2017 MARKETING STRATEGY AND COMMUNICATION REPORT ROSIE BARR: N0569443
1
IMPROVING NEXT PLC’S ONLINE REVENUE AND CONVERSION RATES BY IMPROVING USER EXPERIENCE THROUGHOUT ONLINE CHANNELS: A MARKETING STRATEGY REPORT ROSIE BARR N0569443 - MARKETING STRATEGY AND COMMUNICATION
2
CONTENTS Stage 1: Introduction The Task....................5 Methodology............7
Stage 2: Research Next: Looking Inward..................9 Next: Looking Outward..............11 The Consumer............................13 Opportunities.............................14
Stage 3: Marketing Strategy Plan Proposal 1...............17 Proposal 2...............19 Proposal 3...............21 Timeline..................23
Aims and Objectives..................15 Stage 4: Conclusion Conclusion..................................25 References..................................27 Appendix....................................29 Bibliography...............................31
3
The Task
Methodology
STAGE 1: INTRODUCTION
4
THE TASK Next PLC prides itself on being at the forefront of online e-commerce innovation. As a live project task set by Next, this report will endeavour to develop and improve the brand’s online presence with the target of driving online revenue - particularly focusing on Next’s iOS applications. By enhancing Next’s current iOS app features, making subtle yet vital UX improvements, and creating an exciting new development that will increase user engagement and make for a more joyful user experience, whilst remaining fit for Next’s target demographic; the aim of boosting conversion rates and driving online revenue can be achieved. The basis for the proposed UX improvements and marketing strategy will be collective research culminated in the first two stages of the report: an in depth situational analysis and an insight into Next’s target consumer. Situational analysis will be a vital component in determining Next’s existing marketing strategy, brand positioning and core competences; it will also identify significant macro trends in the online retail industry and potential short-term, medium-term, and long-term opportunities for Next based on these trends. The recommended marketing strategy will build upon this analysis, ensuring the proposal logically and coherently aligns with Next’s brand and existing strategy.
Fig. 1
5
The insight into Next’s target consumer will identify the person behind the screen and put together a relevant pen portrait. By gaining a clear insight into the life and mind of the target consumer, the concept can be tailored to this demographic and user engagement can be optimised in order to create a smooth user experience that champions the customer. This research will form the foundations of the marketing strategy plan. The report will identify 3 proposed UX improvements that will improve Next’s online presence and create a more joyful, exciting user experience in order to drive online revenue. The proposals will align with Next’s current marketing strategy, brand heritage, and aesthetic whilst pushing innovation within their online channels, in a way that will resonate with the target consumer. Each of the 3 proposed features for development will be explained with an individual hypothesis, user story, testing techniques, user journey diagram and visualisation through initial wire frames and detailed CAD wire frames. The strategic plan for development on these features will be projected on a timeline that will facilitate the smooth running of the marketing strategy. Finally, metrics for success will be determined in order to track the progress of the proposal and identify areas that may need improvements in the future, whilst ensuring the marketing strategy itself will meet set aims and objectives.
6
METHODOLOGY In order to put together this proposal report, initial research into Next PLC and the e-commerce market was undertaken through nextplc.co.uk, Next PLC’s Annual Report and Accounts (January 2016), and various online articles in order to get an overview of the task at hand. Following this, Next PLC’s Annual Report and Accounts (January 2016) was revisited and thoroughly analysed to identify Next’s strategy, specific statistics, business objectives, and anything that Next PLC may have overlooked. Research into current news articles then gave an insight into both political and economic concerns facing Next. Further online articles and reports via sites such as Forbes helped to identify social and technological macro-trends that present exciting and viable opportunities for Next in the short, medium and long-term future. Succeeding this, primary research in the form of an online survey of 60 females aged 25-35 was undertaken (see appendix), as well as one-to-one interviews with 3 women aged 27-32 before and after the creation of the proposals in order to identify any issues and gauge reactions to the proposed solutions.
