01
03
How can Next PLC increase conversion rates by revolutionising and expanding on their present UX offering across all their ecommerce channels?
Sophie Ottewell N0630284 FMB2001 - Marketing Strategy and Communications Word Count: 3904 BA Hons Fashion Marketing and Branding Nottingham Trent University
05
Table of Contents Introduction 6-7 Methodology 8-9 Brand Overview Marketing Mix The Next Consumer Macro Environment Competitor Analysis TOWS Analysis & Key Strategies
10-13 14-15 16-19 20-23 24-31 33
Idea 1 Idea 2 Idea 3 Project Timeline - Gantt Charts
34-37 38-41 42-45 46-47
Conclusion 48-49
07
Purpose The purpose of this report is to provide a detailed 3-year marketing strategy and communication plan for UK based clothing, footwear, accessories and home products retailer Next PLC. The strategy will ultimately aim to improve the brands ecommerce offering by adding 3 key features/improvements to the brands online presence. These features will aim to drive online revenue and enhance the stores name as a digitally innovative brand.
Aims & Objectives •
To critically analyse Next PLC’s current online and of fline channels of distribution.
•
To identify key primary and secondary competitors of the Next brand and analyse their key strengths and weaknesses in comparison to Next
•
To create a marketing strategy and communication plan which will ultimately aim to increase sales and conversion rates for Next PLC.
09
Methodology To gain an understanding of the Next consumer, brand and its current position within the retail market, both primary and secondary research was undertaken.
Primary Research Quantitative Online Survey 1 (102 responses) – The first online survey conducted aimed to find out about consumer’s opinions and habits towards online shopping. This survey aimed to find out what consumers want from an e-commerce site, and what they don’t. The survey was distributed via social media channels. Street Survey (93 responses) – The second online survey conducted aimed to find out about the Next brand and its perceptions. This survey was conducted in Nottingham Town Centre, near to the Next store. Website Usability Testing (5 participants) – Tests were conducted using a website usability scale document to understand how consumers found the ease of use of Next’s website.
Qualitative Focus Group (6 participants) – A focus group was conducted to find out in more detail what consumers of the brand really thought about the Next website and their digital offering. Participants were asked to bring their laptop and phones and actively use the site and app whilst the focus group was carried out. Half of the participants were active consumers of the Next brand, and 3 were not. The focus group was made up of 4 females and 2 males. Field Ethnography Observations - Consumers were observed using the current Next app, website and also shopping in-store in order to analyse their initIal reactions and way of use. Concept Testing Interviews (4 participants) – Short interviews were conducted with Next’s target consumer to gain opinions and ideas surrounding proposed strategy and communication ideas. The interviews were made up of 1 male, and 3 females.
Secondary Research The Next Annual Report 2016 The Next CSR Report 2016 Websites – Next.co.uk, Competitor Sites, and Online Articles Online Databases – Mintel, WGSN, Nexis, Euro monitor Marketing & UK Books
011 Situation Analysis
Who are Next PLC? Next PLC is Europe’s biggest fashion e-tailer, with more than 500 stores in the UK alone and over 200 stores in 40 countries internationally. Launched in February 1982 the British retailer prides itself upon its offering of quality clothing, footwear and home accessories created by their very own in house design team. Headquartered in Leicestershire, Next operates through three main channels: Next Retail, Next Directory, and Next International.
Brand Values
Reliable, Trustworthy, Professional
Brand Essence
Classic, Contemporary, Quality
Vision & Mission
“Our aim is to meet our customers’ expectations by providing exciting, beautifully designed, excellent quality clothing, footwear, accessories and homeware. “(Nextplc.co.uk, 2017)
013
Brand Overview Brand Strategy
“Strategy remains focused on products,profitability and returning cash to shareholders through dividends and share buybacks.” (Next, 2017)
Market Position
53 week basis: sales £4.2bn, profit before tax £836m, EPS 450.5p. (Next, 2017) Next currently holds one of the leading market positions for Fashion & Home.
Brand Health Awareness 100% of survey stated that they had heard of the Next brand.
Usage
25% of survey stated that they currently use the Next brand.
Perception
67% of survey stated that Next was high quality, and good value for money.
75% of survey stated that they found Next ‘somewhat favourable.’ An analysis of primary research findings suggests that whilst Next is a well-known classic brand, their current perceptions and usage is mediocre, with many consumers currently favouring competitors. Consumers are not currently very impressed with the brands digital offering – which could be something to be improved on within a new strategy.
Marketing Mix
015
Product
Situation Analysis
Place
“Classic-contemporary fashion for men, women and children… plus stylish furniture and homewares” (Facebook.com, 2017)
Next Retail:
Next prides itself on an extensive product portfolio which aims to appeal to a wide target demographic. Currently their product range consists of: Womenswear, Lingerie, Menswear, Children’s Clothing, Footwear, Homeware & Accessories, and Flowers.
Next Retail is home to more than 500 stores in the UK and Eire and around 200 stores in 40 countries overseas. Many of these stores being franchises with partners operating 185 stores in 38 countries. In recent expansions, a variety of several larger format fashion and home stores have opened across the UK. (Nextplc.co.uk, 2017)
Next is also home to the sub brands LABEL and Lipsy. LABEL is home to variety of non-competing third party branded items from companies such as Oasis, Ted Baker, Adidas etc. The addition of LABEL to the Next website broadens the stores ability to reach out to a wider target demographic. “Lipsy is a young British fashion brand founded in the heart of London. With an in-house design team, Lipsy is dedicated to ensuring the hottest looks move from the catwalk to the high street in the blink of an eye.” (Lipsy.co.uk, 2017) Lipsy stocks fashion products aimed at a younger demographic of 18-25.
Price Next branded products have a moderate pricing, however products within the LABEL range can be expensive. (Based on a recent analysis of the Next ‘New In’ sections) Woman’s Clothing: £5 - £290 Men’s Clothing: £5 - £355 Children’s Clothing: £4 - £165 Home: £2 - £140
Next Directory: • •
Launched in 1988 as a hardback book containing 350 pages, Next Directory became a household name in catalogue retailing. (Bakar, 2017) Today, the NEXT Directory is still going strong, however over the years has seen chang es to remain relevant. However, a main aspect of the Directory is now online as customers can order using their Directory accounts from www.next.co.uk and the Next app whilst viewing the catalogue online.
Promotion In comparison to competitors, Next PLC’s active promotion is limited. For many years, Next failed to created TV advertisements. They now primarily create TV ad’s during sale periods to alert consumers to their store. Next do have a large online offering in terms of promotion. Not only do they have a dedicated Next Blogger Network, but they also have their own online blog, and regularly create videos for their YouTube Channel such as ‘Behind the Scenes’ and ‘How To’ videos. Next campaigns are usually primarily shared online, within their catalogues and within magazine advertisements. Their seasonal lookbook usually feature the same high profile models.
017
The Next Consumer Through use of analysis of interactors with the Next brand on social media, and Experian’s fashion segments report (Experian, 2017), 4 key consumer types were selected for Next. The consumers range from the stated key ages of 25 – 45, but instead have been split up into segments based on attitudes towards shopping within retail. Pen portraits of these consumers can be found below along with consumer profiles on the following page.
