Primark Development Plan

Skye Richardson Fashion Marketing RIC14413118 11th May 2018

An Innovative Strategic Marketing Plan For Primark To Retain Market Share In An Overcrowded And Digitally Advancing Retail Market.

Skye Richardson

BA (Hons) Fashion Marketing RIC14413118 11th May 2018 Word Count: 9,887

ACKNOWLEDGMENTS I would like to thank The London College of Fashion for giving me the opportunity to study on the Fashion Marketing BA Hons course for the past 4 years.

I would like to thank my teachers, particurlarly my tutor, Karen Manville for providing guidence and Rob Stevens for giving me digital support for this project.

I would like to also thank the participants who took their time to participate in my Primary Research conducted for this report.

PROJECT SUMMARY This strategic marketing development plan purposes an innovative mobile application for Primark to implement into their Brick and Mortar stores.

This digital integrated retail concept will enable the brand to remain competitive in an over saturated and technology advancing market, without the use of an e-commerce website. The mobile application will include state-of-the-art technology, featuring in-store GPS mapping and a mobile checkout option.

The ‘Primark app’ will improve the customers shopping experience by providing a personalised and seamless in-store process. It will introduce ‘a new way to shop’ by emulating the online shopping experience in an offline, instore environment. The application will launch into Primark’s UK market, with the potential to expand the strategy worldwide.

Primark’s internal environment is analysed through the brands existing marketing plan. Identifying its current products, price, place and promotion, including online and offline. In addition, this section explores the brands competitive advantage by looking at Primark’s strengths, weaknesses, challenges and opportunities; to future proof Primark’s long-term success.

The external market has been analysed to identify key demand drivers from Primark’s consumers. Secondary and Primary research has been carried out, including a focus group, a questionnaire and an interview with a visual merchandiser from Primark’s London flagship store. The findings are analysed in the plan, in order to gain a higher insight into how the Primark customer perceives the current shopping experience and key shopping behaviours.

Primark’s target market has increasingly high expectations from retail brand’s, including personalisation to meet individual needs, improved online experience and demand for independent shopping. Primark have strong competitive rivalry. This section highlights the strong digital shopping trends in the fashion retail market, with forecasts of future demands showing online sales are continuing to grow and e-commerce brands attaining market share. Pure players are found to pose the highest threat to Primark as they tap into the brands USP, of low price points and fast fashion.

The report identifies Primark’s future competitive position. The mobile application is a ‘Market Penetration’ strategy; targeting Primark’s existing core consumer market; millennials and generation X. The strategy section of the report evaluates how the development plan will allow Primark to become a leader of in-store technology in the retail fashion market. This will ensure Primark can continue to retain and attract its target market. Primark will partner with a leading technology retail experience company; Aisle411 to create the application. In addition, the plan Includes justification of artefacts, demonstrating each stage of the mobile application and how the plan will meet identified consumer needs and wants; providing a personalised shopping experience. Costings are given for the overall implementation of the development plan, including risks, sensitivity and opportunities.

CONTENTS RATIONALE

6-7

INTERNAL ANALYSIS Brand Onion Market Segment Current Marketing Strategy Promotion Core Products Place Process Price Physical Evidence People SWOT Analysis

8 9 10 9-14 11 12 12 13 13 13 13 14

EXTERNAL ANALYSIS Market Size and Growth Demand Drivers Porters Five Forces Competitor Analysis Pest

15-21 16 17-18 19 20 21

STRATEGY SUMMARY 22-30 Strategic Development Plan 23 Primark’s Future Competitive Position 24 Location 25 Target Market 26 Promotion 27 Store Display 28 Launch Event 29 Logistics 30 ATEFACT DEVELOPMENT Primark App Home Page App Features

31-40 32 33-40

COSTINGS

41-42

RISK AND OPPORTUNITIES Suns and Clouds Matrix

43 44

CONCLUSION

45-46

REFERENCES Text Refernces Figure References

47-51 48-49 50-51

APPENDICES

52-68

SECTION 1 RATIONALE

6

RATIONALE FOR THE DEVELOPMENT CONCEPT

AIMS AND OBJECTIVES

FASHION BUSINESS & TARGET MARKET Primark is part of the clothing and accessories market. The company was founded in June 1969, in the Republic of Ireland where it continues to trade as ‘Penney’s’ and is a subsidiary brand belonging to Associated British Foods plc. The brand is best known for selling fast, disposable fashion items, with the mission to ‘’Offer customers quality, up to date minute designs at value for money prices.’’

Primark solely operates through brick and mortar stores, in 350 locations, over 11 countries. Their largest market is in the United Kingdom.

As part of the development plan an innovative mobile application will be launched into Primark’s flagship store in London, Oxford Street, with the potential to expand worldwide in the future if objectives are successfully met.

The strategic development plan proposed will target Primark’s two core consumers; Millennials and Generation X. These market segments currently hold the most financial opportunities for the brand.

With millennials spending 69% and Generation X spending 63% of their digital time on their smartphones, the ‘Primark app’ aims to increase their reach and engagement with their target market. Additionally, the application will enable Primark to meet increased demands from consumers. by offering a seamless omni-channel purchasing experience for the customer. This will aim to enhance Primark’s brick & mortar stores to perfectly fit with the target markets new shopping habits. Overall, the development plan will allow Primark to attract and retain customers; increasing revenues and market share for the brand.

SMART OBJECTIVES SHORT TERM OBJECTIVES To generate 200M impressions on social media and 400K worth of press attention within a week of the app and self-service check outs launching.

Obtain 10,000 downloads of the app within 2 weeks of launching.

Attain a 20% increase in sales in Primark’s London flagship within 6 months of launching the app.

VALUE PROPOSITION The ‘Primark app’ introduces an innovative store concept in order to provide a personalised and convenient in-store shopping experience at every stage. Features of the app are specifically targeted to meet customer demands of Primark’s target market. It will introduce ‘a new way to shop’ by emulating the online shopping experience in an instore environment. Customers will be able to scan products, map items and pay all on one unified platform.

Figure 1-Image of Primark’s store display (Authors Own, 2018)

LONG TERM OBJECTIVES Gain a 50% increase in customer engagement with the brand through all digital channels (including the app); increasing followers on social media by 50% in the next 2 years. This will be achieved by continuingly promoting the new development plan across all digital platforms and in-store.

To maintain and increase the high footfall the brand by has been experiencing by a 30% in the first 2 years of launching. Showing an increase in loyalty in order to remain competitive as a brick and mortar retail brand.

Provide a more efficient shopping experiencing by reducing time spent in-store by 40%. This will be achieved through decreasing wait times at checkouts and time spent trying to locate desired items.

Collect a 70% increase of customer information within 1 year of lauching the application. This will be provided when the customers create an account through the app and shopping habits are collected from the target audience.

7

SECTION 2 INTERNAL ANALYSIS

8

INTERNAL MARKET ANALYSIS

BRAND ONION The brand onion tool allows marketers to analyse the overall positioning of Primark.

The tool shows Primark’s key identity and how the brand is viewed by its target market; highlighting how the brand differentiates itself from competitors.

This aids the brand to develop existing strategies which clearly reflect its essence, values and personality.

Figure 2-Brand Onion (Authors Own, 2018)

9

INTERNAL MARKET ANALYSIS 10

CURRENT MARKETING STRATEGY MARKET SEGMENT

MILLENNIALS

YOUNG PROFESSIONALS

Primark’s large product offering means it attracts a broad consumer base. The company is positioned to target a fashion forward and price conscious consumer.

Primark state that the brand is

‘‘Adored by fashion fans and value seekers alike. The brand is widely established as the destination store for keeping up with the latest looks without breaking the bank’’ -(Primark, 2018).

Primark’s main core consumer are millennials, particularly females aged between 16-24.

Global Data’s consumer survey confirms that in 2017 over half of this consumer group have shopped for fast fashion in the UK (Lempriere, 2017). The brand also target females aged between 35-50; belonging to Generation X. This generation hold a large amount of financial opportunity for Primark as they not only buy for themselves, but also purchase products for their children and partners.

Additionally, across all of Primark’s stores more space allocation is given to women’s products. Mintel estimates that menswear only accounts for 32.1% of space in the brands stores (Goody, 2017).

SEGMENT

POSITIONING

Millennials Generation X

Fast fashion at low price points

This segment has very little disposable income but still want to keep up to date with fashion trends. They shop at low price retailers that offer affordable fashionable items. They are financially strapped due to high living costs and student fees. They are digitally connected and purchase decision is highly influenced through social media.

TOURISTS

This segment receives a reasonably low income, as they have just stared working. They still can not spend high amounts of disposable income on clothing. They are likely to buy less from Primark than the students segment, purchasing only essential items, such as basic tops.

These individuals can now afford to buy accessories, such as shoes and bags from retailers offering added value, such as quality.

MOTHERS

TARGET GROUP

Fashion conscious individuals that don’t have a high disposable income

Primark has become a shopping destination, particularly London flagship store as it’s situated in a prime location for tourists. This market segment buys the highest amount of licenced merchandise, such as Harry Potter products and London merchandise.

Generation X fall under this category as mother’s shop for all members of the family. Primark offer a wide selection of kids wear and homeware at low prices. Family’s that receive a low-income budget what they spend on clothing and accessories. As living costs increase, more families are cautious of spending on luxuries.

INTERNAL MARKET ANALYSIS

CURRENT MARKETING STRATEGY Figure 3- Mood Board for Primark’s promotion (Authors Own,

PROMOTION In order for Primark to sustain it low pricing strategy and profit margins the brand do very little traditional advertising, such as celebrity fashion campaigns on TV. The brand predominantly use social media platforms to build strong relationships with existing and potential customers (Sills, 2017).

Primark have a very engaged following across all social channels; with over 11 million followers (Associated British Foods plc 2017). The brand post daily product offerings on Facebook, Instagram and snapchat, with a mix of engaging content, from press events to user-generated photos.

The brands globally used online platform and user-generated marketing strategy, ‘Primania’ has been very successful in creating a strong relationship with their target consumer. ‘Primania’ invites customers from all over the world to post photos, rate, share and browse other customers outfits. The platform is described a ‘fashion playground’ and is primarily customer led. The website currently has 15908 looks posted on the ‘Primania’ page. The brand encourage consumers to post on social media with the hashtag #Primania in order to create a ‘fashion hub’ for consumers and bring more awareness and interest to the brand online (Primark, 2018).

Primark work with a large number of influencers to co-create exclusive content for their digital channels. The brand is well known for their influencer ‘Primark hauls’, with UK fashion blogger ‘Zoella’ recieving 4M views on a Primark haul in 2017. The brand also post ‘how to’ tutorials for key product ranges around big events, such as music festivals (Primark, 2018).

Additionally, Primark post live video across their Omni-channel, including Facebook, Instagram and snapchat. In 2017 Primark invited its customers to its press day for the new winter collection by offering an immersive 360-degree video experience of the event. The video was styled in a vlogging haul format by well-known influencers in order to fit with its usergenerated strategy.

‘’In a digital world, people no longer go into a

shop, see something and decide to buy it. It is much more about buying into a lifestyle.

-John Bason, finance director of Primark (Butler, 2014).

”

11

INTERNAL MARKET ANALYSIS 12

CURRENT MARKETING STRATEGY CORE PRODUCTS AND SERVICES Primark offer a diverse range of products, including baby, kids wear, womenswear, menswear, home ware, accessories, beauty products and confectionery.

The brand have a key focus on providing fashionable and on-trend items.

Primark successfully develop their product ranges, with primary research showing that 80% of consumers are attracted to shop at Primark due to its fashionable product offering (See appendix F). The brand continues to incorporate key target market trends, such as unicorns and flamingo styles.

Additionally, Primark frequently launch limited-edition licensed products, such as Disney and Harry Potter merchandise. According to Primark’s 2017 Annual Report these product lines are performing particularly well, with customers responding positively to competitive pricing (Associated British Foods plc (2017).

