Schuh Report - Placement Module by lydiawarren

LYDIA WARREN N0728408 I confirm that this work has gained ethical approval and that we have faithfully observed the terms of approval in the conduct of this project. Signed: ..................... Date: ..../..../........ Word Count: 3987

CONTENTS

8 METHODOLOGY 11 BRAND HISTORY 12 TIMELINE 14 VISION AND VALUES 18 BRAND IDENTITY PRISM 20 BENEFIT LADDER 23 USP 25 EXTENDED MARKETING MIX 26 TARGET MARKET 28 CONSUMER JOURNEY 30 COMPETITOR ANALYSIS 32 BRAND POSITIONING MAP 34 FINANCIALS 36 SOCIAL MEDIA 38 WEBSITE TRAFIC 39 SWOT ANALYSIS 42 MARKET ANALYSIS 44 PESTLE ANALYSIS 46 INTRODUCTION

MACRO TRENDS 48 MICRO TRENDS 49

3 YEAR OBJECTIVES 52

YEAR 1 54

YEAR 2 56 YEAR 3 58

BUDGETING 60 COMMUNICATION AIMS 65

COMMUNICATION TIMELINE 66 MEASURING SUCCESS 68

RISK ASSESSMENT 71 CONCLUSION 72 APPENDIX 74

REFERENCES 78

BIBLIOGRAPHY 79

IMAGE REFERENCES 81

WHERE ARE SCHUH NOW?

INTRODUCTION FOOTWEAR AND ACCESSORIES RETAILER SCHUH, LAUNCHED IN 1981, HAS GROWN TO BE A SIGNIFICANT NAME ON THE HIGH STREET AND ONLINE, OFFERING A VAST PRODUCT RANGE, CATERING TO FAST HIGH STREET FASHION DEMANDS. TARGETED AT A YOUTHFUL DEMOGRAPHIC, SCHUH CONTINUES TO KEEP UP WITH THE LATEST FOOTWEAR TRENDS AND THE NEEDS OF ITS CONSUMER. UP AGAINST STRONG COMPETITORS, IT IS IMPORTANT THAT SCHUH CONTINUE TO BE DISTINCTIVE IN THE CROWDED MARKET IN WHICH THEY OPERATE. FORWARD PLANNING FOR A SUCCESSFUL BRAND LIKE SCHUH IS CRUCIAL. THIS REPORT WILL CONSIDER SCHUH AND ITS CURRENT POSITION, AREAS FOR IMPROVEMENT, AND PROPOSE A 3-YEAR MARKETING STRATEGY AND A 1-YEAR COMMUNICATIONS PLAN.

METHODOLOGY In order to understand schuh, a thought-out methodology has been implemented. Over a 9-week extended placement at schuh, a wide level of understanding was gained, stretching across many departments of the business, aiding the understanding of the workings of the company. Alongside this, individual interviews were conducted with important figures within the business, such as Head of Marketing, Head of PR and a member of the Social Media team. Store visits were also conducted to consider a more customer facing element of the brand. For secondary research, an extensive investigation into schuh was conducted. A survey was created to understand the brand awareness amongst consumers, and their opinions towards schuh as a brand. This survey helped to develop and ideate the marketing strategy, as consumer opinion is pivotal to the growth of a brand. In addition to this, online research about schuh was conducted, alongside a wider research basis considering the footwear market and trends surrounding this, based on reports such as Mintel.

BRAND HISTORY OPENED IN EDINBURGH IN 1981, SCHUH FIRST LAUNCHED UNDER THE NAME OF LIZARD SHOES, A FASHION RETAILER WHO WAS SELLING FOOTWEAR. LIZARD SHOES LATER RENAMED, TAKING ON THE NAME SCHUH, DERIVED FROM GERMAN. SCHUH QUICKLY BEGAN TO GROW, WITH A SECOND STORE OPENED IN GLASGOW, AND A THIRD IN NEWCASTLE. HEADING INTO THE 1990’S, THE RISE IN DEMAND FOR FOOTWEAR SAW SCHUH BRING IN BRANDS SUCH AS CAT, CONVERSE, VANS AND DR MARTENS. SCHUH LATER DEVELOPED AND LAUNCHED ITS OWN MAGAZINE IN 1997. THE WEBSITE BEGAN TO GROW THROUGH THE 2000’S, WITH PEOPLES SHOPPING HABITS CHANGING, AND BEING HAPPY TO SHOP FOR SHOES ONLINE. BY THE END OF THE DECADE, THERE WAS NEAR ENOUGH A SCHUH STORE IN EVERY MAJOR CITY AROUND THE UK AND IRELAND. IN 2011, SCHUH WAS ACQUIRED BY GENESCO INC, A NASHVILLE BASED RETAILER. WITHIN THE 5 YEARS AFTER THIS, THE NUMBER OF STORES ALMOST DOUBLED. IN 2012, SCHUH KIDS WAS LAUNCHED IN LAKESIDE, BRAEHEAD AND LIVERPOOL. SCHUH LAUNCHED INTERNATIONALLY IN 2015, WHERE THEY OPENED A STORE IN OBERHAUSEN, GERMANY. CURRENTLY, SCHUH OPERATES IN 118 STORES IN THE UK AND IRELAND.

TIMELINE

In 2011, schuh was acquired by Genesco Inc, a Nashville based retailer.

As consumer shopping habits changed, the steady growth of the website started with people online shopping.

2000’s

schuh later developed and launched its own magazine.

1981

1990s

1997

The first schuh schuh’s store opened increasing in 1981 in demand saw it Edinburgh, take on brands originally such as CAT, named ‘Lizard Converse and Shoes’. Vans. 14

2011

In 2012, schuh kids was launched in Lakeside, Braehead and Liverpool.

2012

schuh launched internationally in 2015, where they opened At present, a store in schuh has 118 Oberhausen, stores and holds Germany. over 80 brands.

2015

2019

VISIONS AND VALUES WE BELIEVE OUR FIRST RESPONSIBILITY IS TO OUR CUSTOMERS WHO SUPPORT THE BUSINESS BY SELECTING SCHUH AS THEIR STORE OF CHOICE FOR FASHION FOOTWEAR.

WE RECRUIT THOSE WITH AN INFECTIOUS ENTHUSIASM FOR OUR PRODUCTS AND OUR CUSTOMERS.

VISIONS AND VALUES WE AIM TO OVER-DELIVER AGAINST EXPECTATIONS AND TRY NOT TO MAKE A PROMISE OR GIVE AN UNDERTAKING UNLESS IT IS ACHIEVABLE.

WHEN WE OPERATE ACCORDING TO THESE VALUES AND BELIEFS, WE INSTINCTIVELY KNOW THAT WE GIVE OUR BUSINESS THE BEST CHANCE TO GROW AND PROSPER.

KAPFERERâ&#x20AC;&#x2122;S BRAND IDENTITY PRISM PHYSIQUE

PERSONALITY

Simple black and white logo, with green strike occasionally used.

Outgoing, encouraging, loyal, fun to be around.

RELATIONSHIP

CULTURE

Fun, reliable, trustworthy.

Bringing people together over a love of shoes.

SELF IMAGE

REFLECTION

Edgy, cool, modern, unique.

Young, creative youth.

