Liberty London, A world, A Journey, Not Just a Shop by Victoria Baldwin

Liberty London: A World, A Journey, Not Just a Shop by Anna Lewis, Baibin Downey-Orr, Chloe Walker, Isabel Nascimento. Lynne Bools-Roberts and Victoria Baldwin

Nottingham Trent University Fashion Communication and Promotion 2 Promotion and Context FASH201314 2014

INTRODUCTION 07

Contents CHAPTER3 The Big Idea

CHAPTER1

The Age of the Consumer 09

CHAPTER2 Consumer In/Sight 16

List of References 52 List of Illustrations 56 Bibliography 58 METHODOLOGY 64

CHAPTER5 Sharing the Benefits 39

CHAPTER4 Creating a Journey 31 CHAPTER6 An Interactive Experience 45

CONCLUSI 51

Appendix 1 67 Appendix 2 71 Appendix 3 75 Appendix 4 81 Appendix 5 85 Appendix 6 95 Appendix 7 99 Appendix 8 105 Appendix 9 109

“A story is not like a road to follow… It’s more like a house. You go inside and stay there for a while, wandering back and forth and settling where you like and discovering how the room and corridors relate to each other, how the world outside is altered by being viewed from these windows. And you, the visitor, the reader, are altered as well by being in this enclosed space, whether it is ample and easy or full of crooked turns, or sparsely or opulently furnished. You can go back again and again, and the house, the story, always contains more than you saw the last time. It also has a sturdy sense of itself of being built out of its own necessity, not just to shelter or beguile you.”

― Alice Munro Selected Stories, 1968-1994

FIG.1 LORD PAISLEY H TANA LAWN, LIBERTY ART FABRICS, 2014

Introduction More than a shop, a journey – Liberty’s exciting tale of prestigious service and eclectic goods act as a catalyst for this report; a voyage of discovery itself. By combining today’s social and technological zeitgeist with consumer observation and insight, we have identified significant omissions in the market and developed a pragmatic app which caters to these as well as aiming to help its users unveil Liberty’s matchless essence; a continuous exploration of its unending possibilities. These are patterns that go back, seen and experienced through a contemporary filter. Our – and their journey, begins with a treasured destination.

BYISABELNASCIMENTO

Chapter 1

The Age of the Consumer and the Future of Retail

BY ISABELNASCIMENTO

10 CONTEXT

BYISABELNASCIMENTO

The Age of the Consumer Direct, pushed marketing is replaced by one which is consumer-driven – with information within their finger’s reach, this power shift signifies the demise of traditional, enforced marketing. This is the age of the consumer (Cooperstein, 2013).

FIG.3 RANDOM ARROW SCARF, CHRISTOPHER KANE X LIBERTY, 2014

FIG.2 XY TRACKING TAG, XY FIND-IT, 2014

The bar is raised like never before; with knowledge comes expectation, and success now lies in businesses’ ability to reinvent themselves, a metamorphose shaped by their consumer’s wants and needs. ‘Know thy consumer’ has become marketing’s topmost commandment, and technology innovation lets brands know how. ‘The powerful combination of mobility, the cloud, social media and big data makes it easier to deliver a personalised customer service experience’ (Gao, 2014). The genesis of what constitutes powerful brands in the future will, then, include those that work both offline and online seamlessly.

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11 CONTEXT

The introduction of technology and online services carries the importance of aligning all elements of marketing – strategy, channel management and message should work just as ‘a dynamic ecosystem’ (Forrester.com, 2014). Brands must harness the power of digital as a way of initiating shopping and/or enhancing traditional in-store experiences, rather than replacing them. E-bay believes ‘retail today can combine the best of online – efficiency, selection, inspiration and value – with the best of offline: the emotional and social experiences of shopping’ (Humphris, 2014). An omni-channel presence will allow consumers to proactively interact with their favourite brands wherever and whenever, as well as, just as importantly, allowing brands to reach for them. This new, two-way dialogue has extended the consumer decision journey too. A purchase no longer means the end, but instead a potential start of brand advocacy, loyalty and word-of-mouth fostering. Hereupon, the narrowing, funnel model misses important touch points and this decisionmaking process morphs into an ongoing cycle.

FIG.4 UNIQLO FLAGSHIP STORE, WONDERWALL, 2012

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FIG.6 GARETH PUGH INSTALLATION AT SELFRIDGES, 2014

CONTEXT

FIG.5 TRNK WEBSITE, 2014

This project looks at ways to engage with Liberty’s customers before, during and after purchase, whilst expanding their loyal customer’s base. To do so, it is vital to understand each step of this journey in order to reach consumers when they are most open to influence – ‘in the right place, at the right time, with the right message. Timing is everything’ (Court, Elzinga and Mulder, 2009). Important touch points include the move through initial consideration to active evaluation, in which the Internet plays a central role as it provides detailed information and reviews about the researched products. Unlike conventional advertising models, such as TV commercials and magazine ads, online support is provided to customers, not pushed upon them. In between the evaluation phase and final decision, in-store activity requires attention too, as ‘most consumers hold off their final purchase decision until they’re in the store’ (ibid.), making display, packaging and overall service very important selling factors.

However, the grand novelty in this new model is the post purchase experience. This “afterlife” dictates the consumer’s relationship with the brand, potentially generating word-ofmouth and creating strong bonds, resulting in loyalty. More than 60% of consumers actively engage, review and research a product or a service after their purchase (ibid).

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13 CONTEXT

The Future of Retail

So how can technology enhance the shopping experience and increase sales? Why is a mobile app a potential solution? It is impossible to talk about the future of retail without mentioning technology-maven Burberry. The brand’s flagship store in London, shown in Figure 7, epitomises the enhanced shopping experience, with Radio Frequency Identification tags that trigger audio-visual content in screens embedded in the mirrors. Alongside RFI microchips, Apple’s iBeacons (Fig. 2) allow marketing messages and product details to be pushed into consumer’s mobile phones just by detecting their presence, seeing the decease of QR Codes. From multi-sensory experiences – namely highly successful Audi City (Fig. 8) and Gareth Pugh’s (Fig. 9) installation at Selfridges (see Appendix. 6), to creative curation – pioneered by TRNK (Fig. 5), online service blurring the lines between magazines and online shopping service (see Appendix 6), technology is allowing brands to set high expectations and then exceeding them. Not only does this increase efficiency but also, in due course, develops stronger connections between brands and their customers. Henceforward, as mobiles become pervasive in consumer’s lives, their impact in purchasing behaviour must not be neglected. A study led by The International Journal of Mobile Marketing showed that consumers have ‘stronger emotional responses to their visits/branded app use when they’re conducted on a mobile platform’ (McRae, Carrabis and Hamel, 2013). A greater sense of trust and feel of personalisation were the reasons behind these results, showing how mobile phones have become our most intimate tech belonging. The UK app market growth on 59% year on year (Gee, 2013) also proves how consumers resort to technology to optimise their living experience.

FIG.7 BURBERRY FLAGSHIP STORE, LONDON, 2012

FIG.8 AUDI CITY SHOWROOM, 2013

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14 CONTEXT

The Future of Liberty FIG.9, THE TUDOR BUILDING, LIBERTY LONDON, CIRCA 1920

Liberty is one of England’s biggest trademarks. Since 1875, Liberty stands for its distinctive style, established by selling luxurious imported oriental silks never before seen in Europe. These iconic fabrics brought prestige to the store and became visual statements over the 20s and the 60s. With a homely feel and a wonderful environment, Liberty manages to encompass the latest fashions with design classics through constant recreation. Innovation and tradition hold hands in its eccentric, eclectic and utterly charming selection of clothing and home ware. One of Liberty’s unique attributes is its discerning clientele and, alongside, its prestigious customer service. Staff plays an indispensable role in increasing customer’s loyalty, passion and commitment. Other communication channels, such as the Liberty Magazine (featuring shoppable trends and future events), the Liberty Blog (daily updated with news, promotions and behind the scenes coverage) and Liberty TV (consisting of online tutorials, style tips and interviews), are, according to Merchandising Assistant Frederica Ciangola, not as prominent as the in-store experience (see Appendix 2). Despite its large loyalty base, Liberty is looking for ways of expanding their online presence and making use of technology (ibid), evidencing how the shop holds Arthur Liberty’s visionary spirit.

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FIG.10. LIBERT PATTERN, N.D.

CONTEXT

A strong brand is a strong brand whenever you experience it. (Meyers and Gerstman, 2001) – the next chapter evaluates Liberty’s consumers’ mobile acceptance and readiness by investigating their behaviour and purchasing habits.

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Chapter 2

Consumer Insight Tracing Profiles

BYCHLOEWALKER

18 CONSUMERINSIGHT

Consumer In/Sight BYCHLOEWALKER

Liberty consumers can not be confined to one category. The store draws in customers of various ages, ethnicities and backgrounds who each have a separate experience within the store, engaging with the brand in a different way. To begin our research and discover who exactly the store attracts we first directly emailed Liberty Merchandising Assistant Frederica Ciangola to gain an understanding of our target consumer. According to our contact Liberty is ‘not a very international store/brand as customers are mainly Londoners and from home counties’ (see Appendix 2). These British customers compliment the English heritage which the store greatly values. However, while this research may lead us to believe that the consumer is of an English geodemographic, observational research gave new information. When visiting the store it was clear that Liberty was a key destination for tourists. Within the store there appeared to be an even ratio of tourists i.e. non-English speaking customers to English customers. What was interesting about these tourists is that many of them of them were found to be asking for assistance from staff when buying gifts for other people (see Appendix 3). It was also clear that Liberty was a planned destination on their exploration of the city with many checking a London map to discuss their next place to visit. Tourists do therefore appear to be a key consumer for the store, and the marketing director describes the shop as having a ‘touristfriendly strategy’ (Goldfingle, G , 2012) showing this group of customers are continually considered within Liberty.

We have also identified two generations within the English geo-demographic. Our source at Liberty informed us that the average age group was 30-60 year olds which was supported by observational research identifying Generation Jones i.e. those born between 1954 to 1965 as clear consumers for Liberty London. Here they were found to frequently seek advice from sales advisors regarding product information. This finding was evidenced by observational research taken out in House of Fraser and John Lewis (see Appendix 3) where this was the only consumer we found who asked staff for help. The opinion of the sales assistants is therefore clearly still valued by this customer despite the fact that ‘buyers have become much better informed and more demanding, forcing sales staff to raise their game’ (Chynoweth, C. 2014). This personal service is something which they can not get online and is likely to be the main contributor for them entering the store. Liberty recognise this and customer service is offered for a generation who most request it. Furthermore an online survey (see Appendix) supports these observations with 33% of this age group go-ing in store to shop often as opposed to only 5% who shop often online. They were also the main buying customer with clear intent to purchase as

L I B E R T Y: M O R E T H A N A S H O P, A J O U R N E Y

19 CONSUMERINSIGHT

FROM LEFT TO RIGHT FIG. 11, ACNE STUDIOS AT LIBERTY, CHLOE WALKER, 2014 FIG. 12. LIBERTY’S SIGNS & ENVIRONMENT, ENDPOINT, 2013 FIG. 13. PRINTS CHARMING WINDOW, LIBERTY, 2009

they tried on items and checked price tags both in Liberty and John Lewis/House of Fraser. Many of this demographic were also found to frequently be taking pictures in Liberty of products they saw without buying them. In contrast there was an example of reverse show rooming taking place as one woman showed an Instagram image to a sales assistant as a means of finding the product in store. This has become popular behaviour amongst many shoppers; in a major study with Deloitte it was found that ‘34% will research online and then complete the purchase in store, so-called ‘reverse show rooming’’ (Lawler, 2014). Another cohort which we have identified who engage with the brand in a different way are the Millennial’s who are classified as those born between 1982-2004. Observational research showed they ask less questions in store, preferring to browse the shop with friends as opposed to engage with staff. They seemed more hesitant to approach sales assistants with their intent being more on their own experience of in store shopping as op-posed to making an informed choice about a product. This was found both in Liberty and House of Fraser and John Lewis, suggesting this is a general buying habit of

this generation. Further research also supports this finding as ‘About 50% of millennials browse and research items they never intend on buying’ (Lutz, 2014). Specific to Liberty one Millennial ‘Sophie’ who was found browsing the store replied ‘I’d rather just go to Primark’ (see Ap-pendix) when asked whether she would buy from here. This suggests she viewed the price point as higher than anything she would pay, however the fact she was still spending a lot of time in the shop suggests she felt Liberty was still worth experiencing even if she was not going to make a purchase. Our online survey also showed that only 5% of Millenials who have brand apps on their phone often use their phone to shop showing that while they may browse through products on their phone very few of them then go on to purchase these products. Therefore browsing without buying is common both online and offline for this generation.