The brand appeals to a broad demographic profile, therefore it is vital Primark respond effectively to the changing demands of its customers (Dover, 2018). In order to become more ethically transparent, Primark launched its first sustainable cotton products in 2017. This includes sixteen different women’s pyjama lines, purchased directly from female farmers participating in its Sustainable Cotton Programme (Primark, 2018).

In Primark’s London flagship store they introduced ‘Custom Tees’ in 2018.

This is a workshop area where customers now having the option to design their own t-shirt with digital screens.

Additionally, the brand have begun to incorporate the ‘Insomnia’ food and drink cafe’s into its larger stores. Mintel’s consumer research highlights increased demand for fashion retailers to offer additional store services, with 32% of shoppers interested in retailers having food and drink venues in their stores.

PLACE Primark operates in 350 stores worldwide, with stores in the UK, Republic of Ireland, Spain, Portugal, Germany, the Netherlands, Belgium, Austria, France , Italy, and the US (Hendriksz, 2016). Stores are mainly located in city centres which have high footfall. Overall, Primark’s network of stores accounts for 13 million sq. ft. of selling space. The brand does not own any factories, therefore the brand sources from 1071 suppliers across 31 countries (Primark, 2018). It also has concessions in across three Selfridges in the UK. Primark currently only sell its products through its physical stores. Due to its low profit margins and the costs of e-commerce the brand do not have a transactional website. Primark’s website is used to inspire and allow consumers to keep up to date with the latest product ranges, campaigns, create outfits, read style advice from bloggers and upload outfits to ‘Primania’.

The brand partnered with Asos in 2013, selling a limited selection of products, however the contract was terminated due to low profits.

John Bason, finance chief of parent company Associated British foods explained that it is not practicable for the brand to introduce e-commerce, with one third of clothes bought online being returned and the costs of e-commerce being high for the brands low price points (Abersteen, 2017).

INTERNAL MARKET ANALYSIS

CURRENT MARKETING STRATEGY PROCESS Customers can only purchase items in Primark’s brick and Mortar stores at staff assisted checkouts. Customers receive paper receipts and can return products to stores within 28 days of purchase.

PEOPLE Primark employs 73,000 people (Associated British Foods plc 2017).

It’s buying and merchandising teams travel internationally to source and buy garments that best reflect each season’s key fashion trends

PRICE

PHYSICAL EVIDENCE

As a fast fashion brand, Primark’s mission is to sell clothing at low price points. The company buy clothing in bulk in order to benefit from economies of scale. The brand place high importance on competing on price with competitors. Primary research has found that 92% of Primark’s consumers are attracting to shop at Primark due to low price points (See appendix F).

Primark have a distinctive in-store design with high ceilings, brick walls and blue LED lights. The brand keeps packaging as simple as possible with paper bags, plastic hangers, and inexpensive price tags.

Technology in-stores encourage consumers to interact with the brand on social media platforms with free in-store Wi-Fi, user generated images and videos on large digital screens. In addition, in-store signs invite consumers to share their outfits on their ‘Primania’ platform (See figure 4).

Figure 4-Primark store physical evidence (Authors Own, 2018)

13

INTERNAL MARKET ANALYSIS 14

SWOT ANALYSIS STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Successful in its expansion in Europe and USA, growing by 140,000 sqm. Customer acquisition has contributed to Primark generating a 7-billionpound turnover in 2017; a 19 % increase compared to 2016 (Geoghegan, 2017).

Primark struggles to control its 1071 suppliers globally. Products are produced alongside items for other well-known brands which could mean fabrics and styles are similar to competitors (Primark, 2018).

In order to remain competitive and offer differentiation to the brand, Primark can look to providing technology advancements in-store. Research conducted shows that 59% of Primark’s customers would be interested in using technology to provide a improved shopping experience (see appendix F).

The lack of digital innovation in-store is currently not affecting sales, this is partly due to their continuing expansion of their global footprint.

However, as more retailers begin to introduce innovative technologies Primark could lose market share (see appendix B and C).

Are becoming a more ethical brand through working directly with suppliers, for example, NGOs and other organizations have improved ethical and environmental standards across the company. The brand is now a member of the Sustainable Apparel Coalition and are a founding member of the ACT initiative on wages (Primark, 2018).

Primark like-for-like sales have declined by 1% for the 24 weeks ending 3 March 2018 (Mintel 2018a). According to Mintel, the number of people shopping at Primark in the UK has dropped by 7 percent, from 36% in 2016 to 29% in 2017 (Sender, 2018a).

Primark don’t have a transactional website, therefore rely solely on its Brick and Mortar stores. Consumers are increasingly choosing to buy apparel online, with 44% of Primark’s consumers preferring to shop online (see appendix F). Therefore, this reduces accessibility and convenience of the brands products (Sender 2017a).

Meets its mission to provide affordable and fashionable items. This is supported by research conducted showing 80% of consumers are attracted to shop at Primark due to low prices (see appendix F).

Primark have a bad reputation for not meeting sustainable standards. They have received numerous negative press over their supply chain and customers perceive Primark’s ethical standards as low (See appendix E).

Mobile shopping is continuing to grow. Research

by Mintel shows that 32% of online shoppers used a smartphone to buy fashion products in the last 12 months. (Sender, 2017a). Therefore, Primark could create an app which connects their digital platforms to their brick and mortar stores. In turn, making a trip into Primark store more inviting than simply shopping online (Drodge, 2017).

PS Beauty range has become extremely popular since it launched three years ago. In a crowded market, Primark offers a varied product offering with affordable prices. This is supported by research conducted showing 92% of consumers are attracted to show at Primark due to product range (see appendix F). It now includes more than a 1,000 items and is one of Primark’s fastest growing categories (Primark, 2018).

The importance of in-store environment for brick and mortar stores is increasing. Primary research indicates that in-store experience is the lowest factor currently attracting consumers to shop at Primark (see appendix F). Stores can often be overwhelming due to the large product selection (See appendix G).

Research conducted shows that 77% of Primark’s consumers would be interested in knowing what products are in stock before entering the store (see appendix F) Therefore, Primark could introduce stock level information.

The clothing market is becoming more competitive as online pure players continue to grow and consumers preferences for convenience and idenpendent shopping increase.

Social media channels and the ‘Primania’ marketing strategy allows the brand to post engaging content to a large reach of its target market. The brand has a very active following on its digital platforms, with 11 million followers across its social media. With nearly half of these being on Instagram (5.5million followers).

Customer service is not rated highly and consumers often have poor customer experiences in-store. (see appendix E) Additionally, the brand is lacking in-store technology to assist customers in purchase decisions. Primary research shows that customers are least attracted to shop at Primark for its customer service (see appendix F).

According to Merchant Warehouse 75% of consumers have ‘webroomed’, meaning they will look online at products before entering a store, this is particularly common in millennials and generation X. Therefore, Primark can use this to their advantage by having brick and mortar stores, along with an engaging digital website (Stilson, 2017).

Inflation and import prices are forecasted to continue to increase, this could pose a threat for Primark as they compete on price point with competitors operating solely online with lower overheads.

The trial with ASOS demonstrated the brand will struggle to obtain profit margins due to high costs if a transcational website was introduced.

Figure 5-SWOT Analysis table(Authors Own, 2018)

SECTION 3 EXTERNAL ANALYSIS

15

MARKET SIZE

The clothing retail market is worth £57.7 billion in the UK. Primark holds a 6.9% share of the clothing market by value, compared with Next at 7.1%. Marks & Spencer remains the UK’s biggest clothing retailer with an 8.1% share (Butler, 2017).

H&M , 2 Next UK, 7.1

Asda, 2.7

Debenhams , 2.9

Marks & Spencer , 8.1

TK Maxx , 3.3

Arcadia Group, 3.5

Primark, 5.2 Sports Direct , 4

Figure 6-Pie chart to show market size for the UK (Sender, 2017b) 80,000

70,000

MARKET GROWTH

60,000

Spending on clothing grew by 3.1% in 2017 to reach £57.7 billion. Mintel estimates these figures will increase as more people continue to buy clothes. Mintel estimates that the clothing market will grow by 19% over the next five years to reach £69 billion by 2022 (Sender, 2017b).

50,000

40,000

30,000

20,000

10,000

0

2012

2013

2014

2015

2016

2017

YEAR 16

New Look , 2.1

JD Sports Fashion Plc Ð Retail, 2.9

TOTAL £

EXTERNAL MARKET ANALYSIS

MARKET SIZE & MARKET GROWTH

2018 (fore)

2019 (fore)

2020 (fore)

2021 (fore)

Figure 7-Clothing retail growth (Sender, 2017b)

2022 (fore)

EXTERNAL MARKET ANALYSIS

DEMAND DRIVERS ONLINE SPENDING

Online sales continue to increase on a global scale.

Clothing, footwear and accessories expanded by 17.3% to reach £13.9 billion in 2017. Consequently, online sales currently account for 24% of all spending in the clothing retail market; driven by the growth of m-commerce. Young women are once again driving growth in the clothing market and there has been an increase in the proportion of females aged 16-24 buying clothes to 98% (Perky, 2017). Primark’s main target consumers are the two main segments to opt to shop online. With 67% of Millennials and 49% of generation X being far more likely to agree that they prefer to shop online rather than in store (Sender, 2017b).

The use of shopping on mobile devices to shop online is also growing, 48% if Primark’s main consumers have bought clothing from their smartphones. Browsing and purchasing via a mobile device is driving online sales with the majority of consumers having a connected device with them at all times (Sender, 2017).

Primary and secondary research has found that the main reason consumers shop online is due to convenience. Therefore, consumers would be more willing to shop in brick and mortar stores if they could shop more efficiently in less time (Appendix E).

Consequently, in order to continue to attract consumers into stores retailers should introduce tools into the shopping experience to allow a quicker process (Apparel, 2017).

PERSONALISATION

SOCIAL MEDIA

Kristin MacMillan, president of Imprint Plus states that today’s consumers are demanding a more personalised experience when shopping and retailers need to blend technology and service to meet these needs (Cison, 2017).

As social media continues to grow the influence it has on consumer purchase decision increases. Retail dive found that 72% of consumers they have made fashion, beauty or style-related purchases after seeing something on Instagram, with the most-purchased categories being clothing, makeup, shoes and jewellery (Salpini, 2018). In addition, primary research shows that 90% of Primark consumers are ‘very likely’ or ‘likely’ to purchase a product after seeing it on social media (See appendix F).

Consumer expectations are rapidly increasing, they want to see customised promotions and product suggestions that reflect their previous purchases (Caldwell, 2017). Primary research shows that Primark’s customers would be more inclined to shop at brands that offer personalisation when shopping. A primark customers states-‘’I think a personalised experience at a brand is really important, I like it when they know what you’ve bought before and what you like to buy’’ (See appendix E).

Research shows 39% of consumers would be happy to allow brands to access their personal data from intelligent devices in exchange for a more improved and memorable shopping experience in-store (Accenture, 2018). Additionally, customers would be interested in using in-store technology to locate products and offer a more personalised experience (see appendix E and F).

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EXTERNAL MARKET ANALYSIS 18

DEMAND DRIVERS INDEPENDENT SHOPPING

IN-STORE EXPERIENCE

ETHICAL AWARENESS

Research has shown that 52% of millennials prefer not to interact with store staff, but gain more information from digital platforms in order to have privacy and independence whilst shopping (Cotton, 2018). Mintel reports that consumers are happy with technology replacing human interaction if it makes the shopping experience more efficient and enjoyable (Sender, 2017a).

IBM’s retail report concludes modern retail involves integrating technology into both the consumer’s online and digital shopping experience - “Consumers are demanding the excitement and personal engagement they get online when they shop in-stores.” (IMB, 2017). With 68 percent of consumers demanding an integrated and seamless experience, enabling them to easily transition between digital platforms to a physical store environment (Perks, 2017).

