Claire's Rebrand by Rosie Kingston

claireâ&#x20AC;&#x2122;s

claireâ&#x20AC;&#x2122;s Re-brand and Brand Rejuvenation

Rosie Kingston N0383127 word count: 5483 Negotiated Project Stage 2 FASH 30002

contents introduction

the problem WHY CLAIRE’S THE BRAND THE CONSUMER THE MARKET KEY POINTS AIMS & OBJECTIVES

appendix

conclusion

the rejuvenation THE REJUVENATION STRATEGY THE VISUAL REBRANDING REACHING THE CONSUMER ENGAGING WITH THE CONSUMER ACTIVATING CONSUMER ACTION NURTURING THE CONSUMER RELATIONSHIP THE TIMELINE OF EVENTS

the solution EVOLVING RETAIL DIGITAL RETAIL THE RETAIL TRENDS THE GAMING CONSUMER KEY POINTS

introduction â&#x20AC;&#x153;The combination of digital technologies, consumer expectations and socio-economic change is transforming the way we shopâ&#x20AC;? (Kantar Retail, 2011) Retail has seen a change, the power balance between those who sell and those who buy is shifting - individuals can now browse products, post reviews, place orders and gain possession, all without entering the store. Technology has made this possible and as the digital age is upon us, it leaves brands struggling to decide what to prioritise; social commerce, digitally enabled stores or mobile strategies (Amaze, 2013). Niemeier et al (2013) suggest that to make money in the new digital climate, retailers have to understand that the shopper is more powerful than ever before. They now have different needs for retailers to fulfil and higher expectations meaning that retailers must develop their strategies to appeal and engage with their consumers.

This report will focus on Claireâ&#x20AC;&#x2122;s Accessories. Firstly, it will ascertain the problems they are facing and current market situation. From this information, I will then identify my aims and objectives for this report going forward. Further to this, I will investigate solutions alongside the consideration of the current retail market. I will then suggest a rejuvenation strategy which the brand could adopt in order to take them into the digital age of retailing.

the problem:

why claire’s? Claire’s Accessories has been a successful retailer for over 40 years. They specialise in fashion accessories and pride themselves on the fact that they are one of the world’s leading speciality retailers of fashionable jewellery and accessories for young women, teens, tweens and kids. (Claire’s, 2014) However with a shift in retailing taking place we have seen the domination of e-commerce - the self-service machine, social media and now mobile technology with “91% of smartphone users continuously keeping their mobile phone within arm’s reach.”(Morris, 2013). This changes the retailing requirement for the brand, meaning they must develop their brand identity, develop their in store environments, and rethink the way in which they communicate with the teenage generation of today who are increasingly tech savvy. Research into the current financial situation of Claire’s Accessories revealed that although the brand is not necessarily deeply in decline, they have reached a plateau in sales which is seeing them gradually slip into decline.

fig. 1

life cycle 12

On Posnerâ&#x20AC;&#x2122;s brand lifecycle model Claireâ&#x20AC;&#x2122;s have been in maturity for over 20 years now and therefore, the current change in the retail environment could see them heading into decline if they donâ&#x20AC;&#x2122;t take up a brand extension strategy or rejuvenation. (Posner, 2011, p91) This report will continue to take an in depth look into the brand, the consumer and the current market.

fig. 2

the brand Claire’s Accessories vision statement is:

“Claire’s aims to inspire girls and women around the world to become their best selves by providing products and experiences that empower them to express their own unique individual styles. Our brands and environments will sing with fun, innovation, and discovery, will serve to shape the personal stories and dreams of our friends, and will fulfil the aspirations of the communities with which we connect.” (Claire’s 2014)

This identifies that as a brand they want to be known as inspirational, empowering, fun, innovative and to focus on discovery. The diagram on the opposite page is a brand essence model which demonstrates what the brand wants to stand for.

brand essence A SPECIIST FASHION ACCESSORIES BRAND THAT IS FUN, INNOVATIVE AND FOCUSES ON CONSUMER DISCOVERY

attributes

authority

GLOBAL BRAND 40 YEARS IN BUSINESS MORE THAN 3000 STORES EAR PIERCING AUTHORITY

FASHION ACCESSORIES TREND DRIVEN TWEEN AND TEEN BRAND

personality

promise

INDIVIDUAL STYLE INNOVATIVE EXPRESSIVE VISUAL FUN

VALUE FOR MONEY RELEVANT MERCHANDISE ‘THE GIRLS BEST FRIEND’

fig. 3

current perceptions of the brand:

It is important to recognise that what the brand wants to stand for, versus what the consumers perceptions are of the brand aren’t necessarily the same. In order to gage the current perceptions that consumers have of the brand I conducted a straight forward survey. The survey asked four questions which aimed to find out brand awareness, how consumers would describe the brand, how expensive they thought the brand was and what they think of the in store environment. The survey revealed that 98.5% of consumers knew the brand, which is a positive statistic as it shows consumers are very aware of the brand. When asked what descriptive words they would choose to describe the brand the most popular selections were ‘girly’, ‘young’, ‘unfashionable’, ‘uncool’ and ‘pink’. (See Appendix) These answers show that consumers have considerably negative perceptions of the brand which is definitely an area which Claire’s needs to focus on.

PINK

TRENDY

GIRLY UNFASHIONABLE

UNCOOL

YOUNG INNOVATIVE

FUN

OVER THE TOP COOL

fig. 4

47.6% of consumers said that they thought the brand was cheap however contrastingly 39.6% said they thought it was expensive. I think this reflects the fact that with some items, the brand offers value for money, but others are very expensive for what they are. Consumers need to have confidence in the consistency of the brand and be proud to shop there. 92% of consumers said they thought the in store environment was cluttered. This is an overwhelming percentage so it clearly shows that the in store design needs work to make consumers feel comfortable, inspired and relaxed. These images show different Claireâ&#x20AC;&#x2122;s stores and reflect the view that the store is cluttered and confusing.

92%

SAID THE STORE IS

CLUT

TERE

fig. 5

the current branding:

In order to identify why consumers had negative perceptions of the brand, research into the current branding was conducted. The current logo is purple and uses a rounded font. This portrays a very young and girly image to consumers. Despite the fact that their consumers are 10-14 year old girls, this isnâ&#x20AC;&#x2122;t synonymous with them visually liking childish colours. The logo hasnâ&#x20AC;&#x2122;t developed over the time; it needs to be updated alongside the tastes of the consumer. Much of the branding used on products and merchandise is very simplistic and minimal. It doesnâ&#x20AC;&#x2122;t look very professional as there is an inconsistency across the way the logo and fonts are used in various ways. The branding used on promotional material again looks unprofessional and as the consumers of today are very aware of how to design digitally this is something that requires attention.

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fig. 8

fig. 9

fig. 10

fig. 12

fig. 11

fig. 13

the brands current online presence:

Claire’s current website is very functional, offering online shopping, the chance to share purchases with your friends on Facebook and different sections for each of the many types of product that the brand sells. The brand does offer next day delivery and free returns in store making it convenient for shoppers. However the website itself does appear very cluttered with conflicting information and different celebrities and different offers. It feels very confusing and doesn’t portray one clear message to the consumer. The visuals used on the website also give a very young vibe, there is a strong use of purple and pink throughout and heart motifs used make it look childish and girly. The website has an area linking consumers to a ‘claire’s tv’ section which features ‘how to’ videos and trend inspired videos. This is a positive move for the brand as there has been a trend in brand created tutorial videos for their consumers. This makes customers feel like they are involved in the brand and learning from them. This is inspired by the rise of beauty bloggers and the popularity of their tutorial videos.

fig. 14

The website also has links to their various social media sites such as Facebook, Twitter, Instagram, Youtube and their own blog. They offer many different channels for consumers to engage with the brand. This is a positive strategy as the generation of consumers today are extremely digitally focused and are also connected to eachother via social media sites.

social media: fi

Claireâ&#x20AC;&#x2122;s Facebook site has over 1.5 million likes which is a good sign as it shows there is currently a lot of brand awareness. However the Facebook site itself does look very dated and it is not very innovatively designed. The numerous different promotional postings all have use different fonts and colours and therefore it lacks cohesion. There is a section of the Facebook site where consumers can write reviews on their experiences with the brand, however there are a lot of negative reviews which do not look good for Claireâ&#x20AC;&#x2122;s. The content on the Facebook page is strong, there is especially suitable content surrounding the current London Fashion Week which speaks to the customer as an adult.

Claireâ&#x20AC;&#x2122;s European twitter site has 13.6K followers and does feature good content and up to date news. However the visuals remain just girly and portray a young spirit.

Claire’s Youtube channel is really positive for the brand. The fact that they have kept up to date with the video/tutorial trend shows consumers they are aware of their needs and wants.

The brand has a blog which you can access from the website and from searching on the internet. The fact that Claire’s has a blog shows that they see the need to connect with their consumers on digital channels. Unfortunately the blog itself is very simple, it doesn’t have up to date content and is visually poor. It doesn’t look very exciting and does not compare to the blogs of other brands. It needs to be offer innovative visuals, regularly updated content and a strong brand message. There needs to be a reason for their consumers to want to regularly visit the blog for inspiration and information.

Claire’s Instagram site again has a strong following but the content needs to be consistent and the branding used doesn’t portray one message to the consumer.

An Interview with a claireâ&#x20AC;&#x2122;s sales assisntant:

An interview with a Claireâ&#x20AC;&#x2122;s sales assistant took place. This was helpful as she is consistently in store and around the customers observing their actions. In the interview she identified that she felt the store itself was always cluttered with too much stock which she felt could confuse customers and put them off shopping, especially when it was busy and became messy. She also thought that the promotional imagery needed to use models that were of a younger age and would appeal more to the target consumer. Another really interesting point she made was about the ear piercing section in store which she felt should have an option of more privacy for customers.