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20 CONSUMERPROFILES

FIG. 14, GENERATION JONES CONSUMER PROFILE, OWN COLLAGE, 2014

Tracing Profiles BYCHLOEWALKER

The Pratical Purchaser Ruth McIntosh is 50 year old entrepreneur and part of Generation Jones. She sees her-self as free spirited and young at heart who enjoys travelling, running and reading. When shopping she first browses for products online paying particular attention to reviews to then make a more informed decision when entering the store. Whilst this consumer understands the importance and value of online stores, Ruth still sees the in store physical experience as important when making a purchase. She has been to Libertyâ&#x20AC;&#x2122;s numerous times and believes itâ&#x20AC;&#x2122;s the perfect place to find gifts for others. Although not a loyal member of the brand she buys into other loyalty schemes, specifically seeking out those with special offers, vouchers and previews of new products.

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FIG. 15, MILLENNIAL CONSUMER PROFILE, OWN COLLAGE, 2014

CONSUMERPROFILES

The Window Shopper Becca is a 20 year old psychology student who is happiest when socialising with friends. She is part of the Millenial generation with her greatest frustrations being workload and finance problems, common of others her age. She has been to Liberty a handful of times but only ever browses the store as opposed to making a purchase. In fact browsing is common when she enters any store, enjoying the experience of retail stores as opposed to being specifically focussed on finding a product. Becca embraces the online world of shopping seeing it as the future of retail, using her smartphone to search for items whilst in store and also using her phone to directly purchase products.She prefers using her phone over her laptop. She claims she isnâ&#x20AC;&#x2122;t loyal to any brands however she is part of various loyalty schemes seeking discounts within these. L I B E R T Y L O N D O N : A W O R L D, A J O U R N E Y, N O T J U S T A S H O P

22 CONSUMERPROFILES

FIG. 16, TOURIST CONSUMER PROFILE, OWN COLLAGE, 2014

The Wanderer Teresa is a 47 year old trained teacher from Portugal who values her family and work as the most important aspects of her life. She has been to Liberty a number of times on vari-ous visits, classing it as a store that she feels compelled to visit every time she comes to London. Although she finds it somewhat difficult to navigate through the store, at times viewing it as “overwhelming”. Whilst she does not use her smartphone to shop online she will use it whilst browsing a store to check about any offers and details about a product. However her greatest reviews come from her family, turning to them to find out more in-formation so she feels she’s making the right purchase.

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23 CONSUMERPROFILES

Carefully considering each of these consumers we have gone on to create an app which caters for their individual needs.

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Chapter 3

The Big Idea A world, a journey, not just a shop

BY BAIBINDOWNEY-ORR

26 CONCEPT

The Big Idea Liberty targets each of the consumers previously outlined and is applauded for the in store experience it offers to them. (Regentstreetonline.com, 2014). BYBAIBINDOWNEY-ORR

A journey was embarked upon by founder, Arthur Liberty, who travelled around the world to gather objects to sell. This journey is recreated in a voyage of discovery when you step into Liberty London. Liberty is a journey of experiences for a consumer; each department is its own realm to be ex-plored, with unique and iconic items to be discovered. The way in which the store flows from one department to the next immerses the consumer within the brand in a way that is quite unlike any other department store (Liberty.co.uk, 2014).

The Concept The big idea is ‘A world, a journey; not just a shop’, which embodies the philosophy of Liberty and its founder. It aims to improve the customer experience (making purchases into more of a discovery) by identifying and solving difficulties which Liberty and other such retailers encounter. To overcome these problems and following findings from contextual research, we created an omni-channel, 360-degree integration between the online and offline platforms. We will do this through the development of an app, which will enhance the consumers’ in store shopping experience, using various new technologies that will be discussed in more detail in the following chapter. We recognise that visiting Liberty and being engulfed in the atmosphere of the brand is one of its unique selling points that separate it from the common department store. Our app will not aim to replace the in store experience, which is the aim of some online shopping apps such as ASOS and Amazon (Americannewsreport.com, 2011) (Menoni, 2014). Instead it will be used as a tool to help all customers get the most out of their shopping trip; before, during and after the point of purchase. The app aims to be a guide throughout the consumer decision journey to help Liberty expand their already large number of active loyalists, and to ensure the store continues to develop, grow and evolve with the ever changing shopping behaviour of the consumer. L I B E R T Y L O N D O N : A W O R L D, A J O U R N E Y, N O T J U S T A S H O P

FIG. 18, APP MENU MOCK-UP, BAIBIN DOWNEY-ORR AND ISABEL NASCIMENTO, 2014

FIG. 17, MR & MRS LIBERTY, AUTHOR UNKNOWN, 1931

27 CONCEPT

“Consumers are seeking more integrated, seamless experiences, so they can optimize function, while getting more enjoyment from their shopping experience. 22% of average consumers want to interact with brands throughout their shopping experience.” M O B I L E I N T H E C O N S U M E R J O U R N E Y, 2 0 1 4

The objective is to personalise the shopping experience; giving everybody the opportunity to receive tailored shopping advice and individual discounts. The app will also help to aid navigation through out the store to enable customers to have an easier, more fulfilling shopping trip. The app will open the consumer up to a wider range of products than that which they would be able to view at first glance on the shelves. It will provide them with expert knowledge and guidance such as ways to style the item and product information. It will enable them to keep a record of their purchase history, and catalogue their desired items, in order to inspire recommendations for the future (Mobile in the Consumer Journey, 2014). The app will have a variety of functions which will work along side each of our consumer groups to benefit each of them specifically. It will be available in a variety of languages, as shown in Figure 21, to ease usability for the tourist consumer market, as it will be able to inform them of product information without the language barrier they may encounter with staff. This was a difficulty identified at times in our observational research when tourists required help from staff regarding gifts for other people (see Appendix 3).

FIG. 19, WALL CURATED BY BRUCE LEPERE, LIBERTY LONDON, 2013

It has been found that when consumers do not feel in control of their environment it can lead to them spending less time in the store, becoming more critical in their evaluation of the merchandise.They are less likely to make unplanned purchases and the store loyalty is negatively impacted (Ebster and Garaus, 2011). In order to resolve this, the navigational map function will help them to effortlessly find their way through the vast shop floor, directing them to preferred products and departments. The app will enrich the experience for the already strong Generation Jones consumer by helping to strengthen their consumer decision journey so that they return to the store; offering personalised promotions, suggested purchases and loyalty points (Dickey, 2014) which will be discussed in ‘Sharing the Benefits’. Although it may be argued that with Liberty having a number of wealthy consumers, the need for discounts and promotions may be unnecessary, we believe that by offering them to all customers will help to increase repeat visits and purchases. This leads on to the Millennial generation, typically this consumer will be the next of kin to the loyal Generation Jones and will benefit from an omni channel strategy, as they are typically familiar with smart phones and tend to use new technologies in everyday life. It was found that 63% of Millennials use smart phones, and 93% regularly use the internet (Cohen, 2014) so by creating this cohesive online/ offline integration it is helping Liberty evolve and attract their main consumers of the future.

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FIG. 21 LANGUAGE SELECTION FEATURE, BAIBIN DOWNEY-ORR, 2014

CONCEPT

FIG. 20 APP MENU MOCK-UP, BAIBIN DOWNEY-ORR AND ISABEL NASCIMENTO, 2014

The Aesthetic

Secondary research was conducted in order to establish an on trend aesthetic that is in keeping with the current brand identity. From this, weâ&#x20AC;&#x2122;ve identified that the target market wanted an easy to use app and we wanted it to fit with the sophisticated essence of the brand. Serif fonts were chosen to compliment the sophistication and traditional connotations of the Liberty signage, along with a sans serif font as we learnt the importance of having an easily legible typeface and we wanted to ensure our app followed this. (Fig. 20) (Mashable, 2012) A variety of minimal, clean colour pallets, inspired from famous Liberty prints, will be available to choose from. This is in order to help the user create an interface that is personal and feels tailored to their preferences. (Industry, 2014) The trend of blurring was applied to Liberty prints (Fig. 21) to create interesting, on trend background images, as seen in apps such as Rdio, to give the app a modern splash of colour (Industry, 2014). Simple icons and white space are used to create minimalist, streamlined pages as can be seen from the mock ups. (Giurata, 2014)

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BYBAIBINDOWNEY-ORR

29 CONCEPT

FIG. 23 APP WISHLIST MOCK-UP, BAIBIN DOWNEY-ORR AND ISABEL NASCIMENTO, 2014

The next chapter will evaluate, in further detail, how each section of the app is benefiting the consumer before, during and after purchase.

FIG. 22 HERA B TANA LAWN, LIBERTY ART FABRICS, 2014

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Chapter 4

Creating a Journey Before, During and After Purchase

BYTORIBALDWIN

32 FUNCTIONALITY

Creating a journey

As previously mentioned, mobile shopping apps are quickly becoming a primary part of a consumers shopping experience.

BYTORIBALDWIN

“Within the next three years, the amount of retail sales done through mobiles will reach almost 30 million” (CMS Wire, 2013) and the amount of brands who are using e-commerce platforms has risen significantly. Therefore with this information to hand the Liberty London app has been thrust to the forefront of technological development, designed deliberately for the Liberty consumer. Since targeting consumers outside of the store is becoming just as important as while they’re physically shopping in store, the app has been designed specifically to target them at the 3 most important stages of their shopping experience; before, during and after purchase. Out of 39 participants, when asked if consumers use their phones when shopping 26% said rarely while another 23% agreed that sometimes occasionally they did use their phones while shopping (see appendix). These results served as encouragement to produce an app that would drive and increase loyalty and urge the consumers to consciously use their phone while shopping. All the app features are strategically synced to one another taking the consumer on a journey, ensuring they’re constantly connected and fully engaging them in the Liberty experience.

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33 FUNCTIONALITY

FIG. 24 WISHLIST MOCK-UP, BAIBIN DOWNEY-ORR, 2014

FIG. 25 PRODUCT DETAIL ON WISHLIST MOCK-UP, BAIBIN DOWNEY-ORR, 2014

FIG. 26 WELCOMING PUSH NOTIFICATION MOCK-UP, ISABEL NASCIMENTO, 2014

Before Not only will the app be useful while browsing and shopping in Libertyâ&#x20AC;&#x2122;s but consumers will also be able to take full advantage of the app before they have even set foot in store. When first entering the app, Liberty consumers will be prompted to create their own personal profile, where they can share as much or as little personal information as they would like. The personal profile feature is where consumers can share shopping preferences, save items onto wish lists (Fig. 24) and will also be home to the loyalty scheme where points can be checked and updated which will be discussed in more detail in the following chapter. The new Wish List feature means consumers will be able to make a list of all their favourite items before they embark on their Liberty shopping experience. If consumers wish to make their wish list public it automatically connects to their personal profile where other Liberty members can see their Wish List, possibly prompting another member to purchase their wished items as gift.

