NA-KD Social Media Marketing Report: Masters Assignment

SM MARKETING REPORT: NA-KD

ASIA HEALEY | 2259340 | MSC INTERNATIONAL FASHION MARKETING

CONTENTS INTRODUCTION

03

SOCIAL MEDIA STRATEGY

19

BRAND DNA

04

SOCIAL MEDIA ANALYSIS

20-21

BRAND MOODBOARD

05

WEBSITE ANALYSIS

22 23

4P'S

06-07

TRENDS

SWOT

08-11

MARKETING PLAN

24-27

PESTLE

12

MEASURING SUCCESS

28

POSITIONING

13

SM SCHEDULE

29

CONSUMER PROFILE

14

CONCLUSION

30

CONSUMER DEMOGRAPHICS

15

REFERENCES

31

CONSUMER DEMOGRAPHICS

16

APPENDICES

32

PERFORMANCE

17

SOCIAL MEDIA ANALYTICS

18

INTRODUCTION

This report will analyse NA-KD’s social media strategy and its effectiveness. A situational analysis will provide an in-depth look at the brand’s position in the market, its target audience and the micro/macro-environmental factors that affect them. The research will include the brand’s analytics and use relevant marketing models such as PESTEL and SWOT to effectively present the findings. The report will conclude with a social media marketing recommendation based on the evidence gathered as well as providing a schedule for the brand’s posts.

NA-KD is a women’s fashion brand that was founded by Jarno Vanhatapio in 2015 and is based in Sweden, offering a minimal, modern and Scandinavian aesthetic. It has become one of Europe’s fastest-growing companies and is considered to be a world leader in fashion and eCommerce. The brand quickly rose to success on social media, by utilising influencers and data-driven strategies. NA-KD is similar to competitors such as Zara and ASOS, with its target audience being frequent shoppers of these brands. Despite not boasting as large of an audience as these competitors, what sets them apart is their sustainability initiatives and consumers shop at NA-KD when they want a fresh alternative to Zara.

03

ESSENCE An online forward-thinking fashion brand for the modern woman, NA-KD offers its own branded clothing,

PERSONALITY

The brand creates clothing that' s on trend by analysing what' s on the high street and what influencers are wearing. However, they make sure to prioritise their clean, everyday aesthetic.

Its aims were to become the digital version of Zara but now they intend to go beyond this. (BenAnd, 2018)

VALUES

Trend-forward

Modern

Minimal

Climate-conscious Sophisticated

Organic Feminine

Relaxed

IN ACTIONS

Inspiring women to become whomever they want to be.

Sustainability: The brand has shorter production cycles and doesn’t mass produce as much as other fashion retailers (Junqueira, 2022) Uses recycled materials in a variety of their clothing. Aspires to be one of the most sustainable fashion brands in the world. (Lindeburg, 2021) Diversity & Inclusion: NA-KD works with a variety of influencers representing different countries, they aim to cast more diverse models and have fair pay and gender equality in their workplace. (NA-KD, 2023)

NA-KD' s website reflects a social media aesthetic and also offers social shopping on instagram.

Builds relationships and collaborates with influencers Works towards a more sustainable circular model Collaborates and represents female artists in their collections

04

BRAND MOODBOARD

05

PRODUCT

PRICE

Na-kd offers a wide range of c lothing , a cce ssor i e s and beauty products for women. A va r iety of Na- kd’ s clothing is made from re cycle d ma te r ia ls, the most commonly used materia ls u se d by Na- kd i n 2021 were organic cotton and re cycle d polye ste r according to the bran d's Circu lar ity r e port. (NA- KD, 2023) The brand previou sly had e xter nal br ands within its product r ange until cu stom e r d ata revealed that they ac tu ally pr e fe r r e d Na- k d’ s own branded products. (Wennber g a nd B illing, 2020) The brand has an Influe nce r colle ction a nd many others such as Summer dre sse s and par ty collections, they also have a pre - loved se ction which sells their wo r n clothing at a discou nte d price. Na-kd sells clothing in a r ange of si z e s fr om XX-Small to XX-Large and ship their produ cts in recyclable packaging.