THE INTERVIEW 1. Do you think that the current logo and branding of Claire’s works for their target consumer now their so digitally connected? I think the brand logo works for the target consumer because it is so recognisable. In my opinion the products and the branding work best when aimed at younger consumers as this is what it has become known for. I think the branding works less effectively when trying to target older customers partly because there are so many brands that are leading in that market for example Topshop or Urban Outfitters and when people think of Claire’s they immediately think of a younger audience. 2. Do you think that the instore layout of the shop makes it easy for customers to find products? The store layout at first as a customer can seem quite overwhelming, the layout is logical once you know it (products targeted towards certain ages grouped together) however as a customer you are not aware of this so it can often seem confusing, many customers wouldn’t even bother looking and would just ask someone as soon as they entered the store instead of spend time looking around. 3. Would you say that the shop is very cluttered with lots of different merchandise? I strongly believe this is the case, especially when a shop is messy often towards the end of the day or during sale times. I think there is too much merchandise on the walls and once you combine this with the gondolas and the ear piercing station it seems very cluttered. This issue is also more apparent in smaller stores, I am not aware of what the process is but it seems from visiting a number of stores that they still stock the same amount of product no matter how big/small the store is. I think customers would have a much more enjoyable shopping experience if there was less clutter. I have noticed that in european stores out side of England this seems to be the case and the stores have a much more open layout and less mess and clutter.

4. What one thing do you think the brand needs to work on either instore or via their online platforms? In many cases while I was working there the models in the promotional posters were often older than the targeted buyer, I think these advertisements would be more affective if they were targeted at the same age the products were, I think this is sometimes the case with online advertisements as well. 5. What products were most popular in the store? In my experience I would say multipack earrings from the earring tree ( I guess they seem like better value for money because there is more). Nail varnishes were the most popular add on at the till along with the small clip in flowers during the summer. 6. As the target consumer for the brand has a focus on 10-14 year old girls do you think it would be better if the shop was more interactive and fun for these customers? and how do you think this could be done? Yes I think this would be beneficial as the majority of customers were young children with parents or within this age bracket. I think it would need to be something fun with no pressure that would benefit the customers. (we used to have someone who would stand by the door and have glitter spray and sparkly products). Another option could be to have a free loyalty card that was relatively simple and didn’t cost the company too much, for example if you get one stamp per transaction and then get a certain percentage off your 5th transaction and then on your 10th stamp you get a higher percentage off. This may encourage more loyal customers but could also be fun for the kids if the card was targeted at them and not their parents. 7. From working in the store do you think customers would prefer a more closed off ear piercing station offering more privacy? This is very dependant on the customer but I definitely think this should be an option. Some children like to have their family and friends around to watch and it also helps encourage those who are with them watching to get their ears pierced as well. However I have had experience of customers who didn’t want their ears pierced in front of the window and the whole store. Even a fold out screen or something to make those who are nervous feel more comfortable would have brought more customers. Piercing babies ears out in the open is often problematic as it can become loud and chaotic and often when the babies were very young other customers would comment around the store.

key points Claireâ&#x20AC;&#x2122;s has reached a plateau in the brand lifecycle and may slip into decline if a brand rejuvenation isnâ&#x20AC;&#x2122;t completed. There are negative consumer perceptions of the brand, I believe these need to be changed. The brand is not reaching its goal which it has set for itself in their vision statement to be focused on fun, innovation and discovery.

THE CONSUMER The Claireâ&#x20AC;&#x2122;s consumers are tweens, teens and kids with a focus on 10-14 year old girls. These consumers are identified as generation Z. Grail Research have identified that Generation Z are: - Comfortable with and even dependent on technology. - Constantly multitasking with a variety of online products and sophisticated electronic devices. - More socially responsible, due to greater access to a large online information . - Always connected, communicating through various social networking channels. (Grail Research, 2011)

Schroer speaks about how generation z girls are constantly becoming more tech savvy and digital devices are integrated into their lives at all touch points in a study on the changing generations (Schroer, 2013). Grail Research states that:

20%

girls aged 12 and under regularly visit online shopping sites.

13%

of girls regularly purchase products online, regardless of their age.

35%

of girls aged 12 and below own a portable gaming device. (Grail Research, 2011)T This shows the rate at which young girls are adopting technology. They have grown up in a world that resolves around it.

This diagram shows the many different channels in which these consumers can engage with brands, friends and information. It also identifies the fact that in all areas of their lifestyles they can use technology, whether it is via one channel or another. Even at school generation z consumers are staying connected. “Gen Z constantly adapts to the newest technologies and companies need to stay focused on “what’s next” in order to keep pace with this generation.” (Grail Research, 2011)

fig. 20

Primary research conducted with girls aged 10 -14 years was used to develop these consumer profiles.

CLAIREâ&#x20AC;&#x2122;S TIGER WHSMITHS

aged 10 fig. 21

CLAIRE’S RIVER ISLAND TOPSHOP

aged 11 fig. 22

NEXT, URBAN OUTFITTERS, STATIONARY SHOPS

aged 11 fig. 23

TOPSHOP & URBAN OUTFITTERS

aged 13 fig. 24

It was interesting to see that all the girls used technology as part of their communication with friends and that gaming was also something they all really enjoyed. It also revealed which shops they like and it was interesting to see that shops such as Topshop and Urban Outfitters were identified as favourites. This may be considered surprising as these stores are aimed at an older target consumer although in this case can be seen as aspirational and â&#x20AC;&#x2DC;coolâ&#x20AC;&#x2122; to these younger consumers. (See Appendix)

how to engage with gen z:

â&#x20AC;&#x153;Online networks and communities give Gen Z a feeling of belonging and connection, with 28% saying that online networks make them feel part of something.â&#x20AC;? (Hourihan, 2013) When looking into how to engage with generation z it was clear that they use digital channels as a way of being part of something and they appreciated experience and relationship marketing which was discussed by Dianne Thieke in an article analysing innovative way to appeal to generation z.(Thieke, 2013)

Z Research also shows that generation z like “highly personalized, integrated marketing experiences across several platforms” (Thieke, 2013). This means that brands deliver a consistent experience online and offline. For Generation Z, rather than simply seeing an item and buying it, they ‘hunt’ it out - seeking retail experiences, creating scrapbooks and documenting potential purchases. (Cuddeford-Jones, 2013) “Gen Z grew up with two-way brand conversations, so a traditional one-way sell just won’t work. Invite them to participate in your brand through new and fresh experiences that earn their trust.” (Stokes, 2013) Further to this it was found that “gen z’s attention span has significantly decreased, from 1530 minute YouTube videos to 2-minute videos and now to 6-15 second Instagram and Vine videos. The best kinds of marketing campaigns are those that increase product awareness through a variety of mediums.” (Forbes, 2013) This shows that for generation z it needs to be quick and simple, getting their attention towards your product or brand.

the future consumer:

Claireâ&#x20AC;&#x2122;s need to think about their next set of consumers and how they can cater to them. They are generation alpha. Grail Research identifies them as born after 2010 and raised by Generation X & Y. They are predicted to: -Be the largest generation to date -Adopt technology faster -Have increased health concerns -Start earlier and stay longer in school -Be more technology focused -Have better career opportunities due to a skills shortage, created by the present population leaving the workforce (Grail Research, 2011)

gen alpha Therefore Claireâ&#x20AC;&#x2122;s must think about the future of their brand and who they will be targeting. This shows that consumers are only going to become more tech savvy and have higher expectations of digital channels to be integrated into their experience of a brand.

key points The Claireâ&#x20AC;&#x2122;s consumer is becoming increasingly tech savvy and technology is part of all aspects of their communications and lifestyle. In order to engage with the generation z consumer Claireâ&#x20AC;&#x2122;s needs to focus on creating two way conversations between the brand and consumer and developing a brand experience. Claireâ&#x20AC;&#x2122;s needs to think about their future consumer and what strategies they will adopt in order to appeal to them going forward.

the market Claireâ&#x20AC;&#x2122;s are a speciality retailer which operates in the mass market; they belong in the high street multiple tier of this diagram. (Posner, 2011, p13) This needs to be considered when developing strategies for the brand as they currently operate as a global brand with multiple stores.

fig. 25

fig. 26

When examining Claireâ&#x20AC;&#x2122;s and their competitive set, it is easy to think that they donâ&#x20AC;&#x2122;t have many competitors as they are a speciality retailer with a unique target consumer to other brands. It is difficult to think of another retailer that only sells fashion accessories to the teenage market. However there are many high street retailers that do sell fashion accessories as part of their merchandise and with the growing influx of online retailers it actually means Claireâ&#x20AC;&#x2122;s have more competitors than ever. This is demonstrated by the diagram below.

One example of a retailer that offers fashion accessories as part of their merchandise is Urban Outfitters. They are known for having a fun and experimental in store environment and this is something Claireâ&#x20AC;&#x2122;s can learn from. Recently Urban Outfitters has seen increasingly younger consumers shopping in store as they offer an innovative, relaxed shopping experience and suitable merchandise. These images show the way they use art in store and also display their accessories clearly.

fig. 27

key points Claireâ&#x20AC;&#x2122;s is a high street multiple brand and needs to take this into consideration when developing a rejuvenation strategy. Claireâ&#x20AC;&#x2122;s have many competitors in the market and need to think about how they can succeed in a tough competitive set. There has been an influx of online competitors for Claireâ&#x20AC;&#x2122;s as a result of the rise of ecommerce.

aims and objectives To change the negative perceptions of the brand by making it appealing to generation z consumers who are becoming more digital and tech savvy. To make the brand be seen as innovative, fun and a focus on discovery, this was identified in the brands vision statement as their goal.

