Asosdocument

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INTRODUCTION

DIGITAL

ASOS

COMPETITORS

THE CONSUMER

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Primary and secondary research was conducted throughout the process of this project to inform ideas and recommendations made in this document. Primary sources such as interviews with industry professionals, consumer insight surveys, observational tasks and ethnographic

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research was carried out to underpin opinions made through secondary sources. Please see the appendix for a further and a more detailed breakdown and analysis of the sources and processes used to evidence this report.

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The modern era we currently inhabit is frequently referred to as ‘the digital age’, the millennial generation have acquired the nickname ‘digital natives’ and technology has changed the world, especially the way we consume.

Critics argue e-commerce is a disruptive threat to physical stores and although online shopping sales continue to grow, more e-commerce players are continuously proving that the physical space should not be ignored. (Saiidi, 2015) It is similarly debated that bricks and mortar still dominates the retail landscape with Forrester research predicting online sales will account for only 11% of total retail sales by 2018 (Lindsey, 2015) ‘More than 68% of 18-25 year olds prefer shopping in stores over online for apparel and shoes’ according to research by New York City-based LIM College. So it would seem the demise of brick and mortar at least for 18 to 25 year olds is grossly exaggerated. (Howland, 2015)

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This document is a study of the brand ASOS and how digital brands alike have changed the retail landscape since the birth of technology and the Internet. This report will consider the impact digital brands have had on physical stores and challenge the enmity between online and physical retail. Notably studying the prominent trend of digital brands creating a physical presence, recommendations will be made that provide ASOS consumers with a seamless online to in-store experience.

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When the first World Wide Web server, created

by Tim Berners-Lee opened for commercial use in 1990, a flood of technological innovations emerged and the age of online retail was born. E-tailers like Amazon, EBay and Alibaba began to dominate the e-commerce world and drove many small businesses to extinction. (Rampton, 2015) Consequently the British high street perished. Combined with the financial crash of 2008, many retailers looked to moving their businesses online, unable to afford the costs of a physical store.

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Leanne Worrall a former product manager at River Island believes ‘The Internet was a huge game changer for the high street’ especially when it comes to consumer behaviour, adding ‘customers now have access to an endless supply of information. This has made them well-informed when it comes to product knowledge and the retail market.’ Worrall maintains with knowledge comes expectation therefore customers expect brands to ‘be quicker, more efficient and constantly updated’. (Worrall, 2015) Consumer don’t just want digital, consumers don’t just want physical, they want both. (Allen, 2015)

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The world of retail has seen a significant rise in e-commerce brands expanding into physical locations. Alibaba recently invested in intime retail and it has been widely discussed and speculated that ‘Amazon plans to enter the brick-and-mortar retail game.’ (Reich, 2014) These are just a few examples of digital giants turning to bricks-and-mortar in order to constantly engage consumers.

Many industry experts have considered ‘it’s time to create a seamless flow of information from store shelves to online resources and back again. By doing so, merchants can augment the shopping experience for browsers in store outlets and motivate sales.’ (Burke, 2015) ‘Hundreds of brands have opened their own store and generated millions in sales revenue. And when you consider that 80% of all economic output takes place in urban areas, it further validates the idea that having a cost-effective physical presence makes a lot of sense.’ (Reich, 2015) But with such immense success online, will a company like ASOS ever consider storefront? It’s very likely. (Reich, 2014) Nick Robertson, CEO of ASOS has already deliberated the idea of a physical space; the following statement from Roberston clearly states a physical presence could be on the cards for ASOS in the brands future. “Being a digital fashion brand, it is important we never lose a digital element to what we’re doing, however based on consumer reaction and participation, I think we will be looking at more new and innovative ways we can get our brand in front of the customer for a physical experience in the future.” (Robertson, 2014)

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“I think we will be looking at more new and innovative ways we can get our brand in front of the customer for a physical presence in the future.�

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In the brands financial report for fiscal 2013, ASOS reported sales of £769.4 million, which was up 39.2% from £552.8 million in fiscal 2012. (Roberson, 2014) An early adopter of the e-tailing business model, Asos was launched in 2000 by Nick Robertson and Quentin Griffiths in Camden town, north London. While the brand only started making a profit three years after it’s establishment, Asos is now the fastest developing independent retailer in Europe. Asos.com features an extensive range of merchandise on the site and is updated with new products weekly. The brand caters to all fashion tastes and lifestyles, offering both high street and designer products.