Avg price of top: £25-£ 35 Avg price of dress and bottoms: £ 45- £ 55 Avg price of accessories: £ 9-£ 15 Na-kd is relatively af for da ble but slig htly p r i cie r than popular fast fash ion brands this is becau se i t provides better quali ty and su staina ble m ate r i als cost more. However , the sale and pr e - love d collection offer more equita bly pric e d prod u cts for those who want cheaper options. T he br and has frequent sales and discou nt codes, the y also p r ov ide 20% off when you sig n up for their newsle tte r . Nakd offers a range of di ffe r e nt pa yment method s and allows customers to pay monthly u sing Klar na. F r e e climate-compensated shipping is a lso a va i lab le for the EU and UK.

06

PLACE

PROMOTION

The brand is based in Swe den and its consu m e r s ar e located in Europe, USA a nd the UK. Ge r ma ny is its main demographic at 3 0.29% (S imila r we b , 2023), they ship to a variety of diffe r e nt cou ntr ies- mai nly the EU, UK and USA. The br and ships to som e Asian countries, however, China and India ar e cu r r e ntly not available to ship to on the ir we bsite . T he b r and is mainly eCommerce but has stor e s within stor e s and pop-up shops, the y ar e also sold on p op u lar mass fashion brands such as ASOS and Za land o. NAKD has multiple onl ine c hanne ls tha t mak e the buying experience smooth and easily acce ssi b le , such as social shopping , a we bsite and an app .

As NA-KD is an online brand, the y mainly use social media and email mar keting to promote the i r products. The brand has a mixtur e of e ar ne d and paid media when it comes to inf lu e nce r s, the y fir st began gifti ng influence r s pr oducts bu t ha ve si nce reached a level of suc ce ss whe r e inf lu e nce r s come to them using the ha shtag #na kdfashion. Most of their traffi c comes from dire ct se ar che s to the ir website at 39.85% (Similar we b, 2023)

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STRENGTHS The brand has had a strong g r owth rate since i ts e stabli shme nt, research reveals that Na- kd r e ache d a tu r nove r of 7 8 m illion e u r os within 3 years of its la u nch in 2016. (Van R om p ae y, S. 2019 ) Thi s growth comes from the localisa tion of i ts we bsi te which has increased trust in the br and, the we b e xpe r i e nce is also cle an and seamless which make s the cu stomer jour ne y e asie r . The b r and implementation of data ha s a llowe d cu stome r acq u i si ti on and influencer collaboratio ns have bee n cr u cia l to the Na- kd’ s su cce ss.

The brand channels su staina bility and diver si ty & inclu si on, which is what consumers want to see f r om fashion br ands tod ay. An IB M study, reveals that 3 ou t of 5 consu mer s state that socially responsible or sustainable pr oducts made up at le ast half of the ir last purchase. (IBM, 2022) The brand's su cce ss i s du e to its influencer marketing str ate gy, r e se ar ch indicate s that 51% of marketers believe tha t inf lu e nce r ma r keting im p r ov e s cu stom e r acquisition. (Smart Insig hts, 2020)

08

WEAKNESSES The Influencer marketing tr e nd that Na- kd i s he avily r e liant on could stagnate as tr e nds ar e e ver - changi ng, and the ‘ de influencing’ hashtag is cu r r e ntly become pop u lar on Ti ktok . De influencing is the reje ction of ma te r ia l cu ltu r e whi ch thr e ate ns the role of the influ e nce r , whic h is to pe r su ade cu stom e r s to consume. According to finding s, 47% of pa r ti cip ants fe lt fati gu e d by influencer conte nt, c onsu mer s will e ve ntu ally u nfollow influencers because of this (B aza ar voice , 2018) Many othe r r e asons such as lack of authenticity and ha ving fak e followe r s r e su lt in unfollowing. The brand ha s c ompe titors tha t alr e ady hav e a str ong position in the market su ch as Za r a and AS O S. Na- k d ne e d s to se t itself apart from thes e brands a nd not be afr ai d to e x p e r i m e nt with its marketing. Despite mar keting itse lf as su stai nable the r e i s little eviden ce to sugg e st tha t its re ducing g r e e nhou se gase s in i ts supply chain and imp le menting practic e s of d ive r sity and fair p ay in its supply chain, Na- kd c u r r e ntly ha s a n envir onme ntal r ati ng of ‘ Not good enough’ (goodony ou , 2022) The b r and also ne e d s to feature more diverse and inc lu sive inf lu e nce r s, as the y only feature those with a cer tain size or white e thni city.