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34 FUNCTIONALITY

FIG. 27 IMAGE SCANNING MOCK-UP, BAIBIN DOWNEY-ORR AND ISABEL NASCIMENTO, 2014 FIG. 28 STAFF’S INTERACTIVE MAP, MOCK-UP BAIBIN DOWNEY-ORR AND ISABEL NASCIMENTO, 2014

During While in store consumers can chose to activate push notifications, this feature will help remind consumers of their wish list items, send prompts of the items in stock and find those items easily through the built in interactive map (Fig. 26). The interactive map, represented on Figure 29, will be run via GPS and get signal from Radio Frequency Identification tags placed in each item, so that the consumer is constantly updated and aware of the location of their wished items. If a wished item is out of stock the app will also prompt Liberty consumers of similar items that they may also like. The interactive map also connects consumers with all floor staff, as illustrated on Figure 28. ‘In any line of business, customer service is of paramount importance, and in retail, it has a direct effect on whether or not the shopper will return to the store’ (Retail Gazette, 2013).

Liberty is renowned for its impeccable customer service, all staff are trained to the utmost standard to ensure they have the knowledge and expertise to advise customers through their purchasing. They aim to keep a personal relationship going with their regular clients, interacting with them on a personal level before, during and after their trip in store (Channel 4, 2014). Our app aims to replicate this for all customers; working in harmony with staff to help their customer service adapt to the modern era. Staff will be equipped with iPads which will give access to an employee version of the app, allowing them to see which app users are within their area. They can access their app profile and give them face-to-face advice on products on their wish list, or products that may complement their previous purchases. Staff will be able to view where customers in need of assistance are located, enhancing efficiency. The app will help bring the VIP service received by Liberty’s most important clients to the wider consumer, establishing a

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35 FUNCTIONALITY

FIG. 29 INTERACTIVE MAP MOCK-UP, BAIBIN DOWNEY-ORR, 2014

connection between staff and customer to help increase the number of active loyalists (Court, Elzinga, Mudler and Jørgen Vetvik, 2014). Delving further into new technologies within retail, the Liberty app will have a scanning feature, as demonstrated on Figures 27 and 30. Liberty London is a brand enriched in history and heritage, therefore the app will harness this through using image recognition software so that consumers can scan item labels which will then enable them to gain information about the content and origin of the items they are purchasing.

FIG. 30 IMAGE RECOGNITION MOCK-UP, BAIBIN DOWNEY-ORR, 2014

Shopping can sometimes be stressful; a consumer and Retail Technology Specialist said “As a shopper, I’ve often been the one in the store taking a photo of the mannequin with my mobile and then hunting through the entire store to assemble the particular items that I like. If I can’t find any of the items, I drag some poor soul working in the store to the mannequin to show them what I need” (Tim Dickey, 2014) This kind of consumer frustration can be avoided with the Image recognition-scanning feature of the app, proven to be possible by Snap Fashion in the UK, Style-Eyes from Ireland and Slyce in Canada (ibid). This way, consumers can access items with ease and are even offered simple directions to those items desired on the interactive store map.

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36 FUNCTIONALITY

After After a consumer has left the store, the app will automatically send a thank you and rate your shopping experience notification (Fig. 31). This will urge the consumer to stay engaged with the store after their purchase and help Liberty improve their experience by collating feedback from the rating feature. Once again if the app push notifications have been activated consumers will be prompted about store promotions and reminded of their wish list items. Items that are scanned and saved while in store can be accessed online and offline after they’ve left the store therefore even if a consumer is in a place where there is limited or no internet access consumers are still able to browse and edit their wish list and check their last update points. “Consumers have so many brands vying for their attention that it becomes hard for a brand to stand out. Instead of the old school approach of pushing a marketing message out to consumers, brands need to create campaigns that are more about mutual value rather than then simply telling a one sided story” (Liberty London, 2012). These values have been implemented into the design of the app, acknowledging Liberty consumers do not visit the store purely to purchase but because they expect service like no other shop can deliver. Liberty’s consumers want to be part of the wondrous in-store journey, engorge themselves in it’s heritage and the exciting experience the store offers, therefore this app aims to give that to the consumer in order to not only push sales but to more importantly create a long running post purchase relationship with it’s loyal consumers.

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37 FUNCTIONALITY

FIG. 31 THANK YOU PUSH NOTIFICATION MOCK-UP, ISABEL NASCIMENTO, 2014

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Chapter 5

Sharing the Benefits The Loyalty Scheme

BYLYNNEBOOLS-ROBERTS

404

FIG. 32 LOYALTY SECTION MOCK-UP, BAIBIN DOWNEY-ORR AND ISABEL NASCIMENTO, 2014

L O YL A OLYTAYLSTCY H E M E

Sharing the Benefits

BY LYNNEBOOLS-ROBERTS

What makes a successful loyalty scheme? This project demands a proposal which increases loyalty. Although the strategy built en-courages consumers to return to the store after making a purchase via push notifications about products on their wish list, more needs to be done in order to establish long term loyalty with the brand. To gain an insight into the most successful method of developing loyalty it is necessary to look at the work of theorists on consumer loyalty such as Ander-son and Fornell (1994), Gummesson (1993) and Hesket et al. (1990). It is also obligatory to look to the brands who are most thriving in this field - brands who construct loyalty in the most innovative, forward thinking manner. Nando’s newly devised loyalty card stratagem is a key example which Liberty can draw inspiration from, facts of which were disclosed in a case study by Blonde, 2014 (see Appendix 6); ‘Loyalty card functionality is fully integrated into the app. We created a virtuous cir-cle whereby the loyalty programme incentivises app usage and the app encourages participation in the loyalty programme. Integrated in-outlet communication reinforces these connections’.

Giving back is a necessity in order to maintain a loyal consumer “It’s not how much we give but how much love we put into giving Mother Theresa

This concept is congruous with ‘the big idea’ - the notion that customers can start their journey of discovery on one channel and complete it on another, creating a seamless ex-perience that increases convenience and engagement meaning loyalty is more likely to occur (Hallowell, 1996). The concept combines the physical and digital to form an original, innovative loyalty card which proved to be extremely successful for Nando’s; ‘There have been circa 61,000 loyalty card registrations through the app at the time of writing, a 17% contribution to the overall total of around 350,000’ (Blonde, 2014). It eminently increases ease of use, for example if a consumer were to lose their card no data would be lost as it is all stored digitally. However, the scheme used by Nando’s has no unique selling point which revolutionises the loyalty card - in fact it has stayed exactly the same apart from being digitalised as it is still only based on a collection of points and then a reward system. The statistics, nevertheless, do speak for themselves, and if simply digitalising the loyalty card produces so much commerce then the obvious direction for Liberty to move in would be to act in accordance with this but also by adding a unique selling point which is con-sistent with the brand and their consumers (Brandi, 2001: p.4).

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FIG. 33 WINT

r. g.”

TER WONDERLAND CENTER PIECES, AUTHOR UNKNOWN, 2013

41 LOYALTY

How will the loyalty scheme for Liberty operate? Once the consumer has downloaded the app they will see a ‘Loyalty’ feature, represented on Figure 32. The feature will open a message directing them to the store as once they have made a profile they are able to pick up a loyalty card straight away (a much quicker process then applying for a loyalty card in store at the point of sale). This creates the online/offline fluidity which is such a significant trend for the future - ‘loyalty schemes for multi-channel retailers must be run across all channels’ (Reynolds, Cuthbertson and Bell, 2004: p.34). Points are then accumulated by the purchasing of products as well as the attendance of Liberty events (this will constantly impel consumers to engage with Liberty; to continue their journey). The reward system for the collection of points will then have a customised option, individualised to each consumer (see fig. X). This was decided because of research into trends for the future in loyalty schemes; ‘On trend rooted in new technologies is the emergence of ever more sophisticated loyalty programs… ‘Tops’… will become the first supermarket chain in Asia to utilise loyalty card technology that offers personalised benefits including… personal shop-ping lists while at the same time creating a vast database about the shopping pat-terns of the consumer’ (Krafft and Matrala, 2009: p.355). It will be personalised via the wish list; the app has the capacity to recall what consumers have placed on their wish list as well as their purchasing history. It will use this information to gauge what product the consumer is most likely to want as a reward, for example a dis-count on a concession in Liberty which is the most popular for that consumer. Alternatively, the app can work out how many points the consumer has collated and make suggestions of which products they can obtain from their wish list. This ensures it is absolute that it will appeal to the consumer and so be the most rewarding and beneficial loyalty scheme. The advantage of doing this through the app is that ‘e-tailing allows for the potential to personalise a website for loyal customer; it is impossible to personalise stores to the same extent’ (Reynolds, Cuthbertson and Bell, 2004: p.34) - information can be gathered to ensure a complex understanding of the consumer’s purchasing habits.

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42 LOYALTY

The proposal also caters to consumers according to the primary research conducted; con-sumers were predominantly looking for discounts and special offers (see appendix) as well as going above and beyond their expectations by making discounts personalised. Howev-er, it still isn’t unique to Liberty as other forward thinking brands are doing similar schemes.

FIG. 34 THE LIBERTY LOYALTY CARD, LIBERTY LONDON, 2013

The unique selling point for Liberty is that the points are transferrable. There’s an option to transfer points to other profiles on the app once they have been collected so that they can be used as a gift for others in replace of physical vouchers. This unique selling point ap-peals to all three of the consumer groups, which is hugely important according to Butscher and Butscher; ‘The choice of target groups is directly linked to the benefits the loyalty pro-gram has to offer, as each target group has its own preferences and demands different benefits’ (Butscher and Butscher, 2002: p.34). In the observational research conducted it was found that many consumers were in Liberty to buy gifts for others (see Appendix 3), ex-plicitly the tourists. Gaining loyalty with the tourist consumer is of course more problematic; they visit Liberty on a more one off basis. With this design they can transfer their points as a gift to people who will use them in the future, supplying them with the fulfilment of giving to others. It also appeals to the millennial consumer as in the observational research it was found that they browsed rather than bought (see Appendix 3). Points transferred from mother to daughter (generation Jones to millennial) will bring the two together over the discovery of reduced items personal to them. With the encouragement of loyalty points millennials will be more likely to spend in Liberty, completing their journey with a purchase. The act of giving and receiving points between loved ones is much more of an emotive technique with the result of more positive feelings towards the brand (thus increasing loyalty). This would aid the advocacy stage of the loyalty loop as the consumer is publicly approving the brand to another. The launch of the app will coincide with the 15th anniversary of Liberty London’s loyalty card, to mark the beginning of a revolutionised loyalty scheme. Overall, the scheme aims to increase loyalty by catering specifically to each consumer group as well as making rewards personalised so that they feel like the brand is honestly giving back. The incentive of collecting points to gain a personalised reward will be sure to influence consumers to come back, but the incentive to collect points to give to others makes the scheme copiously more sentimental, confirming that Liberty isn’t just a shop - it’s an experience, a journey.

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FIG. 35 LOYALTY SECTION SCREEN, BAIBIN DOWNEY-ORR, 2014

43 LOYALTY

FIG. 36 STITCHED LIBERTY, PETER CRAWLEY, 2012

Interestingly, during the interview with the generation Jones consumer is was mentioned that they were looking for ‘previewing new lines before others’ (see Appendix 5). Although the app does not offer this feature, the proposition of exclusivity for those loyal to the brand as a reward is consistent with Liberty as it is an elite, unique experience. It was a valuable insight which we aimed to include in the invitations to the event, which will be discussed in more depth in the following chapter.

FROM LEFT TO RIGHT: FIG. 37 PRESS DAY INVITATION, SCHOBER DESIGN, 2009 FIG. 38 THREAD WRAPPED BRICKS WINDOW DISPLAY, ANTHROPOLOGIE, 2011

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Chapter 6

An Interactive Experience Launch Event and In-store Promotion

BYANNALEWIS

46 LAUNCH

An Interactive Experience

BYANNALEWIS

Considering the importance of loyalty amongst the Liberty consumer, the launch of the app will value the loyal customers at its forefront.

