BUMP - Maternity Hire Business Plan

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Almost a third of 24-to-35-year-olds say they do not want to be seen on social media wearing the same outfits twice.

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- (Panoply’s Business Model, 2018)

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TABLE OF CONTENTS 1. Executive Summary...................................................................................................6 2. Business Aims........................................................................................................... 7 3. Financial Summary.................................................................................................. 8 4. Owners Background................................................................................................9 5. Branding........................................................................................................................14 5.1. Introduction.........................................................................................................15 5.2. Identity Prism....................................................................................................16 5.3. Mission Statement...........................................................................................17 5.4. Strapline...............................................................................................................18 5.5. Our Logo..............................................................................................................18 6. Our Products...............................................................................................................20 6.1. Our Product Ranges.........................................................................................21 7. Our service....................................................................................................................22 8. Market Research........................................................................................................23 8.1. Define our customer.........................................................................................24 8.2. Where are our customers based?............................................................25 8.3. What prompts our customers to buy?....................................................26 8.4. Why customers choose our products/service?...................................28 9. Our pre-loved section..............................................................................................30 10. Marketing Strategy..................................................................................................32 10.1. Marketing Introduction.................................................................................33 10.2. The Website.....................................................................................................34 10.3. Social Media.....................................................................................................36 10.4. Instagram and Paid Posts............................................................................37 10.5. Live exhibitions / Trade Fairs....................................................................37 10.6. Audio Visual.....................................................................................................38

11. Promotional Material ...................................................................................................40 11.1. Business Cards .................................................................................................... 40 11.2. Care Cards .............................................................................................................40 11.3. Swing Tags .............................................................................................................41 11.4. Thankyou Cards ....................................................................................................41 12. Packaging .........................................................................................................................42 12.1. Recyclable Bags ....................................................................................................42 12.2. Tissue Paper .........................................................................................................42 13. Competitor Analysis ....................................................................................................43 13.1. Table of Competitors ..........................................................................................44 13.2. Highstreet Maternity Competitors ..............................................................46 13.3. Positioning Map .................................................................................................. 47 13.4. Highstreet Competitors: Who is their target market ...........................48 13.5. SWOT ......................................................................................................................50 14. Our Unique Selling Point ...........................................................................................52 15. Logistics and Operations ..........................................................................................53 15.1. Quality Control .....................................;........................................................ .......54 15.2. Delivery .............................................................................................. ....................54 15.3. Packaging .............................................................................................. ................55 15.4. Payment Method .................................................................................................55 15.5. Summary .............................................................................................. ................56 15.6. Premises .............................................................................................. .................58 15.7. Equipment .............................................................................................. ...............59 15.8. Transportation .............................................................................................. ......60 15.9. Management and Staff ......................................................................................61 15.10. Production Materials & Facilities .................................................................61 15.11. Intro to Legal Requirements ...........................................................................61 15.12. Legal Requirements ..........................................................................................62 15.13. Before an Order is Placed ..............................................................................63 15.14. After an Order is Placed ................................................................................ 63

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16. Finance ................................................................................................... 64 16.1. Costing and Prices Spreadsheet ..........................................66 16.2. Monthly Breakdown Spreadsheet.......................................67 16.3. Survival Budget Spreadsheet................................................68 16.4. Cashflow Spreadsheet.............................................................69 16.5. Cost Breakdown Sheet ...........................................................70 17. Future Goals and Contingency Plan...............................................71 17.1. Short Term, Mid Term and Long Term Goals....................72 17.2. Contingency Plan.........................................................................73 17.3. Employees......................................................................................73 17.4. Manufacturing...............................................................................73 18. Business Plan Conclusion ................................................................74 19. Appendix ................................................................................................76 20. References ...........................................................................................99 21. Figures......................................................................................................102

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1.0 Executive Summary

Bump n Beyond (BnB) is an online service that offers an original range of stylish maternity and nursing clothing available for consumers to hire across the UK. Initially the service will be designed to attract women who are seeking a sustainable and cost-effective approach to keeping up to date with the latest trends during and after their pregnancy. When women are pregnant or have recently given birth, clothes tend to fit only for a short period of time which makes Bum n Beyond a useful solution to hire these pieces for their desired amount of time. Believing that this service will be part of a small yet growing revolution in reducing fast fashion waste, BnB aim’s to focus on allowing women to feel comfortable and confident in a range of clothing products which are able to be worn and used from the beginning, through to the end of their pregnancy. This service provides a sustainable solution to fashion as it plays a small part in reducing waste by giving consumers the opportunity to value their clothes and extend the life of these products by sending them back to be re worn and loved by other consumers.

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2.0 BUSINESS AIMS To successfully start up Bump ‘N’ Beyond as a business and grow a following on social media within the first 12 months.

To generate a solid customer base and receive between 3-5 orders an average per week during the first year.

To expand from our core collection once the business grows and invest in seasonal ranges.

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The business will start with £12,000 from family and personal savings, so each business owner will input £2,000 into the company. Being students, the business owners will have income from their student loans and from their jobs. This alone would not be enough money to start up a business, so the loan was necessary. The business owners will not be paying themselves for the first 1 to 2 years of trading, this will all depend on finances and how well the business is progressing.

In relation to keeping sales high or steady, the aim after a year of trading would be to introduce more products.

Otherwise, this could mean that customers may get bored with the selection, consequently meaning that sales could fall. Depending on how sales turn out over the year (over the first six months the business is succeeding), to expand the variety of products the business may need further financial support. Business owners will not be paying themselves for the first one to two years of trading.

3.0 FINANCIAL SUMMARY

Regarding sales, the first month (January) will be spent creating the stock required for the next month. This will allow the business to get on its feet and to be prepared for the first month of trading.

This month the expenditure will be higher than the income as the business is not trading.

As the business starts February in debt, a shortterm loan may have to be implemented to cover the debt. This will simply be paid back as the sales come through in the future months. As a business, the main aim for Bump ‘n’ Beyond is to breakeven between around four to five months of trading. This prediction shows that the business will successfully breakeven in April. As this is only a prediction this will just depend on how well the business takes off and if the customers are enjoying the products.

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Figure 1: Mother Feeding Baby Look book Screenshot (2019)

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Figure 2: Bump ‘N’ Beyond Instagram Feed Screenshot (2019)

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4.0 OWNERS BACKGROUnd

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MANAGING DIRECTOR

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With three years of practise in Fashion Promotion, skills such as the ability to work Adobe software’s, along with photography and filmmaking knowledge come naturally to Romy, makes her a vital contribution to the group.

Leading the way when it comes to assembling the Business plan is a crucial part of her role, with the need for strong communication skills and the responsibility to manage time appropriately. Liaising with the rest of the group to compile work into the final deliverables as well as contributing to the research, lookbook and audio visual, this shows her capability to manage a team and her drive to succeed, making her the perfect candidate to take the position of Managing Director.

PRODUCTION DIRECTOR

Production Director Molly is an ambitious character with a key eye for detail. Her experience stands within in directing and curating many photo shoots and fashion films that she has worked on throughout her studies as a fashion promotion student. Working on varied live briefs, her extensive experience in overseeing the creative production and strong communication skills enables her to work efficiently in this role. Molly has directed both the Audio visual and brand Look Book.

CREATIVE DIRECTOR A highly motivated and ambitious individual with excellent skills in pattern cutting and design. These skills have influenced and assisted me throughout my degree of BA (Hons) Fashion Design and Technology. Applying these qualities to the company will be essential for the success for the prototype. Beth has the ability to remain calm and focussed, while remaining professional in difficult situations. This is a strong attribute to bring to the team as it helps resolves any complication when garneting a high quality product to the customer.

MARKETING DIRECTOR

Jade is an enthusiastic outgoing, results orientated individual with the ability to balance multiple tasks and prioritise seamlessly as well as staying results driven. These skills will be crucial within the business on a day to day business especially if Bump n Beyond is as successful as planned.

Jade has a track record of dealing with different types of people from working overseas and numerous previous part time jobs. The attributes of this nature will be highly important when dealing with understanding customer needs and ability to deal with any issues in an efficient manner.