7
Next: Looking Inward
Next: Looking Outward
The Consumer
STAGE 2: RESEARCH
Opportunities
8
NEXT: LOOKING INWARD The Next PLC story begins with J Hepworth & Son in 1864; a Gentleman’s Tailors established in Leeds. The first official Next womenswear store opened in February 1982 with 69 more opening around the UK by the end of July that year. By 1985 Next’s first home interiors range store debuted; along with their first department store with womenswear, menswear, and interiors opening on London’s Regent Street - childrenswear would be soon to follow in 1987. 1988 saw the launch of the innovative Next Directory - the brand’s new concept in home shopping, which would remain a ‘high street hero’ for decades to come. This led to the development of Next’s brand strategy “One Brand; Two Ways of Shopping” which brought together their ranges across both retail and home shopping formats. The explosion of online retail led to the launch of www.next.co.uk, extending Next’s business strategy to “One Brand; Three Ways of Shopping” and prompting the introduction of next day delivery as standard for orders placed before 5pm with the Next Directory. In 2017, Next PLC now designs, manufactures, and distributes clothing, accessories and home furnishing items to its 546 stores; through the Next Directory; and through online e-commerce with sub-brands including their luxury Signature collection and younger women’s fashion brand Lipsy both under well established. Throughout all of this, Next’s “One Brand; Three Ways of Shopping” business strategy has remained a constant (Next PLC, 2017).
Fig. 2
9
Fig. 3: Sales conversion rates by device
According to Next’s Annual Report and Accounts, January 2016, 2015 was a “solid year” for the company despite facing “much uncertainty in the global economy”. Next’s strategy of remaining focused on products, profitability and returning cash to shareholders through dividends and share buybacks has proven effective with overall profit before tax growing +5% from £782.2m (January 2015) to £821.3m (January 2016). Despite this growth, one of Next’s main objectives for 2016 was to control costs - constantly innovating and developing more efficient ways of operating. Conversely, another identified objective was to invest in online growth businesses such as development in Next overseas through advertising and delivery, and continuing in developing the sub-brand Label through addition of new brands. These objectives are vital in the strategy of this proposal as Next cannot currently rely on a stable economy and must continue to control costs, whilst maintaining investment in online growth. The report outlines a clear focus on improving user interfaces as Next aims to narrow the difference in conversion rates between mobile phones and desktops (shown in Figure 4). The introduction of Next’s mobile site (m.next.co.uk) on all phones excluding iPhones saw encouraging results, with conversion rates significantly rising from 4.2% to 5.8% suggesting that continued improvements to mobile user experience can close the gap even further. Next followed this by indicating their plans to release an iPhone and Android App that would mirror the iPad app layout - which saw conversion rates improve from 8% to 10% from those using the device - creating a coherent omni channel experience. The app layout aims to give the look and feel of a page-turning book alongside the search and filtering abilities of a website; a vital factor in the proposal of this marketing strategy (Next PLC, 2016).
10
NEXT: LOOKING OUTWARD
Fig. 4
Next PLC faces political uncertainty in the wake of Brexit. Reports of the UK markets in “crisis mode” have affected spending (Brinded, 2016), with Brexit also posing a more direct threat to Next as around 10% of their sales are generated overseas and a large proportion of their goods sourced overseas; potentially jeopardising sales and sourcing costs. However, PM Theresa May has said she believes that “no deal for Britain is better than a bad deal for Britain” (BBC, 2017), thus Next’s current strategy of cost control seems fitting for this degree of political uncertainty. The unpredictability of the pace and scale of Brexit means it is difficult to measure long-term economic prospects. In the short-term, however, consumers’ disposable income is unlikely to significantly change as it would take time for negative consequences of Brexit to impact the real economy in terms of jobs, higher inflation and lower economic growth. Nevertheless, elevated levels of economic uncertainty often lead to a fall in consumer confidence thus triggering consumers to rein in their spending (Retail Economics, 2016) and posing a potential threat to Next.