INNOVATIVE &other stories

zara

topshop

asos urban outfitters

h&m

river island

NOT FUN

m&s

where claire’s needs to move to FUN

debenhams

new look accessorize

claire’s currently

primark

NOT INNOVATIVE fig. 28

the solution:

evolving retail “Shopping has long been more than a transaction. It is a sensory experience, and people will continue to be attracted to stores to see and touch products and to experience a brands lifestyle and values.” (Niemeier et al, 2013, p 119) Brands have the opportunity to create environments that entice consumers in and create memorable experiences of the brand that will lead to loyalty. David Court et al (2009, p97107) explains how ‘the consumer decision journey’ was the pattern that consumers used to follow when deciding what to buy and where from. We understood consumers acting in a linear way - awareness would lead to consideration which would lead to selection and purchase would hopefully lead to loyalty. However this journey has changed and consumers expect retail to be accessible via multiple channels where they can connect with a brand on several touch points simultaneously. The way in which brands create loyal customers has changed.

Experiential retail is changing the retail environment as brands have focused on their non-digital communication spaces to be places where consumers can live the brand experience rather than a focus on selling merchandise, ultimately shopping plays as a source of entertainment and an occasion for socializing. However, as the rise of social media plays an increasing importance in consumers social interaction and their shopping behaviours, it could mean “stores of the future may have to work harder to exploit the social dimension of shopping, given that social interaction is increasingly sought within online social networks.” (Niemeier et al, 2013, p 122) The experience of being in store satisfies the human natural inclination to touch the products before purchasing, and offers consumers the chance for shopping to incorporate social interaction and entertainment. (Niemeier et al, 2013, p156) Experiences provide sensory, emotional, cognitive, behavioural and relational values that replace functional values.” (Schmitt, 1999).The founder and CEO of Boxpark in Shoreditch London, Roger Wade, said that “fundamentally people like shopping and I think you’ve got to realise as retailer your giving somebody an experience and people want to be entertained in your store.”(Robert Peston, 2013). Overall retailers need to think of their in store environment as a chance to entertain consumers, giving them a chance to ‘live the brand’ in person.

When consumers were asked:

what do you like about shopping? they said...

fig. 29

digital retail Conventional ways of retailing have been superseded in favour of a new order of doing things, based on computing power, networking and data storage capacity. (Niemeier et al, p22) “Things really are speeding up. The amount of stored information grows four times faster than the world economy, while processing power of computers grows nine times faster.” (Mayer-Schonberger et al, 2013, p9). Ultimately this effects the way retailers engage with consumers. This generation of digital dependants are used to immediate results and they thrive on instant gratification and frequent rewards. They can effortlessly multitask and function best when networked - they therefore expect brands to connect with them on various channels simultaneously. Social networks allow retail brands to have conversations with consumers and the constantly connected generation z consumers of today are using digital channels to interact with brands and make recommendations, post reviews, compare prices and place orders at any time wherever they are. Reshaping Retail (2013) state that “The world’s top five social networks have a combined total of 2.5 billion members and millions are joining their ranks every day.”(Niemeier et al, 2013, p iiv) Social media has made retail more social, both digitally and in store. It has become “clear to all is that the digital revolution is transforming the role of the traditional retailer.” (Niemeier et al, 2013, p 23)

“For retailers technology is also ushering in new competitors and empowering consumers.” (Niemeier et al, 2013, p 50)

Technological advancement has seen a rise of many online retailers which threaten retail brands which have been on the high street for years. In recent years, e-commerce has seen a transition from only selling niche products to having almost everything available. Mobile commerce (m-commerce) now also offers a mobile option to consumers. This means they can easily engage with the brand on the go at any time. “Deloitte forecasts that the mobile influence factor will continue to rise in line with trends in the uptake of mobile technology and to reach 10-15% of store retail sales by 2017, representing between £27bn and £41bn in store sales.” (Deloitte, 2013, p2). This shows that brands willing to develop strategies that encourage consumers to use their mobile devices in-store, to compare and consider options available, will be most successful in the digital climate. According to an article written by Carin van Vuuren for ‘thenextweb.com’ (Vuuren, C, 2013) there are three things retailers should be focusing on digitally instore: The first thing is to consider the experience being had by the consumer rather than the device itself, encouraging the use of mobile in-store to add to the consumer experience. The second is to be explicitly multichannel; consumers are tired of not having multiple options in-store when they have so many options online. The third is the use of mobile to empower the sales associate; retailers need to provide staff with the same tools as customers.

the retail trends

Retail has seen a few new trends develop as the digital era has become the norm. Firstly, as previously mentioned, the rise of social media has changed shopping environments and the way retailers communicate with consumers. An example is the opening of &Other Stories - a shop which has an in-store environment inspired by social media sites such as Tumblr and Pinterest. The store has introduced the idea of incorporating social media into the design and navigation of a retail store. The brand has become known for leading the way with a less corporate and more individual style of décor such as signs in a handwriting style font, and encouraging customers to tweet and comment on their favourite items and their instore experiences (WGSN, 2013). This is a trend which retailers have started to adopt; making their environments and also their communication channels feel personalised but also to help focus consumers into interacting with products. Brands have also started to show in-store which items are ‘most pinned’, which items are most popular on Pinterest, which can influence their opinion of a product. This is also reflected in the rise of the visual web, sites such as Tumblr, Pinterest and Instagram are becoming the places to go for consumers to visually discuss shopping ideas, fashion tips and wish lists. Essentially, this is the digital age version of word of mouth marketing – a digital way of telling your peers what you like and recommend. (Neumann, 2013)

The adoption of mobile devices while shopping has led to a more informed consumer. “Devices are empowering customers by readily providing them with more information than consumers have had in the past.” (Niemeier et al, 2013, p61) Vanessa Nornberg discusses that this has resulted in the theory that the more the consumer knows, the more they buy and that the year 2014 will be the year of the informed consumer. (Nornberg, V, 2013) Ultimately, the priority for brands is always going to be to sell, and this is something they need to focus on in order to connect with future shoppers. Mobile is a trend that all retailers are becoming forced to think about as consumers have an expectation for being able to access a retailer on the go. “We are moving on from e-commerce to everywhere commerce. What we are going to find is that digital, mobile, social and local are going to impact almost everything that is sold. All companies need to become more fluent in the tools of the digital world.”(Kantar retail, 2013, p3) Consumers are looking to mobile devices to offer them more convenience, information and support whether it be from retailers or other services that they use in their daily lives (Niemeier et al, 2013).

Trend predictors at WGSN have predicted that we will start to see more features in a retail store. (WGSN, 2013) Flexible store design is the first - the evolving shopping habits of consumers mean that retail store design teams need to react more quickly and frequently in order to stay up to date and keep customers interested and satisfied. The next trend discussed by WGSN was to open fewer but better stores. Reduced consumer spending in physical retail stores and higher property prices have slowed the pace of store openings, and therefore retailers should invest in their key locations and a good website which has mobile optimisation. The issue for retailers is that not one way of using digital channels will work for every brand, each brand must work out what is right for their consumers and their brand values. Each brand needs to think about their own personalised strategy to reach their consumers and create conversation about their merchandise.

the gaming consumer “Today’s children are growing up in a world where digital experience sits alongside physical play; where the Ipad is as entertaining as an action figure. Shrewd toy brands are expecting this with games that have a physical and a virtual component.” (Stylus, 2013) For generation z consumers it is becoming evident that growing up in such a digital environment has meant that ‘play’ means playing games digitally that meld the virtual and the real. For example ‘Moshi Monsters’ is an online gaming space for children, with more than 80 million registered users in 150 territories globally. They are a popular gaming site with gen z and they have capitalized on this. For example in December 2012, it launched a tie-in with fast food giant McDonalds, offering Moshi Monster themed plastic toys and three day site membership with happy meals. They have built a gaming brand which brings the virtual elements into consumer’s real worlds (Stylus 2013). However, there is a current negative debate regarding video games in relation to users don’t get enough exercise as they spend all their time inside playing video games and not outside playing and getting exercise. This has led to brands realizing the need for video games that encourage more activity. “The reality is – in order to engage this generation – we may have to find more active video games to get them moving off the couch!”(Judy, 2011). The introduction of physical video games could change the way consumers play altogether.

0 . 3

fig

â&#x20AC;&#x153;For digital natives (children who have been born and raised in the digital world), concepts that have a bearing in both the real and virtual worlds are becoming the norm.â&#x20AC;? (Stylus, 2013). The primary research conducted in order to create consumer profiles revealed that all of the girls surveyed liked to play digital games, again supporting the fact that gaming is becoming the norm. Retailers trying to appeal to the generation z consumer could offer a gaming element, which could be what sets them apart from other competitors in the market.

key points Retailers need to realise that ultimately, shopping is a social experience - they need to play on the fact that consumers can come in store and be able to touch the products, feel the quality and live the brand experience. When developing digital strategies brands need to focus on the experience rather than the device, making sure it is offering something useful or fun to the consumer. Digital in store environments need to be encouraged as consumers have a growing expectation to be able to use their devices to connect with brands. Social media offers consumers a chance to share opinions, advice and reviews and is essentially the digital eraâ&#x20AC;&#x2122;s version of word of mouth. Therefore, smart brands will use social media to start two way conversations with consumers. What works for one retailer wonâ&#x20AC;&#x2122;t work for another; brands need to be authentic and develop personalised strategies. Gaming is a huge trend with generation z consumers and can be used by retailers to engage effectively.

rejuvenation:

â&#x20AC;&#x153;Brands do have life cycles which may consist of a number of phases from inception to launch, growth, maturing, decline, revitalization, and retirement. Brand Rejuvenation is a process wherein a brand which is on the verge of retirement, is brought back to life to regain markets. Revitalizing a oncepopular dormant brand can be a highly profitable strategy under the right circumstances.â&#x20AC;? (Venktesh Babu, 2013) A brand rejuvenation offers Claireâ&#x20AC;&#x2122;s the chance to change the negative perceptions of the brand by making it appealing to the increasingly tech savvy generation z consumers.

the rejuvenation strategy This is how Claireâ&#x20AC;&#x2122;s can rejuvenate their brand to achieve the aims and objectives I previously identified. -Create a new visual identity that will appeal to their generation z consumers. -A change in service that goes across all communication channels focusing on the fun of shopping. -Build an in store environment that sings fun, innovation and discovery while being organised and well laid out. It will be inspired by social media and also encourage the use of social media while customers are in store. -Create an app and website which will allow consumers to be creative and enjoy their time spent shopping with the brand. -Create a launch video that introduces the new brand identity to consumers and creates excitement and interest. -Show how the brand can optimise social media outlets to have relevant, two way conversations, with their consumers. -Show how the brand can carry this forward to create future success.