Mintel reports that consumers are demanding retailers to be more transparent in their supply chains. Sustainable fashion is found to be particularly important for female Millennials, with almost half (48%) showing interest in more environmentally friendly clothing. Along with 34% of Generation X wanting supply chain information to be more accessible (Goody, 2017). Primary research also shows ethical standards has an effect on some of Primark’s target market as they would rather shop at sustainable brands (See appendix D).

Consumers are demanding brands to focus on customer service through technology in order to aid them in the navigation of products and long wait times.

Up to 41% of UK consumers will reconsider purchasing from a retailer if their wait times are too long and 86% of consumers said they would avoid brands entirly if queues are too long (Hendriksz, 2015).

Consequently, brands should look to using technology to play a role in streamlining the process of merchadise selection and check out (Cison, 2017).

Consumers are wanting to see stock levels of products before entering stores, with 81% of consumers rating high importance on checking in-store availability before. Along with 79% of consumers now considering it important for a retailer to provide real-time specific inventory levels, such as ‘’2 left in stock’’. 77% of Primark’s consumers would like to have access to stock levels before and whilst shopping in-store (see appendix E). Additionally, consumers consider this capability important enough that it would influence their shopping choices in terms of which store to shop at (Stelzer, 2017).

47% of consumers agree that they are more likely to buy from brands with stores that are different or interesting, this increases to a 65% for millennials (Cotton, 2018). Customer experience is now one of the greatest loyalty drivers for clothing retailers in the UK (Caldwell, 2017). Furthermore, Generation X and Millennials are as familiar with technology and would be interested in using technology in order to make the shopping experience more enjoyable (Caldwell, 2017). This is supported from primary research showing 59% of consumers saying they would use instore technology in order to make Primark’s shopping experience with more enjoyable (See appendix E).

Cas Paton, MD of Onbuy.com, states “Consumers want to see more of tech, both in-store and online, and it is vital to do so if you want to future-proof your business for the foreseeable future, and thrive – particularly in the retail sector.” -(Cotton, 2018).

FUTURE FORECASTS In the near future consumers will expect a complete unified omni-channel commerce and will insist more on efficiency in both online and brick and mortar stores. Brands will need to be more innovative in their shopping experiences in order to remain relevant to consumers willing to embrace augmented reality, independent shopping, mobile technology and use of personal data.

OnBuy found that 54% of consumers see themselves using mobiles more in the future to make the in-store experiences better and more meaningful (Cotton, 2018). With forecasts showing that mobile shopping is set to overtake in-store shopping within the next five years (Cotton, 2018).

EXTERNAL MARKET ANALYSIS

COMPETITIVE INTENSITY PORTER’S FIVE FORCES Threat Of New Entry

Barriers to entry are low for clothing retail. However, Primark have an established brand that is recognised globally, therefore it would take time for a new brand to compete with Primark on the same international scale. Barriers include investment of capital, economies of scale, rapid distribution and location.

More retailers are suffering as they face increasing competition from newer brands and retailers in the market. The clothing market is seeing newer and emerging brands enter the market who have very similar USP’s; enabling them to steal customers and market share (Gonzalez-Rodriguez, 2017). Pure players have made fast fashion even faster and offer prices just as competitive due to lower start-up costs.

Competitive Rivalry Brands are investing more in technology to appeal to target markets demanding more digital aspects when shopping. The primary developers of fast fashion such as Topshop, Primark and New Look are struggling to compete with online only brands that have a main focus on technology and have taken advantage of the growing online retail market. As the sector becomes more crowded, it is becoming increasingly difficult for retailers to retain and attract new customers (Sender, 2017b).

Supplier Power

Primark’s suppliers have little power over the company. The majority of Primark’s suppliers are located in third world countries and therefore receive only a minor fraction of the profits. The brand source their products from a vast number of different factories which can easily be replaced.

Threat Of Substitution

Costumers are becoming less brand loyal, Primark’s target market show a growing tendency to shop at five or more retailers on the high street and online (Perky, 2017). Moreover, Primark’s consumers have more accessibility to competitor brands as retailers have devolved both an e-commerce and offline retail presence.

In addition, 71% of young women aged 16-24 prefer to shop at retailers that sell frequently updated ranges.

Online-only retailers have tapped into this demand among young women by making fast fashion even faster and promoting on-trend products (Perky, 2017.

Buyer Power

Primark’s target market are very price sensitive. Cost is a particularly important factor among Millennials, consequently Primark’s core target market will easily switch between brands that offer fashion products at lower prices. Consumers who are financially strapped are able to compromise on quality. Therefore, fashion pure players who offer fast and affordable fashion, such as Boohoo, Misguided and PrettylittleThing have been rapidly taking over market share (Goody, 2017).

The cost of changing to a different retail brand is low for consumers. As shopping becomes more accessible than ever before, consumers can buy fashion products at any time; shopping however, wherever, and whenever they want. Therefore, brands must continue to create value for consumers by adapting to demands.

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EXTERNAL MARKET ANALYSIS 20

COMPETITOR ANALYSIS Online-only retailers have increased their share of the clothing market to 9.1% in 2017, up from 7.6% the previous year. Mintel predicts that pure plays account for 38% of the online market, with ASOS and Amazon increasing market share by 0.5 percentage points each in 2017 (Sender, 2017b). Primark’s main online competitors are Prettylittething, Boohoo and Missguided who have similar USP’s; targeting fashion-conscious women who demand low prices. These brands are gaining sales from traditional high street retailers as they target Millennials; mainly through social media (Wood, 2018).

Research shows that brands that now incorporate more digital innovations into their shopping experience are more successful than brands that have not digitally developed their marketing strategies, for example the high street brands New Look and River Island are struggling to maintain market share (see appendix A) (Perks, 2017). Additionally, high street retailers, such as H&M and Zara are still thriving in the clothing retail market as they continue to develop their online and offline strategies (See appendix A and B).

Mintel identifies that Supermarkets could be one of the reasons Primark has lost customers, particularly in the family segment, as consumers are craving more accessibility and convenience. Leading UK supermarkets, such as Sainsbury’s, are changing their retail strategies as they aim to expand their clothing offer and become a recognised value fashion destination. Mintel reports that supermarket chains have become one of the primary places to buy clothes (Perks, 2017).

Moreover, indirect competitors, such as Amazon and Sephora are launching new innovative shopping options, such as in-store self-checkout services (See appendix C). Giving the brands competitive advantage through offering a shopping experience that increasing meets customer demands (See page 18-19).

Figure 8-Primark’s current positioning map (Authors Own, 2018)

EXTERNAL MARKET ANALYSIS

EXTERNAL INFLUENCES POLITICAL

SOCIAL

Since the EU referendum in June 2016, the Pound Sterling has fallen by 16% against the US dollar and 10% against the euro; making imports to the UK more expensive (BBC Business, 2018). Primark’s margins fell from 11.7% in 2016 to 10% in 2017 (Perks, 2017). Import prices could continue to affect Primark as it adds pressure on low price points and profit margins. In turn, Kate Ormrod, senior analyst with GlobalData expects the price of Primark’s products to continue to increase (GonzalezRodriguez, 2017).

Employment laws are gloablly improving, therefore this adds pressure on Primark to have tighter controls over their supply chain. Many of Primark’s suppliers are located in developing countries, where higher wage laws are being implemented.

In turn, this will affect the company’s finances and profit margins. Nevertheless, this opens more opportunities for Primark to improve brand image by highlighting good employee relationships (GonzalezRodriguez, 2017).

Women spend a considerably more amount of money on clothing. They are twice as likely as men to say they spend their disposable incomes on clothes and accessories (Goody, 2017). Therefore, Primark should continue to prioritise their marketing strategy towards women.

Under 35’s cut their spending in 2017 by looking for the best deal. Due to a higher number of millennials in full-time education and the expenses to start a family, they have a strong tendency to ‘bargain hunt’.

Therefore, Primark should continue to compete on price and also create awareness of promotions.

P

ECONOMIC

Mintel’s latest financial confidence tracker shows that people are less confident about their finances over the coming year (Perks, 2017). A decline in incomes means the UK are more cautious about spending on fashion products. Comsumer spending was estimated to grow by only 3.1% in 2017 compared with 4.1% growth in the previous year. This could pose a threat for Primark as more of their target market begin to budget their finances. However, this could benefit Primark as consumers are more likely to shop at low priced retailers.

Consumer spending on clothing will grow by 3.1% in 2017 to reach £57.7 billion as people continue to buy clothes despite an uncertain economic environment (Sender, 2017b).

E

S

T

The UK’s population is showing a fall in women aged 45-54, this is projected to decline further by 6.6% in 2016 and 2021. Millennials aged between 15-24 years old is set to decline by 3.3% between 2016 and 2021. Therefore, this could imapct on volume of sales (Goody, 2017).

TECHNOLOGICAL

Millennial females between 16-24, who are core part of the brands customers base, are the most likely consumers to shop at online-only retailers. This could pose a threat for Primark as Millennials hold one of the most financial opportunities for the brand.

Consumers are enabled through technology to remain constantly connected and empowered to drive changes in consumer shopping behaviour. People’s lives have become consumed by technology; with the average person checking their phone 85 times a day, whilst Millennials check a staggering 150 times (Cotton, 2018).

Therefore, this could affect Primark as the brand doesn’t have a transactional website and lacks innovation.

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SECTION 4 STRATEGY SUMMARY

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STRATEGY SUMMARY

STRATEGIC DEVELOPMENT PLAN The purposed strategy will enable Primark to remain competitive in an over saturated and digitally advancing market without the use of a transactional website. The brand will implement an innovative mobile application to provide their customer with a seamless and enjoyable shopping experience in-store.

With the majority of clothing retail brands operating online and offline, the threat of substitution is high for Primark (See page 19). Although, the brand is yet to be greatly affected by not having a transactional website, this may not remain the case forever. Mintel estimates that it will pose a mid to long term threat for Primark (Sender, 2017b). With the estimated growth of online retailers and changing demands, it is vital Primark develop their marketing plan in order to retain and draw away customers from rival competitors.

Primark’s target market are extremely inclined to use their mobile devices as part of the shopping experience, with 90% of Millennials and 70% of Generation X using their smartphones in-store (Ismail, 2017). In 2014 alone the use of retail apps saw an increase of 174% (Northe, 2017). Retail apps now combine innovative features, such as ease of purchase through transactional m-commerce, tracking, promotions and in-store navigation (see appendix B and C). Therefore, by Primark introducing an app it will drive engagement and sales as consumers seek complete independency and convenience whilst shopping (see page 17-18).

In-store experience has become one of the greatest loyalty drivers and attractions for Primark’s target market. Presently, only 2% of Primark’s consumers are attracted to shop at the store due to its in-store experience (See appendix F). Consumers have negative perceptions of Primark’s shopping experience, stating the store is ‘overwhelming’ and ‘chaotic’ (See appendix E). In addition, 59% of consumers are interested in using in-store technology in Primark stores to make shopping in-store more enjoyable (see appendix F).

The new mobile application will introduce innovative m-commerce and in-store navigation features, aiding Primark to bring excitement back into its brick and mortar stores.

With reference to the Ansoff matrix (Ansoff, 1965) the proposed Primark app will be a ‘Market Penetration’ strategy; targeting Primark’s existing target market. The overall goal will be to maintain and increase the brands market share by becoming a market leader for in-store experience and re-shaping how consumers shop. This will secure Primark’s market dominance in the retail sector and drive out competitors.

‘‘Stores must provide an experience

– whether in terms of convenience, interaction or added incentive – as they fight to stand out in an increasingly competitive crowd. It is only going to get easier and faster to buy online – retailers need to get creative, and provide a reason for customers to step away from their screens and head into stores

’’

-Keely Stocker, Editor of Drapers (Stocker, 2018).