LOGISTICS & OPERATIONS

Ananya is handling logistics and operations for Bump n Beyond. she is from business background and have achieved advanced diploma in Fashion and Lifestyle Business Management.

Presently, she is doing International fashion – Business Practice. She has also completed an internship in an export house in India. She has been learning about supply chains for a long time while studying and has been involved and observing things is her own family business so she knows what she is doing.

CREATIVE DIRECTOR

A flexible, adaptable team worker with excellent, oral and visual communication skills with extensive knowledge of the latest trends. Leah is extremely motivated and enthusiastic with a desire to achieve the highest standard of work. It is essential that the creative director has experience of working to exacting standards and tight deadlines in studio and educational environments.

See appendix 4.1 to 4.6 for Bump ‘N’ Beyond’s Curriculum Vitaes

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5.0 BRANDING

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5.1 INTRODUCTION As described by The brand journal (Kotler & Keller, 2015) In order for a product or service to become recognisable as a brand, branding must create meaning and value to shape the brand in the mind of its target market. Brand values are key to gaining loyal consumers whom choose a brand over competitors based on these factors.

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5.2 IDENTITY PRISM The Brand Identity Prism was discovered by Jean-Noel Kapferer in 1996. He created a diagram model to conceptualise the various components of a brands identity and how they relate to each other. Kapfere’s explored each element as vital for brands to communicate their values transparently and in turn create a strong brand. The diagram is made up of the following 6 components, Physique, Personality, Culture, Relationship, Self-image and reflection (LOMBARD, 2018). See Appendix 12 for Bump ‘N’ Beyond’s identity Prism.

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5.3 MISSION STATEMENT To offer new and expecting mums comfort at convience, without costing the world* (*literally)

The mission statement represents our biggest goal which is to make sure women feel comfortable during and after pregnancy whilst making the service as convenient as possible to create a smooth experience for our customer’s. It will also underpin one of the key brand values that is to be a sustainable solution for a time when their wardrobe may only be temporary. We want consumers to connect with us on our vision in making a small step to saving our planet.

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5.4 STRAPLINE

“Access over Ownership” To summarise our brand in one short phrase, “access over ownership” signifies to our millennial customer that we offer the simplicity of having access to a stylish maternity wardrobe without the financial burden of purchasing expensive items of clothing which are only needed for a limited time.

5.5 OUR LOGO

When creating our logo for Bump ‘N’ Beyond, we wanted something simple that visually represented the ethos of our company. In a study of 500 well known logos, 47% of them all contained text written in all capitals (see appendix). This proved to be more successful that logos which had lower case text or a mixture of both, which inspired us to adapt our logo to be predominantly capital letters (Schlottman, 2019).

The colour palette for our logo played a huge part in its appeal and professionalism, as it determines whether people choose to engage with the brand or not, therefore the colour needs to be eye catching and welcoming. Statistics show that the most popular logo colour when comparing successful brands is blue (See Appendix) , which conveniently was a colour in Bump ‘N” Beyond’s colour palette. Therefore it made sense to promote our brand using a colour that has proved to be successful. We did however try the logo design in the different colours just to make sure that it represented our brand the best, and we also conducted a small survey with a focus group where the majority also voted for Blue, See Appendix 13.

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Figure 3: Shop Core Collection Bump ‘N’ Beyond (2019)

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6.0 OUR PRODUCTS Maternity wear has proven essential when choosing jeans and trousers whilst pregnant (The Independent, 2019) the waistbands will have an over-the bump, and under bump style feature which will support and allow the bump to grow with the band throughout each trimester.The jeans will be available in stone washed, dark denim and black to fit for any occasion.Bump n Beyond’s collection will also include casual smart trousers loungewear and casual dresses. The clothes that Bump n’ Beyond offer will be comfortable, versatile and functional. Mothers are hoped to feel stylish and at ease when tackling breastfeeding in the brands products. The style of the garments are specifically designed with discrete elements such as flaps, slits buttons and poppers which will allow easy access for the baby to feed as well as keeping the mother covered.

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6.1 OUR PRODUCT RANGES We will offer original product consisting of maternity and nursing wear from sizes 6-18. This will be an annual collection including core, seasonless garments such as- tops, trousers, sweaters and dresses.

The range will include nursing wear clothes such as T-shirts and sweaters which will come in a variety of colours and styles.

As the brand aim to target new and existing mums, the team found it important to collect first hand research from online forums. A survey was conducted to the public to explore the responses of the chosen target market, this helped determine and finalize what pieces were chosen for the collection.

Focusing on sustainability and function within the brand will give Bump n’ Beyond a chance to emphasize the value and importance of design to their chosen customers, whilst staying authentic and new throughout.

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7.0 OUR SERVICE Bump n’ Beyond are a rental service providing clothes available to hire for pregnant women as well as women who have recently started their journey on motherhood. The idea of the service is to allow mums/mums to be to pick chosen items available to rent from the comfort of their own home. Products will have a rental fee of an estimated fee of £5.00 or less a month. The brand allows customers to tailor their experience starting with a 3 month minimum hire period which they can then extend for as long as they need . After the item reaches its expiration date (4 different customers), the item will automatically move into the Pre Loved section on the website. This will allow the customer to purchase product and help the brand sell unused seasonal stock which will fix the brands storage solution. Bump ‘n’ Beyond also have an in-house laundry service where all items will be washed and thoroughly checked, each garment must pass a hygiene assessment when returned before being available to rent to the next customer.

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8.0 MARKET research

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8.1 DEFINE OUR CUSTOMER BnB’s customers are women aged 25-35, falling into the millennial generation. Using Acorn (2019), we have conducted a multivariate segment strategy comprising of demographic, geographic and psychographic information that has enabled us to narrow down our type of Millennial consumers into a specific typology that our brand will target.

This age range represents post graduates and those just starting out on their chosen career path. Millennials have seen the evolution of the digital age develop therefore are frequent internet users and are most likely to use their smartphones over all devices to access the internet. Using data collected from Acorn B&B’s typology will be typically known as ‘career driven young families’. This is also backed up Statistically as this generation fall into the age range with the highest recorded births across the UK (Ons.gov.uk, 2019). Our consumers will typically be home owners under a mortgage or shared equity scheme. They will have a reasonable disposable income (Acorn, 2019).

Research suggests millennial consumers choose to support brands that stand for social and environmental issues (Chou, 2019). Our consumer will be aware of the impact fashion can have on the environment and can be confident that we are a brand that is conscious of sustainability. After conducting a survey ‘Maternity product research’, our results showed 50% of respondents are more inclined to purchase clothing from brands whom can prove they are focusing on sustainability. One respondent stated “you don’t realise how much you care about the environment until you realise, you’re raising a child to live in it”(ref). (need to sort survey citation)

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8.1 WHERE ARE OUR CUSTOMERS BASED? Bump ‘N’ Beyond will target women across the UK as evidence from a Live Birth Summary suggests that the highest proportion of births are recorded in the North West region of England. (Ons.gov.uk.,2020) With aims to initially promote the brand within this area (NW) using physical promotional material such as billboards and posters, this is beneficial to the company as advertisement is readily available and at a cheaper cost than larger cities such as London.

When BNB proves to be successful in the future, we will be capable of expanding our marketing and operations to other regions in the UK to target an even greater proportion of pregnant women in locations such as London and the South West. As a result, our aim to to successfully penetrate the entire UK market, along with completing our promise and aim of quick delivery.

MANCHESTER, UK 25

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8.2 WHAT PROMPTS OUR CUSTOMERS TO BUY? BnB offers a unique and personal shopping experience by tailoring specifically to the needs of women during and after their pregnancy.

If the customer is not satisfied with the product BnB can offer a money back guarantee at a slightly faster rate than popular high street brands so that our customers are more driven to purchase from us without risk if they have other outgoings. BnB provides a clothing service where comfort fit, and price are a top priority. From Bump and Beyonds target market survey (2019) respondents gave their ‘most important qualities’ in maternity apparel, results show that 85% chose comfort, 65% chose fit and 49% said price. These factors were considered when selecting the final range. See appendix 3 for full survey results.