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OPPORTUNITIES The brand could push its sustaina ble e ffor ts m or e to se t itse lf apart from other fast fashion brands. McKi nse y (2020) stati stics show that 67% of consu mer s conside r su stai nable m ate r i als as a motivator for purchas ing decisions. Na- kd shou ld look at its mai n competitor's weaknes se s and provide consu m e r s wi th what the y are missing from the se . Inve sting in m acr o- influ e nce r s or celebrities would incre ase the brand's awar e ne ss e v e n fu r the r with the potential of going vir al as oppose d to j u st focu sing on micro-influencers. The brand cou ld e xpand its e - com m e r ce platform to physical stor e s, as cu stomer s now want a ‘ phygi tal’ experience that offers both online and in-stor e shop p ing op ti ons.

(Rossi and Krey, 2018) A r e ce nt r e port r e v e als that 50% of customers interviewed in Eur ope ar e more li ke ly to bu y fr om a brand with a local store and an online pre se nce . (Shopify, 2023)

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THREATS Na-kd is still a fast fashion br and a nd d e spite app e ar ing sustainable, individuals ar e beginning to ad vocate against fast fashion and it’ s tend e ncy to gr e e nwash. The b r and ne e d s to ensure that they are being tr anspa r e nt and not j u st anothe r fashion brand that is ju st gr e e nwashing or thi s cou ld r e su lt i n the brand’ s image being tar nished. P e ople ar e cu r r e ntly sp e nding le ss due to inflation, a surve y re veals tha t 70% of consu me r s fe e l that inflation ra tes have a ffe cte d how much the y wou ld sp e nd on clothing (Brazr, 2022) The brand is at a slightly high- e nd pr i ce range compared to most fast fashion br and s whi ch wou ld lim it them further to consu mer s with that ha ve e nou gh i ncom e , the brand’ s audience tends to ma ke u p a ma j or i ty of you ng wome n who tend to earn less than the ir e lder cou nte r par ts. (Mu r r ay and Gunn, 2023) Additiona lly, a De mos r e port r e ve als that you ng people are spending twic e as much as the nati onal ave r age on essential spending due to the cost of living, which le ave s little room for material purchasing . (Glover , 2021)

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POLITICAL Businesses in Sweden a r e lia ble for over 20% corporate tax ra te a nd ar e a pa r t of the EU free trade agree ments. Na- kd r e lies on a number of count r ies, primar ily Tu r key and China to expor t and c r e ate the ir goods.

TECHNOLOGICAL TAdvancements in AI c ou ld improve the effectiveness of mar keting e ffor ts for brands. Na-kd has p atte r ne d with da ta companies to create a bette r e xpe r ience for the customer.

LEGAL ECONOMICAL Sweden is a high-income cou ntr y with a number of middle-class citizens. Inflation has caused people to spend le ss and only focu s on essential items. Inflation in the EU triple d i n 2022 compared to the pre viou s ye ar (B ani ya, 2023) . The younger gene r ation te nds to be on lower income and so wou ld g r avitate towar ds cheaper fast fashion br ands.

SOCIAL Trends and consume r behaviou r s ar e constantly changing and this cou ld ha ve an effect on brands, for e xa mple , more individuals are becoming more ‘ anti-fast fashion’

Na-kd reveals its r e gu lations on sustainability and wor king conditions in its supply chain on its we bsite . La bour laws and trademark and copy r ig ht ar e some of the issues that the brand must successfully navigate.

ENVIORNMENTAL As climate anxiety incr e ase s, c onsu mer s a r e look ing towards secondhand clothing , a Re sale r e p or t indicates that the global secondha nd ma r k e t is se t to double by 2027 and the g r owth will be 3 ti m e s more than the globa l fashion ma r ket ov e r all.

(ThredUp, 2023) Therefor e , this shift will have a huge impact on fast fashion brands, for cing b r ands to find ways to be clima te conscious and ad op t a slow fashion model. Many fast fashion brands have a reputation for greenwashing and Na- kd ne e ds to ensure its sustainable e ffor ts a r e g e nu ine, th e br and frequently uses rec ycle d ma te r ia ls and offe r s climate-compensated shipping.