BENEFIT LADDER EXPERIENCE

- THE SCHUH EXPERIENCE ENCOMPASSES THE CUSTOMER SERVICE THE CONSUMER RECEIVES, ALONGSIDE THE OMNI CHANNEL EXPERIENCE WITH THE USE OF SOCIAL MEDIA TO FOLLOW UP THEIR PURCHASES. - SCHUH CREATES EXCITEMENT AROUND BUYING PRODUCTS WHICH IS REFLECTED THROUGH THEIR SOCIAL MEDIA AND IN STORE.

SOCIAL

- SCHUH CREATES A LIFESTYLE OF MOMENTS, CREATING A SOCIAL ATMOSPHERE FOR CONSUMERS. IT IS ASSOCIATED WITH A LIFESTYLE OF FUN AD ENJOYMENT. - SCHUH IS RECOGNISABLE AND DISTINCTIVE, PROVIDING CUSTOMERS WITH LOYALTY AND TRUSTWORTHINESS IN THEIR BUSINESS.

EMOTIONAL

- EMOTIONAL TRUST IS PLACED IN THE BRAND DUE TO THEIR TRANSPARENCY AND OPENNESS WITH THE CONSUMER, CREATING A BOND BETWEEN BRAND AND CONSUMER. - CUSTOMER SERVICE CREATES EMOTIONAL RELATIONSHIPS WITH STAFF AND CONSUMER.

FUNCTIONAL

- SHOES ARE WORN IN ALL ASPECTS OF LIFE, AND AID IN SHAPING AN INDIVIDUALS STYLE, WHICH REFLECTS THEIR PERSONALITY. - TRIED AND TESTED, PRODUCTS ARE PRODUCED WITH LONGEVITY IN MIND, BEING ABLE TO REACH OF YOUR FAVOURITE PAIR OF SHOES.

PRODUCT

- HIGH QUALITY, COMFY SHOES. - FASHION FORWARD.

WHAT ARE SCHUHâ&#x20AC;&#x2122;S UNIQUE SELLING POINTS?

In a market where direct competitors have either a single gender focus and/or are pure athletic specialist, schuh is different to our direct competitors. Our USPs are: Gender Neutral Consumer: Sharp Student Point

schuh is not just focused on either a female or male consumer, where as our key competitors have a single gender brand and identity focus. We have a primary focus on youth with a dual gender approach. Our sharp point is on the university student. Inclusive â&#x20AC;&#x2DC;Lifestyleâ&#x20AC;&#x2122; Marketing

schuh delivers marketing and brand storytelling around lifestyle moments, whereas the majority of our competitors have a core athletic focus through their product range and marketing. Our core pillars relate to music, art, streetstyle, travel and humour. Schuh also partners with youth community groups to celebrate causes important to them including sustainability, mental health awareness, LGBTQ and fostering young talent. Breadth & Depth of Product Range

schuh delivers both a core branded proposition alongside our own label range as a differentiator in market and vehicle for upsell.

PRODUCT: The product offering at schuh includes a wide range of footwear, including menswear, womenswear and childrenswear. Product ranges extend to over 1500 womenswear shoes, and over 1200 menswear shoes, and over 1100 shoes for childrenswear. When considering product, it is key to mention the considerable amount of brands offered at schuh, schuh as Converse, Vans, Adidas, Nike and Dr Martens, including a significant own brand selection.

PROMOTION: With the direction of the marketing team, social media plays a large part when it comes to promotion. Campaigns including influencers are a key focus for schuh’s promotion, with the increasing weight on influencer marketing. Another element of promotion is the consideration of PR, and loaning product to publications, meaning schuh will be credited and featured in fashion edits, which in turn acts as a form of promotion for schuh.

PLACE: With over 100 stores, schuh is operating in most major cities in the UK, and now internationally with stores in Germany. With the changing landscape of the high street, it is also important to consider online shopping as part of place, with a significant amount of shopping now being online. schuh operates an easy to navigate website with multiple views of products, a number of filtering options to aid the shopping experience, and student discount and next day delivery available.

PRICE: Selling a number of brands, the price range for schuh’s product offering has a wide range, starting at £20 for Havianas flip flops, up to around £200 for UGG boots. Mid range pricing includes core products such as Converse and Vans around £50-60 depending on style. This pricing is targeted at schuh’s demographic and fitting amongst the budget of the target market.

EXTENDED

MARKETING MIX

PEOPLE: schuh stores hold a number of retail staff, dealing with and selling to customers, based all around the UK and Germany. Alongside this, the schuh Head Quarters in Livingston is home to various teams such as Design, Marketing and Web Development. In London, the PR and Social Media teams operate in the heart of the city.

PROCESS: In such a large business like schuh, the process from product conception to it being in the hands of the consumer is one that varies across the type of product. For own brand product, design and buying teams work closely on the product, then moving on the marketing team to advertise the products. However, for branded product, this is different. A number of meetings take place between the brand and members of the schuh teams, including buying, in order to decide what products will be bought to sell via schuh.

PHYSICAL ENVIRONMENT: As previously mentioned, the physical environment that schuh operates in tends to predominantly be the stores. However, another element to consider is the events and launches run by the PR team, which creates alternative creative spaces which are part of the physical environment created by schuh.

PRIMARY CONSUMER

T A R G E T

ALLYSIA 20 STUDENT STUDYING TEXTILES AND ART AT UAL LIKES MUSIC, ART AND STREET STYLE CARES ABOUT SUSTAINABILITY, MENTAL HEALTH AND LGBT RIGHTS FOLLOWS @SCHUH AND @SCHUHPR KEEPS UP WITH SOCIAL MEDIA AND INFLUENCERS FASHION FORWARD, SHOPS TRENDS FAVOURITE SCHUH PRODUCT: NIKE ZOOM 2K

SECONDARY CONSUMER KELLY 35 SINGLE MOTHER TO 4 YR OLD BELLA LIVES IN BROMLEY WORKS FROM HOME; MICRO INFLUENCER AND BLOGGER SOCIAL MEDIA FOCUSED AROUND LIFE AS A SINGLE MOTHER SHOPS AT SCHUH FOR EASE OF BUYING FOR HERSELF AND BELLA IN ONE PLACE FAVOURITE SCHUH PRODUCT: MATCHING CONVERSE FOR HER AND HER DAUGHTER

M A R K E T

CONSUMER JOURNEY THE CONSUMER JOURNEY CONSIDERS THE TOUCHPOINTS IN WHICH POTENTIAL CONSUMERS INTERACT WITH THE BRAND ACROSS VARIOUS CHANNELS. BY UNDERSTANDING VARIATIONS OF A CONSUMERâ&#x20AC;&#x2122;S JOURNEY FROM INITIAL INTERACTION WITH SCHUH TO MAKING A PURCHASE, THOUGHT CAN BE GIVEN TO THE ACCESSIBILITY OF THE BRAND, AND MOST APPEALING WAYS FOR THE CONSUMER. EACH DEMOGRAPHIC WHO BUYS SCHUH WILL HAVE A DIFFERENT CONSUMER JOURNEY AS THEY INTERACT WITH BRANDS ON A DIFFERENT LEVEL. 3 VARIATIONS OF CONSUMER JOURNEY HAVE BEEN CONSIDERED BELOW; ADVERTISEMENTS, INFLUENCERS AND FOOTFALL.