11
A significant macro-trend is the social shift towards ‘bricks and clicks’ becoming the retail norm; meaning that every retailer is forecast to have an online identity as well as a brick and mortar presence. Over the next decade, this is expected to lead to the emergence of virtual stores, interactive stores and more “Click and Collect” retail models. A key micro impact of this will be the focus on businesses creating a seamless omni-channel presence - a key factor of Next’s strategy and the forthcoming proposal. Connectivity through technology is also a macro-trend that is set to shape the next decade. By 2020 there will be over 5 billion internet users, with over half of them accessing the internet over handheld tablet devices and 80 billion connected devices worldwide. ‘Connected living’ - a term coined by Frost & Sullivan - will involve digital assistants that guide our everyday lives and will push other sub-trends such as personalised marketing; thus creating a marketing opportunity for Next to capitalise on in the future. For this reason, it is vital for Next to create a flawless, innovative online experience and look forward to the future of connectivity (Singh, 2014).
Fig. 5
12
Age:
29
THE CONSUMER
Primary school teacher Just married! Snuggl e d up with a good book whilst the baby is asleep... Scented candles, dinner parties and family Classic, feminine, pretty My family!
Occupation: Status:
Spends her Sunday: Loves: Style:
Can’t live without:
Next identify their target consumer as a 25-45 year old middle income female. As millennials (consumers aged 20-35) are the key age demographic for online commerce - spending more in any given year than any other age group (Smith, 2015) - Next PLC must narrow their target consumer to 25-35 year old female consumer and tailor their online presence to her needs as she is most likely to spend her money online. Despite this, primary research in the form of an online survey indicated that just 33% of this demographic prefer to shop online as opposed to in-store; and if they do shop online 82% preferred to shop on a desktop as opposed to a mobile device, confirming Next’s earlier issues with mobile conversion rates. A consumer profile has been created in order to envisage the needs of the consumer thus enabling these needs to be addressed. The consumer is a primary school teacher, therefore has some disposable income but still cautious with spending habits. She is newly married with a small child - family is fundamentally important to her. She enjoys taking some time to herself in her family home - she takes pride in the decor of her house. The consumer doesn’t have large amounts of spare time; she enjoys quick and easy to use products, including shopping apps that inspire her personal style, giving options to dress herself, her family, and her home. As with many aspects of her life, clothing often has to be versatile - however, she never compromises on her classic, feminine style.
13
OPPORTUNITIES In order to evaluate the opportunities that the research shows; short, medium and long term opportunities must be identified. Short-term objectives usually involves processes that show results within a year. Companies aim medium-term plans at results that take several years to achieve. Long-term plans include the overall goals of the company set four or five years in the future and usually are based on reaching the medium-term targets. From this, SMART objectives for the current proposal can be derived (Markgraf, 2017). Research into Next’s financial position against the political and economical uncertainty of Brexit indicates that Next’s strategy of cost control is sensible as it is unclear where the UK economy will be in a years time. However, Next is also showing positive financial growth, therefore continuing to invest in their online presence is a viable option. The brand may consider that investing whilst the economy is still relatively stable and the UK has not yet left the EU may be the safest option while they still have the opportunity to do so. Any future decline due to the effects of Brexit may result in less spending and therefore less profit to further invest. As the macro-trend of connectivity is set to shape the next decade, sub-trends such as digital assistants and personalised marketing will also develop. For this reason, it is vital for Next to create a flawless, innovative online experience over the next 4-5 years. As mobile technology develops, Next must also develop in order to optimise app features and stay up to date. The age of digital assistants and personalised marketing has led to consumers putting much more trust into their mobile devices, presenting the opportunity to connect with consumers on a more personal level. The significance of the macro-trend of ‘Bricks and Clicks’ becoming the retail norm over the next decade means that Next must ensure that their online presence is a integral part of their business model - this will be vital in staying relevant in the modern world. The predicted emergence of virtual and interactive stores presents exciting future prospects for Next as they continue to stay on top of digital trends in retail whilst meeting their mediumterm marketing targets. By developing the brand’s online presence and subsequently their omni-channel user experience (both online and offline) Next have the potential to be a pioneering brand by bringing the digital retail experience into their stores.
