a JCP outfit and a revealing blog post to match. Reaching out to fashion bloggers not only covers a unique touchpoint in members of our target market’s lives, but speaks to the trend-worthy styles at JCP.
Low-rise flares, graphic tees, and dream catchers. What was once a summer-grounded style has been catapulted into fall. And when flower children don their warmest frocks, hippies turn… well, hipster. This updated version of a 70s classic features slimmer, more streamlined seams, and higher quality denim in its bell-bottoms. Topped off with a basic cotton tee, the look leaves room to play with texture – fur, feathers, and some long flowing locks, of course. The best part of this welcome blast from the past? You can find it at JCP for under $100. This is one brand that’s found its way back onto my radar. Visit jcp.com for the rest of their fall trends.
19
PRINT INTERACTIVE PRINT This is a new way to browse fashions in magazines. Blank, white spaces on models channel our clean slate mentality and the technology behind the JCP brand lets users fill them in – in an exciting way. One feature of the JCP Smartphone app enables users to hold their phone over a print ad and scan through styles to fit each character (or room) right on their screens, honing in on their tech-savvy nature.
?
20
TRADITIONAL PRINT To avoid alienating those members of our target without Smartphones, these magazine inserts convey a similar “endless styles� feel through written words. The peel-off features of these ads showcase the limitless possibilities of JCP products in a different, copy-driven way. Lift them to reveal the actual product, then flip them over to see other styles in the same category.
21
SMARTPHONE
Beyond the interactive print capability, the iPhone app creates a virtual closet for users, pairing their basics with JCP fashions, and suggesting pieces to purchase to make their wardrobe more complete. The “Look for Less” feature suggests a JCP alternative for styles snapped by users on their mobile cameras, impressing them with the breadth and depth of products available at JCP. This app is also available for Android.
VIRTUAL CLOSET
IAD We’ll take advantage of popular apps like Words With Friends, by featuring a JCP link in iAds.
22
WEBSITE LIVE HOMEPAGE JCP will be the host of the Internet’s fashion hub. Everything from the latest trends to the next nail polish color will be updated live right here on JCP’s homepage. Navigation will direct users to a more traditional online shopping page. One by one, items appear in individual boxes on the homepage. The best part? Everything is updated live. Users can interact with this page through tweets and direct questions to the site’s “host.” The model at the right of the homescreen shows off the latest trends and answers real-time questions about her clothing and the site’s functionality. Each component is ever-changing – even the model, encouraging visitors to spend time with the brand. Simple and sleek navigation will direct the user to a more traditional online shopping page. Here, similar to physical store layouts, styles seen in ads and apps will be featured at the forefront for easy purchasing of our most exciting items.
TRADITIONAL HOMEPAGE
HOMEPAGE INTRO
23
ONLINE PANDORA
WEB BANNER
Triggered by mouse movement, banner ads change the model’s outfit to match the styles the user rolls over on various websites. Like that celebrity’s dress? Roll over it to see the JCP version. Then click to purchase on the JCP site.
FACEBOOK APP
PANDORA INTRO
This interactive runway show plays to the beat of Pandora music. Just like the online radio site, the looks are up for opinions. Viewers can give a thumbs up, or down to each look. The favored styles are collected in a fashion playlist, a shopping cart of looks to review and purchase later.
24
Our Facebook app highlights the “Look for Less” mobile technology. Ever catch yourself admiring that top or those shoes in a friend’s photo? This app eliminates the wondering and tells users they can find their own version at JCP. Users can tag an item of clothing in pictures and the app will present the lower-priced, JCP equivalent.
INTERACTIVE OUTDOOR STATION DOMINATION These extended billboards are motion sensitive and change the outfit of each character as viewers walk in front of the ad. Each model has five outfits, so viewers are exposed to more than a single style. Again, the clean slate idea is echoed in blank white outfits, but this time, consumers engage with the brand and bring the styles to life just by passing by.