ADVERTS

CONSUMER SEES A PAID ADVERT FOR SCHUH WHICH COMES UP ON THEIR FACEBOOK FEED CONSUMER CLICKS ONTO ADVERT AS THEY LIKE THE LOOK OF THE SHOES WHICH HAVE BEEN FEATURED CONSUMER LOOKS AT THE SHOES AND DECIDES TO SAVE THEM FOR LATER AS IT IS NOT THE RIGHT TIME FOR THEM TO BUY A COUPLE OF DAYS LATER THE CONSUMER SEES A TARGETED ADVERT FEATURING THE CONSUMERS SAVED SHOES

INFLUENCERS

CONSUMER THEN CLICKS ONTO THE WEBSITE TO PURCHASE THE SHOES

CONSUMER SEES AN INFLUENCER THEY FOLLOW WEARING SCHUH SHOES WHICH HAVE BEEN TAGGED CONSUMER TAKES INSPIRATION FROM THE INFLUENCER AND DECIDES TO CLICK ONTO SCHUH CONSUMER PURCHASES THE SAME SHOES THAT THE INFLUENCER HAS

FOOTFALL

CONSUMER THEN CHOOSES TO POST ABOUT THEIR NEW SHOES ON THEIR SOCIAL MEDIA, FOR FRIENDS AND FOLLOWERS TO SEE

CONSUMER HAS BEEN CONSIDERING THE NEED FOR NEW SHOES

CONSUMER WALKS PAST A SCHUH STORE ON THEIR LOCAL HIGH STREET AND CHOOSES TO BROWSE CONSUMER IS GREETED BY FRIENDLY STAFF WHO LEAD THEM TO PURCHASE CONSUMER IS WILLING TO REPURCHASE FROM SCHUH DUE TO THE EXCELLENT CUSTOMER SERVICE THEY RECEIVED

WHO ARE SCHUHâ&#x20AC;&#x2122;S COMPETITORS?

IN ORDER TO ASSESS SCHUH AND ITS POSITION IN THE MARKET, IT IS IMPORTANT TO CONSIDER HOW IT SITS AMONGST ITS COMPETITORS. A SELECTION OF SCALES HAVE BEEN CREATED TO COMPARE SCHUH TO ITS STRONGEST COMPETITORS. A VARIATION OF FACTORS HAVE BEEN CHOSEN, WITH SOME SUBJECTIVE AND SOME OBJECTIVE. USING A VISUAL SCALE, IT HELPS TO POSITION SCHUH AGAINST ITS COMPETITORS. 32

BRAND POSITIONING MAP FASHION FORWARD PRODUCT

HIGH PRICE

LOW PRICE

In order to visualise how schuh sits amongst its competitors, a brand positioning map has been created. The axis for the map is based on price â&#x20AC;&#x201C; a scale of high to low, and trend led product, on a scale of fashion forward product to practicality led product. The scales for a brand positioning map could include many different variables, for example, product offering, awareness, popularity etc. in analysis of this particular map, it is clear that schuh has a large number of competitors who are all sitting around a similar price bracket, with similar emphasis on fashion forward products. This means that there is extra pressure for them to maintain competitive edge against their consumers.

PRACTICAL PRODUCT

FINANCIALS WHEN CONSIDERING SCHUH’S POSITION IN THE MARKET AND HOW IT IS PERFORMING A GOOD PLACE TO BEGIN IS ITS FINANCIALS. LOOKING AT SCHUH’S FINANCIAL INFORMATION, SUCH AS TURNOVER FOR THE FINANCIAL YEAR, IT IS CLEAR TO UNDERSTAND HOW THEY ARE DOING COMPARED TO THEIR COMPETITORS. BY USING FINANCIAL DATABASE ‘FAME’, A COMPARISON HAS BEEN MADE BETWEEN SCHUH AND TWO OF ITS STRONGEST COMPETITORS, OFFICE AND DUNE. TO START, AN INTERESTING STATISTIC TO CONSIDER IS THE TURNOVER FOR 2018. SCHUH’S TURNOVER WAS £308M, WITH OFFICE SITTING LOWER, AND DUNE THE LOWEST OF THE THREE. WHILE THIS CANNOT BE TAKEN ON FACE VALUE, AS THERE ARE EXPENSES COMING FROM THIS, IT IS A POSITIVE FOR SCHUH THAT THEY ARE TURNING OVER MORE THAN THEIR COMPETITORS. DESPITE NOT BEING A FINANCIAL STATISTIC, THE NUMBER OF EMPLOYEES IS ANOTHER CONSIDERATION TO BE MADE ABOUT HOW WELL THE BRANDS ARE DOING, WITH SCHUH HAVING OVER DOUBLE THE EMPLOYEES COMPARED TO DUNE, AND OVER 1000 MORE THAN OFFICE. THESE FIGURES SUGGEST THAT SCHUH HAS MORE FORCE BEHIND IT AS A BRAND, WITH MORE STAFF INCLUDING HEAD OFFICE AND IN STORES.

SOCIAL MEDIA

WITH THE RISE OF SOCIAL MEDIA AND THE USE OF INFLUENCER MARKETING, SCHUH HAS TO KEEP UP WITH THIS IN ORDER TO STAY RELEVANT AMONGST THE CURRENT MARKET AND ITS CONSUMERS. DEVELOPMENTS AND UPDATES IN SOCIAL MEDIA PLATFORMS, SUCH AS THE USE OF SWIPE UP LINKS ON INSTAGRAM, MEAN THAT THE SOCIAL MEDIA PRESENCE FOR SCHUH NEEDS TO BE CONSTANTLY ENHANCED. AN ARTICLE ENTITLED “THE RISE OF THE INSTAGRAM MICRO-INFLUENCER: EVERYTHING YOU NEED TO KNOW” (BOOGARD, 2018) CONSIDERS THE WAY IN WHICH BRANDS ARE USING INFLUENCERS TO CONNECT WITH CONSUMERS. SCHUH IS VERY ACTIVE IN SOURCING INFLUENCERS WHO FIT SCHUH, PARTNERING WITH A COMPANY CALLED WHALAR TO SCOUT INFLUENCERS WHO FIT WITH SCHUH THE BEST.

SCHUH HAS A STRONG PRESENCE ACROSS SOCIAL MEDIA, ACTIVE ON @SCHUH AND @SCHUHPR ON INSTAGRAM, ‘SCHUH’ ON FACEBOOK, @SCHUH ON TWITTER AND ‘SCHUHSHOES’ ON SNAPCHAT. BY BEING PRESENT ACROSS THE MAIN SOCIAL MEDIA PLATFORMS, THIS INCREASES THE CHANCES OF CONSUMERS BEING EXPOSED TO THE BRAND. IN AN INTERVIEW WITH SOCIAL MEDIA AND INFLUENCE OFFICER, LAUREN FOGG-ROYE, SHE DISCUSSED THE CHANGE IN SOCIAL MEDIA AND WHAT THIS LOOKS LIKE FOR THE FUTURE OF SCHUH’S SOCIAL PRESENCE. SHE SAID;

“

INSTAGRAM INSTAGRAM WILL CONTINUE TO USE OF IGTV IGTV AND DEVELOPING WAYS

I THINK

BE THE MAIN SOCIAL PLATFORM, THEREFORE

MORE TO SHOP THROUGH THE APP WILL BE A BIG FOCUS FOR BRANDS AND SOCIAL PLATFORMS. I THINK BECAUSE OF THE HEAVY FOCUS ON THE CONNECTION CONNECTION BETWEEN SOCIAL MEDIA AND MENTAL HEALTH INSTAGRAM AND OTHER SOCIAL PLATFORMS WILL REALLY HAVE TO START TO LOOK AT WAYS OF USING THE APP HEALTHILY. I THINK USING A LOT MORE

VIDEO CONTENT

IS DEFINITELY IN THE WORKS!