Personalisation is key to build long-term relationships and grow brand advocacy and loyalty with the customers (Hooten 2013). Liberty will send each individual customer, who are currently a member of their loyalty scheme, a personalised invitation to the exclusive launch event through the platform of delivered mail. This offline experience lets the loyal customers know they are a priority with the brand and enhances the idea of Liberty being a journey and discovery. It also enhances the Liberty and Royal Mail research of â&#x20AC;&#x2DC;Look inside for your Liberty Rewardsâ&#x20AC;&#x2122; where Liberty found it is mail which produces the best results. Not only are response rates to mail more pronounced, but Liberty believes it is a medium which is particularly suited to the promotion of a luxury brand (Marketreach 2012). There is great value in direct marketing as it allows customisation and selectivity, enhancing the customer experience. The letter will contain directions on how to download the new Liberty app, creating direct responses and interactivity with the consumer (Spiller & Baier 2012). The launch will then host a second event that is open to the public.

Entering the new technology age, retailing, like so many other fields, has rapidly changed.The lifestyles of todayâ&#x20AC;&#x2122;s consumer have changed enormously and there is now greater demand to address their shopping needs in new ways (Diamond & Litt 2003). Priding itself on its outside facade and Elizabethan style building, Liberty, as mentioned before, represents a rich heritage of traditional values - a strong unique selling point that attracts a large number of consumers every year. An impressive store experience is more important than ever in this multichannel world. Stores are not simply sales channels; they are a marketing and brand-building tool (Zablan 2011). The launch of the Liberty app will deliver a seamless, omnichannel brand experience across all touch-points but will still maintain the essence of the brand. It will connect a variety of digital devices to better attract consumers into the store, drive product engagement and arm store associates with more contextualised digital tools. To build anticipation and excitement surrounding the app and launch, Liberty will host a press conference to gain coverage among the media and by inviting appropriate personalities it will give the launch greater leverage and create a buzz surrounding the app.

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47 LAUNCH

FROM LEFT TO RIGHT: FIG. 39 “DOWNLOAD APP” DOOR MOCK-UP, ISABEL NASCIMENTO, 2014 FIG. 40 “START WISHING” WINDOW MOCK-UP, ANNA LEWIS, 2014 FIG. 41 APP ADVERT MOCK-UP, ANNA LEWIS, 2014

The launch event will be held in the interior and exterior of the store and will aim to combine a high-tech encounter with genuine customer service. Enhancing the idea of the store becoming a discovery, the launch will blur retail and leisure to create destination shopping. Liberty previously created an interactive window display where each window displayed clues and hints about different products in store with the use of a QR code scanner (Liberty 2013).

enhance the consumers experience but indirectly promote the brand. The window will also allow the audiences to see what other users are desiring on their wish list, creating a hub of favourite items. Appealing to the on-the-go consumer and the millennial’s, who appreciate immediacy, the window can become a place where passers by can select items they see in the windows and order them straight through their app without entering the store.

Developing this concept further, the famous Liberty windows will display an interactive screen identified as the ‘Start Wishing Window’ that allows audiences to connect and become part of the experience (Fig. 40). Creating your own personal profile within the app, you have already become part of the Liberty community and, therefore, can share and display your wish list items on the interactive windows, along with other app users. Inspired by the interactivity and communitydriven approach of the Live sketchbook, the ‘Start Wishing Window’ will heighten the users immersion to the maximum (D’strict 2013). The integration of interactive technology with the retail environment is an integral aspect to match the expectations of the new retail consumer. This will not only L I B E R T Y L O N D O N : A W O R L D, A J O U R N E Y, N O T J U S T A S H O P

48 LAUNCH

Many consumers, like Generation Jones (see Appendix 3), still want to handle a product and feel it or try it for ourselves before committing to a purchase. The launch of the app merges the offline and online experience by combining the idea that consumers will browse online for products through the app, but are then navigated directly to the product in store in order to gain a more sensory experience. On entrance to the store the consumer will receive a personalised push notification, reminding them to open the app to enhance their in-store experience.They can then place their smart phone on to the ‘Liberty Explore’ table (Fig. 42), as seen in brands like razorfish (Emergingexperiences 2014).

The table seamlessly transfers their wish list items onto the surface table allowing them explore each item in more detail before navigating them in-store. The staff throughout the store are equipped with connected iPads that allow them to be fully integrated into the consumers retail experience and help with any queries regarding the launch of the app. They will also be able to view where customers who are in need of assistance are located, enhancing efficiency.

FROM LEFT TO RIGHT: FIG. 43 “LIBERTY EXPLORE” TABLE MOCK-UP, ANNA LEWIS, 2014 FIG. 44 INTERACTIVE MIRRORS MOCK-UP, ANNA LEWIS, 2014 FIG. 45 IN-STORE PROMOTION MOCK-UP, ANNA LEWIS, 2014 FIG. 46 IN-STORE PROMOTION MOCK.UP, ANNA LEWIS, 2014

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49 LAUNCH

Inspired by the most technologically advanced high fashion store in the country, Burberry, Liberty will adopt the concept of ‘the digital world meets the physical’ (Dacre & Urwin 2012). Throughout the in-store experience, the Liberty mirrors will be replaced with interactive mirrors (Fig. 43). The consumer can pass by each mirror and see in real time their different wish list items displayed on them directly, acting as a virtual dressing room. This is encouraging sales and making the environment personal to the consumers wants. Aware that Liberty is renowned for its heritage and authenticity, the launch will avoid ‘show-rooming’ through making the experience redeemable in store credits and integrating the consumer into the Liberty team. To obtain the integrity of the store essence, advertising will be minimal and only displayed as point-of-sale promotion in store (Fig 45). This will remind and maintain purchase activity among Liberty’s loyal customers and attract new ones (Kapsarov 2014). Signage displaying ambiguous questions, like ‘Want to discover more about this scarf?’ followed by a link to the app will intrigue browsers and reflect the concept of discovery, the concept of which lies at the core of the brand and the new app.

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Conclusion To conclude, this proposal aims to combat physical defects found in the combina-tion of primary and secondary research into Liberty’s purchasing experience. It offers services as well as goods like no other, catering perfectly to the ever more expectant consumer. We understood that it is fundamental to cater to each con-sumer group with as much individuality and personalisation as possible whilst at the same time moving Liberty into the digital age with the aid of new in-store technology and app. The app also supports the consumer throughout the journey of purchase, encouraging them at crucial ‘hot-spots’ before, during and after visit-ing the store which along with the loyalty scheme constructs an emotive response which urges consumers to bond with brand (thus earning loyalty). These features envelop ‘the big idea’; the consumers are offered a journey which can be travelled time and time again.

BYLYNNEBOOLS -ROBERTS

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D’Strict. (2013). Live Sketchbook . Available: http://global. dstrict.com/projects/liveSketchbook.php. [Accessed 19th May 2014 Ebster, C. and Garaus, M. (2011). Store design and visual merchandising. 1st ed. New York, NY: Business Expert Press EmergingExperiences. (2014). Innovation in Retail. Available: http://emergingexperiences.com. [Accessed 19th May 2014] Forrester.com, (2014) Six Steps To Become A Digital Business [online] Available at: http://solutions.forrester. com/disruption/landing-261Q-3118SX.html [Accessed 16 May 2014] Gao, K. (2014) 10 Customer Service Trends to Watch in 2014 [online] Comm100.com. Available at: http://www. comm100.com/blog/customer-service/10-customerservice-trends-watch-2014-infographic.html [Accessed 16 May 2014] Gee, S. (2013) Mobile Phone Apps, 1st ed. [journal] UK: Mintel, p.2. Available at: http://academic.mintel.com/ display/638283/ [Accessed 16 May 2014] Giurata, P. (2014). User Interface and Application Visual Design Trends for 2014 - UI Design and User Experience Blog. [online] Catalystresources.com. Available at: http:// catalystresources.com/saas-blog/user_interface_and_ application_visual_design_trends_for_2014 [Accessed 17 May. 2014]

Goldfingle, G. (2012). Profile: Ed Burstell, managing director, Liberty. [online] Retail-week.com. Available at: http:// www.retail-week.com/people/profiles/profile-ed-burstellmanaging-director-liberty/5037470.article [Accessed 21 May. 2014] Hallowell, R. (1996). The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study. International journal of service industry management, 7(4), pp.27–42 Harland, B. (2014). Best Buy, Kroger enhance their customer loyalty programs with mobile apps. [online] Academic.mintel.com. Available at: http://academic.mintel. com/sinatra/oxygen/print/id=701931 [Accessed 21 May. 2014] Head, T. (2014). Don’t take it personally: A look at personalisation in retail. Available: http://www. breedcommunications.com/blog/dont-take-it-personally-alook-at-personalisation-in-retail/. [Accessed 19th May 2014] Hooten, S. (2013). Global retail trends for 2014: ‘personalisation is key. Available: http://the-gma.com/ archives/global-retail-trends-for-2014-personalisation-is-key. [Accessed 19th May 2014] Humphris, I. (2014). In-store technology: top tips for high street retailers [online] the Guardian. Available at: http:// www.theguardian.com/media-network/media-networkblog/2014/apr/24/technology-high-street-topshop-burberry [Accessed 16 May 2014]

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List of References Krafft, M. and Mantrala, M. (2009). Retailing in the 21st century. 2nd ed. Berlin: Springer Lask, G. (2014). The rise of social spells the death of oneto-one loyalty. [online] Marketingmagazine.co.uk. Available at: http://www.marketingmagazine.co.uk/article/1289502/ rise-social-spells-death-one-to-one-loyalty [Accessed 21 May. 2014] Lawler, T. (2014). EBay: the future of retail is omnichannel - retail must be seamless #web25. [online] Marketingmagazine.co.uk. Available at: http://www. marketingmagazine.co.uk/article/1284298/ebay-futureretail-omnichannel---retail-seamless-web25 [Accessed 18 May. 2014] Libby, C. (2014). Selfridges Beauty Project encourages instore shopping - 13th May 2014. [online] Mintel. Available at: http://academic.mintel.com/display/703695/?highlight [Accessed 21 May. 2014] Liberty. (2013). Scan to See Who I Am â&#x20AC;&#x201C; Interactive Windows. Available: http://www.liberty.co.uk/blog/14306/ scan-to-see-who-i-am-interactive-windows/. [Accessed 19th May 2014] Liberty.co.uk, (2014). The History of Liberty from the Liberty London archive. [online] Available at: http://www.liberty. co.uk/AboutLiberty/article/fcp-content [Accessed 16 May. 2014] Lutz, A. (2014). Millennials Are Becoming A Huge Problem For Retailers - Business Insider. [online] Business Insider. Available at: http://www.businessinsider.my/millennialsare-a-huge-problem-for-retailers-2014-4/#.U3hyQ16llFI [Accessed 18 May. 2014]

McRae, E., Carrabis, J. and Hamel, S. (2013) Case study: Emotional Responses on Mobile Platforms. 2nd ed. [academic journal] International Journal of Mobile Marketing, p.55. Available at: http:// web.a.ebscohost.com.ezproxy.ntu.ac.uk/ehost/pdfviewer/ pdfviewer?sid=35aa9fd3-14de-4bac-a1f4-9b3f976bdf3c% 40sessionmgr4001&vid=4&hid=4207 [Accessed 16 May 2014] Menoni, T. (2014). 8 iPhone Shopping Apps for Retail Therapy on the Go. [online] About.com iPhone / iPod. Available at: http://ipod.about.com/od/bestiphoneapps/tp/ top-iphne-shopping-apps.htm [Accessed 17 May. 2014] Meyers, H. and Gerstman, R. (2001) Branding @ the digital age, 1st ed, New York: Palgrave Mobile in the Consumer Journey. (2014). 1st ed. [ebook] p.3. Available at: http://advertising.microsoft.com/dede/WWDocs/User/display/cl/researchreport/2343/de/ whitepaper_mobile-in-the-consumer-journey.pdf [Accessed 17 May. 2014] Mobile in the Consumer Journey. (2014). 1st ed. [ebook] p.21. Available at: http://advertising.microsoft.com/dede/WWDocs/User/display/cl/researchreport/2343/de/ whitepaper_mobile-in-the-consumer-journey.pdf [Accessed 17 May. 2014] Regentstreetonline.com, (2014). Liberty | Regent Street London. [online] Available at: http://www.regentstreetonline. com/Shopping/Liberty.aspx [Accessed 16 May. 2014] Reynolds, J., Cuthbertson, C. and Bell, R. (2004). Retail strategy. 1st ed. Amsterdam: Elsevier ButterworthHeinemann