MALL KIOSK
SPECTACOLOR OUTDOOR Using Spectacolor technology, interactive billboards invite users to text their product requests of what they’d like to see and then answer with a stylized JCP version. This not only impresses viewers with technology and timely responses, but with the extensive range of products and unshakable style of the brand.
Kiosks bring the JCP clothing racks out in the open. Placing these virtual closets in malls sparks interest among passerbys and expands purchasing outside store doors. Using touchscreen technology, users can browse through a rack of outfits and items. Our Smartphone app will allow them to purchase and pick up the items. 25
DIRECT MAIL & IPAD DIRECT MAIL VALENTINE’S DAY
MOTHER’S DAY
JCP lingerie is lacking in our target’s eyes. To be blunt, JCP intimates mean granny panties and footie pajamas to them. Introducing a flirty brand to the store’s repertoire will spice things up and give JCP an edge on its Intimates competitors. Our recommendation is to carry Intimissimi, a European line of sexy and playful under-things, formerly carried by Victoria’s Secret. These items are sure to fit into our target’s drawers, especially around Valentine’s Day.
Our Mother’s Day email blast promotion gives us the opportunity to highlight salon and photography elements in the store. With outfits, hair, makeup, nails, and a photo shoot, this mother-daughter package promises me-time for two.
IPAD APP
BACK-TO-SCHOOL This mailer proves that JCP is the store of choice for the smaller styles too. Moms in our target can mix and match just a few pieces to create these seasonal looks, making the most out of a back-to-school wardrobe. Our iPad app updates the Look Book with a fresh digital version, but static images aren’t enough. The app also features a style bar with live updates on fashion and trends from our website. Lastly, we’ll take advantage of iPad web camera technology. Magic Mirror enables users to “try on” sunglasses, scarves, and other facial accessories.
26
PROMOTIONS & PHILANTHROPY BLACK FRIDAY COFFEE Black Friday pulls people out of the woodwork for pre-holiday sales. The early birds flock to lines down entire sidewalks to wait for the doors to open. So this time around, JCP will be the store to reward them for their shopping dedication, as crazy as it may be. Newsworthy JCP coffee carts will be stationed at malls around the country, distributing hot drinks to early bird shoppers. These JCP cups have a printed model and an outfitted sleeve that twists to change her outfit. When users choose the look they like, they can peel away the sleeve for a Black Friday discount as well as other coupons to be used later on in the holiday season.
BRAND NEW Brand New is a charitable promotion that takes full advantage of JCP’s endless products, which nearly meet our target’s every need. The promo asks consumers if they are, or if they know, someone in need and encourages them to write, tweet, or e-mail JCP for an entire lifestyle donation. JCP will furnish a house and make it a home, complete with appliances, furniture, clothing, and shoes – sure to make an impression on any family in need, not to mention millions reached through public relations.
SHOPPING BAGS
GOODWILL PARTNERSHIP
Seasonal shopping bags show off the same fashion and trends information from our website. Styles and tips for each season wrap up new purchases in a more exciting way than white plastic, and show off how well JCP understands the fashion world our target lives in.
In keeping with the holiday spirit, for a limited time, JCP will distribute red reusable shopping bags with in-store purchases. The bags will have a tag explaining that their usability is encouragement to bring their new items home, and fill the bag with charitable items for Goodwill. When shoppers present the full bags to the organization, they’ll receive a JCP coupon for the New Year.
27
PR & SOCIAL MEDIA BRAND CAMEO
FACEBOOK Nielsen reports that the average first-run episode of Glee yields a rating of 6.2 percent among 25- to 34-year-old women. We’ll take advantage of its popularity using product placement. In one new episode, every character in the show will wear clothing and accessories provided by JCP. Viewers will see the diversity of styles offered by JCP and, by association with this trendy show, will begin to see the brand as more youthful. JCP commercials
will air during and after the show, highlighting the featured JCP merchandise, and promoting the JCP Impress Concert Tour and Contest. They’ll also direct viewers to the JCP website and Facebook page for more information. The JCP Impress Concert Tour will reveal the hottest looks from JCP’s upcoming Fall clothing lines on a runway sound-tracked live by the cast of Glee. The tour will run from June through July of 2012, and will visit the seven major cities around the U.S. with the highest concentration of our target market: New York City, Miami, Philadelphia, Dallas, San Diego, Houston and Los Angeles.