MATERNITY

PRICE

SUSTAINABILITY

TRENDS

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8.3 WHY CUSTOMERS CHOOSE OUR PRODUCTS / SERVICE? Our customers will generally have a busy schedule due to childbirth preparations and find it difficult to find the time and energy to shop on the high street or waste time purchasing and returning maternity clothing. By using BnB service women save money due to only wearing these clothes for a short period of time. They are able to return and swap to meet their size needs, therefore, saving money instead of buying all different sizes from high street stores. BnB offer a wide range of fashionable clothing alternatives which are updated regularly. Additionally, all mothers will benefit from an efficient service which allows them to feel stylish for less. In BnB’s recent survey (2019) women were asked if they are comfortable to spend money on clothing for themselves, 64% of respondents said ‘no’. This allows Bump n Beyond to become a solution to a temporary and expensive wardrobe giving a platform for women to stay stylish with great ease throughout the duration of their pregnancy. This also gives a unique selling point in comparison to competitors resulting in them to be chosen by consumers.

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8.4 TRENDS IN THE MARKET Maternity wear has shown a solid growth in sales by 200% in the UK (EDITED, 2020). Consumer behaviours appear to be increasing with a higher demand for maternity apparel which leaves a gap in the market for Bump n Beyond to launch a sustainable solution. McGregor et al. (2020) stated that between 2014 and the third quarter of 2017 the number of maternity items sold across 30 major US and UK retailers quadrupled. Entering this growing market shows that consumers will also have increased expectations. A recent survey carried out by Bump n Beyond showed a clear demand from consumers finding qualities such as comfort, fit, and price. These were highlighted when choosing Bump n Beyond range to launch in order to be successful. As maternity wear grows however, nursing clothing is still relatively under served. It was stated by Emma Harrison “a main problem that retailers have is they tie maternity and nursing clothing together� (McGregor et al., 2020). Women’s bodies change just as much after the pregnancy which also gives BnB a unique selling point as they have catered to the demands of all stages during the pregnancy.

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9.0 OUR PRE-LOVED SECTION As a way to reduce out-of-season stock being sat in storage for long periods of time or over-worn products being sent to landfill, Bump ‘N’ Beyond have a strategy to keep our product range fresh and current. With each garment having a maximum rental allowance, not only is the quality of each product maintained, but customers will only receive clothes that are still in their prime. Once an item has been rented 4 times (with the presumption that a customer will hire an item for an average of 3-6 months) it will then reach it’s expiry date and will be moved into our ‘Pre-Loved’ section of the website. From here, our existing consumers are able to purchase out right any products for a reduced cost.

With the minimum rental period is 3 months, the monthly cost per item will have been calculated so that after the first three months we will have broken even and covered the cost of labour, production and postage. Any further rentals will then be added profit for BNB, which can be spent on things like wider scale promotional material. The revenue from sales on the Preloved page will also be additional profit for the company which can go towards the production of more hireable clothing, potentially expanding the size of our collections in the future.

The Pre-Loved section not only provides a financially beneficial solution to our stock distribution, but also enforces BNB to be a more sustainable company. It’s estimated that £140 million worth of clothing is sent to landfill each year (WRAP UK, 2017). By selling our used clothes at a reduced cost, it extends the life span of the product and prevents it from being unnecessarily sent to landfill.

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“

Here for a good time, not a long time.

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- Bump ‘N’ Beyond, 2019

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10.0 Marketing strategy

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10.1 MARKETING INTRODUCTION To guarantee an effective marketing strategy is implemented to communicate with BnB’s target consumer, it has been critical to understand the characteristics of the millennial generation. This analysis has helped create an integrated marketing communications approach (IMC) which ensures consumers will have a seamless experience whilst communicating with the brand through all methods of promotion (Belch, G. E., & Belch, M. A. 2004). Bump and Beyond aim to convey a clear brand message across all platforms focusing on the consumer’s expectations. According to a survey conducted by First Insight, Millennial’s are the highest users of subscription services out of all generations and are expected to see more growth of more subscriptions in the coming year (Jezerc, 2019). This highlights the acceptance for this generation to get on board with subscription based purchasing.

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10.2 THE WEBSITE A brands website is the most popular point of interaction for a typical millennial consumer with results from a survey taken by Global web index, 56% of this generation reveal they visit a brands website each month. Therefore we will use our website as our main platform and focus on generating maximum traffic for the brand. It will allow customers to hire our clothing on a monthly basis with simple navigation. Creating a responsive website that converts for mobile use will be essential for our consumers as research suggests our target market’s preferred device for accessing the internet is their mobile phone (Mander, 2018). The website’s point of sale process will also emphasise on what millennials expect and want from shopping online, Research indicates that free delivery and returns as well as low costs are fundamental deciding factors for when this generation are making purchases online (Drenik, 2019). We will achieve this by each item clearly displaying it’s affordable monthly cost making it look much more appealing than the retail purchase price. Our delivery cost will also include returns ensuring minimal add on costs throughout our customers purchase journey. Customers will then be able to select a rental time period at the checkout, allowing them to tailor their hiring experience to suit their individual maternal needs.

Our Managing director has designed our website therefore the only initial cost of maintaining the website will be to attach our www.bumpnbeyond.comDomain and allow payments to be taken. As displayed in our cash flow table in Appendix 2 this will cost £187.20 annually (Wix, 2019).

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www.bumpnbeyond.com

Figure 4: Bump ‘N’ Beyond Website Screenshot (2019)

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10.3 SOCIAL MEDIA Social Media is also largely used by our target consumer, with specifically Facebook and Instagram as their preferred channels. Millennials rely on these platforms for trustworthy sources of product and brand recommendations with 30% millennials revealing they purchase products directly through Facebook (Bedgood, 2019). Our plan is to use Facebook to create a space where our consumers can interact directly with our brand and create a community of like-minded consumers sharing thoughts on parenting and pregnancy along with creating an opportunity to recommend and review our service at Bump n Beyond. This platform will work as a forum and purchase opportunity catering to the target markets preferences of a shoppable link directly through Facebook to access our rental service. Our Facebook page will be highlighted on our website and encouraged particularly after using our service for the first time. Instagram will be used more to generate inspiration and awareness of new products through lifestyle imagery and content and quotes suited directly to our consumers personality. As both of these methods of marketing are free there will no necessary costing in the initial launch of our brand.

Figure 5: Bump ‘N’ Beyond Instagram Mock Up (2019)

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10.4 INSTAGRAM PAID POSTS

10.5 LIVE EXHIBITIONS / TRADE SHOWS

Once our brand has launched we plan to invest into social media promotion therefore we will use Instagram to promote our posts through the paid service to enhance our reach and traffic to our website. To promote new collection pieces that we have available to hire on our website we will promote a ‘shop now’ link to an image of the item for 7 days. This will cost £3.00 a day with a weekly cost of £21.00. This gives an estimated reach figure of 3,300-8,800 people (Instagram,2019).

See appendix 5 for BnB’s Instagram paid post process. Once we also gain 10 thousand followers we will have access to the swipe up feature on the stories part of instagram. This will enable us to promote products with the option to swipe up for the direct link to shop.

BnB’s target demographic thrive off recommendations and face to face experiential marketing. Using an environment tailored directly to BnB’s market will enable the potential consumers to not only see and be aware of the service provided but be able to experience it themselves first hand creating an authentic and memorable experience (Randazzo, 2015). Within our mid-term goals after establishing the brand we aim to exhibit at the following event; The Baby and Toddler Show will be the first event BnB will exhibit as this show host to over 65,000 new and expectant parents per year creating the perfect opportunity to engage with consumers, drive sales and create brand awareness. A stand at this event will cost £1116.00 for a 4 square metre pitch (Why Exhibit - Baby & Toddler Show, 2019).

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10.6 AUDIO VISUAL Our Audio visual was shot and edited by our Managing & Production directors. It aims to helps bring Bump N Beyond to life, creating insight in to how our service works and represent how it will be used by consumers. The locations were carefully selected to feel familiar to our target market and help them visualise our brand becoming a part of their own everyday life. Along with the video displaying us as the brand owners of Bump N Beyond to help create a more personal repour with our audience. See appendix 6 for Audio Visual story board.