Asos currently offers a seamless online experience; the user-friendly navigation system, simple web graphics and tidy layout make shopping on Asos.com a stress-free and enjoyable experience.

The brand is also active across many social media channels including Facebook, Twitter and Instagram. These platforms are used as key consumer engagement devices. As well as the main site these platforms are tailored country by country so to abundantly engage each consumer group uniformly.

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Most of ASOS’s success is due to brand personality and correspondence with consumers, this has played a huge part in ASOS’s growing popularity. From creative direction to the customer service twitter page, when it comes to all routes to the consumer, ASOS are known for being quirky and innovative. Global social media manager at ASOS, Sedge Beswick believes ‘social media should be like a dinner party’ and ‘once you start the conversation be prepared to finish it’. (Beswick, 2015) Similarly forbes.com reported how surprising it was that ’many big companies fail to recognize that creating a personality behind an otherwise faceless (albeit branded) social media channel isn't just a nice idea, it's crucial. ASOS have championed this quality.

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However with the dominant trend of e-tailers going physical looming over ASOS, the brands only physical channels of engagement with the consumer is through click and collect and ASOS magazine. The publication is a quarterly magazine sent to ASOS consumers as encouragement to order from ASOS.com. The magazine highlights the brands latest stock and must have items. But is this enough to quench the consumer’s thirst for a physical brand experience?

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POSITIONING

Asos are positioned just off center on the perceptual map.

They are a brand known for keeping up to date with the latest trends but are also fairly priced compared to competitors. This map clearly outlines why Asos is ahead of the pack in the retail game. Jack wills for example is one of the most expensive stores on the high street yet they are one of the least trend conscious. A major competitor for ASOS is H&M, they share the same consumer target group and are highly trend conscious. However H&M are less expensive than Asos, which means they are an alternative for Asos consumers looking for fairer priced clothing.

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COMPETITORS

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To vindicate a physical presence for ASOS its important to look at COMPETITORS that

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have opened physical stores and analyse the success of these ventures.

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Amazon has been branded ‘the biggest online store on the planet’ (Connor, 3013) and it’s clear why they are one of ASOS’s major competitors. The digital giant boasted revenue figures of 88.988 billion in 2014, compared with $74.45 billion in 2013. (Sec.gov, 2015) While the brand is a force to be reckoned with online, virtual domination doesn’t seem enough for the digital giants since the brand have become one of the latest online stores to welcome the trend of e-tailers embracing bricks and mortar.

In 2015, Amazon plans to launch the brands first physical store on the campus of Purdue University in West Lafayette, Indiana. (Kharpal, 2015) The reason behind this decision from Amazon appears to be a way of promoting Amazon Student, which gives university students the benefits of its Prime membership scheme

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at a discounted price. The store will primarily act as a customer click and collects point, allowing students to order textbooks and university supplies as well as other items. Consumers will also be able to make returns at the facility and there will be full time staff on hand to help with customer queries. Paul Ryder, vice-president of media and student programs at Amazon, has acknowledged the brand plans to open more centers at other universities.

(Johnston, 2015) Retaildive.com has reported ‘retail in 2015 will continue to be driven by the needs and preferences of two prominent generations: baby boomers and millennials.’

(Howland, 2015) Amazon has clearly acknowledged this prominent trend by opening a student orientated retail space and accepted millennials are the primary consumer to target for the future.