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HIGH QUALITY

TOP 5 COMPETITORS 1. ZARA 2. ASOS 3. NELLY 4. MANGO 5. &OTHERSTORIES

LOW PRICE

HIGH PRICE

- (Similarweb, 2023)

Whilst NA-KD has see n r apid g r owth and su cce ss si nce its launch, the brand has to c ompe te with many p owe r hou se s i n the high fashion marke tpla ce . F ig u r e s r e veal that Z ar a was the most-mentioned brand on Insta gr am in 2022. (Stati sta, 2022)

LOW QUALITY

Figure 1. Positioning Map

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CONSUMER PROFILE Anna, 27, Female Location: Berlin, Germany Home: Modern and mi nimal apa r tment Income: >€40, 000 Occupation: Merchandising Manage r & Mic r o I nflu e nce r Interests: Fashion, be au ty, make- u p, m u sic, social m e dia, celebrity culture Hobbies: Shopping, Netflix, re ality tv, nights ou t, goi ng to the gym, travelling, festiva ls Social Media: Instagram, Tiktok, F ace book, P inte r e st, B e Re al, Linkedin Favourite fashion brands: Za r a, Asos, H &M, NA- KD, L ou nge , Acne Studios Style: Simple, modern a nd c le an staple pie ce s that can b e wor n with multiple outfits Buying behaviour: Spontane ou s pur chase s, fi r st se e s pr od u cts on social media via brand or inf lu e nce r posts Goals/desires: To travel more , go to the gym , gr ow the ir following on sm Psychological: Dressing in stylish, quality clothe s mak e s he r fe e l confident

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GENDER

Male 37% Fig 2. NA-KD Gender demographics (Similarweb, 2023)

Female 63%

CONSUMER DEMOGRAPHICS GENDER: NA-KD is aimed at women and makes up the majority of their customers.

The brand has the potential to expand to menswear as Similarweb analytics show that 37% visit their site. (see Fig 1.)

AGE

40 35%

TARGET AUDIENCE: 30

Gen Z and Millenials are the brand's primary target audience. Women in their early twenties to late twenties that are looking for a modern, minimal style and want the hottest trends would be NA-KD's main consumer base.

Fig 3. NA-KD Age Demographics (Similarweb, 2023)

28%

20 15% 11%

10 7% 4%

0

18-24

25-34

35-44

45-54

55-64

65+

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6.7M WEBSITE VIEWS Fig 4. NA-KD Monthly Website Views in March (Similarweb, 2023)

PERFORMANCE NA-KD has now sold to over 2 million c u stome r s i n 170 cou ntr i e s and is represented by over 1, 500 r e tailer s acr oss the globe , the brand saw over a 90% gr owth over the fe w ye ar s si nce its establishment. (Jepsen & Lucas, 2020)

$268M GLOBAL REVENUE IN 2022 Fig 5. NA-KD Global Revenue (eCommerceDB, 2023)

CATEGORY RANKING IN GERMANY

#31

Fig 6. NA-KD Fashion & Apparel Category Ranking in Germany (Similarweb, 2023)

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SOCIAL MEDIA ANALYTICS The brand is doing fairly we ll in ter ms of engage m e nt, howe ve r , there is still room for improvement. As most of the i r consu me r audience uses Tiktok and Insta gr am, the se platfor m s will ne e d to see an increase in p e r for ma nce . F ig u r e 1 i s a tab le that shows the brand’ s Socialbla de rank and followe r s, as we ll as the engagement for Instagr am and P inter e st.

RANK

FOLLOWERS

INSTAGRAM

B+

3.2M

TIKTOK

C+

556K

FACEBOOK

B

745K

TWITTER

C+

7.9K

YOUTUBE

C+

22.5K

ENGAGEMENT

FOLLOWERS

INSTAGRAM

0.7%

-

PINTEREST

10M+ MONTHLY VIEWS

44k

F i g 7 . N A - K D S o c i a l M e d i a R a n k i n g a n d E n g a g e m e n t ( S o c i a l b l a d e , 2 0 2 3 ) ( A n d A u t h o r s Ow n Research)

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Social media is pervas ive , e xtensive and cu ltu r ally r e le vant. (App e l et al., 2020) It acts a s an inter active e nv ir onme nt whe r e e v e r y person has the opportunity to vie w a nd cr e ate conte nt. (Ye silogou & Costello, 2021)

SOCIAL MEDIA STRATEGY

NA-KD uses a customer - ce ntr ic and f u ll- fu nne l str ate gy, wi th influencers being the ma in f actor in their social m e dia mar ke ti ng.