Consumer Type 1 - Hit & Run Shopper - Lisa Keyse
Consumer Type 2 - Family Sense - Katie Hill
Consumer Type 3 - Mainstream Father - Carl Jennison
Consumer Type 4 - Professional Look - Kevin Thompson
The Next Consumer
019
As a brand with a large selection of products, it is important for Next to consider their consumers in segments and attitudes rather than by individual ages. By doing so, they will be able to match campaigns to individual consumer types, wants, and needs.
Lisa Keyse
Katie Hill
Carl Jennison
Kevin Thompson
“I am always so on the go so I need to be able to buy things as fast as possible.”
“I would love to keep up with trends but I’m afraid what might suit me. I enjoy buying clothes for my children now.”
“Brands don’t really bother me, I prefer something that suits my needs well.”
“Price is not important, as long as I look smart and the quality is there.”
Age: 36 - 45 Work: Doctor Fanily: Husband and Children Location: Buckinghamshire Disposable Income: High Favoured Social Network/s: Facebook
Age: 26 - 35 Work: At Home Mother Fanily: Partner and Children Location: Sheffield Disposable Income: Moderate Favoured Social Network/s: Twitter, Instagram, Facebook
Age: 36 - 45 Work: Engineer Fanily: Wife & Children Location: Derby Disposable Income: Moderate Favoured Social Network/s: Facebook
Age: 36 - 45 Work: Solicitor Fanily: Divorced with children Location: Surrey Disposable Income: High Favoured Social Network/s: Facebook, Instagram
Goal: To make as much time for my family as possible whilst juggling a full time job.
Goal: To ensure that my children are always happy and healthy.
Frustrations: There is not enough time in the day.
Frustrations: I love my children but sometimes I would like some time to myself.
Consumer Type 1 - Hit & Run Shoppers
Consumer Type 2- Family Sense
Goal: To live life as it comes, free of stress and worry. Frustrations: I hate my job.
Consumer Type 3- Mainstream Fathers
Goal: To always be successful and well off. Frustrations: Sometimes I wish I had a partner to share things with. Consumer Type 4 - Professional Look
Macro Environment A PESTEL analysis was conducted (Appendix 7) to consider the current external business influences on the Next brand. Analysis of the findings can be seen below:
021 Macro Environment
Technological: Implications for Next:
Political:
Brands that can stand out as being unique and digitally creative will become the most attractive to consumers. Next need to ensure that they are one of these brands.
Implications for Next: Retailers such as Next will be forced to increase product prices. A weaker pound also means foreign exchange rates are higher, which can have a negative effect on international brand such as Next.
New technologies such as augmented reality is something brands can use in their favour in order to gain the digitally innovate name desired by most.
Considerations such as areas of manufacture and the new cost implications this may have as a result of BREXIT need to be considered by Next when budgeting for the future. A threat of terror attacks could pose a negative effect on Next’s retail store sales. In order to account for this, Next should consider ways to increase online revenue instead.
Economical:
Next should put a emphasis on how they can improve their logistics to deliver products potentially the same day – much like secondary competitor Argos. By making online shopping easier and more attractive on mobile devices, Next can use this to increase conversion rates.
Implications for Next:
Environmental:
An uncertain economy poses the risk of consumers having less disposable income, and therefore being reluctant to spend money on the retail sector. Next PLC need to prepare for a potential weak economy in 2017 by adjusting budgets and financial forecast in advance.
Next’s new manufacturing process of the short game and long game will ensure that they can react to changes in weather and produce garments for consumers relevant to this.
Social:
Implications for Next:
It is important for Next to be an ethical and environmentally brand in order to retain a good image in the eyes of the media, press and consumers.
Implications for Next: Next PLC offers products for a range of different consumers in a variety of international locations. To ensure they are socially ethical, they need to consider the attributes of these different consumers and adjust their product ranges accordingly dependant on location. Next as a brand with a wide target market and demographic, need to ensure that are catering for all sizes and styles of consumer, not only with the product ranges they offer, but also when determine which models to use within their marketing campaigns. Next need to pay attention to how they can communicate with their consumers online, ensuring all online mentions of their brand is seen within a positive light.
Legal:
Implications for Next: Due to the complexity of the changes, considering the changes should be a priority for Next in 2017 to ensure that they are not possibly infringing the law. This would not only be bad for the brand publicly, but it could also result in large fines. Next may want to consider their current pay gap structure to avoid any harsh media in the press.
Next need to ensure that they budget for their coming tax bill to accommodate for the new apprenticeships levy. It will also be an exciting new way for Next to discover new potential digitally innovate talent.
(Kasriel-Alexander, 2017)
Macro Trends
Extraordinary
This first macro trend is concerned with consumers becoming frustrated when goods or services which match their needs are not offered. Consumers are now becoming so outspoken about these niche needs, that it can be found that these needs are not ‘niche’ needs, but are just needs which are usually ignored. This is particularly important within the fashion industry when it comes to brands deciding what range of clothing sizes to stock within their stores. A growth in the obese population means that the demand for bigger clothing is also growing, but consumers are becoming frustrated with the labels that bigger sizing is given. Consumers do not want to buy into categories such as Next’s ‘Plus Fit’ which evidently states that these consumers are larger than others just by looking at the name. Whilst still targeting the plus sized market, Next need to be more considerate of how they may market this to consumers. Instead of having ‘plus size’ ranges Next could instead broaden the sizes offer within their general ranges in reaction to this trend. Furthermore, Next’s larger clothing range is not shown on larger sized models on their website, something which could be changed to enable customers to have a better understanding of fit and style on their body shape.
Faster Shopping
The second macro trend is concerned with the impatience of consumers. “They want services yesterday and real-time virtual dialogue with their brands.” The popularity of social media is said to be responsible for consumer’s new need for instant access to products. The need for something new is everlasting, and brands need to find a way to react to this. One way in which Next could react to this trend is considering their methods of delivery. UX competitors such as Amazon are currently trialling delivery items in less than 30 minutes, and Argos already offer a same day delivery service. Use of social media to purchase products could also be considered. By being able to purchase products as soon as they are seen on social media, rather than having to go to the website and search for them, conversion rates can be increased.
023 Macro Environment
Ageing: A Changing Narrative
Thirst final macro trend is concerned with consumers no longer being able to be defined by age. In 2017, almost a quarter of everyone on the planet will be over the age of 50, a record number. Consumers are transforming what it means to grow older, in terms of lifestyle and their product choices. ‘Midorexia’ is a term used to describe middle-aged and older consumers who act younger than their years. Studies have shown that consumers who are aged 50+ now have the many of the same interests as younger consumers, such as Home, Beauty, Dating, Fitness and Food. Next currently state that their target market is ages 25-45, but admit that they can understand that their consumer base is probably broader than this. As the lines between age groups are blurred, it may become even harder for Next to target their products if they do this purely on age. One way in Next could choose to follow lead is by taking a leaf out of accessories brand Dune’s book. They now define their customers by attitudes, rather than age. (Shabi, 2017) This allows for a more personalised shopping experience, and can allow Next to fit their products better to consumers, wants, need, and individual attributes.