JCP IMPRESS & CONCERT TOUR A central element of the Brand Cameo promotion features a correlating Facebook contest in which women from around the country will enter to walk the runway in the concert in their city. Women will post application videos of themselves sharing their impressive stories to the contest’s Facebook page. In addition to being able to keep the looks she wears in the fashion show, the winner also will be featured in JCP’s Little Red Book. The event will be promoted in traditional media such as TV, radio, and print. Social media platforms such as Facebook, blogs, and Twitter will be utilized to encourage followers to interact with and share our page.
GROUPON To further promotional efforts, JCP will participate in a Groupon incentive in which participants can buy $100 worth of JCP merchandise for only $50.
28
JCP will ask customers to share what impresses them in their everyday lives via their Facebook page. For two weeks at the launch of the campaign, JCP will hand out stickers at store checkouts that read “I’m impressed.” Customers will place the stickers on things or people that impress them. They will then take a picture and upload it to JCP’s Facebook page and share why they were impressed. Their posts automatically will enter them into a contest in which the winner will receive a gift, such as a $5,000 shopping spree or a trip to an exotic destination.
TWITTER Each week of the campaign, JCP will select three popular products from their stores and tweet about them. Followers will “vote” for their favorite item by mentioning its designated hashtag. At the end of each week, the item with the most tweets will go on sale both in stores, and online. Additionally, JCP stylists, each with their own twitter username and area of expertise, will respond to questions posted on the twitter feed. Followers can ask for style advice regarding clothing, makeup, accessories, and even home décor. Responses to questions will be timely and receptive, to ensure a personalized and efficient experience.
FOUR SQUARE
JCP will utilize Foursquare to both reward loyal customers and attract new ones. When four or more friends check into JCP on Foursquare, they’ll receive a “Girl’s Day Out Badge,” giving them 20% off their entire purchase at JCP that day. Also, on one day out of the year, JCP will send sale notifications to Foursquare users within a three-mile radius of the store. When they check in at the store and mention the notification, they’ll receive a reusable bag filled with samples of JCP salon products, as well as two 20% off coupons for salon services.
MEDIA STRATEGY
Contingency
MEDIA STRATEGY
Digital Promotions
5% 3% 3% Traditional 40% Interactive 46%
In order to most effectively reach our 25- to 34-year-old target, we developed a unified national media strategy that not only includes both traditional and non-traditional media, but also a combination of interactive and non-interactive executions. Taking into consideration the lifestyle of our target demographic, we deliberately selected media to reach them in ways that naturally fit into their everyday lives. We selected the target’s most popular magazines, favorite television programs, most frequented malls, and the cities they most densely populate in order to dare them to be impressed without asking them to stray from their daily routines.
72.4%
In the first year of the campaign, we will expose of our target to one or more advertisements in various media channels. On top of that, 53.6% of the target will be exposed to three or more campaign advertisements, meaning that 10,910,646 target market members will be capable of effectively recalling JCP’s message. These numbers only account for traditional media—we expect the incorporation of interactive and social media elements to increase these numbers.
“A STATEMENT AS BOLD AS THIS, RELAYED THROUGH MEDIA THAT IS JUST AS BOLD...WILL MEAN THAT JCPENNEY IS FULLY DELIVERING ON A PROMISE TO TRULY IMPRESS CONSUMERS” 29
MEDIA PLAN TELEVISION
PANDORA RADIO
To create buzz about the nationwide remodeling of our stores, we will launch our campaign during
Approximately 3.9 million members of our target visit the Pandora Radio website each month.
the biggest advertising event of the year: The Super Bowl. Because of the high reach and publicity
Pandora will allow for a unique, interactive, and engaging experience with our advertisements.
surrounding this event, the Super Bowl is the ideal time to introduce a revamped JCP. We’ll also place prime-time 30-second spots on seven national network and cable television channels most frequently watched by our target: ABC, FOX, NBC, CBS, E! Entertainment Television, Style Network, and MTV.