Marketreach. (2012). CASE STUDY: Liberty London direct mail eye-tracking. Available: http://www.getmemedia.com/ ideas/case-study-liberty-london-direct-mail-eye-tracking/ mail-media-centre.html. [Accessed 19th May 2014]

Sender, T. (2014). Why the store environment is more important than ever for fashion retailers - 31st October 2013. [online] Mintel. Available at: http://academic.mintel. com/display/684654/?highlight [Accessed 21 May. 2014]

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Spiller, L & Baier,M (2012). Contemporary Direct and Interactive Marketing. Chicago: Richard Hagle

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Steuber, J. (2013). Liberty of London – It’s all about loyalty. Available: http://www.retailgazette.co.uk/articles/11433liberty-of-london-its-all-about-loyalty. Last accessed 13th May 2014 Yola, (2014). How to choose a font that represents your brand. [online] Available at: http://www.yola.com/blog/howto-choose-a-font-that-represents-your-brand/ [Accessed 17 May. 2014] Zablan, M. (2011). The changing face of UK retail in today’s multi-channel world. Available: http://www.experian.co.uk/ assets/business-strategies/white-papers/RWC-whitepaper2. pdf. Last accessed 19th May 2014

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List of Illustrations Fig. 1. Lord Paisley H Tana Lawn, 2014, Liberty Art Fabrics [digital photography] Liberty London [online] Available at http://www.liberty.co.uk/fcp/product/Liberty//Lord-PaisleyH-Tana-Lawn/100104 [Accessed 18 May 2014]

Fig. 10 Liberty Pattern, n.d., Liberty London [digital photography] Pinterest [online] Available at http://www. pinterest.com/pin/320248223475097522/ [Accessed 18 May 2014]

Fig. 2. XY Find-It, 2014, XY Tracking Tag [digital photography] Kickstarter [online] Available at https://www.kickstarter. com/projects/xyfindit/xy-the-secure-tracking-tag [Accessed 18 May 2014]

Fig. 11 Acne Studios at Liberty, 2014 [own photography]

Fig. 3. Kane, C., 2014, Random Arrow Scarf [digital photography] Liberty [online] Available at http://www.liberty. co.uk/fcp/product/Liberty//Black-and-White-Random-ArrowScarf-/103839?cm_mmc=AWIN-_-104504-_-Deeplink-_-Gen eric&clickref=23014247&awc=3487_1400578296_0628c 7b8dbc3be802d853163dcda3640&utm_source=Aff&utm_ medium=AffiliateWindow&utm_campaign=Affiliate [Accessed 18 May 2014] Fig. 4. Wonderwall, 2012, Uniqlo Flagship Store [digital photography] Retail Design Blog [online] Available at http:// retaildesignblog.net/2012/03/02/uniqlo-flagship-store-bywonderwall-new-york/ [Accessed 18 May 2014] Fig. 5. TRNK Website Screenshot, 2014, TRNK [digital photography] TRNK [online] Available at https://www.trnknyc.com/ [Accessed 18 May 2014] Fig. 6 Gareth Pughâ&#x20AC;&#x2122;s Installation at Selfridges, 2014, Selfridges [digital photography] Dezeen [online] Available at http://www.dezeen.com/2014/01/11/immersive-virtualworld-by-gareth-pugh-and-inition-installed-at-selfridges/ [Accessed 18 May 2014] Fig. 7 Burberry Flagship Store in London, 2012, Burberry [digital photography] The Portuguese Prepster [online] Available at http://portugueseprepster.blogspot. co.uk/2012_11_01_archive.html [Accessed 18 May 2014] Fig. 8 Audi City Showroom, 2014, Audi [digital photography] Audi Microsite [online] Available at http://audi-microsites. com/audi-city/fr/ [Accessed 18 May 2014] Fig. 9 The Tudor Building, c. 1929, Liberty London [analog photography] Jenny Jenny [online] Available at http:// jenjenjenny.blogspot.co.uk/ [Accessed 18 May 2014]

Fig. 12 Libertyâ&#x20AC;&#x2122;s signs & environment, 2013, Endpoint [digital photography] Endpoint [online] Available at http:// www.endpoint.co.uk/our-work/liberty/ [Accessed 18 May 2014] Fig. 13 Prints Charming Window, 2009, Liberty [digital photography] Liberty [online] Available at http://www.liberty. co.uk/window-gallery-prints-charming/article/fcp-content [Accessed 18 May 2014] Fig. 14 Generation Jones Consumer Profile, 2014, Isabel Nascimento [own collage]; all pictures taken from http:// www.liberty.co.uk/ Fig. 15 Millennial Consumer Profile, 2014, Isabel Nascimento [own collage]; all pictures taken from http:// www.liberty.co.uk/ Fig. 16 Tourist Consumer Profile, 2014, Isabel Nascimento [own collage]; all pictures taken from http://www.liberty. co.uk/ Fig. 17 Mr and Mrs Liberty, 1931, Author Unknown [analog photography] Liberty London [online] Available at http:// www.pinterest.com/libertylondon/liberty-archive/ [Accessed 19 May 2014] Fig. 18 App Menu Mock-Up, 2014, Baibin Downey-Orr and Isabel Nascimento [own design] Fig. 19 Wall Curated by Bruce Lepere, 2013, Liberty London [digital photography] Liberty London [online] Available at http://www.liberty.co.uk/blog/13494/step-inside-the-neweastern-objets-antiquities-department-with-bruce-lepere/ [Accessed 19 May 2014] Fig. 20. App Menu Mock-Up, 2014, Baibin Downey-Orr and Isabel Nascimento [own design]

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Fig. 21 Language Selection Feature, 2014, Baibin DowneyOrr [own design] Fig. 22 Hera B Tana Lawn, 2014, Liberty Art Fabrics [digital photography] Liberty London [online] Available at http:// www.liberty.co.uk/fcp/categorylist/dept/fabrics_cotton_ classic [Accessed 19 May 2014] Fig. 23 App Wishlist Mock-Up, 2014, Baibin Downey-Orr and Isabel Nascimento [own design] Fig. 24 Wishlist Mock-Up, 2014, Baibin Downey-Orr [own design] Fig. 25 Product detail on Wishlist Mock-up, 2014, Baibin Downey-Orr [own design] Fig. 26 Welcoming Push Notification Mock-up, 2014, Isabel Nascimento [own design] Fig. 27 Image Scanning Mock-up, 2014, Baibin Downey-Orr and Isabel Nascimento [own design] Fig. 28 Staff’s Interactive Map Mock-up, 2014, Baibin Downey-Orr and Isabel Nascimento [own design] Fig. 29 Interactive Map Mock-up, 2014, Baibin Downey-Orr [own design] Fig. 30 Image Recognition Mock-up, 2014, Baibin DowneyOrr [own design] Fig. 31 Thank You Push Notification Mock-up, 2014, Isabel Nascimento [own design] Fig. 32 Loyalty Section Mock-up, 2014, Baibin Downey-Orr and Isabel Nascimento [own design] Fig. 33 Winter Wonderland Centerpiece, 2013, Author Unknown [digital photography] Indac.net [online] Available at http://www.indac.net/appealing-winter-weddingcenterpiece-ideas/winter-wonderland-centerpieces-indacnet-04/ [Accessed 20 May 2014]

Fig. 34 The Liberty Loyalty Card, 2013, Liberty London [Digital Photography] Couture.net [online] Available at http://couturenet.blogspot.co.uk/2013/02/fashion-blogbest-loyalty-cards-liberty.html [Accessed 20 May 2014] Fig. 35 Loyalty Section Screen, 2014, Baibin Downey-Orr [own design] Fig. 36 Stitched Liberty, 2012, Peter Crawley [digital photography] Peter Crawley Illustrations [online] Available at http://www.petercrawley.co.uk/index.php?/illustrations/ liberty---main-entrance/ [Accessed 20 May 2014] Fig. 37 Press Day Invitation, 2009, Schober Design [digital photography] Schober Design [online] Available at http://www.schoberdesign.com/liberty-event-invitations/ [Accessed 20 May 2014] Fig. 38 Thread wrapped bricks window Display, 2011, Anthropologie [digital photography] Beautiful Window Displays [online] Available at http:// beautifulwindowdisplays.blogspot.co.uk/2011/12/ anthropologie-window-displays.html [Accessed 20 May 2014] Fig. 39 “Download App” Door Mock-up, 2014, Isabel Nascimento [own design] Fig. 40 “Start Wishing” Window Mock-up, 2014, Anna Lewis [own design] Fig. 41 “Explore Table” Mock-up, 2014, Anna Lewis [own desgin] Fig. 42 Liberty Press Invitation, 2014, Foundry Studio [digital photography] Foundry Studio [online] Available at http://foundrystudio.com/category/invitation/ [Accessed 21 May 2014] Fig. 43 Liberty Explore Table Mock-up, 2014, Anna Lewis [own design] Fig. 44 Interactive Mirror Mock-up, 2014, Anna Lews [own design] Fig. 45 and 46 In-store promotion Mock-up, 2014, Anna Lewis [own design]

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Sherman, L. (2013). [online] Fashionista.com. Available at: http://fashionista.com/2013/07/ exclusive-the-15-most-social-media-savvy-fashionbrands#awesm=~oEXhq7lZp3VZkv [Accessed 19 May. 2014] Siwicki, B. (2014) Mobile Statistics - Consumers just say no to in-store mobile tracking - Internet Retailer [online] Internetretailer.com. Available at: http://www. internetretailer.com/2014/03/27/consumers-just-say-nostore-mobile-tracking [Accessed 8 May 2014] Spiller, L & Baier,M (2012). Contemporary Direct and Interactive Marketing. Chicago: Richard Hagle Steuber, J. (2013). Liberty of London – It’s all about loyalty. Available: http://www.retailgazette.co.uk/articles/11433liberty-of-london-its-all-about-loyalty. [Accessed 13th May 2014] Tate, A. (2013) Top 10 Retail Loyalty Programs [online] BigDoor. Available at: http://bigdoor.com/ blog/2013/12/11/top-10-retail-loyalty-programs/ [Accessed 9 May 2014] Yola, (2014). How to choose a font that represents your brand. [online] Available at: http://www.yola.com/blog/howto-choose-a-font-that-represents-your-brand/ [Accessed 17 May. 2014] Zablan, M. (2011). The changing face of UK retail in today’s multi-channel world. Available: http://www.experian.co.uk/ assets/business-strategies/white-papers/RWC-whitepaper2. pdf. [Accessed 19th May 2014] Zorpas, M. (2012). Authenticity in Fashion Social Media Social Media Week. [online] Social Media Week. Available at: http://socialmediaweek.org/blog/event/authenticity-infashion-social-media/. [Accessed 20 May. 2014]

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Methodology BYISABELNASCIMENTO

WHAT

WHY

WHO

Online survey (Appendix 1)

To better understand our consumer’s decision journey, shopping behaviour, relationship with their mobile phones and loyalty towards brands. Catalyst for further research; source of comparison to secondary finds.

Participants aged 18 to 60+ These include Millennials, Members of Genearion Jones and Tourists.