This strategy will be put into place using the â&#x20AC;&#x2DC;REANâ&#x20AC;&#x2122; model (Blanc, 2006) which was developed from the AIDA model (Russel, 1921)in 2006. The model is an acronym for reach, engage, activate and nuture. This is how the rejuvenation of Claireâ&#x20AC;&#x2122;s needs to be applied in order to get the attention of consumers and keep them as loyal customers. Firstly by raising attention of the brand (reach), secondly get consumers to engage with the brand (engage), thirdly get consumers to take action and purchase from the brand/ change their opinion of the brand (activate) and finally take steps needed to nurture the customer relationship you just managed to create (nuture).

Reach

The set of activities needed to raise prospectsâ&#x20AC;&#x2122; attention for your brand, product or service.

engage

The gradual, typically multi-channel, often recursive set of activities needed to engage the prospects you just won.

activate

The activities needed for your prospects to take, eventually, the actions you wanted them to take.

nuture

The activities needed to nurture the customer relationship you just managed to create.

THE VISUAL REBRANDING In order to change the negative perceptions that consumers have of Claire’s it is important for the brand to change its visual identity so that it aligns with their aims to be fun and innovative. In order to do this I think it is important to visually rebrand and create a new brand image. “The visual presentation used in a brands communication is more than simply design; it is a reflection of what the company is about.” (Artversion, 2014) Claire’s branding doesn’t currently reflect what they want the brand to be about. It has been found that “consumers unconsciously devote fewer mental resources to evaluating the actual message content, and instead rely on more heuristics, simple inferences and social cues.”(Sciiuize, C et al, p13) therefore the first thing they see from a brand is their visual identity and this is often the information they use when forming an opinion about the brand. Here I have created a moodboard to visually represent the brands new visual identity - this will be used across all channels and platforms.The new visual identity is focused on beight colours, fun motifs and playful shapes. I think this will change the way consumers see Claire’s, it should start to make the brand seem as more fun and playful. I have then created a moodboard to visually show the inspiration for the logo design and then the new logo itself.

THE BRAND IDENTITY

fig. 32

fig. 33

LOGO DEVELOPMENT

fig. 34

THE NEW LOGO

CLAIRE’S

fig. 35

This is the final logo chosen after the development process. The logo was created to look very angular and symmetrical. I wanted to use hands as a motif to represent the personal side to the brand and also the intertwining elements of the consumer’s lifestyle and the products that Claire’s sell. I feel it has a fun visual look to it and it differs from many other high retailers’ logos which are very minimalistic - I think this makes it have an innovative look to it. It is also been proved that logos with a motif make the brand feel like it is an authority to consumers. (Posner, H, 2012)

THE CARRIER BAG As a continuation of the visual rebrand for Claire’s I have created canvas carrier bag designs that will be used instead of plastic carrier bags in store. When customers shop in store they will get the choice of one of these three designs. By Claire’s offering a canvas style reusable bag instead of plastic it reflects to consumers that they have a strong corporate social responsibility by being environmentally friendly. Research has shown that the recycling trend is growing and “the majority of shoppers do their best to reuse bags and take as few new bags as possible.” (Opie, 2013)These bags will also act as a reminder to customers of their time shopping with the brand. As the bags also have a nice design it should encourage customers to reuse them which will be an advertisement for the brand and their new identity.

OPTION ONE

FRONT

BACK

fig. 36

OPTION TWO

FRONT

BACK

fig. 37

OPTION THREE

FRONT

BACK

fig. 38

THE PACKAGING â&#x20AC;&#x153;The issue of brand continuity is an extremely important factor.â&#x20AC;? (Posner, p134) For Claireâ&#x20AC;&#x2122;s their new brand identity needs to be reflected across all platforms and merchandise for them to portray a cohesive message to consumers. Therefore I have created packaging designs from the logo which would effectively continue the brand message to consumers via the merchandise.

fig. 39

fig. 40

fig. 41

reaching the consumers In the ‘REAN’ marketing model referred to previously in the report the first stage is to reach the consumer. (Blanc, 2006) In the model it refers to this as ‘the set of activities needed to raise prospects’ attention for your brand, product or service.’ For Claire’s to achieve the goal to change consumer perceptions of the brand, firstly they must get the attention of consumers and introduce their new visual identity and brand image.

THE PROMOTIONAL VIDEO In order to get the attention of consumers and introduce the new brand identity I have created a promotional video that can be used as a television advert, online and on social media to build excitement around the rebrand. “The recent trend towards viral marketing has been fuelled by the growing popularity of social network platforms such a Facebook, on which more than 1 billion connected consumers share marketing messages with a single click on their computer or mobile devices.” (Sciiuize, C et al, 2014, p1) This is why creating a video that can easily be shared online will be effective. The video introduces the ‘playtime’ campaign that will be the main focus on the rebrand. The campaign focuses on being playful, having fun and discovering your style. The video is short in order to keep it punchy so that viewers won’t lose interest. Research showed that “gen z’s attention span has significantly decreased, from 15-30 minute YouTube videos to 2-minute videos and now to 6-15 second Instagram and Vine videos.” (Forbes, 2013) Therefore keeping it short and snappy is the best way to reach them. To see the storyboard for the film see appendix

watch the video here

THE OFFLINE ADVERTISING As discussed by Lovett et al in the August 2013 issue of the journal of marketing research, the most important element to consumers when engaging with a brand online is social, whereas the most important element offline is emotional. (Lovett et al, 2013, p440) This shows that for Claire's to get the attention of their consumers via offline channels they need to appeal to their emotional side.

fig. 42

fig. 43

This is a moodboard of images which show chalk 3d street art drawings. Claireâ&#x20AC;&#x2122;s could use this guerrilla marketing technique and create 3d chalk images on the ground in city centres advertising the new brand look and the accessories. The artwork would get consumers attention and create an emotional reaction as they will be so shocking and innovative. This style of advertising would be really different to what other brands are doing and also would represent the fun and playful new style of the brand.

fig. 44

THE LAUNCH EVENT The launch event will mark when the rebrand comes into action and when consumers will be able to use the new Claire’s stores and also the newly improved online channels. They will get to see first-hand the new brand identity and the changes that have been made to make the brand more fun, innovative and playful. It is important to have a launch event as it creates a lot of buzz around the new identity and gets consumers excited. The launch event will be on the same day (a weekend day so that generation z consumers are off school and can attend) and will take place in the largest cities across the country to make it accessible to all consumers. In each location there will be three main elements to create a fun and entertaining launch day for the new Claire’s. These four elements are:

THE MUSIC

THE GAMES

In each location a different music act will be performing, as Claire’s have relationships with bands such as The Vamps and Little Mix it wouldn’t be hard to get performers to play. These concerts will be exclusive to the attendees of the launch event and it will provide a lot of fun and entertainment. It will also show customers that Claire’s is now focused on providing not just fashion but music and art to the consumers. It will represent the new fun brand identity. The music will also be a huge draw in getting customers to come to the launch event as Claire’s target consumers would love the chance to see their favourite band up close and personal.

The games at the launch event will be a main focus as the new Claire’s identity is focused on having fun and being playful. There will be two main games featuring at the event for consumers to engage in. The first one is ‘Selfie Central’ this is a game which takes place in an in store photobooth, customers can take selfies by themselves or with friends and then they can distort the pictures to make funny and playful outcomes. They are then encourages to post the image on their Instagram and hashtag #selfiecentral. By doing this on the night they will be entered into a competition to win prizes, the funniest selfies will win. The second game is a scavenger hunt taking place in the store. Customers are encourages to search the store for star shapes stickers which is be placed on certain items. If they find the item with the sticker and take it to the till they will win that item. This puts a focus on the customers discovering new items in store.

THE PRIZES The prizes which customers have the chance to win by playing the games at the event offer incentives for them to take part and become interactive with the brand. By giving customers the chance to win prizes Claire’s is showing that they are generous and want their customers to enjoy themselves.

THE PROMOTIONAL LEAFLET

fig. 45

ENGAGING WITH THE CONSUMER In the ‘REAN’ marketing model the second stage is engaging with the consumer in which they describe this as ‘the gradual, typically multi-channel, often recursive set of activities needed to engage the prospects you just won.” (Blanc, 2006) This refers to how Claire’s are going to get consumer to engage with their brand.

THE MOBILE APP As previously identified in the research section of this report, m-commerce is a huge trend that is changing the way consumers shop and interact with brands. It gives brands the opportunity to offer complete convenience to the consumer, they can access the brand wherever they are at the touch of a button. Another trend identified previously was gaming and how it is changing generation z consumerâ&#x20AC;&#x2122;s social habits. If Claireâ&#x20AC;&#x2122;s were to offer a mobile app that had the practical and convenient elements needed such as an online shop and information about products but also a fun, playful section that could feature a game that gives consumers the chance to engage with the brand on a more social and emotional level. The separate mobile app book shows a step to step guide of how the app would function and also visually look. It is important the app represents the brands new visual identity in order to keep a consistent message to consumers. The app itself will focus on providing all elements of the new Claireâ&#x20AC;&#x2122;s brand personality. It will encourage consumers to play, discover new music, discover new trends and play around with their individual style.

fig. 46

THE WEBSITE In order to continue the new brand identity the website needed to be changed to keep a cohesive look across all channels. I have developed the brand website to portray the new identity and to have more of a focus on fun.