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Figure 6: Audio Visual Screenshot: Sleeping Baby (2019)

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11.0 PROMOTIONAL MATERIAL

11.2 CARE CARDS 11.1 BUSINESS CARDS

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Like any successful business, we have created business cards as an additional form of promotion to draw in new potential customers. Using the same branding as all of our other forms of promotion, the cards are a chance to represent BNB as a brand from a glance. We wanted to create something eye catching that will draw people in and make them want to investigate further into what we offer.

Our cards will be distributed at maternity events and other trade fairs that we might attend in the future. Smaller coffee shops, doctors’ surgeries, play centres, schools etc. will also have the business cards readily available for passers-by to pick up and read. See research journal for design process.

The care cards go alongside the thankyou cards inside the packages that will be sent out to customers. The cards are to compliment the care labels which will be inside the clothing product, just to advise our customers on how to take care of the items that they are renting. The main information that we want customers to pay attention to is the washing instructions, which will be more in-depth on the card as opposed to the simplistic washing icons on the label.

In hindsight, these cards should essentially be pointless, as our company offers in house washing and dry cleaning once the products have been returned to us. But if the customers were to keep an item for a long period of time or given the nature of nursing tops and the likeliness of getting dirty, they would need to know how to wash the item appropriately.

11.3 SWING TAGS It is surprising how much information a small swing tag can contain. This minor detail not only communicates with the customer directly and represents the brand attributes, but also promotes our social media channels and provides pivotal information about each individual garment regarding sizing, price and product number. “If there’s a poorly designed clothing swing ticket, it can give the impression that the clothing is also poorly designed and put consumers off purchasing”, therefore it is crucial that our branding suitably portrays our professionalism and worth. (Asher, 2019).

11.4 THANKYOU CARDS Inside the packages that our customers will receive their hired garment in, there will be a Thank You Card from the Bump ‘N’ Beyond team to show appreciation for them using our service. Not only does this elevate the customer experience and represent our brand well, but also enhances the likeliness of them using our service again in the future, as statistics have shown that over 86% of customers are willing to pay more for great customer experience (Kulbyte, 2019).

It has been proven that a customer’s loyalty hugely relies on the experience and care that they feel from a brand, not just the product itself. And with BNB selling clothes to a market which specifically need more persuasion to spend money on themselves during an exciting time in their lives, the smallest details can make all the difference to our reputation.

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12.0 PACKAGING 12.1 RECYCABLE BAGS A clear idea of the packaging was discussed and finalised by all team members of Bump ‘N’ Beyond. A sustainable approach in our packaging is important as the brand is trying to reduce carbon footprint. Doing so by having the brand logo printed to polybags, keeping the brand aesthetic. The poly bags are recyclable and biodegradable (Recyclable Packaging from Polybags, 2019) which follows the brands sustainable ethos. Customers can return the product in the same packaging. The individual weight of each bag must also be included in the cost of delivery when products are being sent to customers. The product must fit comfortably in the size restraints of a 2kg small parcel through royal mail (Parcels, letters, envelopes, weight and size guide, 2019). Price and quantity must also be considered when purchasing washable paper as bulk ordering could result in more products for less money.

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12.2 TISSUE PAPER When an item has been ordered and is ready to be sent out, Bump ‘N’ Beyond strive to ensure our customers receive the best customer experience by perfecting the presentation of the package. A part of this is the tissue paper which the item of clothing will be wrapped in. We have sourced a coloured paper which matches our colour scheme and branding, and we plan in the future to source personalised tissue paper with our brand logo on it.

12.3 STICKERS To secure the tissue paper together once the item has been wrapped, we will use personalised stickers displaying our logo. This adds a professional, high end touch to the packaging to reinforce the customers happy shopping experience.

13.0 Competitor ANALYSIS

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Belles and Babes Belles and Babes offer a personal shopping service for maternity and organic baby clothing to hire in the UK, established in 2017.

The company is based in London and has in store services in the Bristol area.

Subscriptions range in price between packages, starting at £20+.

Strengths: - Sustainable providing organic baby clothing - Can swap out rental items - Minimum hire 4 items per month Weaknesses: - Appointments only available in Bristol area - Provide all clothing through stock-est

13.1 TABLE OF COMPETITORS Isabella Olivia Isabella Oliver is a London-based maternity brand, with a focus on effortless and sustainable designs that you can wear throughout your pregnancy and beyond. Isabella and Oliver also supply to the US. The company is environmentally focused and incorporate this into their collections. The brand has been running for fifteen years and has a sister store called Baukjen.

Prices range from £40-£100+.

Strengths: - Environmentally, ethically and sustainably focused - Pre loved section - Donations to charity Weaknesses: - Poor customer service - Do not offer free returns in the UK - Poor postal services

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Bundle n’ Joy Collection This company allows women to choose from three packages ranging from £25-£45 depending on how many items are being rented.

Seraphine Fashionably Pregnant Global online and in store clothing brand, providing comfortable and well-designed clothing for pregnancy, new mothers and their newborn. Seraphine started their business in 2002 covering in the UK, USA, EU and AUSTRALIA. Seraphine have a flagship store in London with the price of product ranging from £25-£250+

Strengths: - Sustainable through packaging and delivery - Large collection to choose from Weaknesses: - Single hire is for four working days only - Limited nursing options - Clothing can only be purchased on request

Strengths: - Provides a wide range of maternity e.g. shops like the celebrities, occasional wear and nursing wear - Delivery options of standard delivery and express delivery Weaknesses: - Pricing of product is quite expensive - Doesn’t provide a rental service - With the company being a global brand they are not targeting smaller areas in the UK leaving a gap in the market - During periods of high demand it’s possible the company will accept and order with insufficient stock to fulfill order

(existing hire brands)

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13.2 HIGHSTREET MATERNITY COMPETITORS It is important when starting a business to identify existing brands in the sector who are also providing a similar service, product or targeting the same consumer base. This provides us with a crucial insight as to who is attracting the most customers and allow us to understand how and why. In terms of Highstreet brands, our target market research results stated that our potential consumers primarily shopped for their maternity or nursing clothing in stores such as H&M, New Look, Mothercare and ASOS. A clear similarity between these brands is the demographic that they target, as they’re all placed within the affordable sector of the industry.

64% of survey respondents claimed that they felt unhappy to spend money on themselves or maternity clothes during the time of their pregnancy. As we know that this can be a very expensive time of their lives, and the average women is estimated to spend around £130 on maternity clothing from high street stores (Femibion, no date) therefore we must consider how we can produce something affordable yet still comfortable and trendy.

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“What brands did you purchase your maternity clothes from?”

13.3 POSITIONING MAP

When comparing Bump ‘N’ Beyond to it’s highstreet competitors, it is important to consider where the company positions itself in terms of price and product quality, as this helps to justify the market that the items of clothes are aimed at.

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13.4 HIGHSTREET COMPETITORS: WHO IS THEIR TARGTET MARKET?

The average target market age range for our highstreet competitors, according to online statistics (Arcadia, 2017; Dudovskiy, 2016; Delirium, n.d.)

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14-25 25-35 16-60 15-30

Figure 7: Look book Image: Mother Burping Baby (2019)

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13.5

S w

Our Brand

Strengths

Swot Analysis helps create the main structure of the business and show initial strengths and weaknesses. To create a business this is a vital step to develop the factors of a business and expand them to becoming successful. Without acknowledging the strengths, weaknesses, opportunities and threats, a business would not know how to work and develop a business and would not know how to improve the weaknesses and avoid the threats. Creating a SWOT analysis will allow the owners to create financial and operational goals and develop strategies to accomplish these goals (Management et al., 2019). The table below shows a clear outline of the SWOT analysis and a brief description.

9-5 weekday customer service and customers can get first-hand feedback from the owners Affordable price point The products are relevant to a current popular market trend Providing clothing that can be rented for the specific time their body is changing High quality niche clothing

Easy convenience service which is catered to the customer’s needs Creating different styles, it helps the business cater and expands the target market Royal Mail postal service

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Weaknesses

Funding: The business does not hold enough funds.