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As an increasing amount of e-tailers are looking to get closer to their consumers, Google is another digital giant to jump on the brick-and-mortar bandwagon. London recently greeted the launch of Google’s first physical store in Currys PC world. Residing on Tottenham Court Road, the area is well known for its tech and gadget retailers and is only a short distance from the UK Apple flagship.

The store sells all Google’s top gadgets; including Android phones, tablets and other devices such as wearable’s running Google's Android operating system. Inside, Google boasts an ’immersive’ screen installation called portal where consumers can take a virtual trip around the world and are also encouraged to show their creative sides by using digital spray paint to doodle on walls in store.

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James Elias, the UK marketing director for Google, elicited in a press release "The pace of innovation of the devices we all use is incredible, yet the way we buy them has remained the same for years. With the Google shop, we want to offer people a place where they can play, experiment and learn about all of what Google has to offer," With the succession of the London store, two more Google Shops are set to open later in the year. (Kharpal, 2015)

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The Asos consumer has many names, Gen Y, Millennials and Digital natives to name a few. Millenials have grown up using technology, the internet and mobiles. They are tech savvy and known as thoughtful and careful consumers, using social media and the web to explore possibilities.

(Howland, 2015) Millenials are constantly updated and connected through social media, which influences their social and economic decisions. Fast becoming the most important consumer to target, brick-and-mortar retailers are adopting consumer facing technology to build unique in-store experiences for these consumers. (VendHHQ.com, 2015) They are highly self-conscious and curious characters that thrive on the latest trends and celebrity style. In relation to the consumer, Asos describes itself as a global fashion destination for 20-somethings. ‘We sell cutting-edge ‘fast fashion’ and offer a wide variety of fashion-related content, making ASOS.com the hub of a thriving fashion community.’

(ASOS.com, 2015)

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In order to understand the ASOS consumer 3 subjects took part in a shopping experiment that aided the formation of the following ASOS consumer profiles. A hypothetical situation was proposed where each subject was asked to make an outfit for under ÂŁ200 from ASOS.com.

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S U B J E C T A B A S I C S C

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Subject A is back to basics; they spent most of their time on the site looking at ASOS’s own collection. ASOS collection consists of classic apparel that comes in a range of different colours. Subject A divulged her wardrobe

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consists of simple staples like, the timeless white t-shirt, black crew neck and that perfect pair of black skinnies.

They are a loyal consumer and favour ASOS over all other brands.

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S U B J E C T B B R A N D Y

Subject B was renamed, Brandy, who wasn’t too interested in what ASOS themselves had to offer. When looking for an outfit she was quick to refine her search options. She picked specific styles of jean, tops and certain brands she wanted to look at. This consumer isn’t a

moocher, she did not scroll through all the options, and she knew exactly what she wanted and where she would find it. This consumer uses ASOS as a shopping search engine; Brandy uses ASOS as a one-stop destination to shop all her favourite brands in one convenient place.

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S U B J E C T C F O L L O W E R

The follower immediately viewed the websites ‘as seen on me’ and ASOS stylists sections, before looking at items. She admitted to being highly influenced by others buying decisions and wanted to know what was

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trending and what everyone else was wearing before she made a decision on what she would buy. Her outfit took influence from the as seen on me page, which is evident in figures # and #.

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The need to provide a seamless online to in-store experience continues to grow, and successfully pulling this off requires both a digital and physical presence. But with such success in the digital world, creating a physical presence for ASOS will not be about recreating what they have online, offline.

Instead the brands physical store must offer a ‘unique experience that consumers cannot get online. Whether it’s the ability to touch and feel merchandise, see how components can fit together or gain expert advice from customer service reps or kiosks.’ (Lee, 2014) It’s time for ASOS to embrace the hyper connected consumer and their eagerness for a personalized, multi-device and omni channel experience, offline as well as online.

To compete in the physical landscape, ASOS must offer a compelling reason to exist. A carbon copy of what they offer online but delivering it physically will not suffice. They must be more than just a retail store; ASOS needs to deliver an experience.

