Fashion Promotions &Other Stories Campaign Proposal

&Other Stories Marketing Campaign

Fig.1. H&M, 2020.

Emily Rathbone

Plan

CONTENTS Situational Analysis Sector Overview....................................5 Brand Overview.....................................6 Marketing Mix.......................................8 SWOT Analysis.....................................10 Competitor Review..............................12 Brand Positioning Map........................14 Target Customer.................................16 Day in the Life................................18 Consumer Decision Making Process...20

Marketing and Communications Marketing Objectives..........................22 Communications Objectives...............22 Target Audiences................................23 Positioning Strategy...........................24 Communications Mix..........................25 Budget Recommendation...................26 2

Fig.5. Drapers, 2016.

Creative Plan Creative Objectives..........................28 Campaign Theme.............................28 Creative Strategy.............................29 Creative Materials Magazine Advertisements...........30 Owned Media..............................32 Influencer Content..................... 34 Pre -Launch Event Moodboard....36

Media Plan Media Objectives.............................39 Media Tools.................................... 39 Media Strategy............................... 39 Promotional Methods......................40 Influencers......................................41 Campaign Budget............................42

Appendices Appendix A......................................45 Appendix B......................................45 Appendix C......................................46 Appendix D......................................46 Appendix E.......................................47

References ......................................48 Image References .......................48

SITUATIONAL ANALYSIS 4

Fig.2. &Other Stories, 2020.

Sector Overview Despite subdued economic growth and spending growth recorded in the UK in 2019 (Deloitte, 2020), the outlook for the retail sector is forecasted to improve across 2020 (PWC, 2020). Global Data (2018) forecasts that the UK clothing market will grow 10.4% between 2018 and 2023, with consumers the most confident they have been since 2015 (PWC, 2020). Furthermore, the womenswear market will continue to flourish (Mintel onFashion United), especially online, where Global Data (2017) expects market growth of near 50%.

In mature markets, such as the UK, mid-market sector brands are lacking growth, a result of polarisation from luxury retailers (McKinsey, 2017). The polarisation in the UK Clothing market has facilitated consistent growth of the premium lifestyle segment, as consumers evolve to value strong brand ethos (PWC, 2016). Lifestyle retailers benefit from greater consumer affinity (PWC, 2016), thus continue to prosper despite shifting consumer spending priorities. As a result of the increasing number of consumers adopting the personal health and wellbeing megatrend, the UK retail athleisure segment is forecasted to grow at a significantly faster annual growth rate than the rest of the retail fashion sector. Consequently, a number of lifestyle brands are extending into athleisure to drive growth (PWC, 2016).

The exponential growth of digital technologies has invigorated the fashion industry (Lay, 2018) and proven to be a key asset for ‘winning over’ the consumer (BOF and McKinsey, 2018). Premium segment brands are increasingly developing online platforms to build an ‘attractive value proposition’, including improving user experience (BOF and McKinsey, 2018). Considering this, mid-market and premium lifestyle retailers may benefit from expanded product ranges and investment in digital channels to encourage consumer loyalty and facilitate the journey to purchase.

Brand Overview Operating at the mid-market level, &OtherStories is a contemporary womenswear and lifestyle retailer founded in 2010 (&OtherStories,2020). Intended to be a one-stop styling destination (&OtherStories,2020), &OtherStories was acquired by the H&M Group in 2013, transforming it into a global organisation with 70 stores in 17 markets across Europe, the US and Asia (H&M Group,2020). The retailer offers a wide range of high quality ready-to-wear clothing, makeup, accessories and lifestyle products. With design ateliers based in Los Angeles, Paris and Stockholm, the products and visual merchandising are a blend of these aesthetics. The products are influenced by trends and interpreted in accordance to their brand image, however they do not they do not directly emulate them.

The retailer targets confident women who are up-todate with current styles, and engage with social media and the fashion scene, with the brand’s mission being “to give women the freedom of expression through one brand” (&OtherStories. 2020).

The women have a strong understanding of their personal style, and enjoy a wardrobe that reflects their dynamic lifestyle, hence the need for &OtherStories to produce a wide product selection. &OtherStories has a young and confident brand personality, yet upholds a sophisticated and chic brand culture that differentiates it from the others in the H&M Group. Kapferer’s Brand Prism has been used to evaluate details of &OtherStories brand identity (See Appendix A). An integral component in the brand’s identity system, Aaker (1996) provides a framework for brand-customer relationships (See Appendix B). The relationship between the brand and customer is that of a style advisor and a facilitator of expression. Younger than main competitors, brand heritage is not integral to the brand’s role as a ‘symbol’ in a traditional manner, rather it reflects the youthfulness and modernity that also characterises their consumer.