”

AND WEBSITE TRAFFIC ANOTHER ELEMENT OF SOCIAL ENGAGEMENT IS THE CONSUMERS INTERACTION WITH THE SCHUH WEBSITE. OVERTIME, SCHUH HAVE DEVELOPED AN EXTENSIVE WEBSITE WHICH IS EXTREMELY EASY FOR CONSUMERS TO NAVIGATE, MEANING THAT THE ONLINE SHOPPING EXPERIENCE IS JUST AS EASY AS THE INSTORE SHOPPING EXPERIENCE. SIMILARWEB IS A WEBSITE WHICH REVEALS STATISTICS ABOUT THE SCHUH WEBSITE, INCLUDING ELEMENTS SUCH AS PAGE PER CLICK AND LENGTH OF TIME ON THE SITE. THIS ALLOWS WEB DEVELOPERS TO UNDERSTAND THE WAYS IN WHICH CONSUMERS ARE INTERACTING WITH THE WEBSITE. HOWEVER, WITH FEATURES SUCH AS SHOPPING ON INSTAGRAM AND DIRECT SWIPE UP FEATURES TO INDIVIDUAL PRODUCTS, THE TRADITIONAL WAY IN WHICH CONSUMERS ARE USING ONLINE SHOPPING IS CHANGING, MEANING THAT THE FIGURES FROM SIMILAR WEB MAY BE CHANGING.

22,609

54%

RANKED WORLDWIDE

1.3%

3 MIN 33 SEC

SITE TRAFFIC FROM SOCIALS

AVERAGE DURATION ON WEBSITE

2.03

MILLION VISITS PAGES PER VISIT

6.47

DESKTOP TRAFFIC VIA SEARCH

88% UK 0.87% USA 0.52% GERMANY 0.47% SPAIN 0.39% FRANCE

LOCATIONS OF VISITS 39

“I BELIEVE THAT SOCIAL MEDIA, PARTICULARLY CHANNELS WITH RICH MEDIA CONTENT SUCH AS INSTAGRAM AND YOUTUBE WILL STILL RETAIN THEIR VALUE TO THE CONSUMER FOR INSPIRATION AND THE TRADITIONAL, OVERT 'PAID FOR’ INFLUENCER MARKETING THAT RESONATED WITH THE MILLENNIAL, WILL START TO BE REJECTED BY A GEN Z CONSUMER THAT DEMANDS AUTHENTICITY AND GENUINE PARTNERSHIPS.

ALICE CLEARY CHIEF MARKETING OFFICER, SCHUH

THIS IS WHY IT’S CRITICAL TO INVEST TIME IN WORKING WITH GRASS ROOTS, MICRO INFLUENCERS TO BUILD GENUINE RELATIONSHIPS WITH THEM AND SUPPORT THEIR JOURNEY. THIS BENEFITS BOTH THE BRAND AND THE INFLUENCER AND THE CONSUMER WILL PERCEIVE THIS AS BEING FAR MORE CREDIBLE. COMMERCIAL CHANNELS SUCH AS FACEBOOK FOR ADVERTISING WILL CONTINUE TO LOSE CREDIBILITY AND FAVOUR AMONGST A YOUNGER GENERATION THAT FIND THEM A LESS CREATIVE AND MORE COMMERCIAL PLATFORM.”

STRENGTHS

WIDE PRODUCT RANGE STRONG PHYSICAL AND ONLINE PRESENCE STOCKIST OF POPULAR BRANDS

OPPORTUNITIES

CONTINUATION OF PR EVENTS TO STAND OUT AMONGST COMPETITORS. FOR EXAMPLE, OFFICE DO NOT DO MANY PR EVENTS IMPROVING ON OWN BRAND PRODUCT TO COMPETE WITH TOPSHOP AND DUNE WHO DO THIS WELL

WEAKNESSES

NOT AS UP TO DATE WITH NEW RELEASES FROM BRANDS IN COMPARISON TO COMPETITORS OTHER COMPETITORS HAVE EXCLUSIVE BRAND RELEASES FOR THEM, WHEREAS SCHUH DO NOT

THREATS

DIFFICULT TO STAND OUT AMONGST COMPETITORS IN SUCH AN OVERCROWDED MARKET WHEN ALL COMPETITORS ARE DOING THE SAME OTHER COMPETITORS GETTING MORE PRESS COVERAGE THAN SCHUH CONSUMERS BUYING BRANDED PRODUCT DIRECTLY

MARKET POSITION ACCORDING TO THE REPORT, THE GLOBAL FOOTWEAR MARKET STOOD AT US$ 246.07 BILLION IN 2017. WITNESSING A TREMENDOUS RISE DURING THE PERIOD FROM 2015 TO 2021, THE REVENUE IN THIS FOOTWEAR MARKET IS EXPECTED TO REACH US$ 320.44 BILLION BY THE END OF THE FORECAST PERIOD. (ZION MARKET RESEARCH, 2018) KEY PLAYERS OPERATING IN THE GLOBAL FOOTWEAR MARKET INCLUDE ADIDAS AG, NIKE INC., BATA LIMITED, PUMA SE, ASICS CORPORATION, VF CORPORATION, NEW BALANCE ATHLETICS, INC., DEICHMANN SE, THE COLUMBIA SPORTSWEAR COMPANY, POLARTEC, LLC, SKECHERS USA, INC., WOLVERINE WORLD WIDE, INC. AMONG OTHERS. (REUTERS, 2018) SCHUHâ&#x20AC;&#x2122;S POSITION WITHIN THE FOOTWEAR MARKET SITS AMONGST OTHER HIGH STREET CONTENDERS, WITH KEY COMPETITORS SUCH AS OFFICE AND FOOTLOCKER. THIS IS ALSO THE SAME FOR THE ONLINE FOOTWEAR MARKET, WITH BRANDS SUCH AS ASOS OFFERING AN UNBEATABLY WIDE RANGE OF PRODUCTS, CATERING TO ALL DEMOGRAPHICS AND TARGET AUDIENCES.

POLITICAL

WITH THE CONTINUAL RISE OF THE POLITICAL UNCERTAINTY IN THE UK AND ACROSS EUROPE DUE TO BREXIT, THE POLITICAL STABILITY IS VERY QUESTIONABLE. WITH PRODUCTS BEING MANUFACTURED ABROAD, AND THEN IMPORTED AND SOLD IN THE UK, SCHUH WILL BE AFFECTED BY THE POTENTIAL NEW TRADE LAWS. WHILE EVEN THE GOVERNMENT ISNâ&#x20AC;&#x2122;T SURE EXACTLY WHAT BREXIT WILL LOOK LIKE, EVERYONE IS AWARE THAT IT WILL CREATE A HUGE AMOUNT OF CHANGE IN ONE WAY OR ANOTHER. TRADE WILL BE IMPACTED AND OVERSEES CONNECTIONS FOR SCHUH COULD BE DIFFICULT.