The new website is available at: http://rosiekingston26.wix.com/claires

fig. 47

The website will mainly feature the online shop which will be entirely functional and allow them to shop online with ease and confidence. fig. 48

fig. 49

Research found that “customers move to the online channel when incentivized by the retailer, but they also tend to decrease their total purchases from the retailer over the long run.” (Yadav et al, 2014, p29) This shows that the website needs to not only be about purchases but also to have fun and interactive elements. The new Claire’s website will feature the playtime section which was also on the app. In this section there will be ‘The Game’, ‘The Hunt’ and ‘Selfie Central’. This means that customers can play both on their mobile and online via their computers. The website will also get consumers excited about the new look of the brand and lead them into visiting the Claire’s stores.

OPTIMISING SOCIAL MEDIA

Claire’s Facebook currently has a very good following however their content isn’t consistent. Facebook is becoming less important to generation z consumers as their parents and grandparents are using the site. (Sheares, 2014) Therefore it would be best for Claire’s to not use Facebook as their main social media channel – their Facebook can be a place to find out information and offers while still portraying the brand new visual identity and fun brand voice.

Claire’s need to use their twitter as a channel to show their new brand voice. They need to introduce consumers to the new fun, energetic, playful and innovative brand identity. Research showed that “needs to encourage conversations around the brand” and this is what Claire’s need to do. (Sheares, 2014) By tweeting relevant and fun content the brand can become known for their brand voice. This can be a way to change consumer perceptions of the brand.

Claire’s Youtube channel needs to be a place where the brand is visually represented. Aswell as showing tutorial video, the channel should also feature links to vlogger (video blogger) reviews of the claire’s products, music event video and celebrity features.

b The Claire’s blog needs to feature relevant and up to date content at all times. It needs to be the place Claire’s customers go to get trend information, fashion advice and visual inspiration.

Claire’s Instagram will be the most visual and most constantly updated social media channel. It will be the place where the ‘Selfie Central’ images will be posted and shared among Claire’s customers. If Claire’s used a cultural calendar to make sure they are always featuring important and relevant content then consumers will start to see the brand as a fashion and lifestyle authority. It would also be a really good idea for Claire’s to invite celebrities to takeover the brands Instagram for major events throughout the year. This will encourage fans of that celebrity to follow the brand.

The rise of the visual web means that sites such as Tumblr are becoming increasing important and are “essentially, this is the digital age version of word of mouth marketing – a digital way of telling your peers what you like and recommend.” (Neumann, 2013) Claire’s need to use Tumblr to visually represent their brand and what they stand for, it also gives their generation z consumers and new and innovative place to engage and have conversation with the brand.

ACTIVATING CONSUMER ACTION In the ‘REAN’ marketing model the third stage is activating consumer action which they describe as “The activities needed for the brands prospects to take, eventually, the actions you wanted them to take.” (Blanc, 2006) This refers to Claire’s getting consumers into their stores and making purchases. This will be an indication that their perception of the brand is changing and the new brand identity has been effective.

THE INSTORE ENVIRONMENT The in store environment says a lot about the brand and therefore as part of the rejuvenation of Claire’s there needs to be a change made in store. Claire’s in store environment needs to sill fun, innovation and discovery. It needs to be cohesive with their new brand identity. This moodboard shows what the new Claire’s in store look will be like - it focuses on being playful, fun, bright, energetic, organised, well laid out and entertaining.

fig. 50

THE STORE DESIGN This is a 2d design of the store layout. It features how the fixtures can be laid out and where everything can fit instore to make the best out of the space. As Claire’s stores are mainly small at about 1000 sqaure foot it means that in order for it to not look cluttered everything needs to be very organised.

TILL POINT

PHOTOBOOTH

‘SELFIE CENTRAL’

LISTENING STATION

DISPLAY TABLE

ZI G

ZA E

DISPLAY TABLE

SHOP WINDOW

ENTRANCE = FIXTURE

= MIRROR = ARTWORK

= CHAIR

SHOP WINDOW fig. 51

Shelving for Merchandise Display Fixtures Wall Art

Seating Area Till Point

The Listening Station

‘Selfie Central’ Photobooth

fig. 52

This is a 3d design of how new Claire’s store can be laid out in order to make the environment less cluttered and more visual and fun.

THE NEW STORE ELEMENTS As part of the new store designs there will be interactive elements introduced into the store. These are important because they continue to change the brand message to fun, innovative and about discovery. The case study found in the appendix shows how Urban Outfitters uses interactive and fun elements in store to make their environment known by customers as a fun place to shop. The two elements that will be introduced into Claire’s stores will be ‘Selfie Central’, which is a photo booth which customers can use to take fun, playful selfies of themselves and ‘The Playlist’ which is a listening station where customers can listen to and discover new music.

SELFIE CENTRAL: ‘Selfie Central’ will be a photo booth that shoppers can go into and take selfies with their friends or by themselves. They will be able to play with the image, distorting them and add motifs. They will then get the option to pay for the image to be printed in a photo strip for them to keep or they will be able to post the image on their Instagram with the hashtag ‘#selfiecentral’. This in store element plays on the huge trend of selfies and consumers love of sharing images. The elements also focus on making Claire’s a fun place for customers to hang out. fig. 53

THE PLAYLIST:

COME AND HAVE A LISTEN

THE VAMPS - wild heart ONE DIRECTION - midnight memories LITTLE MIX - move BASTILLE - pompei BEYONCE - xo ELLIE GOULDING - explosions

fig. 54

‘The Playlist’ focuses on letting customers discover new music and being able to listen in store. It is a fun element that again makes Claire’s stores a hang out spot for generation z.

NURTURING THE CONSUMER RELATIONSHIP In the ‘REAN’ marketing model the fourth and final stage is nurturing the consumer relationship which they describe as “the activities needed to nurture the customer relationship you just managed to create.”(Blanc, 2006) This refers to how will take the rejuvenation forward into the future to keep those relationships they are building with their consumers. It will be a gradual process to change the negative perceptions of consumers so once Claire’s does succeed it is important to nurture those relationships and create loyal customers.

TAKING IT FORWARD Wideman, R discusses how there are four different types of brand to consumer relationships; they are strangers, acquaintances, friendship and romance. (Wideman, 2013) Even after building a relationship with their consumers, Claire’s consumers will still all be broken down into these four types of relationships and these effects the level of continued engagement they can expect from consumers. Here I have looked at the four types of Claire’s consumers and how they can go about nurturing a relationship with them.

the friend the acquaintance the stranger The greatest challenge for brands is creating meaningful interactions with potential customers with no previously identified preference. These consumers really are strangers and brands must use every tool in their kit to convert them. For Claire’s when engaging with these consumers they have the mobile app and website which features interactive gaming elements and fun entertainment. They need to keep updating this content to engage with these strangers that don’t know much about the brand but want to have some fun.

Regardless of motivation, at this stage the brand is just beginning to understand the needs and motivations of the consumer and the consumer is somewhere between consideration and opinion in the funnel. These are the type of consumers that will only purchase when there is an offer or deal on and won’t necessarily be following the brand on social media. However to keep these relationships Claire’s needs to show they are paying attention and responding with thoughtful and contextually relevant content in store and online.

These consumers know they brand well and have decided they continuously want to contribute time and money into building a relationship. This marks the point where they can rely on this customer to always be paying attention to the brand and what they are doing. In order for Claire’s to nurture this relationship it is important that they acknowledge these consumers, offering them birthday rewards and VIP shopping events. It’s interesting because the deeper relationship leads to more frequent online interactions with the brand, which in turns creates a richer profile full of interests and preferences that the brand can use to better serve the customer.

the romantic The customer becomes fully engaged with the brand to the degree that they consider it representative of their beliefs and lifestyle. The customer wants to share their love for the brand with others and convert them to advocates as well. Of course social media in various forms from Facebook to Instagram have made it easier for advocates to have a louder and louder voice on behalf of brands. Claire’s need to do these things to: care for the relationship, continue to feed the advocate interesting and compelling digital content and use social data to identify there advocate customers ad foster these relationships and they will be the ones spreading the word and sharing the Claire’s message.

THE TIMELINE OF EVENTS LAUNCH OF THE VIDEO -on tv and social media to create a buzz about the new look of the brand.

THE LAUNCH EVENT

-celebrating the rebrand and introducing the new brand image to consumers.

LAUNCH OF THE APP AND WEBSITE -consumers will be able to use the new app and website, giving them a chance to interact with the brand personally.

SOCIAL MEDIA STRATEGY LAUNCH -the launch will have introduced ‘selfie central’, ‘the game’ and ‘the hunt’ to consumers. The hunt and selfie central will now be available for customers to share via social media.

INSTORE EVENTS

MEASURING THE SUCCESS

-instore events will take place every month in the largest cities. This will continue to nuture the relationship with consumers and put a focus on the brand as fun and innovative.

-the last stage will be Claire’s measuring the success of the rebrand. The aim was to change consumer percpetions of the brand, so in order to measure if this was a success Claire’s can complete a large survey 12 months on from the launch. From this they can evaluate whether consumers think the brand is innovative, fun and focused on discovery. This survey should be completed every 12 months to see if the brand is staying on the right path.

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conclusion:

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IN SUMMARY This report has considered how Claire’s are currently performing and the negative perceptions that a majority of consumers have of the brand. The report has gone on to look into the current retail market and the trends which are changing the ways in which consumers shop, and finally it has shown a strong rejuvenation strategy which Claire’s could adopt in order to change the adverse opinions of consumers and enable them to see the brand as fun, innovative and playful. The strategy proposed gives the brand a completely new visual identity - this is important as many consumers are visual people and the way a brand looks can completely change their views. The report has shown how Claire’s could communicate with their consumers, and gets the word out about the rebrand using a fun and playful video, which could be shared amongst consumers. Using innovative chalk advertisements in built up city areas is another tactic to use in order to get people talking about the brand and encourage an emotional reaction. The strategy has also demonstrated how Claire’s could launch the rebrand with an exciting event to draw people’s attention. It also shows how they can develop their digital channels (a mobile app and website) to speak to the consumer in a very visual way and also offer interactive elements to make their experience fun and memorable for the right reasons. The report has gone on to show how the brand can develop their physical store environment to ensure that the store and brand come across as fun, entertaining and an enjoyable store to socialize and shop in. Finally the report has shown how Claire’s can move forward with the rebrand and focus on nurturing their relationships with consumers so that Claire’s can be prepared for this generation of tech savvy consumers, and also the next generation (generation alpha) who will have an even higher expectation of digital environments and brand experiences. If all these elements are put into place by the brand then they should successfully change consumers negative perceptions and be seen as a fun, innovative and playful brand.