To create a seamless online to in store experience, the physical store will focus on the before and after consumer purchase journey. ASOS’s during purchase procedure is already successful, therefore there is no need to alter or disturb it. But instead, to build on it, not replace it, the physical store will act as an extension of ASOS.com.

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In order to predict a physical future for ASOS it’s necessary to understand the current retail trends that are influencing major buying decisions and affecting consumer behaviour.

In 2014, merchants ventured into omnichannel retailing and tried in-store marketing solutions like beacons to improve the shopping experience. For 2015 VendHQ. com predicts stores to continue using these strategies,

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finding ways to bridge the gap between offline and digital channels. They also anticipate platforms such as social media and mobile to play dominant roles in the consumer shopping experience. The most prominent retail trends for 2015 will be omni-channel, loyalty, technology and millenials. (VendHQ.com, 2015)

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Omni channel, the idea that every channel must work together to deliver a unified and consistent customer experience. VendHQ claims ‘retailers embracing multiple channels to serve customers will be the most successful in 2015’ similarly discussing how consumers are channel blind, they do not distinguish between channels and therefore expect the same service and products online as they would in store and on mobiles.

This means more merchants are creating retail propositions that are consistent across all channels. (VendHQ. com, 2015)

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Loyalty is a macro trend that has never or will ever be out of fashion, all merchants desire this from their consumers. However, the loyalty landscape is changing, as VendHQ reports ‘when it comes to reward programs, the “points-for-purchase” model just isn’t cutting it anymore.’ Instead, they predict a future where consumer will be rewarded for their engagement, rather than just purchases. ‘Enriching and personalizing the shopping journey will no longer be limited to tailored product recommendations and offers. Forward-thinking retailers will find additional ways to make each customer’s experience unique and memorable. We predict that one of the areas that they’ll focus on is customer loyalty.’ (VendHQ.com, 2015)

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Brands will continue to implement and experiment with tech innovations learning how to use them to improve the shopping experience.

Point of sale technology will continue to grow into 2015 as more brands turn to cloud based POS systems which have been proven to outperform old-fashioned cash registers. (VendHQ.com,2015) Augmented reality in the form of virtual fitting rooms and interactive window displays will continue to be experimented with by brands eager to improve the consumer experience. ‘Walgreens, for instance, is testing Google’s Project Tango 3D to create AR-enabled mobile maps and navigation for its customers.’ (VendHQ. com,2015)

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‘Gen Y—a young but equally large—market segment will also be a major influence in retail.’ This prediction means brands who want to reach out to this consumer group will need to invest in mobile, as they are the largest group of smartphone owners.

Brands also need to be constantly updated and quick when it comes to reaching the millennial market. ‘As a generation that grew up in an age where almost anything is just a click away, millennials have a tendency to be impatient. Retailers who want to engage them must invest in more robust order fulfillment systems and fast (but excellent) customer service.’ (VendHQ.com, 2015)

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Redbull is known for championing experiential marketing, the brands new venture and most recent collaboration has been with Alldayeveryday, an experiential content creation company.

Together they launched, The Gift shop, a contemporary answer to the traditional museum outlet. This multi functional project space sells specialty goods and acts as hub for creatives and artists to ‘collaborate and caffeinate’.

Located at the Red Bull studios NY, the permanent fixture has formed a hybrid setting with the purpose of creating a brand experience that evolves with time and space. The Gift

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Shop has a small retail space, radio booth, state of the art recording studio, and performance area, lecture hall and exhibition room. ‘The launch of The Gift Shop illustrates the shifting retail experience of a physical location that doubles as a marketing platform for artists.’ Kevin Kearney, Managing Partner of Alldayeveryday has described this new project as ‘an experiment in what it means to have a more meaningful and multi-dimensional retail experience’ and believes ‘retail has become such a saturated space littered with discounts and commoditized products, and we wanted to introduce an environment that feels like the opposite’ (Splika, 2015)

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ASOS advocates personality; therefore, it is important the physical experience conveys character when creating a brand experience for the consumer. ‘Urban Outfitters recently opened a New York branch that has an on-site salon and coffee shop, in a move to turn the location into a destination, rather than just a store. (Andjelic, 2015) By creating this space, Urban Outfitters have created a new kind of shopping experience for their consumers. The store is no longer about buying clothes but buying a lifestyle. This is an important component ASOS should consider when going physical. ‘Powerful communities are being formed around brands and experiences -- from runners and cross-fitters to foodies and gamers.