Figure 9-Ansoff Matrix for development strategy (Authors Own, 2018)

Primark’s main issue is the gap between its digital presence and its physical stores.

Figure 10-’Primark app’ Mock up (Authors Own, 2018)

The brand has a high following across social media and its ‘Primania’ platform, however 80% of Primark’s consumers do not use the brands website. Primark consumers have difficulty and struggle to then find products they have seen online, in-store. Research conducted shows that 33% of Primark consumers ‘rarely’ find a specific product they intended to purchase before shopping in Primark (See appendix F). This can leave the customer ‘frustrated’ and ‘disappointed’. Consequently, when customers have a bad experience of not finding what they intended to purchase, it leaves them reluctant to spend time finding products they have seen online again (See appendix E). Thus, the app will bridge the customer journey to remove friction across touch points and deliver a seamless customer experience between Primark’s digital presence and physical store.

According to the innovation diffusion model, the majority of Millennials are early adopters; 59% of Millennial consumers rapidly adopt new technologies. Whereas, Generation X are slightly slower at adopting new innovations, they are still comfortable with engaging in digital changes. Consequently, falling into the ‘early majority’ in the innovation theory (Deloitte, 2017). Therefore, Primark’s target market will be attracted to try a new integrated mobile application in-store and are likely to be excited to use a new innovation.

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PRIMARK’S FUTURE COMPETITIVE POSITION

STRATEGY SUMMARY

Perceptual Positioning Map

The mobile application will allow Primark to gain competitive advantage over competitors. The red star shows the re-positioning of where Primark will stand in the retail market in terms of technology and digital innovation after the Primark app is fully implemented into the brands strategy.

Figure 11- Positioning Map after the strategy is introduced (Authors Own, 2018)

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LOCATION

STRATEGY SUMMARY

The app will first be launched into Primark’s flagship in Oxford Street. If objectives for the mobile application are met then the brand will start to integrate the app into other main stores in the UK, including Manchester, Edinburgh, Newcastle and Birmingham.

Primark’s UK flagship has been selected due to its high footfall and size. The store is showcase for the brand and also attracts a high number of millennial tourists that can trial the app.

Figure 12-Primark store images (Authors Own, 2018)

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TARGET MARKET

STRATEGY SUMMARY

The below Pen Portraits show Primark’s two main consumer segments who contribute to the majority of the brands sales and hold the most opportunity for the brand.

-Demonstrating behaviours, attitudes and key traits.

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Millennial

Lauren is aged 21 and a full-time student studying at university. She has just moved out of home to student accommodation, living off her loan and part time job wages to cover her finances in London. After paying her rent and bills, she has little disposable income to spend on leisure activities and clothes. Lauren will spend an average of 2 hours on her phone per day looking at social media channels. She enjoys keeping at to fashionable trends and follows many brands and influencers to gain fashion inspiration. Instagram strongly influences her purchase decisions.

She places high value on the awareness of new social trends and has a strong desire to belong in society.

She buys clothes from affordable online and offline retailers.

However, she purchases a large amount of clothing online; increasingly through her mobile. This is due to accessibility and convenience. She has little patience or time to spend hours in physical shops searching for products. Moreover, she often finds large stores stressful and overwhelming. She shops at various brands in order to find the best value and has enough choice to avoid retailers that don’t give her exactly what she is searching for. She is adaptable to new technologies, especially if it means her shopping experience will be increased.

Generation X

Kim is a is 38-year-old, teaching assistant. Being a single parent she works hard to provide for her two sons, aged 10 and 13. She doesn’t have a high amount of disposal income after paying bills, general living costs and her children’s activities. Therefore, she’s not a high spender and can’t afford to buy luxury items.

She enjoys buying her family new clothes from Primark. Including fashion items and essential wear, such as shoes, socks and school uniform. Her sons both use social media and will ask her for particular items they have seen celebrities wearing or friends at school. She often finds it difficult to style outfits together and asks for friend’s advice.

She uses social media to share experiences with friends and often will browse through Facebook. She follows fashion trends and uses e-commerce to buy clothes due to convenience.

She prefers to shop in-store, trying on clothes before she pays for them.

However, she finds it time consuming to search for clothes in large stores, therefore she will often turn to online retailers to shop. She likes the online shopping process, where she can easily find clothes suitable for different occasions with brands helping to separate items into categories, such as ‘workwear’. She spends a lot of time on her phone and adapts to technology relatively quickly.

STRATEGY SUMMARY

PROMOTION Following from Primark’s current marketing strategy of not using traditional advertising methods, social media platforms will be the main tool used to promote the new mobile app. Primark’s CEO stated that Social media plays an important part in the way Primark’s target market live their lives and is an increasingly effective way of broadcasting the excitement of the brand to reach a high level of consumers’’ (Primark, 2018). Therefore, a social media campaign will have a high reach across its target market and create desire amoung followers (Hendriksz, 2016b).

SOCIAL MEDIA Instagram and Facebook will be the main touchpoints to promote the app.

These two platforms have Primark’s highest following, along with being the two core platforms for reaching the target market of Millennials and Generation X (Salpini, 2018).

To ensure the campaign is integrated on Primark’s Facebook, Twitter, Instagram, Pinterest and snapchat, the brand will encourage consumers and influencers to use the ‘#Primarkapp’ hashtag. This will be an effective way to gain exposure and retain attention after the app has launched.

The shoppable ‘swipe up’ feature on Instagram is becoming more popular as consumers can instantly purchase a product they have seen on an advertisement or influencer account (Chapman, 2017). Primark will add this feature to their page so consumers can use the ‘swipe up’ feature to directly find the desired product on the app (See figure 13).

INSTORE A eye catching main window display will introduce the app in store (See figure 15). The display clearly shows the app’s features and encourages consumers to download the app. The flagship store has a high footfall due to its Oxford Street location, therefore a bold window display will grab customers attention as they walk past.

Figure 13 -Primark Instagram mock-up to show new promotion (Authors Own, 2018)

For the first month a promotion incentive will be added to download the app. Once the consumer has downloaded and mapped their first item, they will be given a 20% food and drink voucher to use at the in-store Insomnia cafe.

Figure 14- Image of an influencer (Primark, 2018)

27

STRATEGY SUMMARY

STORE DISPLAY

28

Figure 15- Store display for the ‘Primark app’ (Primark, 2018)

LAUNCH EVENT

STRATEGY SUMMARY

The Primark app will be launched as part of an in-store event.

The launch event will invite press from leading fashion magazines, such as Glamour, along with 20 well-known social media influencers that Primark have previously worked with, such as Dolly Bow and Charlotte Hole. In addition, 3 selected consumers will be invited that will be chosen from a social media competition. This will create excitement and awareness over the app (See figure 16).

The invited influencers will be asked to post the event across all social media channels, including real time posts across Instagram, facebook and snapchat stories.

Video is a big part of Primark’s brand strategy. Therefore, similarly, to Primark’s succesful press day in 2017, the launch of the app will offer an immersive 360 video experience of the event. This will be streamed across social media channels and influencer pages in real time in order to create a buzz for the app.

The event will reflect Primark’s brand personality by being fun, vibrant and inclusive. It will include in-store milkshake makers, popcorn machines, clothes displayed on Instagrammable squares and goodie bags. There will be short and fun interviews with influencers of how they found the new store experience. In addition, a technology specialist from Aisle411 will give an inspirational interview of the future of retail and why the app was created.

The launch event will provide editorial marketing content for the app.

Videos of influencers and competition winners using the new shopping process will be compiled to create a user-generated video. The video clips will demonstrate how it works and its key features. This will become part of a marketing campaign to be used across digital platforms as well digital in-store screens. In turn, this will help to inform potential customers how to use the app and attract them to download it.

The event will also increase earnt media from editors and journalists. This is important as it will create higher awareness and hype around the new app and in turn more downloads from consumers.

Figure 16-Primark Instagram Mock-up for competition post (Authors Own, 2018)

29

LOGISTICS

STRATEGY SUMMARY

The app will be available to download from the apple store and will be accessible to Apple and android users. Existing in-store WIFI can be used by customers to receive real-time updates on product locations.

30

Primark will partner with Aisle411 in order to implement the mapping technology into store. They will work with Primark to digitise the flagship store.

Aisle411 specialises in creating in-door mapping, analytics and AR navigation technologies for individual brands, including working with Apple and Google.

HOW THE APP WORKS The main feature of Primark’s mobile application will be the ‘mapping’ tool; where the application will navigate the customer to the exact aisle of a specific product.

Presently, 10 visual merchandisers and managers have responsibility for selected areas of the flagship store. When the store receives deliveries, managers mark on an excel spreadsheet where products are placed in divided sections of the store (see appendix H). In order for the navigation technology to work, Aisle411 will introduce a new software to be integrated into the flagship store for employees to use. Visual merchandisers and managers will be responsible for entering exact product locations, through a simple digital in-store layout on iPad’s. When employees change product locations, the app will automatically update; ensuring products can be mapped seamlessly.

The app will allow Primark to offer a more personalised experience by accessibly analysing customers shopping behaviour. Artificial intelligence will show what the customer has mapped and what they have previously bought. Consequently, Primark can make recommendations about products that consumers would never think to search or find on their own. This will mimic online retailers that currently have have access to more intelligene about their consumers.

‘‘When consumers shop online, businesses know where those customers came from, what ads they clicked on, how long they spent on a page, and how much time it took them to make a purchase decision. Aisle411 wants to give that kind of power to in-person retailers and brands’’Asile411 (Aisle411, 2018)

ABOUT AISLE411 Aisle411 is a retail mapping leader- ‘‘Providing a new technology used

for creating 3D maps of indoor spaces with the ability to show a user’s precise location and orientation within centimeters of accuracy. ‘‘ (Aisle411, 2018).

AISLE411 MISSION: • Maximise customer engagement, optimise product placement and increase revenue.

• Reach the customer, in the right place with the right message at the right time •Increase your revenue by engaging guests experience, guide them to products or areas of interest and drive basket lift.

•Measure and monitor customer behaviour and optimise product placement based on store traffic with our data analytics.

SECTION 5 ARTEFACT DEVELOPMENT

31

ARTEFACT DEVELOPMENT

PRIMARK APP HOME PAGE

32

The Primark app allows customers to shop completely independently; from digitally searching for items, to the purchase point. The app aims to replicate the online experience in Primark’s brick and mortar store. It gives the customer the best of both worlds by incorporating the highest rated features that consumers like when shopping in-store, such as trying on items before purchase and not waiting for delivery. As well as giving the customer the highest rated features from shopping online, such as convenience and easily finding specific products (See appendix F).

A major customer demand that many retailers have tapped into is providing more information on stock levels (see appendix B). From conducting primary research, it was found that 76.5% of Primark’s target market said they would be interested to know which Primark products are in stock prior to entering and whilst shopping in-store (See appendix F). The app allows customers to know exactly what products are in store and in real time.

The app name is ‘Primark App’, in order for consumers to easily find it and download on the app store. The app aesthetics, including colours and design, are cohesive with Primark’s website design and social media channels by using ‘Primark blue’ and bright colours throughout. The app is simple and easy to use, allowing the customer to navigate their way through each feature stressfree. When the app is first downloaded, the customer will be given the option to watch a short engaging tutorial of how it should be used. Additionally, the ‘’i’ button can be found in the top right hand cornor on all the app features to give the customer added instructions if needed.

“More and more we are seeing millennials want to be in complete control of any and all of their shopping, and that includes payment. Long gone are the days where you needed to depend fully on a sales assistant to request new sizes” - Uri Minkoff, CEO at Rebecca Minkoff.

Figure 17 -Primark App First page mock-up (Authors Own, 2018)

APP FEATURES

ARTEFACT DEVELOPMENT

PRODUCT SEARCH The product search tool allows customers to browse all Primark products available in store.