Influencers work to ge ne r ate ‘ c e le brity cap ital’ by gai ning attention a nd creating their own per sonal b r and, b r ands u se the se influencers for custome r ou tr e ach. (H e ar n & Schoe nhoff, 2016 ) As social media was cre ate d f or people, bu sine sse s ar e at a disadvantage when it comes to ge ne r ating e ngage me nt, so br ands leverage us ers in order to tar ge t their a u die nce . (Schaffe r , 2020) A survey reve als that 72% of Ge n Z a nd Mille nnials of the par ti cip ants they interviewed follow inf lu e nce r s on social m e dia. (Mor ning Consult, ) This reveals tha t u se a str ate gy that’ s e ffe cti ve i n reaching their targe t au die nce . Socia l me dia u se r s follow influencers for inspiration and to se e the late st tr e nd s, the y also form a para-social relationship with the inf lu e nce r , whi ch has b e e n found to result in an incr e ase in pu r chasing b e hav iou r and p r od u ct interest. (Lou and Kim, 201 9) T he br and u se s m icr o to m id- le v e l influencers as this ha s bee n shown to b r i ng the hi ghe st engagement and be mor e cost- e ffe ctive , r e se ar ch indicate s that micro-influencers have 3 19% mor e engage me nt than macr o influencers. (Influence r Mar keting H u b, ) NA- KD take s i ts influ e nce r marketing to the next le vel by inviting inf lu e nce r s to d e si gn the i r own capsule collections, the y also r u n com p e ti ti ons allowi ng the customer to vote for the inf lu e nce r the y want to de si gn the collection.

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SOCIAL MEDIA ANALYSIS NA-KD manages a consiste nt and ae sthe tic ally ple asi ng fe e d whi ch matches the current su mme r season, war m and ne u tr al colou r s ar e used with models in beach locations. The influ e nce r fe atu r e s and collaboration posts tend to per for m bette r than the ir standar d content, their lowest l ike cou nt is ar ou nd 1k wi th the ir hi ghe st li ke count reaching 4-7k a post. T he br and ge ts ar ou nd 160- 27 0k v ie ws on average per reel on Insta gr am. NA- KD po sts ge t a low am ou nt of comments compared to othe r fashion brands. The b r and p osts about 3 times every day ar ou nd 4 hou r s apa r t.

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HIGH PERFORMING PO S T

LOW PERFORMING POS T

Figure 3. illustrates the kind of post that performs well, the post features an influencer and a product that is on sale, it offers a shopping link so the customer can easily navigate the product.

Figure 3. illustrates the kind of post that has the least success, the post adds to the aesthetic feed however it doesn't provide the consumer with much exciting engagement and is unrelated to products sold.

Fig 8. NA-KD Instagram Sale Product Post

Fig 9. NA-KD Instagram Post

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WEBSITE ANALYSIS NA KD's website and a pp fe atu r e a minimal de si gn that i s e asy to navigate. The website ha s a soc ia l vibe that fe e ls as i f you ar e browsing social media, cu stomer s can ‘ like ’ a pr od u ct via the heart icon, along with viewing how many pe ople hav e like d an item. The products also show y ou if the ite m is su stainable and if they are ‘ most want e d’ , these we bsite fe atu r e s ar e e ffe cti ve in leading the customer to pur chase . The inf lu e nce r colle ctions ar e easily accessible by ha ving a ba nne r pre se nting the d iffe r e nt influencers.

Fig 10. NA-KD Influencer Collections Banner and Product Listing

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TRENDS AFFECTING MARKETING

Short-form video conte nt Metaverse and AI Distributing channel mix and offe r ing ' phy gi tal' e x p e r i e nce Personalized marketing Virtual Influencers

TRENDS NA-KD HAVE IMPLEMENTED Co-creating products with inf lu e nce r s Utilising data to create bette r per sonalisa tion and m ak e the customer journey easie r Social shopping Customers want value, su staina ble goods be ing se ar che d on Google has increased by 71 % sinc e 2016. (WWF , 2021)

- (Spi ryn, 2023)

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RECOMMENDATION:

NA-KD SM MARKETING PLAN

1. More short-form videos- style and editorial content 2. The customer becomes the influencer 3. Expand to more diverse influencers in different countries

OBJECTIVES: 1. Increase brand awareness 2. Develop customer loyalty and retainment

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1. NA-KD should produce more r e e ls and T i kTok s as their feed is mainly ph otos. S hor t- for m video conte nt is expected to see the most gr owth in 2023, as i t i s the most effective and has the hig he st ROI accor ding to research by Hubspot. (H aye s, 2023) Use r s r e tai n 95% of messaging when watche d as a vid e o, with only 10% read in text. (Insivia, 2023) The vide o content the brand pr oduce s doesn’ t se e m to ge t high engagement possibly due to its lack of e diti ng and longwinded shots of models, ther e for e the b r and needs to make its ed itoria l c onte nt mor e e ngagi ng.