More communities will be tied to brands and experiences as never before and will influence major buying decisions’ (Mehta, 2014)

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“Pop-up shops are the most effective way to test the retail waters and bring a product to the consumer in a low cost, short-term way. The test might also help brands realise they are actually not ready for the physical world.”

(Saiidi, 2015) This is a realistic way for ASOS to test the idea of a physical space and leaves room for development and expansion if the pop up store is successful.

Many brands have found success using pop up stores. Reebok opened a month long store named FLASH in New York City’s CVZ contemporary art gallery. EBay opened a store in Japan, which sold everything from eBay branded clothing to stuffed animals and water bottles. WIRED magazine also opens an electronic store every year in New York City. The space boasts a launch party full of music executives and celebrities but by day is open to the public as a retail store. (Shontell, 2011) All these ventures have been extremely successful in providing great marketing for the brands and have shown a diverse, tactile and personal side to the consumers who visit

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these stores. The pop up trend is instant, raw and honest.

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M A R K E T I N G

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When marketing the new physical venture recommended to Asos it’s important to put the right product, in the right place, at the right time. Therefore, the marketing mix strategy has been implemented to ensure the pop up store will be successful. It is also important to remember in this process that no one element of the marketing

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mix is more important than another and each element should support the others. The strategy should and can be modified to create an overall brand image and unique selling point that makes the product/service stand out from the competition.

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]Picking the perfect location for the launch of the new store is a very important aspect. Asos currently do everything online therefore choosing the right location to create a physical presence is essential, as it will say a lot about the brand from the location chosen. It has to be somewhere that the consumer connects with and a location the brands ethos suits.

By creating a physical presence for Asos, the brand are introducing a new service but the product will stay the same. Thus the store will be an alternative way to sell existing products. Asos consumers already enjoy the digital element of shopping that Asos provides and this should not be ignored. Therefore the store will implement many of the technology trends that are predicted to be prevalent in 2015. The way in which this new service will be delivered needs to be cohesive with the existing online method to create a seamless online to offline experience for the consumer. (mindtools.com, unknown date)

P R O M O T I O N

The promotion of this new venture needs to be cohesive with the way Asos already promote the brand. The brands tone of voice is playful and quirky therefore the promotional material will need to replicate this. Asos have a strong reputation across social media therefore the promotion of this new service will rely mainly on social media platforms, such as Facebook, Twitter and Instagram to endorse the new venture.

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This mood board was created to visualize how ASOS represents brand identity through graphics, colour, typography and layout. Visual analysis is vital as there must be a clear aesthetic correlation between ASOS.com and the pop up store to create a cohesive online to in store experience.

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C R E A T I V E

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ASOS regularly experiments with bold graphics and bright colour pallets. The ASOS.com website arrangement is clean and concise which in turn makes it easy to navigate. This design formula correspondingly makes the bright and hectic graphics appear vibrant and animated set against a simple layout.

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A survey was conducted to investigate how ASOS consumers view the brands visual identity and what they believe the brand represents through imagery. A word map has been constructed on the following page, which illustrates the views of ASOS consumers. Please see the appendix for further details on this primary research task.

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H A P P Y C L A S H I N G T

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FEMININE B R I G H T D I G I T A L

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C R E A T I

Through visual analysis, key influences have been identified that ASOS represent through the brands creative direction.