Primary research found that 44% of Primark’s consumers prefer to shop online and 48% prefer both; offline and online. Consumers find online shopping to be less time consuming when trying to find desired sizes, colour and style. In addition, convenience was rated highly as being one of the main driving factors for shopping online; particularly if the consumer is trying to find a specific product (See appendix E and F).

Therefore, this search tool mimics the online shopping experience by allowing consumers to search by categories, such as ‘dresses’ or ‘occasion’. The ‘refine’ and ‘sort’ tools means the customer can find products in store that cater for their individual needs. After the product is selected the customer will then be able to simply map its location instore and add it to their digital bag for checkout.

Figure 18 -Primark App product search page mock up (Authors Own, 2018)

Figure 19-Primark App ‘Sort’ and ‘Refine’ tab mock ups (Authors Own, 2018)

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ARTEFACT DEVELOPMENT

APP FEATURE

34

SCAN Scan and Map allows customers to scan a QR or barcode. The application automatically opens the customers camera on their phone.

Customers believe the shopping experience would be improved if it meant decreasing the time spent in-store (see appendix E). This tool means customers can quickly locate products by scanning a barcode to find out if the product is available in their size and colour. Customers can also scan campaigns in-store and window displays to find full outfits to map. Therefore, a QR code will be introduced on all future campaigns (see figure 21).

The scan feature also gives customers the ability to scan as they shop, adding items to their digital shopping bag and paying with their personal mobile devices.

Figure 20 -Primark App scan and map mock up page (Authors Own, 2018) Figure 21-Store display campaign with QR scan code (Authors Own, 2018)

ARTEFACT DEVELOPMENT

APP FEATURE

SEARCH BY PRODUCT NAME Research conducted showed that participants are heavily influenced by social media when making purchase decisions.

With 53% of Primark’s customers being ‘very likely’ and 37% being ‘likely’ to purchase a product after seeing it on social media (See appendix E and F).

However, research conducted showed that when participants are looking for specific products they will turn to social media or use the ‘swipe up feature’ to directly purchase the item found on digital platforms. Therefore, Primark are currently losing market share with these customers who want a direct transaction.

Participants in primary research shared experiences of having difficulty finding Primark products that they had seen on influencer posts. When customers were unable to find the products in-store they were left with negative feelings towards Primark (See appendix E). Therefore, this feature gives the customer a more joined up experience with social media; allowing customers to enter the product name to easily find it in store.

Figure 22 -Primark App search by product name mock up page (Authors Own, 2018)

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ARTEFACT DEVELOPMENT

APP FEATURE

PRIMANIA HOTLIST Gives an update on new products and trends, including a ‘Primania’ section. This feature is similar to Primarks website with mini blog posts from stylists. Research found that 43% ‘strongly agree’ and 39% ‘agree’ that they find it difficult to style outfits for different occasions. Moreover, the majority of consumers would find it useful for Primark to give them outfit recommendations whilst shopping and 41% of consumers read style blogs to gain fashion advice (see appendix E and F). Therefore, Primark will collate user-generated images each week to show how customers have previously styled items. In addition, customers will be encouraged to share their own fashion photos on Primark’s website (see figure 23).

Figure 23 -Primark App Hotlist mock up page (Authors Own, 2018)

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ARTEFACT DEVELOPMENT

APP FEATURE

WISHLIST The wishlist feature is commonly found on online retailer websites; allowing customers to browse through products and then add items to their account profile. Customers can select their favourite items to map before entering the store. This means customers can plan ahead and personalise their shopping experience. In addition, notifications will pop up on the screen to give outfit recommendations. When a selected item has been posted on the ‘Primania’ platform the customer can see how others have styled it. Research shows that consumers prefer to receive user-generated recommendations, rather than recommendations solely from the brand (See appendix E). To support these findings secondary research identifies that 84% of consumers stated that user-generated content has a high influence on the products they purchase (Tapbuy, 2018).

Figure 24 -Primark App Wishlist mock up page (Authors Own, 2018)

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ARTEFACT DEVELOPMENT

APP FEATURE MAPPING Once the customer has selected the product they want to purchase, they can simply map the product in-store to its exact location. The blue arrow shows the customers location in store and the blue dotted line will lead them to the correct destination. The product will then be added to the customers digital shopping bag.

The customer will also receive push-notifications on how the product was made after they have finished ‘mapping’.

This feature will be added as consumers are demanding to shop at more ethical brands (see page 18). Currently, Primark is not perceived as being very ethical, therefore by providing the customer with more accessible information on Primark’s supply chain this will help to inform them about Primark’s NGO partnerships (See figure 24 and appendix E).

Figure 24 -Primark App environmental notifications (Authors Own, 2018) Figure 25 -Primark App mapping mock up page (Authors Own, 2018)

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ARTEFACT DEVELOPMENT

APP FEATURE ACCOUNT This page is where the app is personalised to the individual customer. Customers are demanding brands to have a clearer understanding of their personal habits and behaviours (See page 18-19).

Primary research also found that consumers prefer a personalised shopping experience and often become ‘annoyed’ when brands give them irrelevant promotions and shopping suggestions (see appendix E). Through the app, Primark will be able to introduce push notifications that cater for individual customers.

Along with Primark, the customer will also be able to keep tabs on their purchase history. Furthermore, Primark will introduce paperless receipts to reduce time spent at checkouts and become a more ethical brand (Northe, 2017).

Figure 26 -Primark App me mock up page (Authors Own, 2018)

‘’Cashless transactions represent the future, and brands that don’t evolve will suffer as customers go elsewhere in search of greater convenience’’- (Mintel, 2018a).

39

ARTEFACT DEVELOPMENT

APP FEATURE SHOPPING BAG AND CHECKOUT Similarly, to the online checkout process, once products have been mapped or directly added to the customers digital shopping bag, they can then proceed to pay for the items through the mobile application. Secondary research shows that Primark’s target market feel secure in making payments and managing their money on mobile devices. Consumers are embracing the use of digital checkouts and mobile payment apps; particularly if it enhances their shopping experience (Mintel, 2018b). Research conducted shows that long wait times and queues are one of the main reasons customers don’t enjoy shopping in Primark (See appendix E).

Shopify’s survey supports these findings, with 70% of participants stating the checkout experience is their biggest ‘pain point’ and a major reason that they have turned to online shopping (Northe, 2017). Overall, introducing mobile checkout for Primark will help the process become more convenient for the consumer; leading to increasing engagement and higher revenues (Mueller, 2017).

The digital checkout option will be similar to one introduced by Macy’s, a USA department store (see appendix C). Customers can scan products to purchase directly on their phones. The customer will then go to a special check counter near the store exit to get a bag and have any product tags removed (see figure 27).

Figure 26 -Primark App shopping bag page (Authors Own, 2018)

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Figure 27 -Primark mobile checkout out point mock up (Authors Own, 2018)

SECTION 6 COSTINGS

41

COSTINGS OF THE STRATEGIC DEVELOPMENT PLAN

COSTINGS

The overall costs of the development plan will be just under £900,000

CATEGORY

Figure 29 shows the breakdown of costs involved in implementing the development proposal. Figure 28 shows that the majority of the total cost will be spent in creating the software and installing it into the flagship store with Asile411. Promotion will only account to 4% of the total budget, including the launch event and campaign plan. Primark will save on budget with promotion as they will not promote the mobile app in external online or offline locations.

The launch event will be held in-store after closing hours at 6pm, therefore Primark dont have to spend further costs on an event venue.

COSTS (£)

Mobile App

815,800

Creating the app and software with Aisle411

800,000

Training of staff

5,000

IPad’s

2,000

Checkout

10,000

Installing check point in-store

8,000

Signs and Displays

2,000

Campaign

12,900

Campaign displays in-store and window displays

COSTS (£)

1,000

Press Release

200

Invitations

200

Competition

1,500

Influencer paid partnership posts

10,000

Launch Party 2%

95%

1%

4% 2%

Influencer invites

5,000

Filming equipment

4,000

Photographers

1,000

Set up

3,000

Staff, including waiters and security

2,500

Screens and Projectors

1,000

Displays

1,000

DJ

700

Food and Drinks Mobile app

Checkout

Campaign

Launch Event

Figure 28 -Pie chart showing costings for Primark’s Strategic development plan (Authors Own, 2018)

42

19,200

TOTALS Figure 29 -Primark strategic development plan costing breakdown spreadsheet (Authors Own, 2018)

2000 857,900

SECTION 7 RISK AND OPPORTUNITY

43

RISK OPPORTUNITY AND SENSITIVITY 44

SUNS AND CLOUDS RISK MATRIX

SUNS AND CLOUDS RISK MATRIX EVALUATION Figure 30 identifies risks and opportunities, considering their likelihood and the impact if they occur. The proposed development plan is a market penetration strategy. Ansoff matrix identifies the risk as relatively low for the business as it aims to focus on selling existing products to Primark’s existing target market. Risks for mobile application have high impact but are unlikely to occur; this is supported by external market research.

Theft may have a stronger likelihood to occur with Primark having less control once the option to purchase items through the app is introduced. Nevertheless, the ‘check point’ will mean security tags will only be removed once the customer has displayed their e-receipt. Also, security at store exits can be increased if theft figures become higher. In addition, the risk of competitors introducing similar technology into stores means that the app will not differentiate the brand from its competitors. However,

by Primark being a market leader of GPS navigation and in-store m-commerce they will be one step ahead in the development process.

The return on investment of the proposed strategy poses a risk for Primark. The costs of implementing the development strategy are high (see page 42). However, extensive analysis of the market demonstrations that the strategy will increase revenues, retaining and gaining customer acquisition through technology.

Figure 30 -Strategic Development plan Suns and Clouds risk matrix (Authors Own, 2018)

Figure 30, also shows opportunities as being big for Primark once the app in introduced in to store. Secondary and Primary research supports the high likelihood of these occurring, with technology innovation and the use of mobile usage forecasted to grow. Overall, opportunities will allow the business to remain relevant and increase profitability of the business.

SECTION 1 CONCLUSION

45

CONCLUSION OF DEVELOPMENT PLAN

CONCLUSION

Potential for Development and Competitive Advantage -With many indirect competitors now introducing new technologies both in-store and online), Primark can similarly become a market leader for digital innovation in the UK retail clothing market. Adopting an innovative strategy early ensures the brand will stay one step ahead of other high street competitors, such as H&M. - Research shows that the development strategy will increase Primark’s brand reputation and future proof the brands success by meeting its customer demands early and setting a higher benchmark in the market. Moreover, the application will allow Primark to gain more consumer intelligence about their target market, giving the brand potential to develop the app and give the customer a more personalised experience in the future.

Market Demand Prospects -Consumers are forecast to increasingly project higher expectations from retailers. The clothing market will continue to grow as consumers buy more clothes and accessories. However, competitive rivalry will also intensify with customers having more choice and accessibility of where they shop. Primark’s current USP and strategy will not be enough to retain market share. In addition, customer forecasts show they will only remain brand loyal if the shopping experience is fitted to their individual needs. In turn, the Primark app will give added value to the customer by providing greater convenience and accessibility to the brand; drawing consumers away from online shopping. Overall, Primark will be able to maintain and increase high footfall the brand has been experiencing with the new concept.

Artefact Impacts: -The innovation for the mobile app is high and includes new technologies to be implemented in order to provide a seamless experience. The artefacts identify how each process meets Generation X and Millennial demands. The application allows the customer to interact with the brand on one unified digital platform; connecting its strong digital presence to its physical stores. The artefacts demonstrate how Primark will provide a more efficient shopping experience and don’t lose customers in the purchase decision journey. Overall, enabling Primark to meet objectives to decrease time spent waiting in queues and locating products.

-The campaign competition will aid Primark to reach a high amount of impressions on social media through the hashtag and user- generated shares across Facebook and Instagram. Enabling a high amount of awareness of the app to be spread across digital platforms. Additionally, the ‘Primark app’ features technology that is yet to be introduced in UK retail stores, therefore this will create a high amount of press and news attention. Helping the brand create hype around the launch and aid downloads. Overall, enabling long term objectives for customer engagement to be met.