Competitor Analysis
025 Competitor Analysis
Secondary Competitor 1 - ASOS Strategy: “More than just an online retailer, we want to be as synonymous to fashion for twenty-somethings as Google is to search and Facebook is to social networking.” (Asosplc.com, 2017) What are they doing differently to Next? • • • • • •
ASOS Marketplace Reccomendations Pages (App) Card Scanner (App) ASOS Front Row (Insiders Club) ASOS A-List (Loyalty Scheme) ‘TrueFit’ Technology - Website
A brand positing map was created to determine the brands current competitive landscape. This allowed for the identification of Next’s two main competitors: M&S and John Lewis, with strong competition also coming from House of Fraser and Debenhams.
Secondary Competitor 2 - Very.co.uk
The model can be split up into three separate categories:
Strategy: “Very.co.uk launched in July 2009 as a fun, friendly department store that aims to make the scary world of style more accessible. “ (Shopdirect.com, 2017)
Department Store Classic: This can be defined as stores that everybody has shopped at before. They are classics on the high street, meaning they sometimes may struggle to stay relevant within the retail industry in terms of keeping up with trends. Prices can sometimes be higher but only due down to higher quality. Something-for-all: These stores are young at heart, but cater for most ages with a broad selection of moderately priced products. Young, Fashionable & Affordable: These stores are always up to date with the latest fashion, and appeal to the younger market. Their products are usually of lower quality, but this is also reflected in their affordable prices.
What are they doing differently to Next? • • • •
Dressipi Style Me feature Ship Direct to V Festival Digital Window Shop Basket Reminder Emails
Competitor Analysis
027 Competitor Analysis
Primary Competitor 1 - Marks & Spencers Strategy: “We are at our best when we are completely focused on our customers. My plan is to keep things simple by putting them at the heart of M&S –every decision starts with them.” (Annualreport.marksandspencer.com, 2017) Market Position: £3.9bn Home & Clothing Revenue. (Annualreport.marksandspencer.com, 2017) Brand Values: Quality, Service, Value & Trust Products: Womenswear, Lingerie, Beauty, Menswear, Kids, Home & Furniture, Flowers & Gifts, Banking, Energy, Food & Wine Bricks & Mortar: 914 UK Stores, and 468 International Stores (Annualreport.marksandspencer.com, 2017) Promotion: TV Ads, Social Media, Print Advertisements, Billboards What are they doing differently to Next? • • • • • •
Browse & Order Hubs In-store Virtual Rails ‘Your Style Advisor’ feature – powered by Dressipi ‘Inspire Me’ section and Trend Spotlights (online) Sparks Loyalty Scheme Celebrity Collaborations - i.e Twiggy campaign
Competitor Analysis
029 Competitor Analysis
Primary Competitor 2 - John Lewis Strategy: “Our strategy is underpinned by three Aims: Increase advantage of Partners, Realise market potential & Grow efficiently.” (Knowledge, 2017) Market Position: £4.9bn Home, Clothing & Electricals revenue. (John Lewis, 2017) Brand Values: Honesty, Respect, Passion Products: Home & Garden, Electricals, Women, Men, Beauty, Baby & Child, Toys, Sports & Leisure, Gifts, Broadband, Opticians, Insurance, Food (Waitrose) Bricks & Mortar: 48 John Lewis shops across the UK (34 department stores, 12 John Lewis at home and shops at St Pancras International and Heathrow Terminal 2) (John Lewis, 2017) Promotion: TV Ads, Social Media, Print Advertisements, Bilboards What are they doing differently to Next? • • • • •
Price Match Promise Digital Magazines ‘Inspiration & Advice’ Section (online) ‘my John Lewis’ Loyalty Scheme ‘Kitchen Drawer’ feature
Website & App Analysis
031
Social Media Analysis Through of an analysis of Next and it’s competitors social channels, it can be seen that whilst Next are doing well on Instagram & Twitter, there are room for improvements both on Facebook and Youtube. It is paticuarly important for Next to peform well in terms of engagement on Facebook , as this is the social media which is widely used by the Next 25-45 demographic. A strategy which involves improving their social presence would benefit Next in terms of becoming a digital brand. The above image shows a detailed analysis of engagement across Next’s website and it’s competitors. Next are currently coming out top in all three catagories of Avg. Visit Duration, Pages/Visit, and Bounce Rate - but are beaten by both John Lewis and Marks & Spencer’s in monthly visits. Entering traffic to each site is not clear, but the reason for John Lewis’ high monthly visit figures, could be due to their recent famous Christmas campaign - #BusterTheBoxer. A high profile social media campaign such as this and an increase of engagement on social could help Next increase their monthly visits.
The above image shows Next and it’s competitors change in app rankings across the iOS App store. Next and Marks & Spencers both hold the most successful rankings and in turn each of these brands take the lead at different times. An innovative app feature to differentiate the Next app from Marks & Spencer’s could help Next take the permanent lead in ranking.
033
Key Strategies To determine potential strategies for Next going forward, a TOWS analysis has been carried out (Appendix 8). Any strategies going forward should be based around keeping the Next brand ‘up-to-date’ and relevant within retail. From this outcome, the following key recommendations can be made:
Next should work to have a clearer view of their target consumer going forward. Dividing their collections into separate ranges could help them target its broad range of consumers individually.
Investment should be made into the future of retail. Next should look closely to their competitors and work to follow and then better their offering. For example, by investing in distribution hubs, they can ensure quicker and more efficient delivery to consumers.
Work to improve their current mediocre brand image. Primary research found that whilst Next were well known, they lacked any known traits of being interesting or exciting. By always being ahead of their game digitally, Next will ensure that they are considered ‘current’ instead of their current risk of falling of the radar.
SMART Objectives To improve delivery services by opening 10 new distribution hubs within the UK within the next 2 years. To be considered a digitally innovative brand and improve customer satisfaction by 20% by investing in at least 3 new in-store and 3 new online technologies within the next 3 years. To increase conversion rates on mobile devices by 5% within the next 6 months by introducing at least 1 key unique and innovative feature to the Next App.
035
Idea 1 The ‘Social Currency’ Loyalty App
037
Idea 1 - The ‘Social Currency’ Loyalty App Aim: To increase traffic to the Next website from social by 10% within 6 months of implementation. Wireframes - Appendix 10
Hypothesis A ‘social currency’ style loyalty app and scheme will encourage and reward customers for shopping and sharing their Next purchases online. When sharing products, new campaigns, and purchases on their social channels, consumers will be rewarded with points. These points can also be collected by purchasing items, and can be redeemed in the form of gift cards, or even small gifts such as perfume. The points reward system will give consumers an incentive to talk about Next on social, increasing engagement levels and word-of-mouth advertisement surrounding the brand. Sharing of new products online with the use of tracked links to products will aim to alert new and old consumers of the brands latest offering, consequently increasing site visits, and conversion rates. This feature will aim to appeal to the identified consumer type 2. As mothers with an average disposable income, the ‘Family Sense’ segment enjoy the fun of social sharing, and the perks of loyalty schemes. The user journey map (APPENDIX) shows a step by step consumer process.