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M E M P H I S M O V E M E N T The Memphis movement was an Italian design and architectural group founded by Ettore Sottsass in 1981.

Works from this movement include postmodernism and Russian Avant Garde art inspired furniture, fabrics, ceramics, glass and metal works. (Metmuseum.org, n.d.) Artists of the movement also drew inspiration from art deco, pop art and futuristic themes. The Memphis movement has often been described as bizarre and misunderstood and sometimes even loathed. ‘A shotgun wedding between Bauhaus and fisher price’. (Pellegrin, 2012) Notable artists are Tim Colomant, Allessandro Mendini and Natalie du Pasquier.

Clear similarities can be drawn between Asos’s imagery and the Memphis movement. Asos’s use of vibrant colours,

bold futuristic graphics and quirky tone of voice closely mimic the forward thinking creations from the inspiring movement.

The Memphis movement has inspired many contemporary artists. Notably Scott Renau, Linda Linke and Chad Kouri who have all produced individual works that are reminiscent of Memphis designs. Natalie du pasquier, a founder of the Memphis movement recently collaborated with American Apparel on a Memphis inspired collection and fashion designer Karl Lagerfeld has been known to collect Memphis pieces. As well as the Memphis movement also serving as the principal inspiration for Dior’s 2012 Autumn/Winter haute couture show.

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Lomax describes herself as a ‘maker and collector… fascinated by the bizarre, pop-culture, folk art, pound shops and other peoples junk, intrigued by inventions, colour, movement and scale.’ She has worked for the likes of Nike, Topshop, Selfridges and Garage

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magazine. (Lomax, undated) Her art is also reminiscent of the Memphis movement. She uses bold colours and strong graphic shapes in her creations. Like Asos’s brand personality, Lomax’s work is quirky and playful, a concept which will be replicated in the Asos pop up store.

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‘Will Bryant's work weaves together humor with commerce, fun, and positivity. In his sculptural installations, photographic still lives, and commercial illustration projects, there is always a sense of exuberance at play with a colorful palette.’ (Bryant, undated) Bryant

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is another artists whose work has inspired the creative concept behind the Asos pop up store, the bold graphics and humorous type are aspects that will be adapted to the character of the pop up store.

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Key insights formed from primary and secondary research sources outlined the Asos consumer expects an augmented omni-channel experience. Inspired by Red Bull and Urban Outfitters the store will not only act as a shopping experience but will also offer lifestyle features.

The pop up store will be of a small size as a sample of things to come. The main features will be Augmented reality fitting rooms, a café where consumer can relax and caffeinate over the latest ASOS mag and a small in house concession selling limited edition apparel from Asos collaborations. Consumers will also be able to pick up their online orders from a click-and-collect kiosk point in the store. The virtual fitting room mirrors will double as real fitting rooms where consumers can try on their ordered items. Stylists will also be on hand to

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give them advice. The store will hold guest lectures from Asos stylists and industry professional’s connected with the brand. The lectures will include trend talks and ‘how to wear’ workshops. A limited number of tickets will go on sale in running up to the launch of the pop up shop.

As an incentive to buy asos premier, premier account holders will receive early bird access to ticket sales as well as a free coffee from the in house café when they visit the store. The layout and adornment of the store will be vibrant and bold. Asos is not a shy brand. That is clearly shown through the brands creative direction.

The pop up store will mimic this concept. The following pages will outline the details of the store and the various events that will be on during the launch.

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Inside the pop up shop, there will be a mini outlet, a small taster concession of what Asos has to offer. The outlet will sell a limited number of the latest Asos fashion and collaborations with young designers. The stock will be picked from the most popular items selling online as well as favourite picks from Asos stylists and selections from new lines. The outlet will also sell accessories like bags and purses and iPhone cases. The store will act as mini Asos gift shop.