INTERACTIVE MALL KIOSKS Throughout our campaign, our virtual closets will spread browsing beyond store walls, reaching mall-goers in 12 of the most popular malls in eight states that feature JCPenney stores. These
MAGAZINES
malls are located in cities most heavily populated by our target.
Our campaign will incorporate two types of magazine advertisements: a traditional insert and an interactive advertisement that functions with our Smartphone application. As magazine advertising is one of the strongest aspects of our creative campaign, we will run these ads year-round in the following magazines: InStyle, People, Parents, Us Weekly, Allure, Brides, American Baby, Weight Watchers, and Food Network Magazine TRADITIONAL RADIO
ONLINE INTERACTIVE BANNER ADVERTISEMENTS Our target regularly turns to the Internet for news, shopping, entertainment, and advice. Through interactive banner ads, we will achieve 2.5 million impressions per month on websites: iVillage. com, People.com, tmz.com, USMagazine.com, and Moviefone.com. In addition, we will garner 5 million impressions each from people.com and usweekly.com, while we simultaneously place interactive print advertisements in the traditional versions of these magazines.
Our target spends a good amount of time in their cars since they’re always on-the-go. To reach them, we will place 60-second spots during morning and evening drive times on the top three radio stations in the top 40 designated marketing areas.
IAD Roughly 35% of all websites and applications accessed on mobile phones in the US are by iPhone users. Therefore, iAds are fresh way to reach those members of our target market who
DIRECT MAIL/EMAIL BLASTS
use iPhones and/or iPads.
Direct mail and email blasts will each reach over 10 million women in our target market for each season: Valentine’s Day, Back-to-School, and Mother’s Day.
HULU.COM Approximately 19% of Hulu’s 23.1 million monthly viewers are in our target. By placing
STATION DOMINATION
advertisements on Hulu, we will be able to reach our target in a personalized manner during the
Interactive billboards in various locations where our target travels and shops. They will be placed in
shows they watch the most.
airports, train stations, and shopping centers in the states most heavily populated by our target— specifically New York, California, Texas, and Florida. For the first three months of the campaign, these
SEARCH ENGINE OPTIMIZATION
interactive billboards will run in all of the select locations to generate buzz. For the remainder of the
To combat the negative press JCP received recently with regards to illegal Search Engine
campaign, locations will vary based on peak travel and shopping seasons.
Optimization tactics, we will implement a Google AdWords campaign. We will invest $1 million of our media budget toward this campaign to generate legitimate Search Engine Optimization results.
SPECTACOLOR OUTDOOR Spectacolor, one of the newest forms of outdoor advertising, is a billboard format incorporating the latest audio and video technologies. We will purchase Spectacolor in two locations: Times Square and the Las Vegas Strip. There is a high concentration of our target market in both of these locations, and this new advertising format will arouse their curiosity about JCP’s merchandise.
30
BLACK FRIDAY COFFEE CUPS Last year, over 212 million shoppers gathered for Black Friday. As a guerilla marketing effort, on Black Friday, 2012, we will station coffee carts outside malls nationwide, reaching out to thousands of women in our target via couponed and branded coffee cup sleeves.