Competitors • •
M&S Sparks My John Lewis
Testing Initial concept consumer interviews arose the key issue of the oversharing of brands products online appearing as spam. This can be limited by giving consumers a limited number of allowed social shares from the app a week. A short trial of the app will be rolled out beforehand to a select few current loyalty Next Directory users to test usability, and test engagement levels both on the app and across social channels upon launch. Success of the scheme will be measured using the following metrics: • • • •
Engagement levels on social media Increase in website visits from the mobile app Increase in app conversion rates Purchases made through shared tracked product links
039
Idea 2 The AR App Feature
Idea 1 - The AR Catalogue Feature Aim: To increase mobile app conversion rates by 3% within 3 months of implementation. Wireframes - Appendix 10
Hypothesis An augmented reality feature added to the current Next app will allow for a modernisation of the Next directory. Feedback from the conducted focus group suggested that whilst consumers enjoyed having a Next Directory account, they thought their print publications were becoming unnecessary and outdated. It is also current a key part of the Next Annual Report, that they want to keep the Directory present but modern. The new feature, which will allow consumers to scan parts of the Next Directory print publication with their smartphone to bring up things such as in detail product descriptions and reviews, will bridge the gap between online and offline retailing for the Next Directory. Consumers will be able to quickly order products from their Next account with the same excitement of flicking through their favourite catalogue. This feature will aim to appeal to consumer type 1. The Scan & Shop catalogue feature will be a quick way for consumer to purchase items from the Directory in a limited amount of time. The user journey map (APPENDIX) shows a step by step consumer process.
Competitors •
Ikea VR App
Testing Concept interviews found that consumers were excited about the feature and said they would prefer the use of the AR feature than shopping digital spreads of the catalogue online. One improvement could be showing users what to purchase with their most recent scan. Initial product trials will be run in house with a select view consumers being invited to test the app out a month before launch. Success of the scheme will be measured using the following metrics: • • • •
Mobile App Conversion Rates Number of orders from Directory accounts Downloads of the Next App Orders of print publications
041
043
Idea 3 ‘True Fit’ Technology
045
Idea 3 - ‘True Fit’ Technology Aim: To reduce online returns by 10% and increase conversion rates online by 5% within the first 6 months of implementation. Wireframes - Appendix 10
Hypothesis The addition of personalised True Fit technology to the Next website will reduce online returns by ensuring consumers know their perfect sizing before purchase. True Fit is an online database and software which stores thousands of information regarding different brands and their clothing measurements. Primary research found that a big problem for consumers was inconsistent sizing throughout Next’s different available brands. The system will work by consumers being given the ability to enter their measurements when going to purchase an item on the Next website. The software will then determine the best size of product for the consumer based on the details entered. The system will also be able to tell the consumer whether the product is suitable to their body shape, and whether it will be an excellent fit. This will work on a five-point scale rating basis, as seen within the mock-up images. This feature will aim to improve user experience for all consumer segments stated. However, it should appeal paticulary to consumer type 3 who lkes to shop around for the perfectly fitted products. The user journey map (APPENDIX) shows a step by step consumer process.
Competitors • •
ASOS House of Fraser
Testing Concept interviews found that consumers did not want to be offended by being told they are a bigger size than what they actually are. To improve this, fit’s of items should be properly explained. One consumer commented it would be good to see models who are their size in the clothing too. Upon launch the feature will only be available to a select few ‘VIP’ Next Directory consumers in order for them to give feedback before the software goes live across the site. Success of the scheme will be measured by the following metrics: • •
Online Conversion Rates Online Returns
Project Implementation - Gantt Charts Idea 1 - The ‘Social Currency’ Loyalty Scheme App
Idea 2 - The AR Catalogue Feature
Idea 3 - ‘True Fit’ Technology
047
049
Conclusion In a heavily saturated technology-driven market, it’s becoming more and more important for retailers to differentiate themselves from competitors. Whereas once being a classic brand may have been a benefit to businesses, now the strong leaders will become the brands which stay ahead of trends within technology. The three key ideas developed alongside a strategy of always improving services, products and technology will ensure Next is ahead of their game, and don’t run the risk of becoming a fallen brand of the past.
Image References
051
Image 1
Image 2
Image 3
Image 4
Image 5
Image 6
Image 31
Image 32
Image 33
Image 34
Image 35
Image 36
Image 7
Image 8
Image 9
Image 10
Image 11
Image 12
Image 37
Image 38
Image 39
Image 40
Image 41
Image 42
Image 13
Image 14
Image 15
Image 16
Image 17
Image 18
Image 43
Image 44
Image 45
Image 46
Image 47
Image 48
Image 19
Image 20
Image 21
Image 22
Image 23
Image 24
Image 49
Image 50
Image 51
Image 52
Image 53
Image 54
Image 25
Image 26
Image 27
Image 28
Image 29
Image 30
Image 55
Image 56
Image 57
Image 58
Image 59
Image References 1. Next SS17 Campaign 1. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 2. Next Logo 1. [image] Available at: http://www.nextplc.co.uk/media/image-gallery/logos [Accessed 25 Jan. 2017]. 3. Next Logo 2. [image] Available at: http://www.nextplc.co.uk/media/image-gallery/logos [Accessed 25 Jan. 2017]. 4. Next SS17 Campaign 2. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 5. Next Mens 1. (2017). [image] Available at: http://www.prshots.com/archive/categories/next/SS17-Menswear-25522/imag es [Accessed 25 Jan. 2017]. 6. Gear Icon. (2017). [image] Available at: http://simpleicon.com/gear-9.html [Accessed 25 Jan. 2017]. 7. Next Store. (2017). [image] Available at: http://www.nextplc.co.uk/media/image-gallery/stores/high-wycombe [Accessed 25 Jan. 2017]. 8. Next Children 1. (2017). [image] Available at: http://www.prshots.com/archive/categories/next/SS17-Childrens wear-25520/images [Accessed 25 Jan. 2017]. 9. Political. (2017). [image] Available at: https://github.com/FortAwesome/Font-Awesome/issues/2440 [Accessed 25 Jan. 2017]. 10. Legal. (2017). [image] Available at: http://keywordsuggest.org/gallery/270020.html [Accessed 25 Jan. 2017]. 11. Economics. (2017). [image] Available at: https://www.shutterstock.com/image-vector/business-analysis-symbol-magnify ing-glass-icon-264991511 [Accessed 25 Jan. 2017]. 12. Environmental. (2017). [image] Available at: http://www.un.org/en/sections/history/milestones-1971-1980/index.html [Accessed 25 Jan. 2017]. 13. Social. (2017). [image] Available at: http://graphicdesign.stackexchange.com/questions/73877/how-to-convey-the-con cept-of-clear-communication-with-an-icon-or-simple-illust [Accessed 25 Jan. 2017]. 14. Phone. (2017). [image] Available at: http://www.freeiconspng.com/free-images/mobile-icon-png-2374 [Accessed 25 Jan. 2017]. 15. Ottewell, S. (2017). Pen Portrait 1. [image]. 16. Ottewell, S. (2017). Pen Portrait 2. [image]. 17. Ottewell, S. (2017). Pen Portrait 3. [image]. 18. Ottewell, S. (2017). Pen Portrait 4. [image]. 19. Next SS17 Campaign 2. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 20. Next SS17 Campaign 3. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 21. Next SS17 Campaign 4. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 22. Busy Mother. (2017). [image] Available at: https://itsaboutwomen.wordpress.com/2011/03/04/managing-your-busy- schedule-as-a-working-mother/ [Accessed 25 Jan. 2017]. 23. Dad. (2017). [image] Available at: https://pictons.com/wp-content/uploads/2016/03/dad-kids-on-couch.jpg [Accessed 25 Jan. 2017]. 24. Doctor. (2017). [image] Available at: https://www.dreamstime.com/royalty-free-stock-photo-middle-aged-female-doctor- hospital-ward-image6445775 [Accessed 25 Jan. 2017]. 25. Next Mens 2. (2017). [image] Available at: http://www.prshots.com/archive/categories/next/SS17-Menswear-25522/imag es [Accessed 25 Jan. 2017].