Customers also enjoy style c onte nt, the br and cou ld create videos that show diffe r e nt ways to we ar a collection.

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Here are some example s of the way lookbooks/ e ditor ial content could be edit e d a nd pr e se nte d. F e atu r i ng mor e diverse models and influ e nce r s whilst kee ping to i ts modern sty le. Music u se d wou ld be chilled be ats that fit the brand' s vibe, with qu ic k e dits showi ng d iffe r e nt looks. This could be po ste d as a stor y or r e e l/ ti ktok .

Figure 11. Reels mockup

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2. The brand currently has hashtags that allow you to b e featured on their pa ge whe n we ar ing the i r clothi ng, however, it is only influ e nce r s who see m to be ge tti ng featured. Allowing user s to become active p ar ti cip ants and feel involved will build a str ong r e lationshi p wi th the brand and result in long- te r m, loyal cu stom e r s. The brand will ensure that the y stick to its ple dge to b e diverse and inclusive by re pre se nting indiv idu als of all sizes and ethnicities. NA- KD cou ld also add an ince nti ve to encourage customers to pa r tic ipate in the hashtag by giving them a genero u s discou nt code or gift v ou che r on their next purchase . T his conte nt doe sn’ t ne ce ssar i ly need to be posted on the ir accou nt in ord e r to av oid disrupting the brand's fe e d, This cou ld be p r e se nte d on their Instagram stor ies that provide a link to the product, an d custome r s tha t ha ve be e n f e atu r e d will then share this to their stor y bring ing awar e ne ss to the brand. NA-KD could a dd a n inte r acti ve e le m e nt allowing story viewers to pick whic h outfit the y li ke the most, further increasing e ngage ment.

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Figure 12. Story Mockup

Figure 13. Poll Mockup

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3. Despite advocating for diver sity and inclu si on, the influencers they featur e ar e ma inly white, sm all i n si z e and based in the West. Th e br and ne e ds to re ach m or e cou ntr i e s and include more d ive r se inf lu e nce r s in or d e r to e xp and further. Pos sible influ e nce r s the y cou ld f e atu r e or collabor ate with are:

@ z o .n n a | 1 1 .6 K | L a g o s

@scarletkent | 15.6K |NYC

@trishanagoklani | 28.1K |Singapore

@zahraomarji | 33.3K |Lisbon

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MEASURING SUCCESS Using google analytics to r e vie w how much tr affic and sale s are being generated ove r the cou r se of the im p le me ntati on The brand could measu r e how many c ost pe r le ad s ar e generated from links via SM or how ma ny ti m e s an influ e nce r code was used NA-KD can view if ther e is a n inc r e ase in hashtags u se d on Instagram from custome r s pa r tic ipating in the hashtag The brand can review the plan if ther e ha s b e e n any p r ogr e ss on a monthly basis

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SM SCHEDULE Post everyday, 3 times Posts will be 6am, 12p m and 7pm 3-4 reels a week Post up to 7 stories th r ou ghou t the da y Hashtagged outfits will be posted each we e k

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CONCLUSION

In conclusion, the recommendations would provide NA-KD with the chance to reach more customers and go global. The research indicates that NA-KD has a strong brand image that is consistent on its social media. Utilising influencers in its strategy and its innovative collaborations has helped the brand grow at a rapid rate, however, the brand needs to test different marketing methods in order not to be heavily reliant on one strategy. Influencer content can get convoluted on social media and customers eventually get bored of influencers, unfollowing them after a period of time. NA-KD is also reliant on its online channels and customers are now wanting a mixture of the physical and online store experience, the brand has the potential to expand to physical stores now it has reached a level of financial success. The brand has strong competitors but has the potential to stand out by expanding its reach to more countries and finding ways to be authentic in its sustainable efforts.

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Bazaarvoice. (2018). Content Called Out; 47% of Consumers Fatigued by Repetitive Influencers. [online] Available at: https://www.bazaarvoice.com/press/content-called-out-47-of-consumers-fatigued-by-repetitive-influencers/.