MEDIA SCHEDULE & BUDGET
31
EVALUATION CONCEPT TESTING: In order to determine whether our concept would be well-received by our target, we conducted a series of in-depth interviews with 25- to-34-year-old women. We asked them to comment on the “Dare to be Impressed” idea, as well as the technological executions we are proposing for JCP. The responses we received were overwhelmingly positive and underscored that our suggestions are on strategy and likely to change the target’s negative perceptions of JCP. Minor suggestions they made to help make some of the ads more clear were implemented in our executions. Yeah it’s cool, it’s catchy. I think it’s relevant to my generation, which is
“I love the dressing room idea. As much as I like customer service, I
all about individuality and expression and outdoing one another when
would love the freedom of not having to depend on a salesperson.”
it comes to fashion. You want to be able to have the cool, daring effect on people but for the reasonable prices you find at JCPenney. “I love the idea that you can scan with the iPhone and see different outfits! [It’s] time saving and also environmentally friendly…Overall I liked it… It would bring me into the store.” “I like the concept because it makes me curious to see how the application works and I get to see JCPenney’s clothing. As someone who doesn’t particularly like JCPenney clothing, this application is a good tool to reintroduce their brand.”
“The ads are nice especially the one with the boy, that one was memorable. The iPhone feature is great too. It’s a great tool for the modern-day shopper!”
“You’re daring me to come in and see what you have to offer, which for JCP, I think is the tone that you’re gonna have to use.”
I like the overall idea of having interchangeable outfits and the outline of clothing. I do like the QR code idea. It’s a very modern idea.
CAMPAIGN EVALUATION: Continued evaluation is necessary throughout the duration of the campaign and following its completion. Quarterly surveys and post-exposure focus groups with members of our target will allow us to confirm whether our target’s perception of JCP is, indeed, changing for the better and will ensure that our messaging is interpreted as we intended. We also will evaluate the effectiveness of our campaign through examination of sales patterns as compared with our stated objectives. This continued research will reveal any potential problems that arise along the way, enabling us to make any necessary changes to the campaign quickly and efficiently. SOURCES: Advertising Age, Dallas Commercial Real Estate News, Deloitte Research Reports, Internet Retailer, JCPenney, Marketing to Millenials, MSNBC, Packaged Facts, TNW Industry,
32
The MIAMI Collective is a Miami-based advertising and public relations agency. Our team works to connect and relate to target audiences through innovative and effective campaigns. Each member brings his/her own talent to the table, creating a wide variety of skills throughout the group. We are young individuals in an “au courrant” city, giving us a unique perspective in this ever-changing industry.
SPECIAL THANKS Dayna Bieber Ashley Owen Marcia Sierra Lauren Weingarten Our Models The Flamingo Resort WVUM Dr. Robert Hosmon Andrew Blau
PR & SOCIAL MEDIA TEAM Jessica Hruska Director Alyssa Bernstein Ashley Brozic Kelly Trowbridge Sara Spaggiari
ACKNOWLEDGEMENTS Kyle Aguilar Susan Baxter Danielle Bond Daniel Camacho Lauren Cooper Robert Elliott Jaime Feit
Iris Kolesa Jennifer Martinez Hillary Motola Ezra Neuman Owen Palmer Carolina Parets Juliana Posess
ADVISORS
Ernesto Ramirez Lucas Rodriguez Craig Shervin Esther Weinbach
MEDIA TEAM
Meryl Blau Creative
Alejandro Palli Director
Alyse Lancaster Research
Samantha Schectman Susan Mirkin
ACCOUNT PLANNING & RESEARCH TEAM COMPETITION
JCP BRAND
TARGET MARKET
Kevin Harrington Director
Collin O’Brien Director
Ally Day Director
Alex Andrial Leo Dos Santos
Kristin Gorney Jackie Churgin
I’Shawnna Henderson Melisa Ramos
CREATIVE TEAM Taylor Lucas Creative Director Lindsay Guidos Creative Director Maria Barreto Associate Creative Director Nick Marchese Associate Creative Director Melisa Ramos Creative Producer Liz Agans Lara Israelson Jessica Stahl Corinne Nobili Danny Barry Briana Bednarski Nataly Guevara Steven Levy Jacquelyn Massie Stacey Coon
33