ECONOMIC

FOLLOWING ON FROM THE UNCERTAINTY OF BREXIT, THIS ALSO APPLIES TO THE ECONOMIC SITUATION, AS THE EXCHANGE RATE AND STRENGTH OF THE POUND IS SOMETHING THAT IS UNDER A HUGE AMOUNT OF PRESSURE WITH THE CONSTANTLY CHANGING LANDSCAPE OF BREXIT AND THE ECONOMICAL MARKET. ALONG WITH BREXIT, THERE ARE ALSO GROWING QUESTIONS ABOUT HOW THIS MAY POTENTIALLY AFFECT EMPLOYMENT. IN RELATION TO SCHUH, WITH POTENTIAL UNEMPLOYMENT, COMPANIES THAT SCHUH WORKS WITH MAY BE IMPACTED BY THIS IF THE BUSINESS RELATIONSHIPS CHANGE WITH THE NATURE OF BREXIT.

SOCIAL

PESTLE

THE SOCIAL LANDSCAPE IS SOMETHING THAT IS ALWAYS CHANGING, WITH THE CONSUMER BECOMING MORE CONSCIOUS, AND CONSTANTLY EVOLVING IN THEIR SHOPPING HABITS. AGE AND POPULATION CHANGE IS SOMETHING THAT COMES INTO THIS, AS THE CONSUMER DEMOGRAPHIC SIZE IS CHANGING WITH THE NEW GENERATION OF GEN Z AND THEIR DEMANDS AS CONSUMERS. CONSUMERS ARE MORE AWARE OF BRANDS AND HAVE STRONGER CONNECTIONS WITH THEM THAN EVER WITH THE HELP OF SOCIAL MEDIA CREATING A CLOSE RELATIONSHIP, WITH THE ABILITY TO INTERACT DIRECTLY, FOR EXAMPLE VIA INSTAGRAM.

TECHNOLOGICAL

ANALYSIS

LEGAL

LEGAL ASPECTS THAT AFFECT SCHUH ARE EMPLOYMENT LAWS, HEALTH AND SAFETY LAWS AND CONSUMER PROTECTION. WITH LAWS AND LEGAL LANDSCAPES CHANGING WITH BREXIT, THESE ASPECTS ARE SUBJECT TO CHANGE. CONSUMER PROTECTION LAWS CONSIDER THE SAFETY OF CONSUMERS IN PURCHASING AND THEIR CONSUMER RIGHTS. HEALTH AND SAFETY LAWS ARE SOMETHING THAT SCHUH HAVE TO ABIDE FOR IN THE FACTORIES WHICH THEIR PRODUCTS ARE MADE, WITH CONSUMERS BEING MORE AWARE OF WORKING CONDITIONS THAN EVER BEFORE, THIS IS SOMETHING WHICH IS VERY TRANSPARENT.

ENVIRONMENTAL

TECHNOLOGY IS CONSTANTLY CHANGING, AND SOMETHING THAT IMPACTS SCHUH GREATLY. A STEADY INCREASE IN INNOVATION LEVELS MEANS THAT SUPPLIERS AND DESIGNERS FOR SCHUH WILL BE EXPOSED TO NEW TECHNOLOGY TO AID THIS. TECHNOLOGY ALSO COVERS THE ADVANCES IN THE WAY CONSUMERS ARE SHOPPING, AND THE PART THAT TECHNOLOGY HAS TO PLAY IN THIS. SOCIAL MEDIAâ&#x20AC;&#x2122;S USE OF TECHNOLOGY, SUCH AS VIRTUAL AND AUGMENTED REALITY ALLOWS THE CONSUMER TO IMMERSE THEMSELVES IN BRANDS AND EXPERIENCE THEM IN A NEW WAY. THIS IS SOMETHING THAT APPLIES TO SCHUH AND DEMANDS THAT SCHUH KEEP UP WITH THESE ADVANCES IN ORDER TO MAINTAIN COMPETITIVE ADVANTAGE.

ENVIRONMENTAL FACTORS ARE VERY RELEVANT AT PRESENT, WITH A LARGE SIGNIFICANCE ON THE TRANSPARENCY OF BRANDS, AND HOW THEY ARE IMPACTING THE ENVIRONMENT. WITH INCREASING PRESSURE OF CLIMATE CHANGE, BRANDS ARE UNDER THE SPOTLIGHT IN TERMS OF THEIR IMPACT ON THE ENVIRONMENT. WITH MORE AND MORE PEOPLE BECOMING CONSCIOUS OF THEIR IMPACT INCLUDING AN INCREASE IN VEGANISM, IT IS IMPORTANT THAT BRANDS FOLLOW IN THIS. SCHUH STOCK BRANDS SUCH AS BLOWFISH WHO CREATE VEGAN SHOES. HOWEVER, THERE IS ROOM HERE FOR IMPROVEMENT FOR SCHUH, IN AREAS SUCH AS REDUCING THE PACKAGING AND PLASTIC CONSUMPTION IN THEIR PRODUCTS.

MACRO AND MACRO “I WANT IT NOW”

“Efficiency-driven lifestyles transcend instant gratification. I Want it Now! consumers seek frictionless experiences that mesh with their lifestyles, allowing them to dedicate more time to their professional or social lives.” (Euromonitor, 2019). The “I want it now” macro trend takes into account the need and desire for a seamless, frictionless experience, with the current consumer being busier and more demanding than ever. With continually developing technology, consumers are increasingly turning to apps to aid their lifestyle. With consumers being aware of brands ability to offer seamless experiences, this is something that will be expected from all brands and all services. The “I want it now” consumer can also include the need for an omni-channel experience which is expected by consumers. This trend is something that impacts schuh significantly, with the desire for instantaneous shopping. schuh currently offer next day delivery, and delivery to your home from a store. it is important to consider how this experience can be developed for schuh to maintain the relationship with the current consumer and live up to their expectations.

MACRO “CONCIOUS CONSUMER”

Having considered the current global market trends using Euromonitor’s yearly macro trend report, trends have been identified which are relevant to schuh and their current position. The macro trend of the conscious consumer considers the way I which the current consumer is more and more conscious of the consumption of products and the way this impacts the planet. With veganism being widely adopted by many, this is trickling into fashion aswell as the food industry. The conscious consumer has the option to be flexible I their consumption, with terms such as ‘flexitarian’ becoming common in todays society. Euromonitor says, “Conscious Consumers not only want to eat meat and dairy alternatives, they choose clothes that are leather- and fur-free and use non-animal-derived ingredients in their beauty and personal care products. They oppose animal testing for cosmetics and pharmaceutical products, as well as farming methods such as the use of antibiotics in animalrearing and mega or factory farms.” (Euromonitor, 2019). Alongside the awareness of ingredients and product makeup, consumers are also increasingly aware of the way in which products are tested on animals and animal welfare. Some brands are already attending to the needs of the conscious consumer, with schuh competitor Topshop having released a vegan collection. This is something which impacts schuh in the product ingredients, for example strong glues and leathers.