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L i n d e b e r g , R . ( 2 0 2 1 ) . S w e d i s h C h a l l e n g e r t o H & M P l a n n i n g I P O t o L u r e E S G I n v e s t o r s . [ o n l i n e ] T h e B u s i n e s s o f F a s h i o n . A v a i l a b l e a t : h t t p s : / / w w w . b u s i n e s s o f f a s h i o n . c o m / n e w s / r e t a i l / s w e d i s h - c h a l l e n g e r - t o - h m - p l a n n i n g - i p o - t o - l u r e - e s g - i n v e st o r s/ L o u , C . , a n d H . K . K i m . 2 0 1 9. F a n c y i n g t h e N e w R i c h a n d F a m o u s ? E x p l i c a t i n g t h e R o l e s o f I n f l u e n c e r C o n t e n t , C r e d i b i l i t y , a n d P a r e n t a l M e d i a t i o n i n A d o l e s c e n t s ' P a r a s o c i a l R e l a t i o n s h i p , M a t e ri a l i s m , a n d P u rc h a s e In t e n t i o n s . F r o n t i e r s i n P s y c h o l o g y 1 0 : 2 5 6 7 . d o i :h t t p s : / / d o i . o r g / 1 0 . 3 3 8 9 / f p s y g . 2 0 1 9 . 0 2 5 6 7 Patel, D. (2017). 5 Differences Between Marketing To Millennials VS. Gen Z. Forbes. [online] 27 Nov. Available at: https://www.forbes.com/sites/deeppatel/2017/11/27/5-d%E2%80%8Bifferences-%E2%80%8Bbetween-%E2%80%8Bmarketing%E2%80%8Bto%E2%80%8B-m%E2%80%8Billennials-v%E2%80%8Bs%E2%80%8B-%E2%80%8Bgen-z/?sh=690b72a52c9f R o s s i , P & K r e y , N . ( 2 0 1 8 ) . M a r k e t i n g T r a n s f o r m a t i o n : M a r k e t i n g P r a c t i c e i n a n E v e r C h a n g i n g W o r l d: P r o c e e d i n g s o f t h e 2 0 1 7 A c a d e m y o f M a r k e t i n g S c i e n c e ( A M S ) W o r l d M a r k e t i n g C o n g r e s s ( W M C ) . 1 0 . 1 0 0 7 / 9 7 8 - 3 - 3 1 9 - 6 8 7 5 0 - 6 .

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Socialblade (2023) Socialblade NA-KD Social Media Analytics. Available at: https://socialblade.com T h r e d U p ( 2 0 2 3 ) R e s a l e R e p o r t. A v a i l a b l e a t : h t t p s : / / c f - a s s e t s - t u p . t h r e d u p . c o m / r e s a l e _ r e p o r t / 2 0 2 3 / t h r e d U P _ 2 0 2 3 _ R e s a l e _ R e p o r t _ F I N A L . p d f Y e s i l o g l u , S . a n d C o s t e l l o , J . ( 2 0 2 1 ) . I n f l u e n c e r m a r k e t i n g b u i l d i n g b r a n d c o m m u n i t i e s a n d e n g a g e m e n t. N e w Y o r k R o u t l e d g e .

Van Rompaey, S. (2019). How Fashion Platform NA-KD Wants to Conquer the World. [online] RetailDetail EU. Available at: https://www.retaildetail.eu/news/fashion/how-fashion-platform-na-kd-wants-conquer-world/ W e n n b e r g , S . a n d B i l l i n g , N . ( 2 0 2 0 ) . T h e S t r a t e g y t o G a i n i n g 2 . 8 M i l l i o n I n s t a g r a m F o l l o w e r s : A n I n t e r v i e w w i t h N A - K D. [ o n l i n e ] H e u r i t e c h . 2 3 J u l . A v a i l a b l e a t : h t t p s : / / w w w . h e u r i t e c h . c o m / c o m p a n y - a n a l y s i s / s t r a t e g y - s o c i a l - m e d i a - i n t e r v i e w - n a k d /

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IMAGES NA-KD (2023) Available at :https://www.na-kd.com/en Pinterest (2023) Available at: https://www.pinterest.co.uk Unsplash (2023) Available at: https://unsplash.com Pexels (2023) Available at: https://pexels.com Instagram (2023) Available at: https://www.instagram.com

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