Due to having a risky way of starting a business, there is more of a chance of failure if the money begins to run out and customers don’t become interested in the first few months. Bump ‘n’ Beyond is a small business they might not be able to control the workload, as they are part time students Small business: Due to the business only being small, if the business was to be successful straight away the owners may be unable to control the workload, as well as trying to juggle a part time job Hygiene: Some people may not see hiring as the best option during the stages throughout pregnancy as the clothing will be shared with other customers, people perspire and there are products used for nursing Is the Service Valuable: Some customers may not see our rental service as valuable as maternity and nursing clothing can be bought at a cheap price.

o t

Opportunities Becoming a stockist of high street brands

To sell our own maternity and nursing product Becoming a stockist of hardware (Prams/ Cots etc) Promotion – as the company grows promotion Techniques will improves due to better income

Threats

Other Maternity brands may offer a wider range of products with higher quantities Damage of product whilst out for rental

Collections are seasonless this could reduce our target market

Conclusion In conclusion, all the information that has been gathered shows a good range of strengths and opportunities but to comply with the set of research comes the disadvantages, weaknesses and threats. To outweigh the opportunities comes the threats and due to the finance being a risk, running out of money within the first year, this could be a problem due to unsustainable and unreliable funding. Due to this being a very high weakness for the business, the strengths will have to be used to full advantage. Ensuring the customers are signed up to a monthly subscription with Bump ‘n’ Beyond clearly stating how renting the garments will be rolled over to the next month if not returned. Allowing the customer to keep the garment for as long as they need.

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14.0

Our USP (Unique Selling Point)

Our unique selling point is offering a rental service for a niche market of maternity wear. We are resolving the solution for the temporary wardrobe expecting mothers collect whilst pregnant by offering clothing at a reduced price they are able to send back to us. Customers will be able to contribute to helping the environment in reducing the carbon footprint fashion has on the industry whilst having the option to have an evolving wardrobe whilst they are pregnant and nursing post pregnancy. Combined these elements of the business make our brand unique and separate us from our competitors.

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15.0 LOGISTICS & OPERATIONS

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15.1 QUALITY CONTROL Returns if they are unused, in resalable condition with all tags attached.

Quality control will check for wear and tear, which may include faults within the product itself, staining, shrinkage, missing parts, or other issues arising as a result of the item being rental.

16.2 DELIVERY Researching into different courier services Bump n’ Beyond concluded that DPD and Royal Mail are the best postal services to use when it comes to shipping goods within the UK (3wisemonkeys, 2019). Both companies provide a 24-hour delivery. DPD still has many cases of lost and damaged parcel.

As Bump n’ Beyond is a start-up company royal mail was the suitable choice as they are a reliable company and well recognised (Dawson, 2019).

For Bump n’ Beyond there will be choices of Standard Delivery available for the customer. As the company grows Royal Mail provide a business account which allows companies to send twenty parcels as week. This will be beneficial to Bump n’ Beyond as sales start to increase (Royalmail.com, 2019).

Regarding returning products customers are advised to print off their return label from the Bump n’ Beyond website or confirmation email. If the garments are not sent back by the correct return date their subscription will automatically renew for another month and so forth until items are returned. If the customer wants to extend the time of rental for any garment they currently with hold they can do so by contacting a Bump n’ Beyond at no extra cost. The monthly subscription will carry over to the next month and the direct debit will continue.

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15.3 PACKAGING Raw materials for our products are all UK based. Initially Bump n’ Beyond will be producing the garments themselves using machinery available at Manchester Metropolitan University as the business owners attend here which is readily available at no extra cost. When the company expands Bump n’ Beyond will invest in industrial equipment.

15.4 PAYMENT METHOD Bump n’ Beyond wanted a payment method that would be trustworthy and noticeable to the customers. The business investigated different payment companies. The production director wanted to find out more about each company before making a final decision on which payment method would be used by the customer to pay for the goods, to ensure the highest quality of service.

The business is solely based online to save money on rent as the business owners are university students and the product/ service does not require a store. Subscriptions through the website are paid for through PayPal.

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15.5 SUMMARY Bump n’ Beyond wanted a trustworthy company and something that was recognisable to the customer. The business also wanted to concentrate on the fees that the payment companies charge through each transaction. Each payment company that was researched proved to have a high grade of security for each customer. Bump n’ Beyond concluded that the finance company they would use PayPal as it is reliable and noticeable to the customers. Paypal will notify the customer that N Bump n’ Beyond is a legit store that takes security seriously and make transactions easier with distractions. When choosing Paypal the price was put into consideration, the business decided they found paypal to be the most beneficial method as the higher payments that come through the less percentage the fees are.

The downfall of using a third-party company for payment is that the customer can unsubscribe from their subscription with Bum n’ Beyond leaving them with the rental product. If this was to happen a charge will be sent directly to the bank account holder to cover the cost of the garment they withhold.

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Figure 8: Look book Image: Mother Holding Sleeping Baby (2019)

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Our Premises: Manchester Metropolitan University Address: Manchester M15 6BG

15.6 PREMISES As our business is fully based on our ecommerce website and has no physical presence that’s why we have decided to operate things from one of the director’s home where we will setup our own small studio in one room. It will reduce the cost which we had to pay if we were going to rent a place to set up our base. As we are also going to use some of the home machines like steam iron, washing machine and Internet so, this will be very convenient for us.

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15.7 EQUIPMENT For production and finishing of the garment we will require many different machines. Initially for the production of the garment we will use machines like sewing machines, printers and fabric testing machines which are provided in our university i.e. Manchester Fashion Institute.

We will also need machines like washing machine, tumble dryers and press iron for finishing and repairing of the garment when its manufactured or when it comes back from the customer. For this we are going to use the ones we have at our home as of now. But, if in future we think we need to invest in our own machines then we will either buy or lease it for a particular term, which will depend on the usage of that specific equipment.

Bump n’ Beyond will be using local facilities at Manchester Metropolitan University such as: - Printer - Laser Cutter - Industrial Iron Bed - Brother four thread overlocking machine - Sabre 2 Needle top & Bottom cover seam binder - Brother Lock Stitch Machine - Pegasus 2 needle cover seam

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15.8 TRANSPORTATION All of our suppliers for raw material are UK based, the reason to use road network. Initially, we ourselves are making the garments so the raw material will be transferred to our place where we will make the finished product and from there, we will dispatch the orders using third party logistic company.

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15.9 MANAGEMENT AND STAFF Initially the company will be run by the business owners until enough profit is being turned over to employ members of staff.

15.11 INTRO TO LEGAL REQUIREMENTS

15.10 PRODUCTION MATERIALS & FACILITIES Premises: Manchester Metropolitan University, Address: Manchester M15 6BG Bump n’ Beyond will be using local facilities at Manchester Metropolitan University such as: Printer Laser Cutter Industrial Iron Bed Brother four thread overlocking machine Sabre 2 Needle top & Bottom cover seam binder Brother Lock Stitch Machine Pegasus 2 needle cover seam

As a start up business registering with HM Revenue and Customs (HMRC) is required in the UK. Operating a fashion industry brand, we must label information to comply with the rules and regulations set by the governments under their sales of goods act. As BNB are based in the university, they will not need to purchase insurance nevertheless need to make sure the university does have insurance.

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15.12 LEGAL REQUIREMENTS Bump n’ Beyond is a limited company and will need to ensure that as a business our directors ‘comply with the requirements of the Companies Act 2006’ (Business Structure Compliance Issues, 2019). Legal requirements including; - List of Directors - Director’s Addresses - Company needs to be registered as a limited company at a cost of £12(Set up a private limited company, 2019).

- Director’s have to make decisions that will benefit the company and not personal agenders(Companies, 2019).

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15.13 BEFORE AN ORDER IS PLACED

15.14 AFTER AN ORDER IS PLACED

- Bump n’ Beyond need to make it clear that they pay when they place an order, for example, a pay now button

- As soon as it is possible they must confirm the contract and no later than when the goods are delivered to the customer.