MICRO TRENDS MICRO “UGLY FASHION IS BIG BUSINESS”

Written by Grace Cook at Business of Fashion, an article entitled ‘Ugly Fashion is big business’ considers the micro trend of ugly fashion, stating, “Ugly fashion is nothing new. From Prada’s signature jolie laide to Céline’s riff on the Birkenstock sandal, fashion has always had a thing for transforming the uncool into the covetable. However, with high-fashion Crocs collaborations and luxe bumbags hitting shelves, this season it seems the trend has reached its apotheosis: the uglier the item, the higher the social-media status.” (Cook, 2017). Ugly fashion is something that has continually been on the rise, with high fashion brands such as Gucci and Yeezy introducing the chunky trainer trend. However, the ugly fashion does not stop at trainers, with Balenciaga collaborating with Crocs to create more “ugly” shoes. Cook says, “Some brands, like Ugg, Birkenstocks and Crocs, have built entire businesses on comfort-driven, ugly products.” (Cook, 2017). This trend affects schuh in terms of the product that they buy in, and the own brand product they design. Designers and buyers will be aware of current and upcoming trends which will be relevant to schuh and will forecast what products and trends will be followed.

MICRO “RIP THE TRAINER”

As mentioned amongst the ugly fashion micro trend, the introduction of the chunky trainer has taken the runway and the high street by storm, with high street brands quickly adapting and imitating high fashion chunky trainers such as Balenciaga. A Telegraph article entitled, “The trainer trend is finally over, what is everyone wearing instead?”, author Charlie Gowans-Eglinton opens by asking, “What did we wear before trainers? The mass casualisation of fashion has permeated every corner of the high street and designer boutiques, and while you may not have bought into the athleisure trend in its entirety (personally, I only wear Lycra to the gym), few resisted the lure of the trainer. First the adidas Stan Smith, then the designer skate shoe (championed by Phoebe Philo at Céline), the logoed trainer, the jewel encrusted, the chunky (and therefore calf-flattering) “ugly” all-terrain trainer, and so on.” (Gowans-Eglinton, 2019). This micro trend will heavily affect schuh and they will need to adapt to this. Currently, schuh’s largest type of product offering is sportswear, mainly trainers. As the demands of the consumer is changing, and they move away from trusted trainers, schuh will need to adapt to this, in order to compete with other brands such as Topshop and Office who already have a wide fashionable range of shoes which are not trainers.

3 YEAR STRATEGTIC PLAN

YEAR 1 OBJECTIVE YEAR 2 OBJECTIVE YEAR 3 OBJECTIVE

TO DESIGN, PRODUCE AND MARKET A VEGAN SCHUH RANGE, CALLED “SCHUH TRANSPARENT”, HIGHLIGHTING THE TRANSPARENCY IN THE PRODUCTION AND THE FABRICS OF THE SHOES, SHEDDING LIGHT ON THE IMPORTANCE OF SUSTAINABILITY. THIS WILL BE IN STORES BY THE END OF 2021, BEING MEASURED BY SALES. THIS WILL BE LAUNCHED WITH A POP-UP EVENT LAUNCHING THE PRODUCTS, OPEN TO PRESS AND INFLUENCERS BY INVITE ONLY. TO DESIGN, PLAN AND LAUNCH A CONCEPT STORE IN LONDON. THIS STORE WILL BE DIFFERENT TO THE OTHER STORES, INCLUDE ELEMENTS OF INTERACTIVITY, CUSTOMISATION AND PERSONALISATION FOR THE CUSTOMER AND THEIR NEEDS. THIS WILL TAKE A YEAR TO PLANNING AND BE READY TO OPEN IN THE SUMMER OF 2022. THE SUCCESS OF THIS STORE WILL BE MEASURED BY FOOTFALL, SALES AND SOCIAL MEDIA COVERAGE. TO OPEN MORE INTERNATIONAL STORES, CONTINUING THE GROWTH INTO EUROPE THROUGH THE CURRENT STORES THAT EXIST IN GERMANY, WITH THE CONSIDERATION OF OPENING IN FRANCE AND SPAIN. THIS WILL BE IMPLEMENTED BY THE END OF 2023 AND MEASURED BY THE FOOTFALL AND SALES FROM THE SPECIFIC STORE. THIS INFORMATION WILL HELP TO EVALUATE SCHUH’S POSITION IN THE INTERNATIONAL MARKET AND WHETHER IT IS WORTH OPENING MORE INTERNATIONAL STORES.

Y E A R 1

Year 1 sees schuh launch its own brand vegan range, inspired by the drastic changes needing to be made to the planet, and the ever more growing conscious consumer. Euromonitor article, entitled “Meet the ‘Conscious Consumer’” states “Animal welfare concerns will evolve further and extend to other industries beyond food, beauty and fashion, to home care, home furnishings, pet food and so on.” Following in the footsteps of competitor Topshop and less well-known brands such as Blowfish, schuh will release a 10-piece summer collection, which will be 100% vegan. The range will be womenswear, focusing around a simplistic, minimalist design, with a key colour palette of tan and natural colours. This will fit in with the natural feel to the collection. The price point will sit around comfortably within the current range of schuh own brand products, around £30-50 depending on style. Given the nature of sourcing natural and vegan ingredients, this could be slightly higher. The marketing of this launch will fit in with schuh’s current marketing campaign, including a significant emphasis on social media. However, a key element of launching this collection would be an event to launch the collection. Similar to the #iconicschuh event which was held in May, this event will be held to showcase the collection and create a space for attendees to enjoy the atmosphere created. As schuh have strong connections with influencers, and work closely with those who have influence, influencers would be chosen specifically, who have the correct audience and reach with those who would be most likely to buy Schuh Transparent, schuh as @unmaterialgirl and @mariana_nichifor.This event would be open to press and influencers, on an invite only basis, with time slots to keep press and influencers separate. Press would be invited to build up excitement and make them aware of the launch, in the hopes that they would then feature and write about schuh in their relevant publications, gaining coverage and awareness.

“THIS [YEAR 1 PROPOSED PLAN] WOULD NOT ONLY BE A STRATEGIC MOVE BUT ALSO A CRITICAL ONE TO REMAIN RELEVANT TO A GEN Z CONSUMER GROUP THAT IS GROWING UP WITH VEGANISM AS A NORM CORE, RATHER THAN SOMETHING THAT IS ON THE FRINGE. THIS CONSUMER WANTS TO SEE THE BRANDS THEY SHOP ENGAGING IN THE ISSUES THAT MATTER INCLUDING CRUELTY FREE AND VEGAN RANGES, WHICH ARE EXTREMELY RELEVANT.” ~ALICE CLEARY~

Y E A R 2

Year 2 is the design and launch of schuh’s concept store in London. The growing landscape of experiential marketing demands brands to meet the needs of consumers who expect more and more from the shopping experience. Developed from the original stores, and considering areas which schuh can improve, the concept store will include various elements for customers to interact with the brand. As part of primary research, a question regarding the desires of a consumer for a concept store was asked, with extensive answers aiding the design of the store. Some of the answers included: - Being able to see what shoe looks like without putting it on - DJ - Events such as customising Air Force 1 - Tablets that list the sizes and colours available and those in stock. - Customisable patterns, details, patches - Computers to design shoes as well as the ability to try them on once customise - Interactive mirrors, creative spaces, opportunity to customise my own shoes/ design them in store, eating spaces - Augmented reality, eg a screen that shows how the shoes look on you with the current outfit that you are wearing Taking all of these responses and more into account, the concept store will involve many different features. Interactive mirrors will be included in store to select a visualisation of certain shoe types, which will reflect onto the individual in the mirror, meaning they have the ability to “try” shoes on which are not in store. By having interactive mirrors this takes into account the consumers desire for increased levels of technology. Similar to this, the store will have various tablets distributed for customers to check stock and size. creative and chill out spaces will be included to allow customers to enjoy being in the store. One of the main pulls to the store will be the customisation station. When asked if the ability to customise their shoes appealed to people, over 40% said yes. The customisation station will allow customers so design elements of popular schuh shoes. While there would also be a demand for the ability to customise branded shoes, this is something that would have to be agreed with the brands.