14
AIMS AND OBJECTIVES Conducting a thorough situational analysis and identification of Next’s opportunities for growth has enabled the creation of S.M.A.R.T. marketing objectives derived from initial marketing aims then reconstructed into achievable goals. This will be the basis of the marketing strategy. 1.
Improve conversion rates on mobile phones to 7% (from the current rate of 5.8%) in 18 months.
2.
Increase overall online revenue by 3% in 18 months.
3.
Increase retention rates by 3% in 12 months.
4.
Increase active users on iOS app by 4% in 18 months.
5.
Increase length of average session time by 6% in 18 months.
15
Proposal 1 Proposal 2
Proposal 3 Timeline
STAGE 3: MARKETING STRATEGY PLAN
16
PROPOSAL 1: SWIPE AND LIKE Wire Frames:
Hypothesis: In order to increase mobile conversion rates, Next must introduce a feature that is unique to their mobile apps, giving consumers an incentive to shop via their mobile device. The hypothesis of the ‘Swipe and Like’ is to increase both the number of active users and the average amount of time spent on the app; this should see a positive correlation with conversion rates and online revenue. The ‘Swipe and Like’ refers to the incorporation of a horizontal swiping system in a layout inspired by modern dating app ‘Tinder’. The user will be presented with a product before she either swipes right to ‘love’ it (placing it on her wish list) or swipe left to discard it, before another product appears behind. The Consumer: Next’s identified target consumer for their online platforms are 25-35 year old females. As Tinder has over 7 million monthly users (50% female) since launching in 2012, with an median age of 26 (Emery, 2016), it is likely that Next’s target consumer is familiar with the easy-to-use layout of Tinder. In order to keep Next’s consumer at the centre of designing and developing ‘Swipe and Like’, the user story in the following consumer quote outlines the consumer’s goal when using the feature, this goal is vital in the development of ‘Swipe and Like’.
, k c i u q e m so t n a w I , er h ot “An scloathinnewg inmspiration, so I can feel good fuabout myself in new clothes without having ” g. n si w ro b e m ti of t o l a d en sp to
17
User Journey: The user journey below shows the consumers’ steps when engaging with ‘Swipe and Like’. As a smart phone user, she is used to ‘swiping’ as a way of navigating though mass amounts of information and images on her mobile device, so this feature feels natural to her. With the ‘Swipe and Like’ she is inspired by new clothing at the ‘flick of a wrist’ - easily adding her favourite items to her wish list with the ‘love’ icon. After picking her favourites from her wish list, she heads straight to check out for her next day delivery!
Testing Techniques: In order to ensure that the mobile app flows and provides an easy-to-use user experience for the consumer, ‘Swipe and Like’ will initally benefit from usability testing. As this is a completely new concept within the Next iOS application, it is vital that the consumer finds the concept easy to understand and become familiar with. In a one-to-one interview carried out for the purpose of this proposal, the interviewee expressed a positive interest in ‘Swipe and Like’ providing there were either specific categories or the feature was tailored to her style/interests. This is a realistic option that could also be developed into the feature if proven successful. Measuring Success: The success of this feature will be tested by meeting the specific objectives: • Increase active users of iOS app by 4% in 18 months. • Increase length of average session time by 6% in 18 months ‘Swipe and Like’ aims to create a more enjoyable user experience, offering style and product inspiration to the consumer. If successful, users will become more active and average user session times will become longer as the consumer will enjoy using the app more, subsequently spending more time engaging with it.
18
PROPOSAL 2: REFINE LAYOUT Wire Frames:
Hypothesis: The hypothesis of refining the layout of Next’s iOS app is to assist the consumer in clearly seeing the product that she wants to see - as opposed to her screen being busy with unnecessary words and menus - so that she feels confident in making purchases from her phone. These simple, subtle changes have the potential to make a significant difference in the way that the consumer views and interacts with the app. Taking inspiration from iOS apps such as ASOS and John Lewis, relying on images/icons rather than text, and hiding nav-bar menus at the top of the screen when scrolling through products allows the consumer to easily focus on the clothing that she wants to see without being distracted by a busy screen. The Consumer: Refining the layout of Next’s iOS app also appeals to their millennial consumer. When Next first introduced their mobile apps, they followed the layout of their iPad app as it had seen positive results. However, consumers use their iPads and iPhones in very different ways; the smaller screen of an iPhone means that millennials have developed a natural ability to quickly read visual icons in order to easily process vast information. Supporting this, primary research found that 83% of 25-35 year olds prefer a visual menu to a menu of words.