6

&OtherStories has a limited promotional strategy, primarily consisting of sales promotion, direct marketing in the form of an email newsletter, and social media marketing through brand affiliates. According to Batra and Keller’s Integrated Marketing Communications Conceptual Framework (2016), this strategy influences three stages along the consumer decision

Fig.3. &Other Stories, 2020.

making journey (See Appendix C). Sales promotion initiates the start of the process, increasing consumer understanding and awareness of the brand. Social media marketing has the propensity to build trust and elicit emotion, committing the customer to purchase the product. Finally, direct marketing in the post-purchase phase increases brand loyalty and maintains customer engagement with the brand. However, the unfavourable pairing of conscious spending habits and &Other Stories mid-high price point, highlighted in the SWOT Analysis, necessitates an expansion of the current marketing and promotions strategy to expedite the consumer decision making process.

Fig.4. Ballardini, 2020.

Marketing Mix PRODUCT

PRICE

- Apparel - Footwear (owned and other brands) - Beauty (owned and other brands) - Accessories - Swimwear

Clothing: £17-£345 Footwear: £49-£265 Accessories: £6-£55 Swimwear: £17-£59 Beauty: £4-£35

Packaging:

*Prices exclude discounts/sales promotions, and shipping.

Fig.31.

Fig.32.

PLACE

Online: - International e-commerce site that ships to 19 countries worldwide - Offers ‘online exclusive’ products In-store: - Augmented store experience with in store pop-up shops, tarot reading, tutorials, workshops, etc.

- 13 stores in UK - Stores in 21 countries worldwide

PEOPLE - Online and In-store customer service - Employees dressed in uniform black

Discounts: - Student Discount - Seasonal sales - Discounts/promotions for newsletter subscribers

PROMOTION - Owned social media - Promotional discounts - Direct email marketing - ‘Store Happenings’ (in-store events) - Newsletter

PROCESS - Simple website design facilitates purchasing and supports the physical stores.

- Business processes are influenced and supported by the H&M Group.

PHYSICAL EVIDENCE - Mid-century modern, clean visual merchandising.

- Minimalist and aesthetic website design that adheres to the brand image

8

Table 1: This Study, 2020.

Fig.5. Drapers, 2016.

Fig.6. Brackbill, 2014.

SWOT Analysis STRENGTHS - Global presence with physical stores located in high footfall areas that attract their target audience (e.g. Kensington High Street, London, Victoria Quarter, Leeds.

- Strong product image - Defined target market - High product quality - Relative low prices considering product quality - Sustainability ethos and recycling scheme - Stock other brands on the website to widen the product variety

OPPORTUNITIES - Mobile Application to increase brand touchpoint - Influencer marketing with appropriate fashion bloggers - Have a stronger CSR drive - Rental line - Carry out collaborations with other designers or create partnerships with reputable celebrities - Expansion into menswear - Expansion into childrenswear - Product width expansion (e.g. Athleisure)

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Table 2: This Study, 2020.

WEAKNESSES - Weak digital marketing strategy - Competitor brands have a stronger social media presence - Competitor brands have mobile applications - &Other Stories’ prices are marginally higher than other high-street competitors.

- Due to the simplistic style of the clothing, the products are easy for competitors to duplicate and create substitutes at lower prices.

- The brand is not as widely known as other high street labels.

THREATS - Lack of consumer loyalty - Possible trade barriers due to economic and political instability.

- Competitors innovating and using more sustainable materials.

- Difficulty competing with low-cost, fast fashion retailers.

- As the mid-market contemporary womenswear sector is saturated, it is difficult for &Other Stories to stand out amongst competitors.

Fig.7. &Other Stories, N.d.

Competitor Review &OtherStories’ competitors include contemporary mid-market fashion and lifestyle retailers, particularly that supply a wide range of contemporary/trend-inspired products to millennial women. Primary and secondary research highlight examples to include; COS (See Appendix D for SWOT Analysis), Reiss (See Appendix D for SWOT Analysis), Jaeger, Arket, H&M, Zara and Anthropologie, amongst others. &OtherStories achieve a competitive edge through maintaining a strong brand identity, and offering a wide product variety that considers their customer’s values and lifestyle. As &OtherStories stocks items from an extensive range of product categories, &OtherStories increases the propensity for customers to purchase from the brand. Self-identifying as a ‘one-stop’ destination, &OtherStories stocks their own products alongside sneakers and beauty from renowned brands, and continue to expand their own offerings, most recently launching a haircare range. &Other Stories vast product width and consistent brand extension into new markets differentiates the brand from its competitors such as COS. COS, another member of the H&M Group, offers affordable fashion with a luxury aesthetic. Despite having a narrower womenswear product width than &OtherStories, COS supply menswear and childrenswear lines, which allow them a wider target market. Though both brands offer similar staples at comparable prices, their brand identities serve as differentiating factors. Unlike &OtherStories’ feminine and understated identity, COS channels their modern, functional aesthetic into creating a more mature and timeless identity achieved through a marginally less casual product offering. Despite COS operating more stores and more online markets (H&M Group, 2020), both brands possess 1.9million Instagram followers. This suggests that despite &OtherStories being a ‘smaller’ and younger brand, it arguably has a stronger digital marketing strategy (see Appendix D).