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ASOS MINI OUTLET

CAFE/ BAR/ LECTURE SPACE

KIOSK/ CLICK AND COOLECT POINT

AR VIRTUAL FITTING ROOMS

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WINDOW DISPLAY

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DOOR

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The store will produce one to one marketing, tailoring the content to each consumer. This unique experience will be delivered through virtual fitting room mirrors. Using the touch screen consumers can log into their Asos account and choose items to try on virtually. Consumers will also be able to discover new products related to their previous purchase history, outfit ideas and will also be alerted of similar items other consumers have bought.

Access to the As Seen On Me and Asos Stylists sections of the site will be available from the mirrors so consumers can see what items their favourite stylists are wearing.

Items can then be added to a shopping basket and be ordered from the screen. Once the order has been sent,

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the ASOS app will prompt the consumer to complete the order and pay for the item(s) through the apps latest POS system. No need to wait in a long till queue, unless they would prefer to use the in house kiosk.

Like a mobile front camera the mirrors will also double as a photo booth. Consumers can take pictures and selfies on them in store. With their permission, the photos can be uploaded to the site with the hash tag #asseenonmeinstore. This will be featured on the pop up store launch section of the website and will go viral, which in turn should create a buzz around the launch of the new store.

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The launch of the pop up store will happen in London in the summer of this year. Asos are a young thriving brand therefore central London is the perfect setting for the launch. The launch will start with an exclusive invite only night filled with music artists, models, designers, celebraties and press. Champagne and canepes will be served to celebrate the launch as well as guest Dj’s and music artists playing later in the night. A goodybag will be supplied as a keepsake to take away at the end of

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the night.

After the initial private launch, like Wired magazine, the store will then open to the public. The first 200 people will also receive one of the goodbags supplied at the private launch.

The store will stay open for 2 months in london before moving on to the next destination. More private launches will take place in each city but on a smaller scale.

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PROMOTIONAL

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The promotional pack consists of event flyers, posters and stickers. These will be sent out in all online ASOS orders to consumers in the weeks counting down to the launch of the pop up store.

All promotional material was inspired by the sources discussed in the creative concept section of this document and further experimentation can be found in the appendix.

The following pages display final designs for the posters and flyers.

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Social Media will play a crucial part in the promotion of the new Asos pop up store. The Asos consumer is someone constantly connected across social media therefore it will be a great way to engage them. The launch event will be first advertised on the opening page of the website below the navigation drop down menus. This will create the most impact and it will be the first thing Asos consumers see when they enter the website. A separate section with further details of the launch will be outlined. The opening will be advertised across all channels of engagement, including Asos magazine and blog.

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Predicting the pop up store will be a success in its first location in London, the store will go on a tour of the major cities around the UK. Including Birmingham, Manchester, Liverpool, Sheffield, Newcastle, Glasgow, Edinburgh, Cardiff, Bristol, Brighton, Belfast and Dublin. This tour should last for just over a year, the store will stay in each city for a month long stay then move onto the next. Again predicting this tour is successful, the Asos pop up store will then be taken to the rest of Europe, visiting capital cities like Paris, Milan and Berlin. During this time the promotional material will be developed and altered to

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cater to the cities and countries the store visits. After the European tour is over, Asos will need to think on a larger scale and even consider a permanent physical presence.

Consumer engagement surveys will be produced throughout the time the store is on tour to gather feedback.

As this pop up store is a trial, a way of experimenting with the idea of creating a physical presence for Asos it is vital to distinguish what works and what doesn’t.

Feedback such as, how features of the store can be altered or developed to suit different consumer group will be gathered.

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This report was conducted to investigate the possibility of creating a physical presence for Asos. In the beginning of this document it was discussed how online retail had become a detrimental threat to physical retail. However through the consideration and analysis of primary and secondary research sources it was established that there still is an obvious need for physical retail. These key insights led to the generation of recommendations for the brand Asos, which then formed physical executions.

Asos have yet to seriously consider a physical presence, however taking into account the reliable sources found through thorough research, it can be argued that it would be a valuable venture for the brand to pursue.

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