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appendix:

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Rudenko, 2013. Euromonitor International Helps Marketers Reach for Generation Z [online]. Available via: http://popsop.com/2011/03/euromonitor-international-helps-marketers-reach-for-generation-z/ [Accessed 8 February 2014] Russel, 1921. The AIDA Model [online]. Available via: http://www.peter-grzybek.eu/science/publications/2012/grzybek_2012_kitson.pdf [Accessed 13 April 2014] Ryan, D., Johns, C, 2012. Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation. United Kingdom: Kogan Page. Savar, A, 2013. Content to Commerce – engaging consumers across paid, owned and earned channels. New Jersey: John Wiley and Sons Ltd. Schroer, 2013. Generations X,Y, Z and the Others - Cont’d[online]. Available via: http://www. socialmarketing.org/newsletter/features/generation3.htm [Accessed 3 March 2014] Schmitt, B, 1999. Experiential Marketing – how to get customers to sense, feel, think, act, relate to your company and brands. New York: The Free Press. Schryver, 2013. 11 Sites and Apps Kids Are Heading to After Facebook [online]. Available via: http://www.commonsensemedia.org/blog/11-sites-and-apps-kids-are-heading-to-after-facebook [Accessed 7 March 2014] Sciiuize, C. Sciiöle, L. Skiera, B. 2014. Not All Fun and Games: Viral Marketing for Utilitarian Products. Journal of Marketing. Sheares, 2014. Marketers get ready for generation z [online]. Available via: http://www.vocus. com/blog/marketing-to-generation-z/ [Accessed 20 April 2014] Skarda, 2013. Experiential Retail: The Next Technological Revolution? [online]. Available via: http://techland.time.com/2011/02/15/experiential-retail-the-next-technological-revolution/#ixzz2ujEWxKYi [Accessed 19 March 2014] Skeldon, P, 2011. M-commerce. United Kingdom: Crimson Publishing. Stokes, 2013. Who Is Generation Z? What Marketing Leaders Need To Know To Build Their Brand With This New Generation [online]. Available via: http://blogs.forrester.com/tracy_stokes/1302-12-who_is_generation_z_what_marketing_leaders_need_to_know_to_build_their_brand_with_this_ new_generation [Accessed 17 March 2014] Stylus, 2013. Retail in virtual gaming [online]. Available via: Stylus [Accessed 5 December 2013]. Stylus, 2013. Next Generation For Kids [online]. Available via: Stylus [Accessed 4 December 2013]. STYLUS, 2013. Next Generation For Kids. [online]. Available via: Stylus [Accessed: 4 December 2013] STYLUS, 2012. Power of Play. [online]. Available via: Stylus [Accessed: 4 December 2013]. STYLUS, 2011. Augmented Retail - The Virtual World is Here. [online]. Available via: Stylus [Accessed: 4 December 2013]. STYLUS, 2013. Store Concepts for Teens. [online]. Available via: Stylus [Accessed: 5 December 2013]. STYLUS, 2013. Smart Teens. [online]. Available via: Stylus [Accessed: 5 December 2013].

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Symphony, 2013. The rise of mobile shopping [online]. Available via: Pinterest [Accessed 15 November 2013], illus. Thieke, 2013. Innovators Wanted – Marketing to Generation Live [online]. Available via: http://www.business2community.com/marketing/innovators-wanted-marketing-generation-live-0673783?tru=DAKLe#M8Bg3CKuPbQLGbeD.99 [Accessed 30 March 2014] Topping, 2012. Gender-neutral? Harrods’ new Toy Kingdom tries to end boy-girl divide[online]. Available via: http://www.theguardian.com/lifeandstyle/2012/jul/20/harrods-toy-kingdom-boygirl-divide [Accessed 28 March 2014] Walker, 2012. Bright Sparks – Urban Outiftters [online]. Available via: http://www.independent.co.uk/life-style/fashion/features/bright-sparks-urban-outfitters-6293036.html [Accessed 16 April 2014] WGSN, 2013. Retail Forum 2013 [online]. Available via: WGSN [Accessed 25 November 2013] WGSN, 2013. Macro Trends in Accessories 15/16 [online]. Available via: http://www.wgsn.com. ezproxy.ntu.ac.uk/content/report/Design_Forecast/Materials/Autumn_Winter_2015_16/a-w-15-16-solid-materials-forecast.html [Accessed 20 March 2014] WGSN, 2013. Statement accessories: A/W 14/15 juniors’ catwalk trend flash [online]. Available via: http://www.wgsn.com.ezproxy.ntu.ac.uk/content/report/Catwalk_analysis/juniors/AW1415/ statement_accessories_trend_flash.html [Accessed 4 March 2014] Wideman, R, 2013. Nurturing the customer relationship [online]. Available via: http://janrain. com/blog/nurturing-the-customer-relationship/ [Accessed 18 April 2014] Wired, 2013. What teens want from websites [online]. Available via: http://www.wired.com/culture/lifestyle/news/2005/02/66514 [Accessed 19 February 2014] Venktesh Babu, 2013. Issues in Brand Rejuvenation Strategies [online]. Available via: http:// www.expectad.com/white_paper/Brand_Rejuvenation_Expect_Advertising_Inc.pdf [Accessed 5 April 2014] Vuuren, C, 2013. Strategies for getting mobile-savvy shoppers back in retail stores [online]. Available via: http://thenextweb.com/entrepreneur/2013/11/08/getting-mobile-shoppers-back-retail-stores/#!rel0I [Accessed 29 November 2013] Yadav,S. Pavlou, P. 2014. Marketing in Computer-Mediated Environments: Research Synthesis and New Directions. Journal of Marketing.

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LIST OF ILLUSTRATIONS Front Cover: Kingston, R, 2014. Daisy Illustration Background [Own Image]. Figure 1: Kingston, R, 2014. Claire’s Financial Diagram [Own Image]. Figure 2: Kingston, R, 2014. Claire’s LifeCycle Diagram [Own Image]. Figure 3: Kingston, R, 2014. Brand Essence Model

[Own Image].

Figure 4: Kingston, R, 2014. Survey Results Wordall [Own Image]. Figure 5: Kingston, R, 2014. Survey Results Infographic [Own Image]. Figure 6: Anon, 2014. Claire’s Logo [Online Image]. Available via: http://www.alexgpr.com/wp-content/uploads/2012/02/claires.jpg [Accessed 13 April 2014] Figure 7: Wilson, K, 2013. Claire’s nail varnish [Online Image]. Available via: http://gb.pinterest.com/ keeleywilsonx/ [Accessed 13 April 2014] Figure 8: Claire’s, 2014. Claire’s Hair Advertisement [Online Image]. Available via: http://gb.pinterest. com/pin/311874342917657303/ [Accessed 13 April 2014] Figure 9: Kingston, R, 2014. Claire’s instore image [Own Image]. Figure 10: Claire’s, 2014. Tech it out advertisement [Online Image]. Available via: http://www.claires. co.uk/pws/StoreFinder.ice?findStore=true&page=stores&country=IE&countryRegion=Vinohradska [Accessed 13 April 2014] Figure 11: Claire’s, 2014. Ear Piercing advertisement [Online Image]. Available via: http://www.claires. co.uk/pws/StoreFinder.ice?findStore=true&page=stores&country=IE&countryRegion=Vinohradska [Accessed 13 April 2014] Figure 12: Kingston, R, 2014. Claire’s Instore image [Own Image]. Figure 13: Claire’s, 2014. Claire’s Poster April 2014]

[Online Image]. Available via: www.claires.co.uk [Accessed 13

Figure 14: Claire’s, 2014. Website screenshot [online image]. Available via: www.claires.co.uk [Accessed 20 April 2014] Figure 15: Kingston, R, 2014. Facebook motif [own image]. Made using : http://postrock.lotsaconcerts.com/ [Accessed 20 April 2014] Figure 16: Kingston, R, 2014. Twitter motif [own image]. Made using : https://about.twitter.com/press/ brand-assets [Accessed 20 April 2014] Figure 17: Kingston, R, 2014. Youtube motif [own image]. Made using : http://aweebitirish.com/youtube-logowhite-png [Accessed 20 April 2014] Figure 18: Kingston, R, 2014. Blog motif [own image]. Figure 19: Kingston, R, 2014. Instagram motif [own image]. Made using : http://www.iconsdb.com/white-icons/ instagram-icon.html [Accessed 20 April 2014] Figure 20: Kingston, R, 2014. Technology consumer profiles [own image]. Figure 21: Kingston, R, 2014. Consumer Profile [own image]. Made using: http://assassinscreed.wikia.com/ wiki/File:Minecraft-logo.png and http://www.oncoloring.com/moshi-monsters-coloring-pages.html [Accessed 26 April 2014] Figure 22: Kingston, R, 2014. Consumer Profile [own image]. Made using: http://biaag-uoft.blogspot. co.uk/2012/01/our-first-official-girl-talk-seminar.html [Accessed 26 April 2014] Figure 23: Kingston, R, 2014. Consumer Profile [own image]. Made using: http://assassinscreed.wikia.com/ wiki/File:Minecraft-logo.png and http://www.ponymag.com/shop/magazines/pony-magazines/pony-magazine-july-2013.html Accessed 26 April 2014] Figure 24: Kingston, R, 2014. Consumer Profile [own image]. Made using: http://blog.maison-boutique.com/ trunk-show-by-le-mill-at-maison/ [Accessed 26 April 2014] Figure 25: Kingston, R, 2014. Hierachy of Fashion [own image]. Figure 26: Kingston, R, 2014. Competitive set diagram [own image]. Figure 27: Kingston, R, 2014. Moodboard of Urban Outfitters instore images [Own images]