26. 27. 28. 29. 30. 31. 32.
Speech bubble. (2017). [image] Available at: http://www.clipartbest.com/icon-speech-bubble [Accessed 25 Jan. 2017]. Shopping Cart. (2017). [image] Available at: http://www.iconsdownload.net/commerce/1324-shopping-cart- black-shape-icon [Accessed 25 Jan. 2017]. Shopping Bag. (2017). [image] Available at: https://www.fotolia.com/tag/%22money%20icon%22 [Accessed 25 Jan. 2017]. Place. (2017). [image] Available at: http://www.freepik.com/free-photos-vectors/secret-place [Accessed 25 Jan. 2017]. Next Children 2. (2017). [image] Available at: http://www.prshots.com/archive/categories/next/SS17-Chil drenswear-25520/images [Accessed 25 Jan. 2017]. Next SS17 Campaign 5. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Im ages-25556/images [Accessed 25 Jan. 2017]. Next Mens 3. (2017). [image] Available at: http://www.prshots.com/archive/categories/next/SS17-Mens wear-25522/images [Accessed 25 Jan. 2017].
053 32. Next Mens 3. (2017). [image] Available at: http://www.prshots.com/archive/categories/next/SS17-Menswear-25522/imag es [Accessed 25 Jan. 2017]. 33. Next Children 3. (2017). [image] Available at: http://www.prshots.com/archive/categories/next/SS17-Childrens wear-25520/images [Accessed 25 Jan. 2017]. 34. Ottewell, S. (2017). Positioning Map. [image]. 35. ASOS. (2017). [image] Available at: https://www.youtube.com/watch?v=mARnzMsgnzA [Accessed 25 Jan. 2017]. 36. Very. (2017). [image] Available at: http://www.contact-numbers-uk.co.uk/very-contact-telephone-number/ [Accessed 25 Jan. 2017]. 37. Order Hub. (2017). [image] Available at: https://econsultancy.com/blog/64379-11-ways-m-s-is-improving-the-multichan nel-experience/ [Accessed 25 Jan. 2017]. 38. Sparks. (2017). [image] Available at: https://www.marketingweek.com/2015/10/15/three-ways-the-ms-sparks-loyalty-card- can-reignite-its-fashion/ [Accessed 25 Jan. 2017]. 39. M&S. (2017). [image] Available at: http://www.prshots.com/marksandspencer [Accessed 25 Jan. 2017]. 40. Marks & S Logo. (2017). [image] Available at: https://www.youtube.com/user/marksandspencertv [Accessed 25 Jan. 2017]. 41. John Lewis Campaign. (2017). [image] Available at: http://johnlewispresscentre.com/imagelibrary [Accessed 25 Jan. 2017]. 42. John Lewis Logo. (2017). [image] Available at: http://www.yellowjerseydesign.com/portfolio/john-lewis/ [Accessed 25 Jan. 2017]. 43. My Kitchen Drawer. (2017). [image] Available at: https://play.google.com/store/apps/details?id=com.johnlewis.an droid&hl=en_GB [Accessed 25 Jan. 2017]. 44. John Lewis Mag. (2017). [image] Available at: http://www.orelia.co.uk/press [Accessed 25 Jan. 2017]. 45. Similar Web 1. (2017). [image] Available at: https://www.similarweb.com/ [Accessed 25 Jan. 2017]. 46. Similar Web 2. (2017). [image] Available at: https://www.similarweb.com/ [Accessed 25 Jan. 2017]. 47. Ottewell, S. (2017). Social Media Analysis. [image]. 48. Next SS17 Campaign 6. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 49. Ottewell, S. (2017). App Mockup1. [image]. 50. Ottewell, S. (2017). App Mockup2. [image]. 51. Ottewell, S. (2017). App Mockup3. [image]. 52. Ottewell, S. (2017). TrueFit Mockup1. [image]. 53. Ottewell, S. (2017). TrueFit Mockup2. [image]. 54. Ottewell, S. (2017). Gantt Chart 1. [image]. 55. Ottewell, S. (2017). Gantt Chart 2. [image]. 56. Ottewell, S. (2017). Gantt Chart 3. [image]. 57. Next SS17 Campaign 7. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 58. Next SS17 Campaign 8. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017]. 59.
Next SS17 Campaign 9. [image] Available at: http://www.prshots.com/archive/categories/next/Campaign-Images-25556/ images [Accessed 25 Jan. 2017].