on g n i p op sh n a om w d ol r a ye sPhaon2e,9 I want to be able to clearly “A mseye ithe products on my screen so I feel ” e. on h p e l i ob m y m om fr g n i p op 19 sh confident in
User Journey: The user journey below indicates the clarity facing the consumer when her iPhone screen is not busy with extra menus and wording. She has a better view of the products that she is considering as the clear layout means that she can see more clothing at once and, upon clicking on an item, see her potential purchase in more detail - therefore giving her more confidence to follow through with a purchase.
Testing Techniques: During primary research of this proposal, iPhone users were monitored one-to-one in order to gain an understanding of how the consumer navigates herself through a visual versus text based menu, and how the consumer reacts to the absence of a navigation bar at the top of her screen. This testing technique was invaluable in the development of the feature and will be used as a testing tool after its launch to ensure consumer satisfaction. Measuring Success: The success of refining Next’s iOS layout will be measured against the specific objectives: • Improve conversion rates on mobile phones to 7% (from the current rate of 5.8%) in 18 months. • Increase overall online revenue by 3% in 18 months. If successful, refining the app layout in a way that allows the consumer to clearly see more products and view individual products in more detail will give her more confidence in the product that she is viewing therefore boosting mobile conversion rates and closing the gap between tablet and mobile conversion rates. Consequently, Next should see an increase in online revenue over time.
20
PROPOSAL 3: OPTIMISE NAVIGATION Wire Frames:
Hypothesis: Optimising navigation is all about Next embracing the concept of responsive design on their iOS app. Ease of shopping is one of the most common reasons putting consumers off shopping through their mobile device; 16.5% see m-commerce ‘too fiddly’ and 15.5% state that mobiles don’t allow you to see the products clearly (Yeates, 2016). Therefore, Next must optimise how many ‘clicks’ or ‘steps’ that the consumer goes through when shopping. For example, after clicking on a product on the ASOS app, the consumer can zoom into that product straight away to see it in more detail; whereas on the Next app, she must click 3 times before zooming. Optimising these steps will hugely increase user confidence and therefore conversion rates. The Consumer: Next’s 25-35 year old e-commerce consumer wants to navigate through her phone with ease, in a way that is coherent with her iPhone and therefore feels natural for her. She wants to see the product in a simple way without having to keep clicking, pinching and zooming on her screen. This will help her trust the app and make the experience more comfortable.
te a g vi a n to t n a w I , l a i n n e l i “Aughs amymphone with ease so I can see ththro e product I’m looking for in detail quickly and simply.”
21
User Journey: The user journey below shows the clarity of the product after both Proposal 2: Refine Layout and Proposal 3: Optimise Navigation have been put into place. With less distractions on her screen, the consumer will feel more comfortable in the knowledge that she has seen the item in detail; resulting in her being more likely to buy it. As she has taken less steps (clicks) to zoom and get where she wants to be, the process has been simple and enjoyable for her, meaning she is more likely to use the Next app in the future, too.
Testing Techniques: Click Testing will be used to test this feature in order to understand if the new design resonates with the consumer; studies have shown that if a user’s first click is down an optimal path they are two times more likely to succeed in making a purchase (Sauro, 2013). Therefore, ensuring that the optimal path is easy for the consumer to navigate herself through will subsequently increase ease of use and therefore conversion rates. Measuring Success: The success of Proposal 3 will be measured on the ease of its use - shown through Click Testing - and consequently through the specific objectives: • Improve conversion rates on mobile phones to 7% (from the current rate of 5.8%) in 18 months. • Increase retention rates by 3% in 12 months. If successful, the ease of consumers being able to view products in detail with optimised zooming will mean that they have more trust in the produce, therefore boosting conversion as they are happier to shop on their phone. It will also boost retention rates (the amount of people who delete the app after 3 months) as they will be more likely to shop on their mobile device and therefore more likely to want to keep the app.