Financial The financial costs for implementing the app are high, however the return on investment is estimated to be great for technology developments within the retail market. In order to remain competitive, it is vital Primark develop their current strategy through digital advancements. The application will attract customers away from online shopping. In turn, increasing market share through sustaining customers through the consumer buying journey.

Risk, opportunity and sensitivity: Overall, the opportunities for the app are high for Primark. Drawing from secondary and primary research the consumer will continue to demand more from the brand. Risks for the can be decreased by ensuring technology is implemented with a Aisle411; a leading technology brand for innovation in retail markets.

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REFERENCES APPENDICES

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Mintel (2018a). UK: Primark sales fall. [online] Mintel. Available at: http://academic.mintel.com.arts.idm.oclc.org/sinatra/oxygen_academic/display/id=883957?highlight#hit1 [Accessed 14 Mar. 2018].

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Northe, A. (2017). The Future of Checkout: How Retailers are Innovating the Payment Experience. [online] Retail Marketing Blog - Retail News, Trends, Store Tips, and More by Shopify. Available at: https://www.shopify.com/retail/trend-watch-thedeath-of-the-checkout-line [Accessed 21 Apr. 2018].

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Wood, Z. (2018). Online fashion retailer Boohoo doubles sales over festive period. The Guardian. [online] Available at: https://www.theguardian.com/business/2018/jan/11/online-fashion-retailer-boohoo-doubles-sales-over-festive-period [Accessed 8 Mar. 2018].

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FIGURE REFERENCES Figure 1- Image of Primark Store display (Authors Own, 2018) Figure 2-Brand Onion Model (Authors Own, 2018) Figure 3-Mood Board for Primark’s promotion activity (Authors Own, 2018) Figure 4-Physical evidence of Primark store (Authors Own, 2018) Figure 5- Swot Analysis (Authors Own, 2018) Figure 6-Pie chart to show market size for the UK (Sender, T., 2017b). Clothing Retailing - UK - October 2017. [online] Mintel. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/861535/ [Accessed 19 Mar. 2018].

Figure 7-Clothing Retail Growth in the UK (Sender, T. 2017b). Clothing Retailing - UK - October 2017. [online] Mintel. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/861535/ [Accessed 19 Mar. 2018].

Figure 8-Primark’s current Positioning Map (Authors Own, 2018) Figure 9- Ansoff Matrix for development Strategy (Authors Own, 2018) Figure 10- Primark App Mock Up (Authors Own, 2018) Figure 11- Positioning Map after the strategy is introduced (Authors Own, 2018) Figure 12- Primark Store images (Authors Own, 2018) Figure 13-Primark’s Instagram mock up to show new promotion (Authors Own, 2018) Figure 14- Image of a Primark Influencer (Primark, 2017) Figure 15- Store Display for the Primark app (Authors Own, 2018) Figure 16-Primark Instagram Mock up (Authors Own, 2018) Figure 17-Primark app first page mock up (Authors Own, 2018) Figure 18-Primark app ‘product search page’ mock up (Authors Own, 2018) Figure 19- Primark app ‘sort’ and ‘refine’ tab mock up (Authors Own, 2018) Figure 20-Primark app ‘scan and map’ mock up page (Authors Own, 2018) Figure 21-Store Display Campaign with QR code (Authors Own, 2018) Figure 22-Primark app ‘search by product name’ mock up (Authors Own, 2018) Figure 23-Primark app ‘Hotlist’ mock up page (Authors Own, 2018) Figure 24-Primark app ‘wishlist’ mock up page (Authors Own, 2018) Figure 25-Primark app ‘mapping’ mock up page (Authors, Own 2018) Figure 26-Primark ‘me’ mock up page (Authors Own, 2018) Figure 27-Primark store mobile checkout mock up (Authors Own, 2018) Figure 28-Pie chart to show costins for Primark costings for the strategic development plan (Authors Own, 2018)

Figure 29-Primark’s strategic development plan costing breakdown spreadsheet (Authors, 2018) Figure 30-Strategic development plan suns and clouds risk matrix (Authors Own, 2018)

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APPENDIX A-

STRENGTHS AND WEAKNESSES OF PRIMARK’S COMPETITORS BOOHOO STRENGTHS

WEAKNESSES

Successfully provides fast fashion at low prices. The brand saw a 51% rise in group revenue to £295 million for the first half of 2017 with 66% of internet users in the UK buying fashion items online in the last 12 months, increasing to 81% of Millennials (Sender, 2017c).

Boohoo said group sales surged 100% year-on-year to £228.2m in the four months to 31 December 2017 (Sender, 2017b).

Offer a large variety of products, with new lines added every day.

The brand engages with potential customers across all digital platforms with a large number of posts being lifestyle orientated. The brand often collaborates with influencers and celebrities which has aided their large following across all social media channels, such as, 3.2 million followers on Instagram.

The brand only operate online. Currently, the majority of consumer still shop both online and in-store with only 15% of online shoppers buy all of their fashion items online. This highlights the importance of having a joined-up overall shopping experience (Sender, 2017C).

Boohoo face a high number of returns. Clothes can appear better quality and fit on the brands website. Research shows that half of online sales are returned (Sender, 2017c).

Lacks exclusivity with constant promotional campaigns and low prices. Additionally, competitive rivalry is high for solely pure-player brands.

The brand has a separate mobile application, providing instant alerts on exclusive offers, local event deals. The app also includes a personalised account for costumers to view, save items to a wish list and check out through m-commerce technology. In addition, consumers can shop through specific categories, such as ‘Boohoo night’, ‘Boohoo festival’.

H&M STRENGTHS

WEAKNESSES

H&M has a wide range of product offerings including apparels, cosmetics, shoes and accessories and homeware.

The brand reported its lowest profits in six years in January 2018, with operating profits declining by 14%.

The brand is globally recognised and is very accessible with 4500 stores, an e-commerce website and mobile app.

H&M are struggling to compete with its e-commerce and has fallen behind with sales due to competitors providing a better online service. Chief executive stated that “The fashion retail sector is growing and is in a period of extensive and rapid change as a result of ongoing digitalisation,”

The brand does not solely rely on being a price driven and fast fashion brand.

They have been actively experimenting with in-store technology in order to incorporate a seamless experience into their strategy and in turn become a market leader of customer experience.

The brand is trailing scan and buy technology through a mobile app. Along with collaborating with Google to track the location of customers. This is in order to monitor their lifestyle and design individual date clothes that are customised to each individual (Carman, 2017).

The company have announced to close 170 stores as they were underperforming.

The brand are changing their strategy to adapt to the rise of a new digital clothing industry.

They have a strong digital presence, with 24.8 million followers on Instagram.

They often introduce exclusive collections and collaborations with influencers, for example the Zara Larson collection. Additionally, they launched a successful loyalty scheme, where customers can gain reward points to unlock exclusive offers and brand experiences.

The brand is seen as sustainable with socially responsible campaigns. Attracting consumers who are becoming more ethically minded.

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NEW LOOK STRENGTHS The brand is accessible online and offline. Its 567 Brick and Mortar stores can be found in towns and cities across the UK.

New Look have struggled to keep up with their social media following compared to competitors, such as Boohoo.

The brand provides on trend products at low prices, with a large a large product offering. This enables the brand to target a broad market. Collections include, menswear, maternity, kids, plus size, accessories and footwear.

As consumer increasingly use social media platforms they are demanding to shop immediately for the clothes they see online. Mintel reports that the ‘buy now, wear now’ habits of consumers is growing and New Look are struggling to devliver new trends fast enough for its target market (Sender, 2017b).

The brand offers a mobile app where millennials have access to m-commerce, daily updates and of fashion and the brand.

The brand are active across social media and have engaging editorial on their digital platforms, including a daily blog on their website.

They offer a click and collect service, student discount and free delivery to attract millennials to buy from their brand.

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WEAKNESSES

New Look recently reported a decrease of 0.6pc sales from its website. The brand lacks excitement in comparison to its online competitors, such as Asos who are making more technology investments in their visual search functions (Armstrong, 2017).

The brand has closed 60 stores across the UK and are likely to close more over the year. New Look’s CEO the high street market has become touch for the brand as consumer are switching to buying online and tightening their belts as inflation outstrips wage increases.

APPENDIX B- TABLE TO SHOW NEW IN-STORE INNOVATIONS IMPLEMENTED BY RETAILERS IN 2017/18 BRAND

INNOVATION

ASOS

ASOS added a visual search option to its mobile phone app in August 2017, enabling consumers to easily find similar products to a photo they have seen on social media. The brand also launched ‘try before you buy’, where customers can try on clothes in the comfort of their own home before paying. In addition, the company have launched same day delivery.

John Lewis

Launched an app which lets users search a range of products across the different stores and suggests similar items they were searching for. Customers can also scan products in-store to access more information, including ratings, user-generated content and reviews. The app shows customers their purchase history by accessing digital receipts and reward points (Perky, 2017).

Kroger

Farfetch

Adidas

Zara

Sephora

Uses in-store technology with cameras and sensors to monitor foot traffic. This enables the brand to understand consumers behaviour. Additionally, stores have digitally displays of pricing, as well as offering the consumer real time promotions and recommendations (Pezzini, 2017). An app also highlights products on the customers shopping lists as they walk down store aisles.

Launched the ‘Store of the Future’ blending its online and offline experience through an app. It can be used in the store to show the customer previously viewed items.

Clothing rails record the items the customer has looked at and they can then edit which items they want to purchase through checkout on their phone (Sender, 2017b).

Created shoppable windows where customers can browse and purchase products at anytime. Consumers can try on clothes virtually though body scanners and then have shoes tailored to their specific needs (Pezzini, 2017).

Zara released an Augmented reality experience through a new app. Customers can see models ‘come to life’ walking and talking in the shop environment. The models are wearing new collections which can then be selected and bought through the app (Reuters, 2017).

Sephora uses technology that indicates when app users enter the store and automatically opens the app on the customers phone. The mobile application provides customers with an in-store map, including real-time promotions. They also have a digital shopping basket and saved wish list where they can purchase items from their phone (Pezzini, 2017).

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APPENDIX C- TABLE TO SHOW HOW BRANDS HAVE IMPLEMENTED CHECKOUT INNOVATIONS INTO STORES

BRAND

NEW CHECKOUT PROCESS

Amazon

Amazon’s new ‘Amazon Go’ grocery store opened in January 2018 in Seattle. It allows customers to skip the checkout process, by incorporating sensors into store which tracks which items the customer has picked up. The app then charges to the customers personal Amazon account after they have left the store (Mintel, 2018c).

Macys

Rebecca Minkoff

Walmart

Zara

North Face

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The digital checkout option is a mobile app that allows customers to scan the barcode of the products they wish to purchase directly on their phones as they shop throughout the store. Once they’ve finished shopping, customers can head to a special mobile checkout cashier to have any security tags removed (Mintel, 2018c) Customers can checkout using their mobile phone by scanning the QR code on the tag. With the brand having higher priced items, security tags unlock upon payment.

This allows customers to checkout anywhere on the shop floor (Northe, 2017).

With the Walmart app, customers can plan their shop by creating a shopping list before entering the store; showing them how much the total purchase is. The app provides an experience similar to a personal ‘store assistant’. The customer can use a map guide to show them exactly where products are located and skip the check-out by scanning and paying for items through their mobile.

Zara are currently trailing self-service checkout points in its London stores. The checkouts have responsive touch screens offering step by step instructions. They also use wirelessly technology to identify what the customer is holding and add it all into their virtual basket on the screen (Reuters, 2017).

North face has introduced a personalisation tool. Customers can use a virtual personal shopper to receive product recommendations, for example, if the consumer is searching for a jacket, the personal shopper can ask questions about gender, location and temperature to recommend a jacket suited exactly to the customer needs (Lempriere, 2017).