- Display it clearly to customers how to pay including delivery options and the cost of delivery

- A copy of the contract must be provided on paper, by email or another format so it can be used by the customer for future reference

- Make certain listed steps are shown for the customer ordering - Ensure there are choices that are rational to correct errors in their orders - Let customers aware what languages are available on the website - Make terms and conditions are straightforwardly accessible to customers, for example, it can be downloaded or printed off - Provide the customer an email address - Describe the goods the business is selling and make sure it goes into as much detail as possible - Total the goods cost and the delivery cost - Tell the customer the minimum length of their contract, as a business, they need to confirm the contract as soon as possible with an email for example.

- The goods must be delivered within 30 days unless the customer has agreed otherwise with the business.

- Other legal requirements: The business needs to ensure they don’t have any misunderstandings and disagreements with their suppliers, which is why the agreements should be down in writing (Supplier Agreements Explained, 2019).

- Terms and conditions will be clearly defined, making sure there is no misunderstandings of the rental period as this would be a financial loss for the company. (Supplier Agreements Explained, 2019).

- When it comes to privacy and information, the customer’s information must be safeguarded and kept privately complying national privacy laws (Data protection and online privacy, 2019).

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16.0 FINANCE

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16.1 PRICING STRATEGY Bump n Beyond will use value-based pricing model to optimize the sales. Value-based pricing means basing the price of product according to what your target customer believes it’s worth is. (Campbell, 2019) We are providing services to pregnant mums through our online website from where they can hire maternity clothes for as long as they want by paying the subscription value of the garment. We will have to maintain an inventory of articles which will be displayed on our website as well the garments which will come back from the customers. Once the garments return from their selected hiring period, they will be required to go through different quality checks before they can be rented out again.

By choosing a value-based pricing strategy for our brand, it allows us to cater to customers who are conscious of the environment and financially aware. As we know, maternity clothes are only needed for a very short period of time and some mothers may feel reluctant to spend money on these clothes when they will not be of use after their birth, especially when they can utilize the same money for more important things. Overall, our low cost and affordable items are Bump ‘N’ Beyonds key selling point which will drive our consumers to shop with us, over our competitors, alongside the ability to keep the item as little or as long (minimum 3 months) as they wish to suit the individual’s budget and ultimately allowing them to design their own shopping experience.

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16.2 COST AND PRICES SPREADSHEET When assessing our financial situation for the start up process of the business, Bump ‘N’ Beyond, it is important to consider the fluctuations between incomings and outgoings, cost of production and postage prices.

Using our prototype garment as an example in the cost and prices breakdown, our spreadsheets divides up the production process in depth and individually tally’s the cost of each component such as the fabric and thread that is used during manufacturing. It also considers the price of things such as swing tags, wash labels, postage polybags and other promotional material which are all part of the process once the item of clothing has been hired or purchased. Bump ‘N’ Beyond has a ‘garment lifecycle policy’ in order to maintain the quality of the products that are being hired by our customers, in the spreadsheet we have based our calculations on the full lifecycle of the garment (4 rental periods) in order to generate a true cost once the item has reached its limit and been sold in our ‘Pre-loved’ section. Return postage cost is also included in the monthly rental price, and with the standard royal mail delivery service costing £4.55 each way, over the 4 rental periods it would have cost £36.40 to send out and receive back the item.

The monthly rental price of the item (divided by the lifecycle period) should cover the cost of production, meaning at this stage we break even. We aim to secure a 20% profit margin on each of our products, as BNB market themselves as an affordable

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16.3 MONTHLY FORECAST SPREADSHEET Using statistics from the National birth rates across the UK and Wales between 1995 and 2004, our monthly forecast sheet looks at our sale predictions which are based off the data provided by ‌..

The graph (see appendix ) tells us that between July and October, birth rates are at their peak. With some fluctuations, our highest month to drive sales and increase profit will be September, as on average this is the month that most live births are recorded. As a new start up business, we expect to have a slow start and limited orders during the first 12 months, with hope for increased demand as our brand grows. We also have to consider that we will have a greater production cost during our start up in the first few months as all of our garments will need to be manufactured, however the following months we will not need to consider the production cost as the garment will already have been made and will be available to re-hire.

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16.4 SURVIVAL BUDGET SPREADSHEET This spreadsheet is a compilation of the directors personal incoming and outgoings which could affect the business financially, and also considers and additional support or funding that we may receive. Repayments are an important element that we need to consider, to ensure than we do not blacklist the company. However, we do not initially plan to loan any money from external companies or charities, as each member of the group has invested ÂŁ2,000 as a start-up fund.

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16.5 CASHFLOW SPREADSHEET Comparing the money that will be going in vs the money going out, on a month by month basis, allows us to see our overall spending pattern and gives an idea as to our predicted yearly balance. With no plans to outsource a loan from external businesses or charities, our largest … will be the £12,000 ‘Own Funds’. This sum is a combined total of each co-founder’s savings or self-investments, if we each put £2,000 into the business in the first year. As this money will have come from our own pockets as investments into our own business, there will be no scheduled or planned repayments, however we plan to take a salary from the business once our profit becomes substantial in the future. This large sum of money will be used to make large initial purchases on component’s such as material, thread, packaging resources etc. All of which we need to kickstart BNB. Our main outgoings will be the cost of production, which will fluctuate on a monthly basis depending on the sale figures.

Alongside this, there will be marketing costs to pay for a larger online social media presence in order to brand and advertise our company. Things like posters and social media adverts all come at a cost. Our website has a personalised domain (www. bumpnbeyond.com) and for us to connect this to our website which can be accessed globally, there is a monthly cost of …., however we plan to pay the reduced yearly fee of ….making it a one off payment at a lower rate than if we were to pay it on a month by month basis.

Overall, the predicted outcome for our finances at the end of a 12 month period is positive. Providing that we meet our predicted sale figures, and we do not encounter any additional substation fees, we are hopeful to secure a small profit of ….. within the first year of our business start-up.

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16.6 CASHFLOW BREAKDOWN SPREADSHEET This is a simplistic version of the cashflow chart, which breaks down our spending habits and how we have come to the conclusion that we need to make this purchase. Like shown in the previous spreadsheet, our main outgoings would be the cost of production for the garments which will vary depending on each individual item. For example, if one of our items is being rented more frequently than others, it is more likely to reach the end of its life cycle faster and move into the ‘Pre Loved’ section, therefore requiring us to reproduce the garment sooner. The figures used to predict this cost have been taken from the Sales and Costs spreadsheet (see appendix ) where we explained our monthly forecast outgoings.

Similarly, our outgoings for the social media advertisements may vary over time as we may choose to increase marketing material during events or peak times.

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17.0 future goals and contingency plan

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LONG TERM 17.1 SHORT TERM Regarding the short-term plan for Bump n’ Beyond, the plan for the company will be to be successful within the first year of trading, therefore, meaning that the company does not go bankrupt. Furthermore, the managers in the company would hope that trading is running smoothly with steady sales. All six of the owners of the business will work on the business in the shortterm, but there will be a special consideration into when extra workforce will be brought into the company. This will hopefully be around 1 to 2 years of the business running as the owners will be at University. As being students when running the business, the commitment of running a business could become tricky with balancing a degree and a part-time job. Between the managers, the company will need to ensure that it is not taking on too many orders. As this could subsequently mean that the quality of the garments could then fall which would end up leaving the business with major drawbacks.

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MID TERM Midterm objectives for Bump n’ Beyond is to focus on the time of 18 months to 3 years, where the company will be focusing on targeting the North West (Manchester) with promotion billboards and advertising. As the company is Manchester based, directing this area will help local consumers to support the brands journey.

The long-term plan for Bump n’ Beyond will be to expand our range of collection by becoming a stockist of high street to luxury designer brands.

After 2 years of trading depending on sales and growth in the UK and after expanding the workforce; time will be spent branching out with other labels who design larger range of maternity and nursing clothing. This should be to some extent easier as the business is an online retailer, therefore the business will just need to increase its workforce to adapt to the proposed increase in sales. When expanding the brand, there will have to be a consideration into broadening the product variety that is available to customers as the beginning range is quite limited.