22
TIMELINE The strategic plan for development of the proposals have been projected on a Gantt Chart style timeline in order to see the smooth running of the marketing strategy, thus illustrating a plan which is viably time-bound and creating a realist approach to the task. Overlaps represent tasks which can be carried out simultaneously, as opposed to excercises which rely on previous work being completed.
23
Feature 1
Feature 2 Feature 3
STAGE 4: CONCLUSION
24
CONCLUSION By enhancing Next’s current iOS app features through refining the layout, optimising the navigation and introducing a fun source of inspiration in the form of the ‘Swipe and Like’; Next can increase user engagement and create a more joyful user experience that will resonate with their target demographic of 25-35 year old middle income females, therefore boosting conversion rates and driving online revenue. Despite obstacles such as political and economical uncertainty due to Brexit, Next must focus on social and technological macro-trends such as the rise of connectivity and the growing normality of “Bricks and Clicks” in order to take advantage of the identified short, medium and long-term opportunities that these trends present. Studies indicate that Next’s target consumer for their online market is apprehensive to shop online - confirming the gap between tablet and mobile conversion rates. In order to gain the consumers trust and give her confidence to shop online, their mobile app must be altered to meet her needs. The 3 proposed alterations to Next’s app are coherent with their current marketing strategy and brand heritage, whilst pushing innovation within their iOS app. By projecting these proposals onto a timeline, it is clear to see when Next can expect results from these changes. In order to conclude the proposed marketing strategy, the SMART objectives should be reviewed - thus assessing whether this report has achieved its core purpose. Upon future iOS app developments, these objectives will also provide an outline for the areas on which to improve when moving forward. In conclusion, the 3 proposals identified in this report should enable Next to develop an iOS app which: 1. 2. 3. 4. 5.
Improves conversion rates on mobile phones to 7% (from the current rate of 5.8%) in 18 months. Increases overall online revenue by 3% in 18 months. Increases retention rates by 3% in 12 months. Increases active users of iOS app by 4% in 18 months. Increases length of average session time by 6% in 18 months.
25
- 3,976 WORDS -
26
REFERENCES Report Body: 1. BBC (2017) Brexit: UK to leave single market, says Theresa May. Available at: http:// www.bbc.co.uk/news/uk-politics-38641208 (Accessed: 22 January 2017). 2. Brinded, L. (2016) Britain is broken beyond repair — and the worst is yet to come. Available at: http://uk.businessinsider.com/brexit-eu-referendum-result-politicaleconomic-and-social-analysis-and-whats-next-2016-6 (Accessed: 22 January 2017). 3. Emery, L.R. (2016) The most popular dating Apps among different ages. Available at: https://www.bustle.com/articles/153012-the-most-popular-dating-apps-among-differentages (Accessed: 22 January 2017). 4. Markgraf, B. (2017) ‘Short-term, medium-term & long-term planning in business’, Small Business Chron, . 5. Next PLC (2016) Annual Report and Accounts January 2016. Available at: http://www. nextplc.co.uk/~/media/Files/N/Next-PLC-V2/documents/reports-and-presentations/2016/ NEXT-Annual%20report%20Web%20FINAL.pdf (Accessed: 22 January 2017). 6. Next PLC (2017) Our History. Available at: http://www.nextplc.co.uk/about-next/ourhistory (Accessed: 22 January 2017). 7. Retail Economics (2016) What does Brexit mean for the economy and the UK retail industry? Available at: http://www.retaileconomics.co.uk/brexit/what-does-brexit-meanfor-UK-retail (Accessed: 22 January 2017). 