Email interview with Liberty’s Merchandising Assistant (Appendix 2)

To gain further insight into Liberty’s brand values, consumer and online presence; to have and industry expert’s perspective.

Frederica Ciangola, Liberty’s Merchandising Assistant.

Observational and ethnographic research in Liberty (Appendix 3)

To observe how the three consumer groups interact with the store; To identify when and where they use their mobile phone; To detect flaws and difficulties within their experience in order to delineate future opportunities.

People who were at Liberty on the 10th of May.

Observational and ethnographic research in Nottingham, namely at John Lewis and House of Fraser (Appendix 3)

People who were at John Lewis and House of Fraser on the 11th of May.

Interview with members of staff from John Lewis and House of Fraser (Appendix 4)

To further explore each shop’s use of technology

Tom (John Lewis) and Lisa (House of Fraser)

Interview with a member from Generation Jones, a Millennial and a Tourist (Appendix 5)

To create consumer profiles and gain in-depth knowledge of their lifestyle, relationship with Liberty and overall shopping behaviour/ recent experiences.

Ruth McIntosh, Becca Croft and Teresa Azevedo Gomes

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HOW

BENEFITS

WEAKNESSES

Through Typeform, using a combination of multiple choice and open questions.

Reached over 30 people in a short period of time; Useful starting point; Allowed us to start collating information on consumer’s habits and to easily record and visualize them.

Mainly answered by Millennials; No conversation between participants; Shorts answers; More quantitative than qualitative.

An email interview consisting of eight fundamental questions.

Quick, easy format –instant response; Valuable, professional insight.

A one-on-one, life interview would’ve allowed more elaborated answers.

By visiting the store and filling a behavioral checklist (Appendix 3); Additional notes and pictures were taken during the process too.

This research resulted in real situations which, combined with secondary facts and numbers, allowed us to tailor the app to each consumer group.

One time examples – the observations happened at chance; The examples can’t be generalized.

By visiting the store and filling a behavioral checklist (Appendix 3); Additional notes and pictures were taken during the process too.

This research resulted in real situations which, combined with secondary facts and numbers, allowed us to tailor the app to each consumer group.

One time examples – the observations happened at chance; The examples can’t be generalized.

Face to face, on the spot, short interview with member of staff

Face to face interviews allowed the staff to point at products and “technology” stations; more room for improvisation; Gained insight into how each store operates.

Although both are department stores, John Lewis and House of Fraser are still very different from Liberty; their methods didn’t perfectly apply to our interests.

Live chat with Ruth McIntosh and Becca Croft; Instant Messaging with Teresa Azevedo Gomes

Detailed answers from each participant; Gained valuable information on how each consumer see themselves, Liberty and the overall act of shopping.

Time and distance didn’t allow a conversation; a discussion between the three participants would have been more interesting.

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Appendix 1 Online Survey Results

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Online Survey Results COLLATEDBYTORIBALDWIN

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QUESTIONS ASKED > How old are you? > What’s your gender? > What’s your nationality? > Where do you live? > How often do you go into stores to shop? > How oftehn do you shop online? > Are you loyal to a particular brand(s)? If so, which brand(s)? > What do you tend to buy the most? > Do you own a smartphone? > Do you ever use your smartphone to shop? > How would you prefer to receive your purchases if ordered online? > Do you use any apps for a particular brand(s)? If so, which brand(s)? > Please describe Liberty in three words. > If you had £100 to spend in Liberty, what would you buy?

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Appendix 2 E-mail interview with Libertyâ&#x20AC;&#x2122;s Merchandising Assistant

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FROM ISABEL NASCIMENTO TO ALEX SMITH DATE7MAY2014/11:33 Hi Alex Hope everything’s ok! Have they sorted the window downstrairs? My group met again yesterday and we finally got the questions down - would it still be ok to pass this to your friend? Just to recap, the brief is to create a retail idea that engages the consumer before, during and after purchase. We are also looking at ways to increase loyalty and specifically looking at how to integrate a loyalty scheme with smart phones. So here’s what we’d like to know: Who would you describe as the typical Liberty consumer? What is the unique selling point of Liberty? What are the brand’s values? How do you maintain and increase loyalty with your consumers? How does your online sales compare with your in store sales? How successful is Liberty’s online presence (Liberty TV/ Blog/ Social Media)? What would you think would most engage your consumer with the use of technology? E.g mobile app, in store technology, interactive scanning devices,... When you receive customer feedback what is the most common issues or comments that are raised? Many many thanks for your help! Isabel

FROM ALEX SMITH TO ISABEL NASCIMENTO DATE7MAY2014/11:48 Hi Isabel That’s fine – I’ve cc’ed Federica so will ask here to have a look at the points you are interested in, and reply with a couple of answers. Have you also approached Liberty directly? You could even go for a job interview there as a way to learn more about the brand/company. Cheers Alex

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FROM FREDERICA CIANGOLA TO ISABEL NASCIMENTO DATE8MAY2014/07:17 Hi Isabel, The typical Liberty customer is English – not a very international store/brand. The customers are mainly Londoners and from the “home counties”. I would say that in terms of age they are between 30-60. To maintain loyalty with their customers they do a Loyalty card, it is free and the customers can collect points every time they spend and they receive a voucher if they spend a certain amount of money (or promotion and voucher for birthday). The online sales are very low compared to the shop-floor sales; this is due to a lack of an effective platform, and they are trying to sort out this problem. They have a liberty newspaper and sometimes you can find adverts of their products in magazines and newspapers. They have a marketing team that is trying to expand this. I hope that I have been useful. Let me know if you need anything else! Federica

FROM ISABELNASCIMENTO TO FREDERICA CIANGOLA DATE8MAY2014/13:03 Hi Federica, Thank you so much, this is more than helpful! I may be in touch when we’ve got a more concrete idea to get your perspective, if that’s ok with you? All the best, Isabel

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Appendix 3 Observational research at Liberty, John Lewis and House of Fraser

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Liberty, London 10 May 2014 - Ethnographic Checklist BY CHLOEWALKER

ACTION

MILLENNIAL

G E N. J O N E S

TOURIST

O B S E R V A T I ON

Taking pictures

All groups tooks pictures of the architecture

On their phone

X (Sat down and was using twitter)

With a personal shopper

Talking to staff/ asking for help

X (Help buying scraf/ quality)

X (Wanted advice on ground floor for gifts/ advice on hat)

Alone

With family/ friends

X (Usually with friends or with one parent)

A lot of couples buying things together

Checking price tags

Rather than price tags, people seemed to be checking quality

Browsing

Everyone browsed but noticeably millennials The other groups seemed to have more intent on buying

Trying on clothes

X (Shoes)

X (Prominence in men’s department)

Buying

Till behaviour

X (Woman asked about other items at till; when given receipt she was asked how’d they’d done)

Asking for directions

X (Debated whether to ask)

Checking the floor plan

X -

X (A lot of chinese tourists)

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Noticed that generally it was up to the customer to ask staff for help

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Observations and opportunities BYCHLOEWALKER

> People asked staff on the ground floor for advice when buying a product for someone else; i.e. purse, notebooks etc, especially tourists > General concern over materials, quality and ingredients of products - at the jewellery department middle aged women checket for materials; at the beauty department people were checking ingredients; Baby boomers evaluated quality of scarves > People closely inspect products > People wandered through, keeping their phones on the camera, taking pictures of products they saw; i.e. dress (baby boomer), sofa (middle aged man), plenish cleanse products (middle aged woman) > People took pictures of things they like in order to remember them, as opposed to record the experience > Many people took pictures on ground floor of the in-store environment > A lot of women asked for advice in the beauty department; perhaps because it’s personal? Were they buying for someone else? Seemed to be many couples around this area > Tourist (female, mother with family) used her phone to show staff an instagram photo of ‘juice’, staff advised her to plenish cleanse > Make overs and testers in beauty department > Overheard some advice being given about fragrance from staff; appeared to be an expert talking about molecules > Chocolate area was very busy, only given plastic bags as opposed to card > Shoe department had mainly millennials > Many people with suitcases > Many people asked staff where the changing rooms were > Womenswear, again, seemed to be heavily occupied by millennials, but they were browsing as opposed to trying on and buying > Many tourists/chinese checking maps; seems to be that english people asked for directions but tourists used map (language barrier?) > “I’d rather just go to primark”; group of millennials, said Liberty was too expensive; they were there just to browse and say they’ve been > Witnessed a lot of people using vouchers at tills > Some people buying for the experience; woman buying womenswear, was also buying beauty products, and asked for advice on which shoes to buy > Staff gave her receipt and asked her to email them and tell them how they’re doing

> People seemed to spend an average of 15 mins on each floor and most people went to more than one floor > Seen millennials debating whether to ask someone for directions or not > In home section the shop had magazines such as Elle Decorations for people to look through for inspiration > Also had many books and magazines in each department > Tourists were using London maps; Liberty was a stop off point > People were still carrying Liberty’s bags, walking through, which shows they don’t just leave when they buy something and also may purchase products on each floor (don’t buy things all at once); previously mentioned woman bought an outfit and THEN went to shoe floor > At one point on one floor overheard five different languages, which shows the amount of tourists > Millenials use mirrors repeatedly whilst browsing; they were always accompained by either a friend or a parent

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John Lewis and House of Fraser 11 May 2014 - Ethnographic Checklist B Y A N N A L E W I S, / L Y N N E B O O L S - R O B E R T S / T O R I B A L D W I N / I S A B E L N A S C I M E N T O

ACTION

MILLENNIAL

G E N. J O N E S

TOURIST

O B S E R V A T I ON

Taking pictures

0/0

0 /0

On their phone

2/5

0/2

With a personal shopper

1/0

0/0

Talking to staff/ asking for help

4/3

0/3

0/0

Alone

8/7

0/2

As there were more people observing, we’ve counted the amount of people doing each action; the first number regards John Lewis and the second House of Fraser, both in Nottingham.

With family/ friends

12 / 5

5/3

2/1

Checking price tags

3/3

3/0

1/0

Browsing

6/2

3/1

1/1

Trying on clothes

2/0

1/0

0/0

Buying

5/1

2/0

0/0

Asking for directions

1/0

0/0

Checking the floor plan

1/0

0/0

Observations and opportunities > A couple of people seen using their phone on escalators > Several people seen using their phone when they leave the store and/or before they entered > Millennials were seen using their phone when they’re waiting for someone who is trying a product (particularly men) > Long queues to pay – app should detect when people are waiting to pay and send a thank you note / estimative of how long it will take / direct them to a till on less busy floor?