17.2 CONTINGENCY A contingency plan is a “course of action” that is put in place within a business, to be able to overcome any “unexpected event or situation” that may occur. “often the term refers to a negative event that affects an organization’s reputation, financial health or ability to stay in business. These include a fire, flood, data breach, major network failure and more.”(Britton, 2019). It is important that the brand develop responses to these risks as it will help to address any unnecessary problems along the way. These strategies should be revised on a regular basis to complete future projects successfully. Following The Work at Home Woman(Legit Work From Home Jobs, 2019),Bump n’ Beyond have assessed, both general and small business risks. Although general risks may not relate to a small business, it is vital they are considered to avoid future strains. Bump n’ Beyond followed the work at home woman guidance template to find possible solutions and preventions.

17.3 EMPLOYEES If employees are unable to work, Bump n’ Beyond’s Staff will have to consider the team to be cross trained to operate the business when someone falls absent.

Plans will be considered to hire extra machinists if demand for product rises.

17.4 MANUFACTURING Should products get ruined through the in house laundry service, Bump n’ Beyond will consider partnering up with a dry cleaners in order to wash clothing effectively.

Should the product not achieve a wide reach to our target demographic, due to reasons such as: hygiene of renting garments, wanting to own their garments.

Our business would use alternative materials/methods in the process of manufacturing to reduce company costs, ensuring a profit margin and enabling the company to sustain itself.

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18.0 BUSINESS PLAN CONCLUSION Bump N’ Beyond offer a rental service for a niche market for maternity clothing. Creating a solution for the temporary wardrobe during pregnancy and throughout the nursing period. Helping expecting mothers and mothers to keep on trend through out the time their body is changing. Customers will be able to contribute to helping the environment in reducing the carbon footprint.

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19.0 APPENDICES APPENDIX 1

Curriculum vitaes of Bump ‘N’ Beyond team members.

4.1 Romy Wild

4.2 Molly McDonnell

MOLLY MCDONNELL MOLLY.MCDONNELL@STU.MMU.AC.UK

07494198889

HTTPS://WWW.LINKEDIN.COM/IN/MOLLY-MCDONNELL-771661116/

HTTPS://WWW.INSTAGRAM.COM/MOLLYMCDONNELLFP/

MOLLYGMCDONNELL.C OBJECTIVE Once i have finished studying for my degree my main focus is gain experience in the fashion inustry through an intership or career within the Marketing and Pr sector.

SKILLS • Excellent communication skills • Highly organised with attention to detail • Advanced CAD software skills • Positive ‘Can do’ attitude • Adaptable and fleixble to change • Genuine passion and interest for the industry and fashion landscape

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EXPERIENCE SENSE LONDON MARKETING / BRAND AMBASSODOR 2016 – To present Duties: Working with brands across the country to deliver key messages and spread brand awareness Working as part of a team to reach campaign targets Setting up guerrilla marketing activities Making decisions on location and positioning of the stand to promote the product to the target consumer Approaching the public and distributing promotional material THE JOHN LEWIS PARTNERSHIP – DIDSBURY/ CUSTOMER SERVICE ASSISTANT Sep 2016 – Jan 2017 Duties: Taking/Placing orders over the phone Managing and resolving customer queries and complaints Using a range of systems to record customer information Forwarding calls to the appropriate departments Setting up delivery and replacement orders Meeting and adhering to customer expectations PRIMARK – MANCHESTER/ SALES ASSISTANT March 2016 – June 2016 Duties: Operating tills to process customer sales Maintaining and recovering shop floor to meet standards Rotating and replenishing stock Assisting customers and providing a high level of customer service Working as part of a large team to reach targets Operating fitting rooms DIVE NQ – MANCHESTER/PROMOTIONAL Feb 2016 – Feb 2017 Duties: Distributing new promotional food and drink offers Approaching potential customers Bringing customers in to the venue in the evening Greeting and stamping customer’s hands when entering the venue Keeping track of everybody leaving and entering the venue SEED HERITAGE - MELBOURNE AUSTRALIA/ SALES ASSISTANT Christmas Temp 2014-15 Duties: Providing a high level of customer service

4.3 Bethany Walkden Patel

4.4 Jade Hussey

BETHANY WALKDEN- PATEL

Term: Manchester / Home: Bolton - Tel:07741289200 - Email:bethany-chloe@live.co.uk

• • • • • •

JADE HUSSEY

DIVERSITY, CREATIVITY and SELF EXPRESSION. Interested in contemporary, high-quality fashion, Confident in womenswear and menswear pattern - mixing both genders into the style of one garment Communication experience in speaking to diverse groups Being able to remain calm and focussed, whilst remaining professional in difficult situations.

Mixing both genders into the style of one garment

CREATIVE FASHION + TECHNOLOGY STUDENT PERSONAL PROFILE

Education BA (Hons) Fashion Design and Technology at Manchester Metropolitan University Design: Research, defining concepts, manual and technical drawings and Illustrator Garment Technology: Garment construction, specification portfolios and creative pattern cutting Fashion Communications: Researching promotion through film and digital media Synergy/Business: CV building and business awareness Art Foundation Diploma at Blackburn College 2016 Distinction Turton Sixth Form 2013-2015 A level: Art textiles A, Textiles Technology C, Dance C GCSE: 7 grades Including Textiles A, English C, Maths C

Skills • • •

Use of CAD: Illustrator and Microsoft office (word, power point, excel, publisher) Understanding of the fashion design process from concept to realisation, application of relevant technologies to compliment garment construction Understanding of womenswear concepts in respect to the customer profile, branding and market level. Illustration from 2D to 3D realisation.

Interests and hobbies • • • •

Art exhibitions: Manchester Art Gallery (Vogue exhibition) Sports: member of circuit training club, Skiing, Wakeboarding and the gym Cooking and Baking Full UK Driving Licence/ Car owner

Employment 2014-17 Estilo Hair Salon Assisting regular clientele in a fast paced high quality salon environment, part time alongside studying.

• Built social skills May – Sep 2017 - Tailored Fire and Security Tailored Fire and Security provide tailored systems specific to the requirements of supplying, installation and maintenance of Fire, Intruder, CCTV and Access control systems • Working in an environment where expectations of industry standards and professionalism need to be met.

• Working closely with national and international clients to provide the best possible solutions to meet their requirements.

• Processing invoice using CASH software • Improving computer skills including word, excel, outlook and PowerPoint May - Aug 2017-Something Blue Bridal Boutique An exclusive Designer Bridal Boutique collection of bridal gowns, bridesmaid gowns, shoes and accessories, designers brands including; Cymbeline, San Patrick, Claire Pettibone. Providing in-house alterations and tailoring.

• Building relationships in store with the customer, adapting to the clients feedback and needs • Resolving issues with regards to fit and sizing of gowns (pattern and alteration) • Modelling gowns at wedding fares for the promotion of new collections

Address: The Hacienda Apartments, 21 Albion St, Manchester M1 5DA Mob: 07908528911 - 07/01/1996 Email: jadehussey1@outlook.com EDUCATION 2015-2019: Manchester metropolitan university Fashion Design and Technology acreddited.

2007-2014 : The Castle School, Thornbury South Gloucestershire BS35 1HT A Levels - Distiction* - C GCSE’s - 10 in total - A*- C I was accepted by my head of year and tutors to be the student representative for my course. Within this role I am someone who students can pass any feedback they may have about the course and of which I will try and resolve.

SKILLS + INTERESTS * Extremely proficient in the use of a number of software applications including Adobe Illustrator, Photoshop + Excell * Generally a super positive person and love to socialise with all levels of people *I spend my weekend socialising with friends and family in particular and online shopping * Attending gym classes + excersising in general is one of my favourite things to do.

I am an enthusiastic, outgoing, results-oriented individual with the ability to balance multiple tasks and prioritize seamlessly while delivering the highest level of customer service.