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Figure 28: Kingston, R, 2014. Perceptual Map [Own Image]. Figure 29: Kingston, R, 2014. What do you like about shopping postit answers [Own image]. Figure 30: Kingston, R, 2014. Games Console motif [Own image]. Figure 31: Kingston, R, 2014. ‘Rean’ Model Diagram [Own Image]. Figure 32: Kingston, R, 2014. Moodboard created using: http://society6.com/SarahBagshaw/80s-leaf-pattern#1=45, https://www.flickr.com/photos/nikkifarquharson/3817795526/in/set-72157622028276798/?rb=1, http:// logopond.com/gallery/detail/75462, http://cherrycapuccino.tumblr.com/post/71374487671, http://www.etsy.com/ listing/89030424/chevron-calling-cards-set-50 and http://media-cache-ec0.pinimg.com/originals/d5/72/79/ d572792f085f81246d2a37700c1559a5.jpg [online images]. [Accessed 20 April 2014] Figure 33: Kingston, R, 2014. Moodboard created using: http://www.clubmonaco.com/category/index.jsp?categoryId=12243595, http://www.mountstonepartners.com/, http://www.flickr.com/photos/snapabooty/6068770266/, http://www.interviewmagazine.com/files/2013/06/17/img-carl-andre_090712250503.jpg, http://media-cacheak0.pinimg.com/originals/f3/b4/bc/f3b4bcbbe0b4bbef89132c7c2eef4fe9.jpg and http://www.flickr.com/photos/47607517@N04/8182963403/in/photostream [online images]. [Accessed 15 April 2014] Figure 34: Kingston, R, 2014. Logo Development [Own Images]. Figure 35: Kingston, R, 2014. Final Logo Design [Own Image]. Figure 36: Kingston, R, 2014. Carrier bag design [Own Image]. Figure 37: Kingston, R, 2014. Carrier bag design [Own Image]. Figure 38: Kingston, R, 2014. Carrier bag design [Own Image]. Figure 39: Kingston, R, 2014. Packaging Design [Own Image]. Figure 40: Kingston, R, 2014. Packaging Design [Own Image]. Figure 41: Kingston, R, 2014. Packaging Design [Own Image]. Figure 42: Battle, P, 2010. Canary Wolfe 3D Street Art [Online Image]. Available via: http://www.flickr.com/ photos/urbancanvas/5936532821/ [Accessed 28 April 2014] Figure 43: Anon, 2013. 3D Street Art [Online Image]. Available via: http://gb.pinterest.com/ pin/311874342918214575/ [Accessed 28 April 2014] Figure 44: Anon, 2011, 3D Street Art [Online Image]. Available via: http://www.rounds.com/blog/38-amazinlgly-awesome-sidewalk-chalk-drawings/3d-is-the-way-to-be-9/ [Accessed 28 April 2014] Figure 45: Kingston, R, 2014. Promotional Leaflet Design [Own Image]. Figure 46: Kingston, R, 2014. Smartphone motif [Own Image]. Figure 47: Kingston, R, 2014. New website screenshot [Own Image]. Figure 48: Kingston, R, 2014. New website screenshot [Own Image]. Figure 49: Kingston, R, 2014. New website screenshot [Own Image]. Figure 50: Kingston, R, 2014. Moodboard created using: http://richietalboy.com/cactus, http://www.tumblr. com/tagged/pop-art, http://thedesignfiles.net/2014/03/interview-camille-walala/, http://i.imgur.com/BtIl7. jpg, http://www.flickr.com/photos/urbanoutfitterseurope/7159848645/in/photostream [Online Images]. [Accessed 29 April 2014] Figure 51: Kingston, R, 2014. 2d shop design [Own Image]. Figure 52: Kingston R, 2014. 3d shop design [Own Image]. Figure 53: Kingston, R, 2014. ‘Selfie Central’ photo mock up [Own Image]. Figure 54: Kingston, R, 2014. ‘The Playlist’ mock up [Own Image]. Appbook: Kingston, R, 2014. Images in Appbook [Own Images] and Claire’s, 2014. Website Images {online images]. Available via: www.claires.co.uk [Accessed 20 April 2014] Website: Kingston, R, 2014. Images on Website [Own Images] and Claire’s, 2014. Website Images {online images]. Available via: www.claires.co.uk [Accessed 20 April 2014]

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THE METHODOLOGY PRIMARY RESEARCH Research was fundamentally key in finding out how consumer behaviour has changed and what areas Claire’s needs to be focussing on in the new digital era. I started to think about what research needed to be down in order to find out relevant information. This chart show the primary research conducted.

WHAT

WHY

WHEN

USEFUL?

Claire’s Accessories – What do you think? Survey

02/24/14

This survey was to find out peoples current perceptions of Claire’s Accessories as a brand and to identify the elements that need to be worked on. This was a survey of 63 people.

It was really interesting to see what people thought of Claire’s Accessories. It revealed some really negative perceptions of the brand and this identified to me what I need to change. It was good to know that they had good brand awareness and there was a mixed view on whether the brand was expensive or cheap. I feel the fact that 63 people took the survey validated the results. However it was only a short survey of four questions to gage people’s perceptions so I didn’t get in depth results.

Target Consumer Interviews (Consumer Profiles)

1/04/2014 – 10/04/14

To get first hand opinions from girls which fit into Claire’s target consumer group.

It was interesting to see what the girls like to do with their free time, such as which magazines they read and what they like to do. It was also good to get an understanding of where they liked to shop. This was only conducted with 5 girls and therefore the small sample size meant the results don’t necessarily represents the entire target consumer group.

Store Visits – Claire’s Accs (Nottingham x2, Woking, Guildford, Basingstoke) &Other Stories, Topshop and Urban Outfitters.

24/02/2014 – 13/04/14

Store visits were carried out so that I could observe and analyse the current Claire’s store environment and layout. Other store visits were carried out in order to get inspiration for the rebrand and also to see what their competitors are doing well.

Observing the current Claire’s stores was very interesting as often they were very messy, cluttered and confusing. It identified to me what needed to done in terms of store design and layout. Observing their competitors was also very useful as it gave me idea as to how Claire’s could layout merchandise in store and also how to make the store more visual and fun. As they were my personal observations it means they were biased to my opinion.

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Interview with Claire’s Sales Assistant

Contacted 01/03/14. 10/03/14

What do you shopping? Study

about

Instore Customer Observation

via Email

email reply

on on

To get an understanding of what someone who works in the Claire’s store thinks of the layout, the merchandise, the branding and what they think the brand needs to work on to connect with consumers.

It was a really interesting interview which was useful because it identified that again the store needed a better layout and it to be less cluttered. It also made me think about the age of the models used in advertisements and whether they are suitable for the target age consumer. It also identified that the ear piercing in store needs to have a more private option for nervous customers.

10/04/2014 -20/04/2014

To find out what consumers like about shopping and what they find the most fun.

It was interesting to see why consumers like to shop and what was there reasons behind enjoying it. It was useful because I could take the information and use it for the Claire’s rebrand.

16/04/14

Observed three customers shopping in a Claire’s store to see how they navigated around the shop and whether they found it hard to see all the products or find a specific item.

It was interesting to see that each of the customers went completely different routes around the shop. It showed me that the store layout didn’t naturally offer one clear path that would make it easy for customers. Two of the customers didn’t get to see all the merchandise as their route meant they missed out large sections of the shop. It showed that the instore design needs developing to provide a clear, easy and exciting shopping environment that doesn’t confuse customers.

SECONDARY RESEARCH Resources such as books, journals, reports, articles and documentaries were used in order to gain a thorough understanding of the subject matter surrounding the Claire’s and the retail environment of today.

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survey results CLAIRE’S - WHAT DO YOU THINK? SURVEY

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117

TARGET CONSUMER INTERVIEWS India, Aged 10

1. What are your favourite colours? Green, purple and yellow 2. Which shops do you regularly shop at? Claire's Accessories, Tiger, WH Smith, The Entertainer, BHS clothing 3. Do you own a smartphone or tablet? Yes 4. Which social media sites do you regularly use? None 5. Why do you like these social media sites? N/A 6. Do you play any games on your mobile phone or online? Yes my favourite is Minecraft and moshi monsters 7. Which magazines do you read? Shout and Look 8. Do you shop at Claire’s Accessories? Yes 9. What do you think of Claire’s Accessories? I love it! But I could be better in the shop.

Jodie, Aged 11 1. 2. 3. 4. 5. 6. 7. 8. 9.

What are your favourite colours? Pink Which shops do you regularly shop at? River Island, Topshop and Claire’s Do you own a smartphone or tablet? Yes, both Which social media sites do you regularly use? Instagram and Facebook Why do you like these social media sites? Sharing pictures and contacting friends Do you play any games on your mobile phone or online? No not really Which magazines do you read? Girl Talk Do you shop at Claire’s Accessories? Yes What do you think of Claire’s Accessories? I really like the products, I always

buy my hair stuff from there.

Daisy, Aged 11

1. What are your favourite colours? Purple 2. Which shops do you regularly shop at? Next, Urban outfitters, Stationary shops 3. Do you own a smartphone or tablet? Yes 4. Which social media sites do you regularly use? Instagram 5. Why do you like these social media sites? Sharing pictures with my friends 6. Do you play any games on your mobile phone or online? Yes I really like to play minecraft but I play lots of games. 7. Which magazines do you read? Pony magazine 8. Do you shop at Claire’s Accessories? No 9. What do you think of Claire’s Accessories? I don’t like it, its really boring.

Lucia, Aged 13

1. What are your favourite colours? Pink and Black 2. Which shops do you regularly shop at? Topshop and Urban outfitters 3. Do you own a smartphone or tablet? Both 4. Which social media sites do you regularly use? Instagram, Tumblr and Pinterest 5. Why do you like these social media sites? Sharing pictures and communicating with my friends. 6. Do you play any games on your mobile phone or online? I play games on my mobile phone mainly. 7. Which magazines do you read? Grazia and Look 8. Do you shop at Claire’s Accessories? Sometimes 9. What do you think of Claire’s Accessories? Its ok but quite expensive for what you get.