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Total of people we’ve followed John Lewis – 35 20 Baby Boomers 13 Millennials 2 Tourists House of Fraser – 25 12 Baby Boomers 10 Millenials 3 Tourists

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In-store Visual Research 10 May 2014 ALL PHOTOS TAKEN BY CHLOE WALKER

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Appendix 4 Interview with staff members of John Lewis and House of Fraser

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Interview 1 WITH TOM A T J O H N L E W I S, N O T T I N G H A M DATE11MAY2014 Hello, we are from Nottingham Trent University and we are doing a project on loyalty schemes in a department store. We noticed that you’re holding an iPad I am, this is an iPad! Good observation! What do you use it for in store? We have different things for different types of technology. We use an iPad for ‘meet and greet’, so this is just general information on johnlewis.com but then we use it in every singe department as a tablet/computer as well, so everything we used to do on the desktop we can now do on the shop floor. So like an office isn’t an office anymore, it’s just desks and a seating area and basically it’s every manager with their (gestures to his iPad) Do you all have your own iPad? iPad or equivalent. So it depends on who likes hp or whatever but yeah thats how it works Does John lewis have its own app that customers can download? Yep And can they use that app in store for anything? Ummm, they can’t at the moment, they can use it for guidance around the shop as it’s got things like layout but we haven’t yet got it so you can scan a bar code of a product and link it back to a profile or whatever We noticed downstairs you have a checkpoint you can scan your item Yeah, thats just for price check but the future is that you’ll be able to scan it with your smart phone and it will just bring it up the John Lewis page with a description and more details Do loads of people approach you to ask you questions? Do you know, most of it, all they use it for is a prop. Because someone who might feel a bit more intimidated at least we’re holding something and we look like we’re doing it, because most questions are quite mundane like ‘how do you get down to the ground floor’ or ‘where’s the ladies shoes’ so there’s not technicality... but sometimes with people I think more and more with technology you see something online, and the shop isn’t stocked then you do get that question to say ‘I saw this Jo Malone perfume online, you don’t stock it, can you bring it up?’ Would you say that mainly people only ask where to go or how to find something? Yeah

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Interview 2 WITH LISA AT HOUSE OF FRASER DATE11MAY2014 Hi we’re from Nottingham Trent University. We are doing a project on loyalty schemes with the use of technology and we were wondering if we could ask you a few questions? Yeah thats fine What technology do you have in store to like, help with sales? We offer an internet service within stores, can you see those monitors? I think there’s about three on this floor Oh ok But if we’ve not got a product in stock the customer can get it online and order it in store with next day delivery, um other than that.. Do you know if they have an app? I don’t think we do… I’m not sure. There’s not an app to go on their phone while they’re shopping? Possibly, I don’t know! Maybe there is a House of Fraser app And also do you have any loyalty schemes for customers? We do we have recognition cards which is like a boots advantage cards Oh ok so do you collect points? Yeah so you try and hand them out to as many customers as possible and every get given vouchers

time they shop they collect points and they

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Appendix 5 Interview with a member from Generation Jones, a Millennial and a Tourist

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Interview 1 WITH RUTH MCINTOSH DATE17MAY2014 Hello, we are conducting research to get an insight into a liberty consumer, do you agree to take part? Yes

What subjects (outside of business) do you have strong feelings toward? Current affairs, music, health and fitness

Many thanks! To starf off, how old are you? 51

Do you focus more on the present or the future? I’d say both

What’s your relationship status? Married

Which 3 aspects cause you the most frustration each day? Time, sales calls, junk mail!

Do you have a degree? If so what did you study? No

What do you like to do on the weekend? Just socialise, family time, walking or going to the gym, relaxing...

If employed what’s your occupation? I’m self-employed Would you describe it as a career or job? Job What aspects did you most like and dislike about being selfemployed? I like the flexibility What words do you use to describe yourself? I’d say I’m young at heart, reasonably confident, free-spirited, laid back,... What’s your goal for in 5 years time? To live abroad What are your lifelong dreams/aspirations? Own a house abroad, travel more,... What obstacles most stand in the way of those aspirations? Having a family and work committments Whom are you most anxious to impress? My children How do you want to be seen by them? I want them too feel I’m approachable, understanding and always available for them

What are your hobbies? Travel, music, running, reading and shopping of course! What kind of events do you like to attend the most? Concerts, film or music festivals, charity events What genre of music do you like? Popular music, past and present What magazines do you subscribe to? None What are your purchasing habits (where to you go the most/ how often do go shopping/how often do you buy things online/how much do you spend on an average shopping trip/ what do you buy the most of)? Brighton, Tunbridge Wells, Westfield or Oxford St or Knightsbridge/probably once a month/ I buy on line probably once or twice a month/ average spending would be between £150-£300/ I generally buy clothes, presents, make-up and skincare. What do you use your phone for the most? I use my phone mostly for calls and texts, email and sometimes internet. So do you have a smartphone? Yes

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Have you ever shopped or visited Liberty London store? Yes I have been to Libertys but only a handful of times What do you go to Libertys for? Do you buy a particular product or is it more like an attraction? I love to visit Libertys as it is so different from most department stores, I love the outside façade and the Elizabethan building. The displays inside are always so unique and eye catching and the products they sell are always displayed so beautifully. Okay, so if you were to buy a product How much money do you tend to spend in store or are willing the spend? It depends very much if I am looking for something in particular or just going to browse. If I was browsing probably no more than £40-£50. If I was after something specific i.e. clothing I would be aware of the price range so would be willing to pay between £100-£200 depending of course on the item. In terms of smart phone apps, do you ever use your smart phone to shop online? No not really Do you bring your smart phone with you when shop? Yes I do and I would probably use it to browse online but I wouldn’t actually use it to buy. So would you use your smart phone when shopping to see if they have products online or to get information or reviews on products? Probably if it was easy to access or maybe if I was prompted to use it by email or something as I have email on my phone. Very well. When you’re shopping online, do you tend to save your items in a basket/wish list? Yes I do Have you ever taken pictures on your smart phone to remember a certain product or share with friends? Yes I have especially if I am shopping for someone else - I will send them a picture to see if they like something before I buy it.

Okay, back to Liberty’s, do you tend to shop for yourself or do you tend to buy gifts for friends? I think I would probably shop more for gifts in Libertys as they have such a unique and good quality selection. I don’t think I have bought many items for myself there Do you find it easy to navigate in Liberty store? Reasonably - I think if I remember correctly they have a windy staircase but I think it was fairly clearly laid out Would you plan your visit when going to Liberty’s or is it a spontaneous trip? Usually it would be spontaneous but if I was after a special outfit for a special occasion Libertys would definetly be on my list to visit Have recently experienced any good retail experiences? In terms of technology in store, staff service, store displays etc if so what were they? I cant think of any right now So theres nothing that stands out to in current retail? When you go in to a shop, do you tend to browse or do you know exactly what you are looking for? No I rarely know what I am looking for I am a bit of an impulse buyer, but if it is for a specific occasion I would probably look on line first and then when shopping would have a look for that specific item in the store What do you think the future of retail will look like? What is your expectations? I think it will be less and less on the High Street and more online, but having said that you could never get rid of the high street completely as there is a certain pleasure (Mainly for women) in high street shopping. I think that visual displays will probably become more high tech with virtual models maybe and maybe to be able to choose and pay electronically - not sure Okay perfect, couple more questions! Do you currently have any loyalty cards? if so, with who? I have a Tesco loyalty card and a boots one

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Interview 2 (CONTINUATION)

WITH BECCA DATE16MAY2014

Are there any particular brands you are loyal to? for example, make up brands, clothes brands L’Oreal and Max Factor, Clarins, Zara

How old are you? 20

What do you look for in loyalty schemes? e.g Discounts/info Definetly special offers and vouchers. It would also be nice if you were a card holder then you got to preview new lines etc before others What is more important to you.. laptop/phone/TV/ipad? Which one do you use the most? That depends on what I am doing. I think Ipad/computer, phone and then TV. Do you take notice of point of sale when shopping? Yes but probably not always conciously And finally, could you describe your decision journey when buying a product? For example how would you go about buying a car... do you look at reviews, internet, browse in showrooms? If it was a car I would most likely look at showrooms which is how I bought my car that I have just picked up! Brilliant, thank you for taking part!

What’s your relationship status? Single Do you have a degree? If so what did you study? Currently studying Business Management and Marketing What words do you use to describe yourself? Talkative, cheery and easily influenced... impatient What’s your goal for in 5 years time? To be settled in a marketing position in a business, working towards a promotion and then have a family What are your lifelong dreams/aspirations? To have a successful career in Marketing, one day open own business, either in Marketing or Catering What obstacles most stand in the way of those aspirations? Competitive, financial restraints Whom are you most anxious to impress? Friends/family How do you want to be seen by those people? As successful What subjects (outside of business) do you have strong feelings toward? Psychology Do you focus more on the present or the future? Present Which 3 aspects cause you the most frustration each day? Traffic, workload, finances What do you like to do on the weekend? Go out with friends, chill out, watch films,...

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What are your hobbies? Watching films, playing netball

Have you ever shopped or visited Liberty London store? Yes

What kind of events do you like to attend the most? Any music related events

What do you go to Liberty’s for? Do you buy a particular product or is it more like and attraction? Just to browse at products available

What genre of music do you like? Pop/ RnB/ House

How much money do you tend to spend in store or are willing the spend? Up to £100

What magazines do you subscribe to? None What are your purchasing habits (where to you go the most/ how often do go shopping/how often do you buy things online/how much do you spend on an average shopping trip/ what do you buy the most of)? I’d say I’m an impulse buyer, I mainly buy clothes online from ASOS, Topshop, Missguided, if I go into a shop its usually Topshop due to location, I spend an average of £50 on a shopping trip, I roughly go on a shopping trip/buy online a couple times a month, and mainly buy tops or clothes to go on a night out What do you use your phone for the most? Social media/ talking to friends Do you have a smartphone? Yes Have you ever shopped or visited Liberty London store? Yes What do you go to Liberty’s for? Do you buy a particular product or is it more like and attraction? Just to browse at products available How much money do you tend to spend in store or are willing the spend? Up to £100 Do you ever use your smart phone to shop online? Yes

Do you ever use your smart phone to shop online? Yes Do you bring your smart phone with you when shop? Yes Do you use you smart phone while shopping? Not particularly unless I’m looking for particular item Have you ever checked reviews on your smart phone when shopping? Nop Is Liberty’s a place to shop for yourself or do you tend to buy gifts for friends? Buy things for myself When shopping online, do you tend to save your items in a basket/wish list? Yes Do you find it easy to navigate in Liberty store? No, not at all Would you plan your visit when going to Liberty’s or is it a spontaneous trip? If I’m in London I will go but I wouldn’t go to London specifically for Liberty’s. What do you think the future of retail will look like? Less human contact, more online

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Interview 3 (CONTINUATION)

WITH TERESAAZEVEDOGOMES DATE16MAY2014

What are your expectations for in-store then? Touch screens to find certain items in shops, self-checkouts in all stores, etc.

To starf off, how old are you? 47

Do you currently have any loyalty cards? Yes, Costa, Superdrug, Tesco Are there any particular brands you are loyal to? No What do you look for in loyalty schemes? The discounts What is more important to you, laptop/phone/TV? Phone Have you recently experienced good retail experiences? Yes

What’s your relationship status? Married Do you have a degree? If so what did you study? PhD, Special Education and Inclusion What’s your occupational status? Employed If employed what’s your occupation? Teacher and researcher Would you describe it as a career or job? As a career – a life time journey!

How do you choose an app you feel comfortable in using? E.g. giving away personal information I don’t consider it

What aspects did you most like and dislike about it? What I most like about it - Continuously learning about other people and about myself; trying to meet children, families and professionals needs, acknowledging their strengths and empowering them. What I dislike about it – watching the recurrence of past errors, from macro to micro policies and interventions, when they ignore what we now know are best practices and evidences.

Do you sign up for any news letters or emails? I don’t sign up to newsletters but sometimes emails

What words do you use to describe yourself? Reflective, emphatic, enthusiastic… a bit stressed

When you go in to a shop, do you tend to browse or do you know exactly what you are looking for? Browse

What’s your goal for in 5 years time? To be truly and completely present in the most important aspects of my life – family and work.

Have you ever taken pictures on your smart phone to remember a certain product or share with friends? Yes

What are your lifelong dreams/aspirations? That I/we learn – better and better - to live together and support each other.

Do you take notice of point of sale when shopping? Yes

What obstacles most stand in the way of those aspirations? Lack of (inner) time/stress, ‘unbalanced’ values, selfish attitudes…

If so, what were they? In Costa staff were friendly, and served my drink quickly and offered to bring it over whilst I sat down

Could you please describe your consumer decision journey? Seeing something online that I’m attracted to impulsively, check price, go to the store, try on, ask friends their opinion if everything meet requirements I buy it. L I B E R T Y L O N D O N : A W O R L D, A J O U R N E Y, N O T J U S T A S H O P

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Whom are you most anxious to impress? The ones I love and care about; people I work with but also people I meet along the way. How do you want to be seen by those people? As someone who listens, respects them and truly cares about their happiness. What subjects (outside of business) do you have strong feelings toward? Relations between people; nature and its beauty. Do you focus more on the present or the future? Both. Which 3 aspects cause you the most frustration each day? Lack of time and of focus; uneasiness. What do you like to do on the weekend? Relax, spend time with those I love, enjoy nature. What are your hobbies? Read, take long walks. What kind of events do you like to attend the most? Concerts and exhibitions. What genre of music do you like? Jazz, Brazilian.