I am keen to develop my current skill within the fashion industry and being exposed to working in a fast pace environment from a young age I believe I have the ability to do so. Throughout my previous work experience I have demonstrated exceptional skills in building positive relationships with new and existing customers by constantly delivering superior customer service. All Tasks are approached with enthusiasm and willness to learn. Being an aspiring fashion designer I hope to work for a well established business within this field.

WORK EXPERIENCE 2010 - Present: Waitress and bar staff at The Black Horse Thornbury.

Own family run business with many responsibilites, including opening and closing the bar. Throughout day shifts this role sometimes involves managing the bar alone and learning to multi-task + stay organised. I am experienced in cash handling and serving in a fast pace environment. I have also gained new experience in working in a recently opened gin/ cocktail bar.

July 18- July 19: Assistant |Product Developer NEXT Manufacturing, Sri Lanka. * Selected as the only overseas student placement for NEXT manufacturing Sri Lanka. Developing the skills in both factories + office environments to select fabrics and develop own designs + products to be sold in stores. Ability to manage high work load as the only ‘SP’ designer + prioritise these tasks to create clothing products + unique graphic designs within the handwriting of a particular business. In addition to this I used my own initiative and gave direction for weekly clothes fittings + meetings.

Current sales status: 1.2Million profits for business in own design sales for NEXT Childrenswear + Womenswear.

Nov 15 - Febuary 16: Sales Asst. urban Outfitter, Womenswear Department, The Arndale, Manchester * Part time sales assistant for 4 motnhs over a busy Christmas time. I ensured to learn information quickly to be efficient in a range of duties using organisiational tasks such as changing rooms and serving customers on the tills. I developed the ability to prioritize tasks in the retail market and be efficient with several jobs at once. I was also able to work under pressure whilst maintaining this level of service.

Sept 2016/ 17: Waitress for Manchester United Football Club Corporate Hospitality Boxes * Waitress in the hospitality boxes at Old Traffod, providing high-class level of customer service. As well as reacting quick on the job and completing tasks efficiently and correctly Reference available upon request..

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4.5 Ananya Garg

4.5 Leah Shore

LEAH SHORE

Ananya Garg Intern: Product Merchandiser

Education 2017-2020 Pearl Academy Pursuing Undergraduate Fashion and Lifestyle

Business Management 2016 Gargi College (DU) Pursuing B.A. program 2015 Apeejay School 12th

Skills Photoshop Illustrator In Design Microsoft Office

Contact 9999409955 ananyagarg30@gmai l . com New De lhi

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Profile I am a person who is always energetic, eager to explore new areas with balanced personality.

Project Undertakings Coffee Table Book on Parsi Embroidery

by using adobe In Design.

Product Merchandising: Making of Tech

Pack and Understanding of T&A

calendar, Purchase Order.

Making of Range plan and Mood Board

with the help of WGSN and Photoshop.

Retail Merchandising: Learned

assortment mix.

Textile Knowledge

Visual Merchandising: window display

and store layout.

Working knowledge of ERP Software.

Profile

Manchester M23 0GH 07802 798041 leahnicoleshore@hotmail.co.uk

Flexible, adaptable team worker with excellent written, oral and visual communication skills. Extremely motivated and enthusiastic with a desire to achieve the highest standard of work. Over 2 years of retail, fashion and customer service experience and extensive knowledge of latest trends. Experience of working to exacting standards and tight deadlines In retail, studio and educational environments.

Experience History

Best Tailor (Unpaid Experience) Part Time 2018- April 2019 A small team of highly skilled and experienced tailors who offer a range of services for both menswear & womenswear • Fit and study garments on customers to determine required alterations • Measure customers, using tape measures, and record measurements to ensure proper product fit • The ability to sew garments, using needles, thread and sewing machines • Read work orders or other instructions to determine product specifications or materials requirements • Establishing and maintaining regular customer relationships • Thinking creatively by developing, designing, and creating using individual contributions

Employment History Dead Legacy MCR Based Menswear brand (2017- Present) • Experience of working in a small team within the Business • Fully trained on a TextJet direct to garment printer • Controlling CAD software to program machinery • Monitor stock of clothing and other materials to maintain equipment supplies • Following and forecasting current trends to know what is popular for returning customers • MCR Fashion Industry Event (Dead Legacy) AW17 Showcase- Styling models

Office Shoes Trafford Centre/Arndale Centre (Sales Assistant 2015-2017) • Communicating with head office and working in line with the company’s operational guidelines, standards and policies.

• Building relationships in store with staff and customers, adapting to people’s feedback and needs • Investigating and resolving customer issues and complaints regarding operational matters and handling all customer feedback in a professional manner • Providing great customer service on the shop floor selling whilst working to targets, in a very busy fast paced atmosphere across two flagship stores Education • Manchester Metropolitan University BA (Hons) Fashion Design and Technology- Menswear 2016- Present • The Manchester College: Northenden UAL- Art & Design: A Pathway to Fashion- (Distinction) 2014- 2016 • St Paul's High School- 8 GCSE’S in English Language & Literature, Science, Math’s, Business studies, R.E, Drama and Art & Design 2008- 2013 Skills Interests Developing trends Due to my avidity for fashion I love designing and styling Sewing/garment construction myself/others. I love to attend shows, exhibitions and The ability to produce designs by hand or (CAD) other events. As an active individual, I also enjoy going Till Trained to the gym to stay fit.

APPENDIX 2 16.2 Bump ‘N” Beyonds Cost & Price

16.5 Bump ‘N” Beyonds Cashflow Table

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16.3 Bump ‘N” Beyonds Financial Forecast

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16.4 Bump ‘N” Beyonds Survival Budget

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16.5 Bump ‘N” Beyonds Cashflow Table

16.6 Bump ‘N” Beyonds Cashflow Breakdown

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APPENDIX 3 Target Market research survey results

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APPENDIX 4 Branding Script

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APPENDIX 5 Instagram Paid Promotion Process

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APPENDIX 6 Story Board For Audio Visual

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APPENDIX 7 Model Casting Board

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APPENDIX 8 Look Book Location Board

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APPENDIX 9 Logo research from Website Planet (Schlottman, 2019)

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APPENDIX 10 Payment options table

Payment Company GoCardless

Log in and pay with Amazon

PayPal

Covered against fraud

Trustworthy background

✓ according to gocardless.com it ‘is authorised by the financial conduct authority under the payment services regulations 2009’

✓ according to gocardless .com ‘process over $1bn each year

✓ according to amazon.com Covered by amazons A-Z Guarantee

✓ according to amazon.com Years of shopping safely with amazon customers.

✓ According to paypal.com Built in fraud protection

✓ According to www.creditcards.com ‘more than 192 million • people worldwide use PayPal for online purchases’ •

Payment charges per transaction 1% capped at £4

3.4% + £0.20

Up to 1,500 = 3.4% + 0.20 Over £1,500 =2.9% + £0.20 (the more you earn the less you pay) (PayPal Fees | PayPal UK, 2019)

Monthly fee

Logo

Small business standardNone

Small business standardNone Small business standardNone

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APPENDIX 11 Kapferer’s Brand Identity Prism model

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APPENDIX 12

Bump ‘N’ Beyonds Brand Identity Prism

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APPENDIX 13 Logo Colour research

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21.0 list of figures Figure 1: Wild, R; McDonnell, M (2019) [Own Image] Mother Feeding Baby Look book Screenshot Figure 2: Wild, R; McDonnell, M (2019) [Own Image] Bump ‘N’ Beyond Instagram Feed Screenshot Figure 3: Wild, R; McDonnell, M (2019) [Own Image] Shop Core Collection Bump ‘N’ Beyond Figure 4: Wild, R; McDonnell, M (2019) [Own Image] Bump ‘N’ Beyond Website Screenshot Figure 5: Wild, R; McDonnell, M (2019) [Own Image] Bump ‘N’ Beyond Instagram Mock Up Figure 6: Wild, R; McDonnell, M (2019) [Own Image] Audio Visual Screenshot: Sleeping Baby Figure 7: Wild, R; McDonnell, M (2019) [Own Image] Look book Image: Mother Burping Baby Figure 8: Wild, R; McDonnell, M (2019) [Own Image] Look book Image: Mother Holding Sleeping Baby

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