References
Bibliography
1. Nextplc.co.uk. (2017). Corporate responsibility. [online] Available at: http://www.nextplc.co.uk/corporate-re sponsibility [Accessed 24 Jan. 2017]. 2. Next. (2017). Next Annual Report 2016. [online] Available at: http://www.nextplc.co.uk/~/media/Files/N/Next- PLC-V2/documents/reports-and-presentations/2016/NEXT-Annual%20report%20Web%20FINAL.pdf [Ac cessed 24 Jan. 2017]. 3. Next. (2017). Next Annual Report 2016. [online] Available at: http://www.nextplc.co.uk/~/media/Files/N/Next- PLC-V2/documents/reports-and-presentations/2016/NEXT-Annual%20report%20Web%20FINAL.pdf [Ac cessed 24 Jan. 2017]. 4. Facebook.com. (2017). Next - About | Facebook. [online] Available at: https://www.facebook.com/pg/nexton line/about/ [Accessed 24 Jan. 2017]. 5. Lipsy.co.uk. (2017). Lipsy - About Us. [online] Available at: https://www.lipsy.co.uk/help/about [Accessed 24 Jan. 2017]. 6. Nextplc.co.uk. (2017). At a glance. [online] Available at: http://www.nextplc.co.uk/about-next/at-a-glance [Ac cessed 24 Jan. 2017]. 7. Bakar, A. (2017). NEXT PLC Risk of investing in Japan. [online] Academia.edu. Available at: http://www.aca demia.edu/24438196/NEXT_PLC_Risk_of_investing_in_Japan [Accessed 24 Jan. 2017]. 8. Experian. (2017). Fashion Segments - Experian. [online] Available at: http://www.experian.co.uk/assets/busi ness-strategies/brochures/Fashion_Segments_factsheet[1].pdf [Accessed 24 Jan. 2017]. 9. Kasriel-Alexander, D. (2017). Top 10 Global Consumer Trends for 2017. [online] Euromonitor International. Available at: http://go.euromonitor.com/rs/805-KOK-719/images/wpTop10GCT2017EN.pdf [Accessed 24 Jan. 2017]. 10. Shabi, R. (2017). Rachel Shabi investigates the politics behind clothes sizing. [online] the Guardian. Available at: https://www.theguardian.com/lifeandstyle/2004/oct/16/fashion.shopping3 [Accessed 24 Jan. 2017]. 11. Asosplc.com. (2017). Our ambition & strategy. [online] Available at: http://www.asosplc.com/our-ambi tion-and-strategy.aspx [Accessed 24 Jan. 2017]. 12. Shopdirect.com. (2017). VERY.CO.UK. [online] Available at: https://www.shopdirect.com/brands-page/very/ [Accessed 24 Jan. 2017]. 13. Annualreport.marksandspencer.com. (2017). M&S Annual Report 2016. [online] Available at: http://annualre port.marksandspencer.com/ [Accessed 24 Jan. 2017]. 14. Annualreport.marksandspencer.com. (2017). M&S Annual Report 2016. [online] Available at: http://annualre port.marksandspencer.com/ [Accessed 24 Jan. 2017]. 15. Annualreport.marksandspencer.com. (2017). M&S Annual Report 2016. [online] Available at: http://annualre port.marksandspencer.com/ [Accessed 24 Jan. 2017]. 16. Knowledge, J. (2017). John Lewis Partnership - Our strategy. [online] Johnlewispartnership.co.uk. Available at: http://www.johnlewispartnership.co.uk/about/our-strategy.html [Accessed 24 Jan. 2017]. 17. John Lewis, (2017). John Lewis Annual Report 2016. [online] Available at: http://www.johnlewispartnership. co.uk/content/dam/cws/pdfs/financials/annual-reports/jlp-annual-report-and-accounts-2016.pdf [Accessed 24 Jan. 2017]. 18. John Lewis, (2017). John Lewis Annual Report 2016. [online] Available at: http://www.johnlewispartnership. co.uk/content/dam/cws/pdfs/financials/annual-reports/jlp-annual-report-and-accounts-2016.pdf [Accessed 24 Jan. 2017]. 19. International Business Times UK. (2017). Unemployment rate looks set to remain at all-time low but Brexit uncertainty could hit wages. [online] Available at: http://www.ibtimes.co.uk/unemployment-rate-looks-set-re main-all-time-low-brexit-uncertainty-could-hit-wages-1600919 [Accessed 25 Jan. 2017]. 20. Clegg, R. (2017). UK labour market- Office for National Statistics. [online] Ons.gov.uk. Available at: https:// www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uk labourmarket/dec2016 [Accessed 25 Jan. 2017]. 21. Www2.cipd.co.uk. (2017). What’s in store for employment law in 2017? - People Management Magazine Online. [online] Available at: http://www2.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2017/01/12/ what-s-in-store-for-employment-law-in-2017.aspx# [Accessed 25 Jan. 2017].
WEBSITES
055
1. AdWeek. (2017). Lancôme Is Getting a 60% Monthly Action Rate With New Loyalty Program. [online] Available at: http:// www.adweek.com/news/technology/lanc-me-getting-60-monthly-action-rate-new-loyalty-program-159333 [Accessed 25 Jan. 2017]. 2. Annualreport.marksandspencer.com. (2017). M&S Annual Report 2016. [online] Available at: http://annualreport.mark sandspencer.com/ [Accessed 24 Jan. 2017]. 3. Anon, (2017). John Lewis Annual Report 2016. [online] Available at: http://www.johnlewispartnership.co.uk/content/dam/ cws/pdfs/financials/annual-reports/jlp-annual-report-and-accounts-2016.pdf [Accessed 24 Jan. 2017]. 4. Antavo Loyalty Software. (2017). Budget Planning 101 For Loyalty Programs - Antavo Loyalty Software. [online] Available at: https://antavo.com/blog/budget-planning-for-loyalty-programs/?utm_source=blog_loyalty_cost&utm_medi um=blog&utm_campaign=blog [Accessed 25 Jan. 2017]. 5. Asos.com. (2017). ASOS A-LIST | Loyalty programme | Earn while you shop. [online] Available at: http://www.asos.com/ customer-service/customer-relations/a-list/ [Accessed 25 Jan. 2017]. 6. Asosplc.com. (2017). Our ambition & strategy. [online] Available at: http://www.asosplc.com/our-ambition-and-strategy. aspx [Accessed 24 Jan. 2017]. 7. Bakar, A. (2017). NEXT PLC Risk of investing in Japan. [online] Academia.edu. Available at: http://www.academia. edu/24438196/NEXT_PLC_Risk_of_investing_in_Japan [Accessed 24 Jan. 2017]. 8. Blackmore, N. (2017). The £6bn catch in loyalty points: the schemes sitting on your rewards. [online] Telegraph.co.uk. Available at: http://www.telegraph.co.uk/finance/personalfinance/money-saving-tips/11912823/Shoppers-waste-6bn-of- loyalty-reward-points.html [Accessed 25 Jan. 2017]. 9. Campaignlive.co.uk. (2017). Birds Eye launches pay-by-picture pop-up restaurant. [online] Available at: http://www.cam paignlive.co.uk/article/1294152/birds-eye-launches-pay-by-picture-pop-up-restaurant [Accessed 25 Jan. 2017]. 10. Chahal, M. (2017). Are loyalty schemes broken? - Marketing Week. [online] Marketing Week. Available at: https://www. marketingweek.com/2016/07/13/are-loyalty-schemes-broken/ [Accessed 25 Jan. 2017]. 11. Clegg, R. (2017). UK labour market- Office for National Statistics. [online] Ons.gov.uk. Available at: https://www.ons.gov.uk/ employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/dec2016 [Ac cessed 25 Jan. 2017]. 12. Experian. (2017). Fashion Segments - Experian. [online] Available at: http://www.experian.co.uk/assets/business-strate gies/brochures/Fashion_Segments_factsheet[1].pdf [Accessed 24 Jan. 2017]. 13. Facebook.com. (2017). Next - About | Facebook. [online] Available at: https://www.facebook.com/pg/nextonline/about/ [Accessed 24 Jan. 2017]. 14. Fisher, L. (2017). The future of customer loyalty is card free - Marketing Week. [online] Marketing Week. Available at: https://www.marketingweek.com/2016/05/04/the-future-of-customer-loyalty-is-card-free/ [Accessed 25 Jan. 2017]. 15. Forbes.com. (2017). Forbes Welcome. [online] Available at: http://www.forbes.com/sites/erikamorphy/2014/06/30/the-hid den-cost-of-rewards-programs-and-how-walmart-may-beat-the-system/#4bae4ad04546 [Accessed 25 Jan. 2017]. 16. Harvard Business Review. (2017). The Value of Keeping the Right Customers. [online] Available at: https://hbr. org/2014/10/the-value-of-keeping-the-right-customers [Accessed 25 Jan. 2017]. 17. Hobbs, T. (2017). Nectar plans to become the UK’s biggest digital loyalty brand - Marketing Week. [online] Marketing Week. Available at: https://www.marketingweek.com/2016/03/09/how-nectar-plans-to-become-the-biggest-digital-loyalty- brand-in-the-uk/ [Accessed 25 Jan. 2017]. 18. Hobbs, T. (2017). The risks and rewards of Tesco pushing its own mobile payment app - Marketing Week. [online] Market ing Week. Available at: https://www.marketingweek.com/2016/04/01/the-risks-and-rewards-of-tesco-pushing-its-own-mo bile-payment-app/ [Accessed 25 Jan. 2017]. 19. International Business Times UK. (2017). Unemployment rate looks set to remain at all-time low but Brexit uncertainty could hit wages. [online] Available at: http://www.ibtimes.co.uk/unemployment-rate-looks-set-remain-all-time-low-brexit- uncertainty-could-hit-wages-1600919 [Accessed 25 Jan. 2017]. 20. Kasriel-Alexander, D. (2017). Top 10 Global Consumer Trends for 2017. [online] Euromonitor International. Available at: http://go.euromonitor.com/rs/805-KOK-719/images/wpTop10GCT2017EN.pdf [Accessed 24 Jan. 2017]. 21. Knowledge, J. (2017). John Lewis Partnership - Our strategy. [online] Johnlewispartnership.co.uk. Available at: http:// www.johnlewispartnership.co.uk/about/our-strategy.html [Accessed 24 Jan. 2017]. 22. Lipsy.co.uk. (2017). Lipsy - About Us. [online] Available at: https://www.lipsy.co.uk/help/about [Accessed 24 Jan. 2017]. 23. Marksandspencer.com. (2017). M&S Sparks Loyalty Card | Personalised Offers Members Club. [online] Available at: https://www.marksandspencer.com/webapp/wcs/stores/servlet/MSSparksLandingPage?langId=-24&storeId=10151&cat alogId=10051 [Accessed 25 Jan. 2017]. 24. Marriott.co.uk. (2017). Marriott Rewards - Marriott Rewards program at Marriott.co.uk. [online] Available at: http://www. marriott.co.uk/re
Bibliography
057
WEBSITES 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39.