APPENDIX D-

FOCUS GROUP

Focus Group Transcript between 3 women that have previously shopped at Primark. Participant 1, 3 and 4 are millennials and Participant 2 is generation X. Introduction- The purpose of this focus group is to gather your opinion on shopping behaviours and experiences when shopping at Primark. I will ask you several open questions. Please feel welcome to express yourself freely during the discussion.

Interviewer: What are the main reasons you shop at Primark?

Participant 1: I think their prices are just really low and they have so much to choose from.

Participant 2: yeah same with me, low prices and lots of products. They are usually quite on trend and have a lot of fashionable products that look like other more expensive brand like Topshop but are cheaper.

Interviewer: What are your views on the current in-store shopping experience at Primark?

Participant 1: I think its very busy when you go in there, its all a bit over the place. I can’t always find what I’m looking for straight away.

Participant 2: It’s all a bit of a mess and I find it kind of overwhelming because the stores are really big and nothing really like sign posted well, is it. I never can find which department is where. I always have to ask someone where to go Participant 3: yes, I feel the same, it often really busy and chaotic in there. I don’t really enjoy going into Primark and find it can be really quite stressful.

Participant 4: I feel the same, it depends which store sometimes its fine in the week but I never go into Primark on the weekends as its just really busy and its so easy to get lost in the bigger stores. I think it has definitely got better and more organised but as there is so many clothes I do find it hard to find what I want.

Interviewer: What do you not enjoy most about shopping at Primark?

Participant 3: The amount of people and the amount of clothes. I love how Primark have so many options and you can literally buy everything in there but it can all be too much. I think you have to be in the right mood to shop in Primark and make sure you have lots of time to spare.

Participant 1: yeah exactly the same really. You definitely need a lot of time to kind of search through everything and find what you want. I think that definitely puts me off going in because id rather get what I want and get out of the shop or find what I want online.

Participant 2: I think like searching for clothes and the way its all laid out in the store Participant 4: Yeah, also I think long queues are particularly bad in Primark. I hate waiting to pay. The queues are always crazy and really long.

Interviewer: So would you say you find it difficult to navigate your way round store and find specific products?

Participant 3: Yes definitely. Can never find what I want, not without asking anyway and then I can never find anyone to ask. Sometimes there’s not always an assistant there to help you.

Participant 2: Yes, I agree Participant 4: Yes, I find it really difficult because each department is divided into sections but then they are all so big. There’s just so many products and floors. I end up going up and down escalators because I always end up going to the wrong place. I think also signs are often wrong as everything gets moved around.

Interviewer: Would you shop at Primark more if the shopping experience was more enjoyable?

Participant 2 and 4: Yes Participant 4: I don’t go in there very much just because I don’t like the experience. I think its easier to shop online as you can just get what you want without the hassle and stress of going in to a store. Prices are also just as cheap so yes if the shopping experience was improved I think I would be more inclined to shop at Primark.

Participant 3: Yes, I would as I really don’t like shopping at Primark but I still really like the low price points and clothes I pick up so I still shop there but It would be better if the shopping experience was better.

Interviewer: Would you be willing to use technology in the store to make your shopping experience in Primark more enjoyable? such as an app that would show you exactly where a product was?

Participant 3: That would actually be amazing, yes I would definitely try it if it was introduced Participant 2: Definitely, I think that would be a really good option. Would make things more straight forward

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Participant 1: I think that would be helpful but I think it would have to be easy to access. If it made shopping in store easier and it really worked by finding the clothes or whatever you want then yes I would definitely use it Interviewer: and would you find it useful if an app could show you if the size or the colour of a product was in stock before you entered the store?

Participant 2 and 1: Yes Participant 1: 100 percent, sometimes when I see things on Zara or on a blogger that I like in Zara then ill look and then ill look online and it says the size and if its in stock and then ill go into the store if it is.

Participant 3: I would find that tool really useful and would probably mean I’m more likely to go into the store because I know what I want is in stock and I’m not just going to be wasting my time.

Interviewer: Are you influenced to purchase items from social media?

Participant 1: Yes, if I see something nice on a blogger or a model then yes I will look where its from or try and find it online.

Participant 3: Yes same, I always see things on social media, especially Instagram. Its probably where I get most of my inspo from on what to buy and I follow so many fashion bloggers and celebrities on Instagram. I think the main reason I use Instagram is to look at what people are wearing really and now I think its so easy to just immediately buy something from Instagram because they have that shop option where you can just like swipe up and it takes you to that website.

Participant 4: I’m really influenced by social media as well and yes particularly Instagram. Like you both, I am exactly the same, always looking at what Participant 2: Well I’m a little bit older and no I don’t really use social media to find clothes because I don’t go onto many blogs. I’m more what I see in store or I might look online at the website before going into a clothing shop. I do read magazines and often see things on there or if I see someone wearing something nice on TV then I might try to find something similar.

Interviewer: Primark use social media and frequently to upload features on their website, but would you be interested in gaining fashion advice whilst shopping in-store?

Participant 2: oh yes, that sounds good. I actually find it really quite difficult to style and put outfits together so that would probably be really good for me.

Participant 1: Yes that sounds like a good idea, I would definitely like to see how other customers or influencers have put outfits together. I find it hard as well to match things and make them look good, that’s why I always go on social media because I love to see what clothes work together and what’s in trend at the moment.

Participant 4: I think that would be really useful. Sometimes they do recommendations for what you’re buying online, like on Asos for example they always have what else the model is wearing on the side which I like. However, some brands give recommendations that are not good and just seem a bit computer generated. If the fashion advice was good and in fashion I would be interested in getting help.

Interviewer: Okay, instead of just the brand giving recommendations would you prefer to see previous customer recommendations, for example, if you picked up a top you had the option to see how other customers or influencers have previously styled it?

Participant 4: oh yes, I like the idea of seeing what other customers and bloggers wore with the product and think that would be better.

Participant 1: me too, I think it’s more inspiring to see what other customers have put together, rather than just Primark giving their own advice. I really like to see what other people are doing.

Interviewer: Do you prefer brands that offer you a more personalised experience, for example promotions, clothing suggestions, size and colours that are specifically best for you?

Participant 3: I think so, yes because you don’t just get time wasting notifications or emails coming through, its really annoying. Its nice when the brand have actually taken the time to understand you as a person.

Participant 2: I don’t like to get bombarded with emails and things like that, like I constantly get student discount emails through but it’s quite frustrating when you aren’t a student. I actually feel like when I get them I don’t want to then shop at that brand because I’m not getting the discount like other customers.

Participants 1: Yes, I think a personalised experience at a brand is really important, I like it when they know what you’ve bought before and what you like to buy.

Interviewer: Do you ever go into a Primark after seeing a product on one of their digital platforms or campaigns?

Participant 1: Yes. One of the bloggers did a collaboration, a gym collab with Primark and I liked the look of it so I bought her leggings.

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Interviewer: and you found the product in store?

Participant 1: Yeah, well actually I went to the gym section and looked, couldn’t find them so I found an assistant and she then showed me then on like a main display which wasn’t where I was looking. Like it wasn’t actually in the active wear place.

Participant 4: I actually had a similar experience with seeing something online. It was some boots and I think it was on Primark’s Instagram page. I went into two Primark stores, first one I didn’t find them and when I went into the second store they had sold out of my size so never got them which was a shame.

Interviewer: How did you feel when you couldn’t find them? And do you think this experience has put you off trying to find products that you have seem promoted on Primark’s social media pages?

Participant 4: I think I felt disappointed as they did look really nice on the girl I saw them on and I actually probably wouldn’t have gone to two stores normally but I wanted them to go with a specific outfit so really wanted to find them. So yes I was pretty disappointed and frustrated that I’d kind of wasted a lot of time searching for them and then come away with nothing which was a waste of time. In terms of doing it again with another product, I do just think products go so fast in Primark so I would be more hesitant to just go in to store again for just one thing I’ve seen online as I probably won’t have much luck finding it. There’s also so many Primark stores that product you’ve seen on a blogger might not even be in the UK. Interviewer: So when you go into Primark, do you normally leave the store with what you intended to purchase?

Participant 2: I never actually know what I want to buy when I go there. I just go in their browsing or I might want something vague like some vest tops or flip flops but I suppose something they don’t have the colour I really wanted or size.

Participant 3: I think, with me I know roughly what I want and before I sometimes will go on Primark’s website to have a look at their clothes before but then I often cant find what they have online so I’ve stopped doing that as much now. I usually just go in to buy things I’ve bought before like tan mits, holiday bottles, tights, socks those kind of things that I will know they have and now I just will buy clothes and accessories online because I can find exactly what I want online. I don’t have to browse through loads of clothes looking for something I like.

Participant 1: Yeh, I am the same really. I don’t tend to go into Primark looking for something as I know I probably won’t find it. If I want something I just look online.

Interviewer: Do you prefer to shop online or in-store?

Participant 1: Online Interviewer: what are your reasons for that?

Participant 1: because I don’t, I get all flustered shopping and waste so much time. I really like how you put in your size, and what select categories of what your looking for online, it just saves so much time. I often will need an outfit for an occasion or event and you can put that it in the search. On most website now you can put exactly what you’re looking for, for example, if you are looking for a skirt then it says like mini skirt, body-con and all different options but mainly I love it because it’s just so quick and easy especially with next day delivery.

Participant 2: I prefer in-store, I like having the different options when searching online but I prefer to go in to a store because I like to try on a product and see if I like it before I get it. I suppose it is more time consuming looking round a shop and finding what you like but then you know you like it before purchasing. I end up wasting more time looking online, ordering lots of different sizes and styles and then not liking anything.

Participant 1: I’m the opposite, I like shopping online. I think it’s more convenient for me to buy online. I find shopping in a store more time consuming and stressful. I hate queuing. Again, I also really like the option of filtering your search so you can find exactly what you had in mind straight away.

Participant 3: Yes I prefer online because I hate queuing and spending time trying to find products that fit in my size and don’t suit me.

Participant 2: I hate queuing, but its good to try them on.

Interviewer: Have any of you been on Primark’s website?

Participant 3: I have, not so much recently but I used to look at their products before going in to the store but like I said before I’ve kind of stopped doing that as I think its just a waste of time when you cant actually find what you’ve seen online in the store you go in. Its annoying that they have a website where you cant just order from because that would be great, I would be on it all the time.

Participant 2: I’ve never been on it Participant 1: No, I haven’t been on it ever either, I know you cant buy from it so wouldn’t bother Participant 4: No, I didn’t even know they had one that had products on it. You can’t order online, can you?

Interviewer: No you cant order from the website, but they show all the products they have on offer along with blog features and images of customers wearing Primark clothes.

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Participant 2: Maybe I will go on it tonight and have a look Interviewer: Do you view Primark as being an ethical and sustainable brand?

Participant 2: Well I’ve always looked at Primark as being unethical actually as it does receive quite a lot of bad press, I don’t know if that was in the past and maybe its got better now but I think with fast fashion in particular brands can be perceived as not really caring about the environment or people working for them to produce the clothes.

Participant 4: Yeah, I agree with you. I don’t see Primark as being very ethical. They are known for not paying their suppliers and you know, child labour.

Participant 1: I don’t really see how they can be an ethical brand when their prices are so cheap.

Interviewer: Does this affect your decision to shop at Primark?

Participant 2: I think so because I would rather put my money into a brand that is more ethical Participant 1: With me, definitely but at the moment being a student I don’t have the money to make a purchase decision based on if the company is like ethical or doing something for the world. I would love to but right now I think price is important Participant 3: I think so many more people now want brands to be more ethical and it is becoming more important as peoples awareness grows.

APPENDIX E-

FOCUS GROUP KEY QUESTIONS DATA MATRIX QUESTION SUMMARY Reasons for shopping at Primark Do you prefer to shop online or in-store?

PARTICIPANT SUMMARY -Low Prices -Large product selection -Fashionable All millennial participants opted for online, however Generation X said they prefer in-store.