8. Sauro, J. (2013) The Importance of the First Choice in Website Navigation. Available at: http://measuringu.com/first-choice/ (Accessed: 22 January 2017). 9. Singh, S. (2014) The 10 social and tech trends that could shape the next decade. Available at: http://www.forbes.com/sites/sarwantsingh/2014/05/12/the-top-10-megatrends-of-the-decade/#45d2f33f570a (Accessed: 22 January 2017). 10. Smith, C. (2015) The surprising facts about who shops online and on mobile. Available at: http://uk.businessinsider.com/the-surprising-demographics-of-who-shopsonline-and-on-mobile-2014-6 (Accessed: 22 January 2017). 11. Yeates, C. (2016) Why mobile shoppers just won’t pay as they go. Available at: http:// www.epochdesign.co.uk/why-mobile-shoppers-just-wont-pay-as-they-go/ (Accessed: 22
27
Images:
Available at: http://www.nextplc.co.uk/media/image-gallery/campaign-images
Available at: http://www.nextplc.co.uk/about-next/our-history
Available at: http://www.nextplc.co.uk/~/media/Files/N/Next-PLC-V2/documents/reportsand-presentations/2016/NEXT-Annual%20report%20Web%20FINAL.pdf
28
Available at: http://politicsinbritain.ideasoneurope. eu/2016/03/04/the-brexit-debate/
Available at: http://www.eposnow.com/uk/blog/ traditional-selling-in-a-digital-age
APPENDIX Online survey of 60 25-35 year old UK females: Do you prefer shopping online or in store?
Do you prefer shopping on a desktop or mobile?
Do you search or use filters when you shop?
29
Do you feel like online shopping gives you inspiration to look at various items?
More likely in-store?
Do you purchase online or just browse?
Do you prefer to scroll to see app tabs, or see everything at once?
Do you prefer a visual app menu (eg using symbols/icons) or a menu with words?
30
Please rate the following brands’ iOS apps on a scale of 1-10. (Graph shows average score per brand)
Brand Positioning Map During a primary research survey, applicants were asked to rate some of Next’s competitors’ iOS apps on a scale of 1-10 based on usability and overall feel of the app. From this a brand positioning map was put together, illustrating Next’s main competitors in the mobilecommerce market.
31
BIBLIOGRAPHY Reports: 1. Hoovers (2016) NEXT PLC Company Information. Available at: http://www.hoovers.com/ company-information/cs/company-profile.next_plc.e5d5f04f88dfe0b3.html (Accessed: 18 January 2017). 2. RFB (2005) Next plc - Company Profile, Information, Business Description, History, Background Information. Available at: http://www.referenceforbusiness.com/history2/0/ Next-plc.html (Accessed: 18 January 2017). 3. UKEssays (2015) Internal and External Analysis of Next PLC. Available at: https://www. ukessays.com/essays/marketing/internal-and-external-analysis-of-next-plc.php (Accessed: 18 January 2017). Articles: 1. Drell, L. (2013) 9 Mobile App KPIs to Know. Available at: http://mashable.com/2013/09/04/ mobile-app-metrics/#OJnHkLOP6mqC (Accessed: 19 January 2017). 2. Mauboussin, M.J. (2012) The True Measures of Success. Available at: https://hbr. org/2012/10/the-true-measures-of-success (Accessed: 18 January 2017). 3. Rosenfelder, S. (2016) The Conversion Rate that Actually Matters in Mobile Apps. Available at: https://conversionxl.com/conversion-rate-mobile-apps/ (Accessed: 19 January 2017). 4. Singh, J. (2016) 7 Ways to Win at Mobile Application Testing. Available at: https:// axelerant.com/7-ways-win-mobile-application-testing/ (Accessed: 20 January 2017). 5. Smith, C. (2015) The Surprising Facts About Who Shops Online and On Mobile. Available at: http://uk.businessinsider.com/the-surprising-demographics-of-who-shops-online-andon-mobile-2014-6 (Accessed: 18 January 2017). Books: 1. McDonald, M. and Wilson, H.R. (2011) Marketing plans - how to prepare them, how to use them. 7th edn. Oxford, United Kingdom: John Wiley & Sons. 2. Smith, P.R., Zook, Z. and Taylor, J. (2011) Marketing communications: Integrating offline and online with social media. 5th edn. Philadelphia, PA: Kogan Page.
32