Next. (2017). Next Annual Report 2016. [online] Available at: http://www.nextplc.co.uk/~/media/Files/N/Next-PLC-V2/docu ments/reports-and-presentations/2016/NEXT-Annual%20report%20Web%20FINAL.pdf [Accessed 24 Jan. 2017]. Nextplc.co.uk. (2017). At a glance. [online] Available at: http://www.nextplc.co.uk/about-next/at-a-glance [Accessed 24 Jan. 2017]. Nextplc.co.uk. (2017). Corporate responsibility. [online] Available at: http://www.nextplc.co.uk/corporate-responsibility [Accessed 24 Jan. 2017]. Niven, L. (2017). Marc Jacobs: Tweets For Treats. [online] British Vogue. Available at: http://www.vogue.co.uk/article/marc- jacobs-daisy-tweet-shop-covent-garden [Accessed 25 Jan. 2017]. Shabi, R. (2017). Rachel Shabi investigates the politics behind clothes sizing. [online] the Guardian. Available at: https:// www.theguardian.com/lifeandstyle/2004/oct/16/fashion.shopping3 [Accessed 24 Jan. 2017]. Shopdirect.com. (2017). VERY.CO.UK. [online] Available at: https://www.shopdirect.com/brands-page/very/ [Accessed 24 Jan. 2017]. Smart Insights. (2017). Mobile marketing statistics 2016. [online] Available at: http://www.smartinsights.com/mobile-mar keting/mobile-marketing-analytics/mobile-marketing-statistics/ [Accessed 25 Jan. 2017]. trendone.com. (2017). Mega-Trend: Seamless Commerce. [online] Available at: http://www.trendone.com/en/trend-uni verse/mega-trends/mega-trend-detail/seamless-commerce.html [Accessed 25 Jan. 2017]. Truefit.com. (2017). True Fit® | Footwear & Apparel’s Discovery Platform. [online] Available at: https://www.truefit.com/ Home [Accessed 25 Jan. 2017]. Vizard, S. (2017). Harvey Nichols shuns traditional loyalty scheme with ‘agile, personalised’ mobile app - Marketing Week. [online] Marketing Week. Available at: https://www.marketingweek.com/2015/06/02/harvey-nichols-looks-to-create-agile- personalised-loyalty-scheme-with-app-launch/ [Accessed 25 Jan. 2017]. Vizard, S. (2017). Loyalty cards aren’t convincing British consumers to shop. [online] Marketing Week. Available at: https:// www.marketingweek.com/2016/12/07/loyalty-cards-nielsen/ [Accessed 25 Jan. 2017]. Vizard, S. (2017). my John Lewis loyalty scheme signs up 1.6 million members as it adds new digital features - Marketing Week. [online] Marketing Week. Available at: https://www.marketingweek.com/2015/09/28/myjohnlewis-loyalty-scheme- signs-up-1-6-million-members-as-it-adds-new-digital-features/ [Accessed 25 Jan. 2017]. Vizard, S. (2017). Why Virgin is launching a loyalty app to unite all its UK businesses for the first time - Marketing Week. [online] Marketing Week. Available at: https://www.marketingweek.com/2016/06/20/why-virgin-is-launching-a-loyalty- app-to-unite-all-its-uk-businesses-for-the-first-time/ [Accessed 25 Jan. 2017]. Waller-Davies, B., Ryan, J., MacDonald, G. and Hardy, E. (2017). Analysis: Four ways M&S could improve its in-store experi ence. [online] Retail Week. Available at: https://www.retail-week.com/analysis/analysis-four-ways-ms-could-improve-its-in- store-experience/7012837.article [Accessed 25 Jan. 2017]. Www2.cipd.co.uk. (2017). What’s in store for employment law in 2017? - People Management Magazine Online. [online] Available at: http://www2.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2017/01/12/what-s-in-store-for-employ
ment-law-in-2017.aspx# [Accessed 25 Jan. 2017].
BOOKS/JOURNALS
1. Bauknecht, K., Pröll, B. and Werthner, H. (2005). E-Commerce and Web Technologies (vol. # 3590). Berlin Heidelberg: Springer-Verlag. 2. Chesnut, D. and Nichols, K. (n.d.). UX for dummies. 3. Garrett, J. (2011). The elements of user experience. Berkeley, CA: New Riders. 4. Goldstein, A. and O’Connor, D. (2002). Electronic commerce for development. Paris: OECD, Development Centre of the Organisation for Economic Co-operation and Development. 5. Hyun-Jhin Lee, (2012). The New Role of UX Design and Its’ Framework for Mobile App Design - Focusing on the Agile UX framework -. Journal of Digital Design, 12(4), pp.109-118. 6. Karr, A. (2015). UX research vs. UX design. interactions, 22(6), pp.7-7. 7. Kraft, C. (2012). User experience innovation. New York, NY: Apress. 8. Marcus, A. (n.d.). Design, user experience, and usability. 9. Moule, J. (2012). Killer UX design. Collingwood, Vic.: SitePoint. 10. Omololu, E. (n.d.). The Strategic Expansion of Hennes & Mauritz AB: A Potential Acquisition of Next or Ted Baker PLC. SSRN Electronic Journal. 11. Quesenbery, W. and Szuc, D. (2012). Global UX. Waltham, MA: Morgan Kaufmann. 12. Sauro, J. and Lewis, J. (2012). Quantifying the user experience. Amsterdam: Elsevier/Morgan Kaufmann. 13. Schmidt, A. and Etches, A. (2012). User Experience (UX) Design for Libraries. Chicago: ALA Editions. 14. Tullis, T. and Albert, B. (2013). Measuring the user experience. Amsterdam: Elsevier. 15. Unger, R. and Chandler, C. (2009). A project guide to UX design. Berkeley, CA: New Riders.