“THIS [YEAR 2 PROPOSED PLAN] WILL BE CRITICAL TO DELIVERING A CONSUMER EXPERIENCE THAT IS RELEVANT, MEMORABLE AND ALWAYS EXCITING. AS DIGITAL CONSUMPTION CONTINUES TO GROW EXPEDIENTLY WITHIN RETAIL (WHETHER BROWSING OR TRANSACTING), IT’S INCREDIBLY IMPORTANT TO OFFER A PHYSICAL CONSUMER EXPERIENCE THAT STANDS OUT AND ALSO COMPLEMENTS ALL OTHER CHANNEL USAGE. EXPERIENTIAL STORY TELLING AND DIGITAL WITHIN CONCEPT STORES, PLAY AN INTEGRAL PART TO CONNECT EMOTIONALLY WITH THE CONSUMER AND BUILD BRAND ADVOCACY AND LOYALTY.” ~ALICE CLEARY~

Y E A R 3

For the final year of the 3-year marketing strategy, schuh will continue its steady growth by opening more international stores. Following in the footsteps of its current stores in Germany, it is important for schuh to continue to expand internationally. With the ability of social media, international consumers have the ability access and engage with UK brands such as schuh. However, as there are a limited number of international stores, this limits these international consumers. In larger cities such as Paris and Milan, there is a high number of tourists who are visiting every year. Similarly, these cities have a large number of UK brands stores in their shopping areas, such as Bershka in Milan. This is key when considering other cities for schuh to launch in, as it would be crucial that they fit in amongst the shops that are already there. A high number of tourists in these areas would also mean that people may be exposed to the brand for the first time. With the opening of international stores, schuhâ&#x20AC;&#x2122;s reach will grow. Like in the UK, schuh would work with influencers in the cities where the stores are opened. This is crucial for maintaining current as schuhâ&#x20AC;&#x2122;s target audience of 16-24 year olds will be engaging with influencers in their countries. Comparing this to schuhâ&#x20AC;&#x2122;s competitors, Office currently have 8 stores in Germany and have launched in the US, with 3 stores in Las Vegas, New York and Chicago. This is a huge success for Office having broken into the US, which is something a little way off for schuh. More importantly, expanding their reach in Europe will allow schuh to be prepared or further expansion. The measurement of success for this strategy would be based off multiple indicators, for example social media insights which will show the engagement, and where this is coming from in relation to the store launches. On a more basic level, this will also be measured by the success of sales from the stores themselves.

When considering budgeting for year 1 of the 3 year strategy, a table has been drawn up for the launch event. In terms of the costing of creating and producing a new range, these levels of finance are kept reserved for the business only and was something more difficult to find in research. However, to finance an element of the 1st year plan, a budgeting table has been drawn up to identify the estimated costs for the launch event. Modelled from the budgeting table for the #iconicschuh event, this showcases an estimate of costs, which total at ÂŁ12,461.

BUDGETING

COMMUNICATION PLAN

COMMUNICATION AIMS

To successfully grow @schuh follower count by 25,000 across the 3 year marketing plan, from 127,000 to 152,000. To increase engagement rate by 0.5%, from 1.34% (average), to 1.84%, in @schuh Instagram account. To create excitement and buzz around upcoming schuh announcements.

COMMUNICATION TIMELINE J F M A M J J A S O N D

Initial teasers of a new collection begins to air across schuh social media, with a ‘something’s coming’ banner launched on the website. Guerilla marketing is launched and implemented across maor cities and towns, slipping into normal life, and subconciously being consumed. New collection is fully revealed, with sneak previews and hints as to what the shoes will look like. This will be released on IGTV.

schuh release images of all shoes in the collection across all social media channels. Influencers and press PR event happens a week before the launch, with a significant coverage all acorss social media, and the social media of the influencers. LAUNCH COLLECTION Influencers and press begin to share collection on their social media and in the respective publications.

schuh partners with 10 infleucers to create a camoaign about how veganism affects their life. Continued social media coverage is spread across all channels for consumption.

schuh reveals new lines will be added, taking the collcetion from summer into Autumn/Winter. Social media is used to announce the styles and colours which the new products will be created in. Continued social media coverage is spread across all channels for consumption.

MEASURING SUCCESS

HAVING CARRIED OUT THE 3 YEAR STRATEGIC PLAN, AND COMMUNICATIONS PLAN, MEASURES OF SUCCESS WILL BE CONSIDERED BY SCHUH, AND EVALUATION FOR MOVING FORWARD. ONE OF THE SIMPLER MEASURES OF SUCCESS WILL BE BY LOOKING AT SALES. AT VARIOUS POINTS ALONG THE JOURNEY, SALES WILL BE EXPECTED TO PEAK, SUCH AS WHEN THE VEGAN SCHUH RANGE LAUNCHES, AND WHEN THE CONCEPT STORE OPENS. WHILE THESE PEAKS INDICATE EXCITEMENT ABOUT THE LAUNCH, THE IMPORTANT ELEMENT OF CONSIDERING SALES WILL BE HOW THIS IS MAINTAINED ARE. SIMILARLY, THE SAME WILL APPLY FOR SOCIAL MEDIA. CREATING AN ENIGMA AND EXCITEMENT AROUND NEW CONCEPTS FOR SCHUH, SUCH AS THE EUROPEAN STORES, CONSUMERS WILL BECOME INVESTED ON SOCIAL MEDIA AND ENGAGE WITH THE BRAND TO FIND OUT WHAT THIS INVOLVES. WHILE THIS IS EXPECTED TO BE A SHARP PEAK, THE POST ANNOUNCEMENT ENGAGEMENT IS THE CRUCIAL BIT, AND IF CONSUMERS MAINTAIN A RELATIONSHIP WITH SCHUH VIA SOCIAL MEDIA. SUCCESS CAN ALSO BE MEASURED AGAINST CURRENT STATISTICS FOR COMPETITORS. FOR EXAMPLE, OFFICE HAS JUST OPENED A “CONCEPT” STORE, MEANING THERE WILL BE STATISTICS REGARDING ITS SUCCESS AVAILABLE WITH RESEARCH. SCHUH’S CONCEPT STORE CAN BE COMPARED TO THIS TO DETERMINE HOW WELL THEY ARE DOING AMONGST THEIR COMPETITORS.

RISK ASSESSMENT Y M E E A D R I U 1 M

When rating each year on the level of risk schuh will take with carrying out this plan, Year 1 sits at a medium risk. One of the main risks for this year is that consumers simply will not be interested in the launch, and the line will therefore not be successful. While this is a risk with any new product line launch, significant macro trend research suggests that consumers are conscious enough about the planet for this to also impact their fashion choices. If this is marketed correctly and target at the correct consumer, the risks surrounding this strategic plan can be eliminated by successful campaigns and awareness.