Reasons for preferring to shop in-store

Option to try on products before purchasing. It is more time consuming for them to shop in-store, however it is more convenient than ordering clothes and sending them back. Can try on clothes before purchase.

Reasons for preferring to shop online

Participants said they dislike the in-store shopping experience because its time consuming trying to find products they like. Whereas, online shopping is ‘convenient’ and ‘easy’. One of the reasons for this was because of the filter option online brands give the consumer before searching for products. Some participants also voiced they have negative feelings whilst shopping in Primark, such as stress. Additionally, all participants dislike queuing in store.

Views on Primark’s in-store experience

All participants have negative views on the shopping experience and find it difficult to find products in store as there is a vast product offering across a large space. Participants described the store as ‘busy’ and had negative feelings towards the experience, for example ‘overwhelming’ and ‘chaotic’. Participants don’t enjoy the amount of time it takes to find and purchase items, including long queues when at the checkout. Some participants said this can stop them shopping in- store unless they have a lot of time to spare.

All participants said they would shop more at Primark if the shopping experience was improved, especially if Would consumers be more attracted to shop at Primark if the shopping it meant time was saved. Participants were interested in using an app in store and all agreed this could be experience was improved? improved if Primark informed consumers of stock levels, including sizes and colour.

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QUESTION SUMMARY

PARTICIPANT SUMMARY

Do participants leave Primark with the products they intended to purchase before entering the store?

-Participants said that they don’t usual enter Primark with the intention of buying a specific product or they will only buy products they have bought before in Primark. Some participants said if they are looking for a specific product they will turn to online shopping, where it’s easier to search for items. One participant previously looked on Primark’s website before entering the store, however they experienced difficulty locating products found on the website in-store.

Are participant influenced to purchase items from social media?

Millennial participants all agreed they are heavily influenced by social media, particularly Instagram where the follow influencers for outfit inspiration. Participants also use the ‘swipe up’ feature on to directly purchase items they have seen on digital platforms. Generation X said that they tend not to use social media to find clothing and accessories, however they may look on websites or see clothes in traditional advertising such as a magazines and then try and find it in store.

Participants all said they find it difficult to know what to wear and how to put clothes together. However, Would participants be interested in gaining fashion advice whilst shopping participants said that some of Primark’s competitors give recommendations that that are not suited to them and feel computer generated. Therefore, participants were more interested in gaining fashion advice from in-store? other customers and influencers.

Do participants want a more personalised experience?

Participants all wanted a more personalised experience. They have negative feelings when they receive information, such as promotions or recommendations from brands that are not relevant for them.

Participants like when brands know what they have bought and might like to buy in the future.

Do you ever go into a Primark after seeing a product on one of their digital Participants had gone into Primark after seeing a product online, however had difficulty finding the product once in the store. One participant located the product they were looking for with the help of in-store staff. platforms or campaigns?

However, another participant who had seen a pair of boots online was unsuccessful in finding them in-store.

This left the customer feeling ‘disappointed’ and ’frustrated’. Consequently, the consumer is reluctant to shop for a product seen online before entering the store again.

Have any of you been on Primark’s website?

The majority of participants hadn’t been on Primark’s website, mainly due to the fact it’s not transactional.

Views on Primark as a sustainable and ethical brand

All participants perceive Primark as not being an ethical or sustainable brand. Participants said their reasons for this was due to Primark receiving a lot of bad press and the fact they are a fast fashion brand.

All participants said they would like to see Primark become more ethical. Some participants said it does affect their purchase decision, as they would rather spend their money at a brand that is more ethically minded. However, several participants said this is not a big factor for them when buying low priced clothing.

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APPENDIX F-

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QUESTIONNAIRE RESULTS

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APPENDIX G-COPY OF QUESTIONNAIRE

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APPENDIX H- INFORMAL INTERVIEW WITH VISUAL MERCHANDISER AT PRIMARK LONDON Short Informal interview with Visual Merchandiser at Primark.

Skye Richardson: How many visual merchandisers work at this Tottenham Road Flagship store?

Visual Merchandiser: there is 10 of all together Skye Richardson: Do you receive store plans for where product styles should be located in the store?

Visual Merchandiser: The store is divided into sections with key collections dotted around store in key areas. We receive colour trend charts of how products should be grouped together. Head office will always give us exact products to put on mannequins and window displays and then we style these how we think is best and then we will be told where to place new key products in store.

Skye Richardson: Do you then report back to head office with how displays look?

Visual Merchandiser: Yes, we take photos of how displays look and then send them back to head office. Head office visual merchandisers will often come into store as well.

Skye Richardson: Do you record where each product style is placed for store staff to re-stock easily?

Visual Merchandiser: Well the store is divided into sections, we have like an excel spread sheet of where products are in the different sections. It’s basically a list of each product that has been delivered and which section they should be placed in. Managers will make sure everything that has been delivered is out and then as visual merchandisers we each have responsibility for allocated section of the store and those mannequin displays.

Skye Richardson: Do you think Primark can remain competitive without a transactional website?

Visual Merchandiser: Yes definitely, we are still such a successful brand and the brand just keeps on growing. I think even though we don’t sell online we are still very competitive in terms of products and price points. The store has also began to add in extra attraction, such as the insomnia cafe which adds a leisure aspect to stores in order to improve the shopping experience.

Skye Richardson: I am designing a app for customers to use whilst they are in store in order to find products through a mapping system. Do you think incorporating more technology into store for customers to find specific products or styles would benefit the brand?

Visual Merchandiser: Oh wow, yes particularly this store as it is very large and we have a lot of products. I think that would really enhance the customer experience, however we do have new products coming in quite often so it might be challenging to track where products are but if the technology was there then I don’t see why it wouldn’t work. In my opinion, Primark really need to introduce an app as all the other main clothing brands have one. I think it’s a great idea and I know Primark are really looking into how we can incorporate tech into the store.

Skye Richardson: I am also looking to add a self-checkout feature on the app. However, I wanted some advice on how this would work best. I was thinking either customers could pay directly through the app and then leave the store, or the customer would have to go to a physical self-checkout point.

Visual Merchandiser: Self-checkout is a great idea and retail is seeing more self-checkouts being introduced into stores, its working really well for Zara actually. We do experience long queues with checkout and is undeniably a problem for the brand across stores. We have introduced more checkout points in this store to try and minimise the wait time for customers to pay, however I think paying through an app would be a really great idea so customers have the option to skip the whole queuing process. Physical self-checkouts are also great but still means customers will be queuing.

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APPENDIX I- ETHICS FORM

Research Ethics Approval Form To be agreed with Supervisor and signed off prior to undertaking primary research

NAME: Skye Richardson COLLEGE: London College of Fashion IF YOUR RESEARCH INVOLVES PARTICIPANTS, PLEASE COMPLETE QUESTIONS 1 TO 9. IF NOT, GO TO QUESTION 10 BELOW. 1. Will the participants be: (please tick as appropriate)

Students at the University

ü

Participants outside the University

x

2. How will participants be recruited and how many will be involved? (approximate number is ok)

Text

-Online through the brands facebook page and outside the store (50 participants) -Friends (4 people for a focus group) - One Visual Merchandiser from Primark store 3. What will the participants be asked to do? (Explain clearly so that a non-specialist will understand) Participants will be asked to fill out a survey consisting of 13 questions and

partake in a focus group which will be based on their shopping behaviours and shopping experience at Primark 4. What potential risks to the interests of participants do you foresee and what steps will you take to minimise those risks? (A participant’s interests include their physical and psychological well- being, their commercial interests; and their rights of privacy and reputation).

Consent forms will be signed when necessary and no private information will be used unless consent it given by participants

5. What potential risks to yourself as research student do you foresee and what steps will you take to minimise those risks? (e.g. does your research raise issues of personal safety for you or others involved in the project, especially if taking place outside working hours or off University premises) Research will be conducted in a safe, quiet place with no distractions.

6. Please attach a copy of proposed written information/consent form to be given to participants for agreement and signing. If you are not obtaining written consent or supplying an information sheet, please explain the reasons for this.

Attached ü

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APPENDIX J- SAMPLE OF CONSENT FORM

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APPENDIX K- PERSONAL PROFESSIONAL DEVELOPMENT The development plan has been a great learning process for me. It has allowed to work independently, manage my time effectively, grow my confidence and academic skills.

This year I particularly struggled to adapt back into university and full-time education. After having a year out in industry, I was enjoying being part of work based environment and a strict weekly routine.

Starting my 4th year almost felt like a step back for me, I found it hard to get back into working to academic guidelines and manage my own time effectively again.

In turn, I had a slow start making a concrete decision on what option I wanted to do for my final project.

At the beginning of the year, I had set myself to do a dissertation, however being dyslexic I found it extremely daunting to write such a text based piece of work with a layout I was very unfamiliar with.

Therefore, after really enjoying the Futures and Innovation unit, I then decided I wanted to do the Development project option. With my tutor’s encouragement, I am so glad I progressed with a more creative option for my final year. I have really enjoyed producing a development plan for Primark.

Secondary and primary research has allowed me to gain in-depth knowledge about technology advancements in the fashion retail market and key future demands from consumer segments.

Additionally, the development project has allowed me to develop adobe software skills. I had never opened InDesign until this term but through YouTube videos and Robs help in digital sessions I learnt the skills I needed to use Photoshop, through creating mock ups and InDesign, for the report layout. I definitely underestimated the time it would take me to put the report together on InDesign. However, I am so glad I learnt how to use these creative platforms and is a vital skill I will take with me into industry.

Additionally, the final major project has really allowed to identify that I would thrive in a more creative digital marketing role in the future.

I found it really useful to get myself back into a set routine with university and work commitments. I created a Gant chart before Easter, setting myself targets of what I needed achieve and in what time frame this would be completed. This really helped me with my time management and stress levels as I knew if I stuck to my plan I would successfully complete my work before the deadline.

The primary research I conducted with a focus group, questionnaire and short interview has allowed me to grow my confidence in approaching people and initiating conversation. I learnt how to collect information and analyse it effectively throughout my report. This was overall a great learning process for me. I was worried when I couldn’t get an interview with anyone from Primark’s head office, however I eventually decided to go into store and ask to speak to someone from visual merchandising. On the off chance, I was lucky enough to quickly ask a few questions which was really useful to gain an insight into what an industry person thought of my development plan.

Overall, The London College of Fashion has given the skill set I need to effectivity transition into the professional work place. I feel positive for the future and motivated to actively engage with the opportunities that I encounter along the way. In addition, University has allowed me to grow as a person through building social and professional connections that I can take with me into my future career.

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I have found it beneficial to analyse my skillset by personal, social and work-related attributes through a SWAA model; identifying strengths, weaknesses, aspirations and anxieties.

STRENGTHS

WEAKNESSES

I am good at solving problems by being proactive and using my initiative to make things happen in both the workplace and social situations.

I often doubt myself and worry about how much work others have completed. I need to learn to focus on myself more and be show confidence in my abilities.

I am motivated and prepared to leave university with academic skills gained from teachers.

I have strong professional skills. Working for Bottega Veneta enabled me to become adaptable and remain calm when working under pressure.

I often overthink what I need to do, in both my academic work and social situations; leading to stress and anxiety.

I am not very assertive in a group of strong minded individuals

I have learnt to manage time effectively and not be distracted by others.

I am good at accepting opinions and taking advice on board from colleagues, tutors and peers.

ASPIRATIONS

I would like to graduate from university with a high grade and make myself and parents proud of what I have achieved.

I really enjoyed living in Italy for 6 months as part of my DIPS year, therefore I would like to look for an internship abroad and learn about new cultures.

To enrol in a digital adobe course over summer to continue developing my skills and increase my confidence to apply for a digital marketing role in the future.

ANXIETIES Feeling lost without the help and guidance from university Not achieving a good grade at the end of my degree

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