Appendix
Appendix 2 - Paper Survey Results
Appendix 1 - Online Survey Results HOW OLD ARE YOU?
WHAT IS YOUR GENDER?
WHAT IS YOUR AGE?
66
HOW OFTEN DO YOU SHOP ONLINE?
Female
Male
13
33%
41-50
50+
67% 0
31-40
4
3
ONCE A WEEK
AGE GROUPS
ONCE A MONTH
EVERYDAY
18-24
OCCASIONALLY
25-34
WHAT IS THE MOST APPEALING FACTOR ABOUT SHOPPING ONLINE?
35-44
45-54
55-64
65-74
75 OR OLDER
HAVE YOU HEARD OF NEXT PLC?
HOW FAMILIAR ARE YOU WITH NEXT PLC?
OTHER
COMFORT OF OWN HOME
DO YOU PREFER HOME DELIVERY OR CLICK & COLLECT?
CONVIENIENCE
RANGE OF CHOICE
BEING INSPIRED BY ADVERTS
CUSTOMER REVIEWS
YES
EXTREMELY FAMILIAR
NO
HOW WOULD YOU DESCRIBE YOUR OVERALL OPINION OF NEXT PLC?
HOW OFTEN DO YOU REVIEW PRODUCTS ONLINE BEFORE GOING IN-STORE TO PURCHASE?
VERY FAMILIAR MODERATELY FAMILIAR
40
20
20
0
NOT AT ALL EXCITING
93
93
NEXT PLC
MARKS AND SPENCERS
JOHN LEWIS
DEBENHAMS
HOUSE OF FRASER
30
30
WHICH OF THE FOLLOWING BRANDS HAVE YOU HEARD OF? (SELECT ALL THAT APPLY) 93
5
10
15
20
25
30
35
40
0
0
0
0
45
WHAT WOULD YOU RATE THE NEXT WEBSITE ON A SCALE OF 1 - 10 (1 BEING THE LOWEST) BASED ON EASE OF USE?*
WHICH OF THE FOLLOWING BRANDS DO YOU CURRENTLY USE? (SELECT ALL THAT APPLY)
HOW LIKELY ARE YOU TO RECCOMEND NEXT TO A FRIEND?
25
10
NOT SO EXCITING
35
WHAT WOULD YOU RATE THE NEXT WEBSITE ON A SCALE OF 1 - 10 (1 BEING THE LOWEST) BASED ON AESTHETIC …
SOMEWHAT EXCITING
12
0
6-10 MINS
VERY EXCITING
30
0-5 MINS
0
19
22
OTHER EMAIL NEWSLETTERS WEBSITE ADVERTISEMENTS VIDEOS ARTICLES/BLOGS CUSTOMER REVIEWS SOCIAL MEDIA
0
26
OVER 15 MINS
WHICH OF THE FOLLOWING WORDS WOULD YOU USE TO DESCRIBE NEXT PLC'S PRODUCTS? SELECT ALL THAT APPLY.
EXTREMELY EXCITING
93
WHICH ONLINE FORMATS DO YOU PREFER TO LEARN ABOUT COMPANIES AND THE PRODUCTS OR SERVICES THEY OFFER?
35
11-15 MINS
EXTREMELY VERY SOMEWHAT NOT SO NOT AT ALL I HAVE NOT FAVOURABLEFAVOURABLEFAVOURABLEFAVOURABLEFAVOURABLE HEARD OF THIS BRAND
EVERY PURCHASE
NEVER
31
SOME PURCHASES
93
5
0
12
17
13
32
Home Delivery 55%
HOW LONG DO YOU BROWSE A WEBSITE FOR A PRODUCT BEFORE GIVING UP AND LOOK ELSEWHERE?
NOT AT ALL FAMILIAR
HOW EXCITING DO YOU CONSIDER NEXT PLC AND IT'S DIGITAL OFFERING TO BE?
65
Click & Collect 45%
SLIGHTLY FAMILIAR
12
TABLET
12
MOBILE BROWSER
40
MOBILE APP
4
DESKTOP
5
3
16
19
12
14
18
16
19
20
24
30
58
36
WHEN SHOPPING ONLINE, WHICH PLATFORM DO YOU PREFER?
EVERY FORTNIGHT
93
21-30
3
UNDER 21
3
8
27
16
15
16
19
20
28
25
31
059
12
6
4
13
13
20
8
6
8
10
4
2
20
10
8
2
0 0
5
10
15
20
25
30
35
0
NEXT PLC
0
5
10
15
20
25
30
MARKS & SPENCERS
JOHN LEWIS
DEBENHAMS
HOUSE OF FRASER
EXTREMELY LIKELY
VERY LIKELY
SOMEWHAT LIKELY
NOT VERY LIKELY
NOT AT ALL LIKELY
Appendix 3 - Concept Interview
061
Appendix 4 - Focus Group
Appendix 5 - Sample Consent Form
Appendix 6 - Sample Survey
Appendix 7 - PESTEL
063
Political: The subject of BREXIT has posed a huge uncertainty on the future of the UK economy. Interest rates are predicted to increase in 2017 because of this, meaning disposable income is predicted to drop. Increase in terror attacks has had an effect on consumers wanting to shop within high target areas such as shopping centres. Economical: Unemployment rates hit the lowest they have been in 11 years in the 3rd quarter of 2016. However, it is predicted that uncertainty from BREXIT could cause an increase in figures from 4.8% to 5.4% by the end of 2017. (International Business Times UK, 2017) It is also predicted Britain’s economic growth could slow down from 2% in 2016 to 1.4% over the next 12 months. (Clegg, 2017) UK Energy and food costs are predicted to surge in 2017. Social: A growing cultural diversification of consumers within the UK and beyond means consumers needs are becoming increasingly different. Social stigma currently surrounding the subject of body shapes and sizes is currently rife in the media. Word-of-mouth advertisement is higher than ever since the rise of social media. Technological: The rise of online shopping in conjunction with technological advancements means that consumers are constantly looking to how brands can innovate their ecommerce offering. Currently consumers expect products delivered as quick as possible. The rise of use of mobiles for online shopping means that brand need to develop their ecommerce sites to adapt to this trend. By making online shopping easier and more attractive on mobile devices, Next can use this to increase conversion rates. Environmental: A changing climate means weather can be unpredictable not only within the UK but also internationally. It is becoming increasingly recognised by consumers whether brands are environmentally friendly or not. Legal: New employment laws introduced because of BREXIT will become apparent in 2018. New laws implicate that retailers such as Next are required to publish mean and median gender pay gaps within their annual reports. In April 2017 employers will be expected to invest in apprenticeships. (Www2.cipd.co.uk, 2017)
Appendix 8 - TOWS
Appendix 9 - USER STORIES
065
Appendix 10 - Wireframes
067
Idea 2 - VR App Idea 2 - True Fit
Idea 1 - Social Currency