Y E A L R O W 2

For the second year of the strategic marketing plan, this year holds the lowest risk for schuh. As the store is physical, and there are ways in which the consumer can interact the with the brand like they havenâ&#x20AC;&#x2122;t before, it allows them to become more invested. With 62.1% of people saying the prefer to shop in store for their shoes, this suggests that an interactive store will only increase this figure. In addition to this, any risk that customers may not enjoy this can be combatted by the fact that this store will also gain footfall from consumers who are not regular schuh customers. A level on intrigue and excitement will by created around the store and on social media, encouraging all consumers to visit the store.

Y E A R 3

Of all three of the years included in the strategic plan, the third year poses the most risk for schuh, as the store may simply not do well in other European cities. By launching stores in Europe, this would involve a huge H amount of investment in terms of research and time into I ensuring it would be successful, therefore meaning if it G was not as successful as planned, then this may result H in a significant loss for schuh. However, as mentioned, the level of research into launching stores in Europe will be substantial and back up this decision. Schuh can also take inspiration and learn from the stores in Germany, and mirror this when opening in other cities.

CONCLUSION CONCLUDING EXTENSIVE RESEARCH INTO THE BRAND AND ITS FUTURE POTENTIAL, IT IS CLEAR THAT SCHUH IS MAINTAINING A STRONG POSITION IN THE MARKET AGAINST ITS COMPETITORS AND HOLDS POTENTIAL FOR SUBSTANTIAL GROWTH. BY TAPPING INTO GROWING MACRO TRENDS, AND MEETING CONSUMERS NEEDS, SCHUH WILL CONTINUE TO GROW AND DEVELOP. WITH STRONG DIRECTION AND FOCUS, WHICH WAS WITNESSED FIRSTHAND, MAINTAIN THIS FOCUS WILL BE INTEGRAL TO SCHUH, AS THEY CONTINUE TO GROW AND DEVELOP.

APPENDIX

https://lydiawarren.typeform.com/to/dVjjUQ

Interview with Alice Cleary, Chief Marketing Officer Year 1, expansion of schuh own brand line to create a solely vegan range (keeping up with macro trends and competitors - Topshop for example. This would not only be a strategic move but also a critical one to remain relevant to a Gen Z consumer group that is growing up with Veganism as a norm core, rather than something that is on the fringe. This consumer wants to see the brands they shop engaging in the issues that matter including cruelty free and vegan ranges, which are extremely relevant. Year 2: create and launch a concept store (bringing in experiential marketing, different touchpoints for consumer and challenging the ways in which they interact with brands) This will be critical to delivering a consumer experience that is relevant, memorable and always exciting. As digital consumption continues to grow expediently within retail (whether browsing or transacting), itâ&#x20AC;&#x2122;s incredibly important to offer a physical consumer experience that stands out and also complements all other channel usage. Experiential story telling and digital within concept stores, play an integral part to connect emotionally with the consumer and build brand advocacy and loyalty. Year 3: not sure yet?! I would suggest investment in CRM for personalisation and life cycle management of your consumer. You can research this online. Have you any thoughts on how you think social media will change for brands and for schuh? The longevity of influencer marketing? I believe that Social media, particularly channels with rich media content such as instagram and youtube will still retain their value to the consumer for inspiration and digital engagement. However the traditional, overt 'paid forâ&#x20AC;&#x2122; influencer marketing that resonated with the millennial, will start to be rejected by a Gen Z consumer that demands authenticity and genuine partnerships. This is why itâ&#x20AC;&#x2122;s critical to invest time in working with grass roots, micro influencers to build genuine relationships with them and support their journey. This benefits both the brand and the influencer and the consumer will perceive this as being far more credible. Commercial channels such as facebook for advertising will continue to lose credibility and favour amongst a younger generation that find them a less creative and more commercial platform. Quote from Lauren Fogg-Roye, Social Media and Influence Urm thoughts on how social media will change *thinking face* I think Instagram will continue to be the main social platform, therefore more use of IGTV and developing ways to shop through the app will be a big focus for brands and social platforms. I think because of the heavy focus on the connection between social media and mental health Instagram and other social platforms will really have to start to look at ways of using the app healthily. As for the way schuh will use social media it is hard to say as the social platforms govern the decisions we make so whatever developments happen we will follow if that makes sense? I think using a lot more video content is definitely in the works!

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Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Converse”, Accessed on 1 June 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Birkenstock”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Ugg Slides Gif”, Accessed on 1 June 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Nike Zoom”, Accessed on 1 June 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Adi Continental”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Fila Disruptor Pattern”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Nike AF1 Pink”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Public Desire”, Accessed on 25 March 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Adidas”, Accessed on 1 June 2019

Hay, C., Smith, A., Schuh, 2018, Schuh Internal Drive, “Dr Martens Record”, Accessed on 25 March 2019.

Warren, L. (Authors own), “Screenshot of schuh Instagram”, Accessed 4 June 2019.

Hay, C., Smith, A., Schuh, 2018, Schuh Internal Drive, “Adidas”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Fila Disruptor Grid 1”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Fila Disruptor Grid 2”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Fila”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Ugg SLide”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “New Balance”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Reebok”, Accessed on 4 April 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Vans pride”, Accessed on 1 June 2019

Topshop, 2019, Accessed on 1 June 2019, Available at https://www. veganfoodandliving.com/topshop-has-just-launched-a-range-of-100vegan-shoes/

Topshop, 2019, Accessed on 1 June 2019, Available at https://www. topshop.com/blog/2019/04/all-the-shoes-in-our-new-vegan-range-youcan-buy-now

Topshop, 2019, Accessed on 1 June 2019, Available at https://www. independent.co.uk/life-style/fashion/topshop-vegan-shoe-summersandals-fashion-style-a8862721.html

Yates, M., Sonos, “Sonos Concept Store” 2019, Accessed on 1 June 2019, Available at https://thespaces.com/sonos-concept-store-london/

Nike, 2019, “Nikelab”, Accessed on 1 June 2019, Available at https:// thespaces.com/sonos-concept-store-london/ http://rufproject.com/retail

Office, 2019, Accessed on 1 June 2019, Available at https://www. drapersonline.com/news/first-look-office-unveils-new-storeconcept/7034970.article

Schuh, 2019, ‘Schuh Oberhaussen” Accessed on 1 June 2019, Available at http://blog.schuh.co.uk/hallo-germany/

Schuh, 2019, Accessed on 1 June 2019, Available at http://blog.schuh. co.uk/hallo-germany/

Schuh, 2019, Accessed on 1 June 2019, Available at https://www. drapersonline.com/news/schuh-opens-first-german-store/5073262. article/

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Adidas Stan Smith”, Accessed on 1 June 2019

Hay, C., Smith, A., Schuh, 2019, Schuh Internal Drive, “Converse Lift Platform”, Accessed on 1 June 2019

Hay, C, Smith, A., Schuh, 2019, Schuh Internal Drive, “Hunter Splash”, Accessed on 1 June 2019

Hay, C, Smith, A., Schuh, 2019, Schuh Internal Drive, “Adidas Sparkle”, Accessed on 1 June 2019

Hay, C, Smith, A., Schuh, 2019, Schuh Internal Drive, “Converse Print CTAS”, Accessed on 1 June 2019

Hay, C, Smith, A., Schuh, 2019, Schuh Internal Drive, “Vnas Checkerboard”, Accessed on 1 June 2019

Hay, C, Smith, A., Schuh, 2019, Schuh Internal Drive, “Dr Martens Neon”, Accessed on 1 June 2019