What do you go to Liberty’s for? E.g. do you buy a particular product, is it more of a cultural attraction? I live in Portugal and when I travel to London it’s one of my favorite stores that I almost always visit. I love visiting the stationary, women’s accessories, home products and fabrics section. Would you plan your visit when going to Liberty’s or is it a spontaneous trip? I plan it. Is Liberty’s a place to shop for yourself or do you tend to buy gifts for friends? Both! How much money would you be willing the spend? It depends, but from 10£ up to 100£/150£ depending on what I want to buy… Do you ever use your smart phone to shop online? Not often. Do you bring your smart phone with you when shop? Yes. Do you use you smart phone while shopping? Sometimes.

What magazines do you subscribe to? Weekly news magazines. What are your purchasing habits (where to you go the most/ how often do go shopping/how often do you buy things online/how much do you spend on an average shopping trip/ what do you buy the most of)? I prefer street shops but also go to shopping centers; buy a few things on-line; spend according to needs and when, sometimes, something is truly ‘irresistible’! What do you use your phone for the most? Read emails. Do you have a smartphone? Yes.

Have you ever shopped or visited Liberty London store? Yes.

If so, what for? and when do you use it? To check a detail about a product, recent offers… Have you ever checked reviews on your smart phone when shopping? Yes. When shopping online, do you tend to save your items in a basket/wish list? Sometimes… Do you find it easy to navigate in Liberty store? It can be a bit overwhelming!

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(CONTINUATION)

What do you think the future of retail will look like? What are your expectations? I hope it stands for quality, innovation, comfort and creativity. Do you currently have any loyalty cards? Yes. Are there any particular brands you are loyal to? Yes – Ralph Lauren, Massimo Dutti, Zara, Banana Republic… What do you look for in loyalty schemes? Discounts and to learn about new offers. What is more important to you - laptop/phone/TV? Laptop and phone. Have you recently experienced good retail experiences? If so, what were they? No…

And lastly, could you please describe your decision journey? If you were to buy something quite expensive, how would you do it? Do you research all the possibilities first? Talk to friends/ family? Consult experts? Compare products and prices? If so, how? (etc.) + After purchasing this item, do you interact with the brand? Review the product in any way? Share your experience with anyone? I search possibilities, talk to family (I have very good shopping advisers!), and decide when it really feels like it’s the right thing to do; I share my experience with family and friends (word of mouth) Do you allow us to use your answers, anonymously, in our report? Yes! Many thanks for your time!

When signing up to an app/service, what makes you feel safe on giving away your personal information? The reputation of the service; confidence that it will use it for the purposes proposed. Do you sign up for any newsletters or emails? Yes. When you go in to a shop, do you tend to browse or do you know exactly what you are looking for? Usually I know what I’m looking for but, if I have the time or if something is very appealing, I will also browse. Have you ever taken pictures on your smart phone to remember a certain product or share with friends? Yes. Do you take notice of point of sale when shopping? Yes.

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Infographic Overview ( F U L L R E S O L U T I O N O N T E A M B L O G)

BYVICTORIABALDWIN

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Appendix 6 Case Studies

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Case Study 1 AUDI CITY WHEN July 2012 CONTEXT/PROBLEM A need to increase the volume of people who can experience the brand or the car SOLUTION/OUTCOMES By using touch screen, you see the car you want in true scale on a digital wall, which allows consumers to experience the car virtually/interactively; Serious prospects are ushered downstairs where an experienced sales person takes them through all of the finishing trim options to spec their car. It’s a smart combination and as a result sales at the virtual showroom are now among the highest of any Audi dealership.

Case Study 2 GARETH PUGH X SELFRIDGES WHEN January 2014, during the Festival of Imagination CONTEXT/PROBLEM Shoppers desire for a new totally immersive in store experience from a store which pushes the boundaries SOLUTION/OUTCOMES Creating a immersive multi sensory experience where users can get lost in a new world; a head piece which embeds the Oculus Rift Virtual Reality Display creates a new experience for users, taking them on a virtual journey through the designer’s creation.

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Case Study 3 TRNK WHEN April 2013 CONTEXT/PROBLEM The femininity associated with shopping for the home SOLUTION/OUTCOMES “Part magazine, part marketplace, inspiration across the market place”, TRNK’s website structre redefines how men think about and shop for the home and celebrates evolved notions of male domesticity

Case Study 4 NANDO‘S WHEN August 2013 CONTEXT/PROBLEM To replace the existing Nando’s app with a more commercial and more elegant solution, integratning both the brand’s loyalty card scheme and the in-outlet purchase process? SOLUTION/OUTCOMES A loyalty card functionality fully integrated into the app; The app went straight to No.1 in the iTunes Food & Drink category after launch and reached No. 33 overall in free downloads.

BY CHLOE WALKER L I B E R T Y L O N D O N : A W O R L D, A J O U R N E Y, N O T J U S T A S H O P

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Appendix 7 SWOT Analysis Perceptual Map

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SWOT Analysis BY ANNA LEWIS

STRENGHTS

OPORTUNITIES

> Liberty is connecting to consumers on a number of platforms including social media, Liberty TV and The Liberty Magazine. This encourages consumers to interact with the brand regularly as well as appealing to a varied audience.

> The store could incorporate in-store technology to enhance the consumers experience and to help keep it relevant amongst it’s competitors.

> The department store sells a wide range of luxury goods including women’s, men’s and children’s fashion, cosmetics and fragrances, jewellery, accessories, homeware, furniture, stationery and gifts and is known for its floral and graphic prints. This attracts a wide market and the unique Liberty print allows the brand to stand out from competitors.

> Create a Liberty app that will gain loyalty with consumers by interacting before, during and after purchase. > Provide in-store mapping to help customers navigate around the store to ensure consumers are taking full advantage of whats to offer in store.

> Liberty has a history of collaborative projects from William Morris in the nineteenth century to Yves Saint Laurent and Dame Vivienne Westwood in the twentieth. Recent collaborations include brands such as Nike, Dr. Martens, Hello Kitty, Barbour and Manolo Blahnik. This has kept Liberty relevant and, as a high end brand, meant they can reach a wider consumer base.

WEAKNESSES

THREATS

> Liberty does not have a smart phone app to connect to consumers. They are therefor missing out on building relationships and loyalty with their consumers and increasing visibility and accessibility. By choosing not to have a smart phone app, Liberty can not connect with on-the-go consumers and there is less exposure across mobile devices compared to their competitors.

> Too much in-store technology could decrease the authenticity of the brand and come across as ‘show-rooming’ to the consumers.

> Lack of in store directions for consumers to navigate around the store resulting in the consumers not visiting all departments. By not allowing customers to take full advantage of the store generates less sales. > Less innovation in in-store technology compared to competitors.

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Perceptual Map RETAILEXPERIENCE>

BY CHLOE WALKER

FOLLOWERS >

> RETAIL EXPERIENCE > Considers use of new technology in these stores > FOLLOWERS > Based on number of facebook likes

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Appendix 8 Team Manifesto Team Blog Minutes Critical Path

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Team Manifesto BY BAIBINDOWNEY-ORR

“Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.” - Patrick Lencioni As a team our aim was to create an innovative and creative solution to the problems we identified in our brief. To do this efficiantly we spent time working out eachothers’ stregnths and weaknesses and delegating roles in accordance to what people felt comfortable with and what they wanted to improve on. We agreed on the importance of being honest and reliable, and making sure we each understood the importance of communication throughout the project. B A I B I N D O W N E Y - O R R

HONESTY

ANNALEWIS

TRUST

LYNNEBOOLS-ROBERTS

COMMUNCATION

CHLOEWALKER

ETHIC

VICTORIABALDWIN ISABELNASCIMENTO

RELIABILITY INNOVATION

TEAMBLOG www.libertybrief.tumblr.com

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Critical Path BY LYNNEBOOLS-ROBERTS

Day 1 - 3 >

Decide upon which brief to work on > Conduct contextual research > Meet to collate findings

Day 4 - 6 >

Decide upon the consumers who needed to be targeted > Identify the gaps in our contextual knowledge > Decide upon what primary research needs to be carried out

Day 7 - 9 >

Conduct primary research (e-mail, observational checklist, online survey) > Make Team Manifesto, Perceptual Map and SWOT & PEST Analysis

Day 10 - 12 >

Brainstorm The Big Idea > Create a concept for our app > Refined concept and Big Idea

Day 13 - 15 > Conduct an interview with 3 of our consumers > Begin to develop the aesthetic of the app > Begin to develop mock ups Day 16 - 18 >

Break down report into individual sections > Make consumer profiles > Distribute sections of the report among the group

Day 19 - 21 >

Write individual sections of the report and made references and bibliography list > Finalise the structure of the report and ensure the appendix is in check > Edit content and make sure it flows easily from one section to another

Day 22 - 24 >

Make infographics from our findings > Finalise visuals for the report including layout > Have report and CD design finalised > Send to print

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Team Minutes BY VICTORIABALDWIN

DATE 28APRIL2014 W H O I S A B E L, C H L O E, V I C T O R I A, A N N A, LYNNE > Discussed the brief > Talked about group dynamics, strengths and weaknesses. > Decided to pick the Liberty London brief

DATE2MAY2014 WHO EVERYONE

> Decided to set up Evernote as a way of blogging (Isabel will set up) > Discussed initial research of how liberty use social media > Make notes and research over the weekend about the consumer > Chloe will be going to London next week and will visit Libertyâ&#x20AC;&#x2122;s > Isabel has contacts at Liberty London > Discussing competitors and how liberty differs to Selfridges > All chose a book to look at and take notes from > Set up a time scale of what and when we want done > Would like to have an idea of the consumer next tuesday 6/5/14 > Decided to meet next Tuesday 6/5/14

DATE6MAY2014 W H O I S A B E L, C H L O E, A N N A, L Y N N E

> Decided to have 3 main consumers > Discused all primary research found > Planned to conduct a focus group, survey and email an industry expert > Wrote down the questions for each

DATE 12MAY2014 W H O I S A B E L, V I C T O R I A, A N N A, L Y N N E > Big brainstorming > Started building on big idea for the app. > Discussed how to cater to each consumer groupâ&#x20AC;&#x2122;s needs

DATE13MAY2014 WHO EVERYONE > Distrbuted the writing into sections > Made a report plan > Talked about structure and content

DATE15MAY2014 W H O I S A B E L, C H L O E, V I C T O R I A, A N N A, BAIBIN > Discussed promotional event ideas > Planned App and In-Store mock ups in more detail

DATE19MAY2014 W H O I S A B E L, A N N A, L Y N N E, B A I B I N > Discussed essay structure, chapters, fluidity > Sketched app mock ups > Revised critical path

DATE8MAY2014 WHO EVERYONE

> Discussed contextual research > Discussed how we plan to apply this to primary research > Discussed how we will carry out primary research > Planned trip to Liberty, John Lewis and House of Fraser

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WORDCOUNT

Total Word Count 6,371 All without citations Isabel Nascimento 964 Chloe Walker 1152 Baibin Downey-Orr 1004 Victoria Baldiwn 965 Lynne Bools-Roberts 1243 Anna Lewis 1041

ADDITIONALCREDITS

Script Edit Chloe Walker Lynne Bools-Roberts

Report Layout App Mock-ups In-store Mock-ups Infographics Isabel Nasciment o Baibin Downey-Orr Anna Lewis Victoria Baldwin Isabel Nascimento L I B E R T Y L O N D O N : A W O R L D, A J O U R N E Y, N O T J U S T A S H O P

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Appendix 9 Consent forms

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