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store visits CLAIRE’S ACCESSORIES NOTTINGHAM

119

CLAIRE’S ACCESSORIES WOKING

120

URBAN OUFITTERS

121

&OTHER STORIES - LONDON

122

TOPSHOP

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INTERVIEW WITH SALES ASSISTANT 1. Do you think that the current logo and branding of Claire's works for their target consumer now their so digitally connected? I think the brand logo works for the target consumer because it is so recognisable. In my opinion the products and the branding work best when aimed at younger consumers as this is what it has become known for. I think the branding works less effectively when trying to target older customers partly because there are so many brands that are leading in that market for example Topshop or Urban Outfitters and when people think of Claire's they immediately think of a younger audience. 2. Do you think that the instore layout of the shop makes it easy for customers to find products? The store layout at first as a customer can seem quite overwhelming, the layout is logical once you know it (products targeted towards certain ages grouped together) however as a customer you are not aware of this so it can often seem confusing, many customers wouldn't even bother looking and would just ask someone as soon as they entered the store instead of spend time looking around. 3. Would you say that the shop is very cluttered with lots of different merchandise? I strongly believe this is the case, especially when a shop is messy often towards the end of the day or during sale times. I think there is too much merchandise on the walls and once you combine this with the gondolas and the ear piercing station it seems very cluttered. This issue is also more apparent in smaller stores, I am not aware of what the process is but it seems from visiting a number of stores that they still stock the same amount of product no matter how big/small the store is. I think customers would have a much more enjoyable shopping experience if there was less clutter. I have noticed that in european stores out side of England this seems to be the case and the stores have a much more open layout and less mess and clutter. 4. What one thing do you think the brand needs to work on either instore or via their online platforms? In many cases while I was working there the models in the promotional posters were often older than the targeted buyer, I think these advertisements would be more affective if they were targeted at the same age the products were, I think this is sometimes the case with online advertisements as well. 5. What products were most popular in the store? In my experience I would say multipack earrings from the earring tree ( I guess they seem like better value for money because there is more). Nail varnishes were the most popular add on at the till along with the small clip in flowers during the summer.

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6. As the target consumer for the brand has a focus on 10-14 year old girls do you think it would be better if the shop was more interactive and fun for these customers? and how do you think this could be done? Yes I think this would be beneficial as the majority of customers were young children with parents or within this age bracket. I think it would need to be something fun with no pressure that would benefit the customers. (we used to have someone who would stand by the door and have glitter spray and sparkly products). Another option could be to have a free loyalty card that was relatively simple and didn't cost the company too much, for example if you get one stamp per transaction and then get a certain percentage off your 5th transaction and then on your 10th stamp you get a higher percentage off. This may encourage more loyal customers but could also be fun for the kids if the card was targeted at them and not their parents. 7. From working in the store do you think customers would prefer a more closed off ear piercing station offering more privacy? This is very dependant on the customer but I definitely think this should be an option. Some children like to have their family and friends around to watch and it also helps encourage those who are with them watching to get their ears pierced as well. However I have had experience of customers who didn't want their ears pierced in front of the window and the whole store. Even a fold out screen or something to make those who are nervous feel more comfortable would have brought more customers. Piercing babies ears out in the open is often problematic as it can become loud and chaotic and often when the babies were very young other customers would comment around the store.

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WHAT DO YOU LIKE ABOUT SHOPPING SURVEY?

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INSTORE CUSTOMER OBSERVATION

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STORYBOARD OF FILM This is the storyboard that i made and then used to create the promotional film for Claireâ&#x20AC;&#x2122;s. It helped me plan out what order i needed all the images to appear in.

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VISUAL INSPIRATION The main aspect which influenced the visual design and layout for my report was the new visual identity that i created for Claire’s. As the new identity was focused on being fun, bright, expressive and playful this is what i wanted my report to visually reflect. I thought it was important for the visual design of the report to be cohesive with the visual identity of the brand. These images below are where i have taken inspiration for the design layout from. I wanted to use alot of bright colours, playful motifs and have a kind of 80’s feel to the visual look. It was really important for it to be relly colourful and creative which would keep the reader engaged throughout the report. I also took inspiration from ‘the rookie yearbook’ which is a publication which uses a sketchbook style with alot og bright colours and motifs. I used this as inspiration because i had found that it was very popular with generation z which are Claire’s target consumer. I wanted to design the report so that it would visually appealing to this group of consumers.

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CASE STUDIES Who? Urban Outfitters What? Known for being a fun, experimental and playful brand. How? It’s an American brand that originated in Philadelphia under the name ‘Free People’ and since then has developed into a unique brand offering ‘funky’ clothing and home ware items. The items sold are described as vintage, bohemian, retro, hipster, humorous and kitschy. The brand has a strong personality, focusing on creating relaxed in store environments and a ‘community’ which their customers are part of. They call this collection of people the ‘UO community’ which focuses on being sociable with customers and has a chatty informal tone in-store. (Urban Outfitters, 2014} They are known for being one of the “loudest and proudest personalities on the high street” (Walker, 2012) They mix art, music and fashion together to create unique in store environments that sing fun and encourage consumers to relax and enjoy shopping. “Buyers combine fashion forward own-brand pieces and off-the-wall streetwear labels with affordable designer diffusion ranges in a haven for early adopters.” (Walker, 2012) The brand makes no excuses for existing for the ‘cool kids’ and this is what attracts consumers – they want to be part of the cool crowd and that means shopping at Urban Outfitters.

Who? Burberry What? Changed consumer perceptions of the brand by becoming the leading brand for integrating digital into their ethos. How? Christopher Bailey the chief creative director at Burberry revitalized the brand by realising that the digital age was upon us and that meant for retailer they either could embrace it or be scared of it, With Burberry he decided to embrace it and was the first luxury brand to do this. Today, Burberry is singing a different tune. The once austere label is now a modern company that embraces the digital age. He realised that the digitalisation of the world has transformed everyone’s lives and he used this insight to create a new brand message. Burberry stores are now known for their digital influence – many describe it like walking into the Burberry website. The brand also embraced digital channels, creating an app, interactive website and interactive marketing campaigns. They also created a 3d fashion show which cemented them as a digitalized inoovative fashion brand.

Who? Toyota What? After a recall resulting in negative consumer perceptions of the brand they revitalized their brand image. How? Toyota is one of the top car brands from Japan. They have been one of the biggest automakers in the world. They have been producing automobile for the past 60 years. in year 2009 they have to announce to their stakeholders that they are calling a major call back on their new hybrid cars Toyota Prius. It is a fully hybrid electric medium build car that has good qualities as it is environmental friendly but it has a big problem. The problems are that the car brakes failed to work the accelerator pedals got stuck. This resulted in Toyota taking a huge hit in terms of their brand image. The brand decided to put into place a revitalization strategy and it seems to be working. Consumer confidence reports show Toyota to leading again. Design is playing a much bigger role, and its new tagline, “Let’s Go Places,” ties together the joy and adventure of physically going somewhere while infusing innovation with an optimistic outlook, crystallizing the brand’s direction. Toyota’s engagement with customers also continues to pay off. The brand’s speedy recovery is a testament to its resilience, leadership position, and the enduring appeal of its offer. (Interbrand 2014)

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Who? Harrods Toy Kingdom What? Created a multi-sensory department that changed the toy retailing environment making it magical and fun again. How? Harrods created a 26,000-square-foot multi-sensory department with an enchanted forest, intergalactic science lab, curious sweet emporium and toy ‘grand canyon’. The aim was to bring the magic, fun and excitement back into the purchasing of toys. Use of lighting and atmospheric music mark the transition from one area to the next. The oompah soundtrack of the Big Top leads to the twinkling fairy noises, dappled light and birdsong of the Enchanted Forest before the hooting of trains and zip of Scalextric cars in Wonderland and sci-fi bleeps of the Odyssey gadget zone make way for swashbuckling pirate cries or the whoosh of magic wands in the Reading Room. It has had excellent reviews which say it has kept the prestige of Harrods while creating a atmospheric world for children to enjoy.

Who? National Geographic What? A great example of a powerful brand that is moving with the times and transforming itself in the digital age. How? Under the helm of CEO John Fahey, rather than die a natural print death with revenues declining, NGS embarked on a restructure, breaking down of silos, and made large bets on various forms of digital media including internet, movies, TV and cable programming including striking a $100M deal with Fox. Fahey also appointed Amy Maniatis, the Society’s first CMO since the organization was founded 126 years ago. Maniatis has been integral in successfully harnessing the power of social media – driving over 20,646,799 Facebook Fans, and 4,091,738 Instagram followers to widen National Geographic’s reach and engagement through its stunning photography, amazing stories and rich video content. (Buchner, 2014)

Who? Domino’s Pizza What? They had fallen to last amongst the national pizza chains and people said their pizza’s tasted like cardboard. So Dominos focussed on admitting that it wasn’t good enough and offered customers a promise to change it. How? Dominos took an open and honest approach to the marketplace that resonated. Dominos revamped its digital presence with Domino’s Australia estimated to now take over 50% of all orders now through digital means, including online and via mobile phone apps. Dominos appointed Splunk to manage its ecommerce service and deliver actionable data insights on stores, coupons, and other real time activity to further drive sales. Also, only Domino’s has pizza tracker, so that customers can track where their pizza order is. (Butchner, 2014)

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consent forms

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DECLARATION FORM

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ETHICal checklist

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tutorial record sheets

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critical path This diagram shows how i planned my time out when for this project.

March 1st - 16th Planning and Secondary Research

March 17th - 31st Focus on Primary Research

April 1st - 13th Write up Rearch so far

April 14th - 30th Work of Visual Outcomes and Writing up Implementation section

May 1st - 18th Focus on Indesign layout and Printing options for report

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