Another dimension of &OtherStories’ promotions strategy is the segmentation of their target market, offering an exclusive 10% discount to students. With the rising global student population, &OtherStories realise the market opportunity from customers in the lower age segment of their target market. Their significant spending power, combined with the fact they are likely to become well-paid professionals in the coming years (The Telegraph, 2017), suggests they are an important demographic to target for mid-market brands. Brand relationships formed at this stage have the potential to last a lifetime, with student dis-

12

Fig.8. Rathbone, 2020

counts understood to build trust and add value (The Telegraph, 2017).

Acknowledging the lifestyle trends that this cohort engages with is essential to remain competitive in the industry, thus brand extensions into new markets are often necessary. In recent years, many labels including Arket and Freepeople have widened their product offering to include activewear as a result of new consumer preferences for leading active lifestyles.

Brand Positioning Map High Price

Low Quality

High Quality

Low Price

Fig.9. Rathbone, 2020

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Fig.10. Thepintorialist, 2020

Target Customer Fig.11.

Fig.20.

Fig.14.

Fig.13.

Fig.18

Fig.15.

Fig.19.

Fig.17 Fig.12.

16

Fig.16

DEMOGRAPHIC Females 20-35 year olds University educated Creative Self-assured Renter Financially comfortable Employed Relatively conscious and environmentally aware Concerned for their wellbeing Situated in European cities

PSYCHOGRAPHIC Outgoing and social women Live a busy, active lifestyle Enjoy going out with friends and to events Enjoy eating out at restaurants and getting takeaways Try to maintain a balanced lifestyle through exercise and healthy eating Regularly exercise Diverse personal style Shop at more contemporary brands Value product quality over low cost Mildly influenced by trends, however they prefer to adapt the trends to represent a more ‘clean’, understated style.

BEHAVIOURAL Enjoy shopping both in-store and online Majority use an app affiliated with a retailer/brand.

Respond to a range of promotional activity

Table 3: This Study, 2020.

Day in the Life 6:15 :

She wakes up, grabs a clean ingredient cereal bar and heads to her morning workout class.

7:30 :

Once home, she showers, makes a balanced breakfast and gets ready for her day at work, wearing the clothes she had laid out the night before and simple make-up.

8:30 :

She leaves for work in the city and grabs a takeaway coffee on her way. During her lunch break she eats her meal-prepped lunch.

17:30 :

After work she goes grocery shopping at her local organic market and runs other errands.

19:00 :

She goes out for dinner and drinks with a group of her friends.

21:30 : 23:00 :

18

She gets home, lights her candles and watches Netflix whilst browsing online stores.

She picks out her clothes for the next day, does her skincare routine and goes to bed.

Table 4:This Study, 2020.

Fig.21. Yesredplease, 2020.

Consumer Decision Making Process The majority of consumers use digital channels at one point in the customer journey (Lay,2018) and this remains the case with &OtherStories. Considering these consumers are predominantly employed or in high-education (see Appendix Eii), their preference for online shopping possibly stems from a desire for convenience. However, a large number of consumers confessed to shopping in-stores as well as online (see Appendix Ei), and demonstrated interest in pop-up events.This is a result of millennials increasingly seeking interactions with brands to feel a sense of belonging, and because millennial consumers have high expectations for customer experience (Martin, 2019).

Fig.22. Deluvio, 2018.

Awareness and discovery stems from both online touchpoints, including influencer content and online competitions, and physical touchpoints, notably, fashion magazines (see Appendix Eiv).

A number of factors influence consideration and purchase decisions. Firstly, the consumers are relatively price-conscious, preferring ‘trendy’ mid-cost clothing (see Appendix Eiii) and are very responsive to discounts and sales (see Appendix Eiv). For this reason, it can be assumed that delivery charge and ease of returns may also be a factor of consideration. Millennials demonstrate little brand loyalty (Osbourne, 2017), often searching for cheaper substitute products on competitor sites. Third-party product/service reviews also influence millennial purchase intention (MedalliaInstitute, 2016). &OtherStories shoppers are responsive to influencer content discussing products (see Appendix Eiv), hence fashion labels commonly employ this tool to arouse interest from millennials.

At the alternative evaluation stage, attributes such as sustainability, and occasionally product quality affect purchase decisions. Post-purchase, it is common for millennial consumers to interact with the brand online through competitions, and create user-generated content (MedalliaInstitute, 2016).

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MARKETING COMMUNICATIONS PLAN Fig.23. &Other Stories, 2020.

The campaign will introduce the customer to a new athleisure product range, an extension of their current product segment offering. The priority for this campaign is to inform the audience of the new range, enticing the brand’s target consumer and appealing to another segment of their lifestyle. The campaign must fit seamlessly into the brand image and works in conjunction with rest of &Other Stories product ranges.

Marketing Objectives 1.

Introduce new athleisure brand extension into the market for August 2020-January 2021 through a omni-channel marketing campaign, to increase brand loyalty.

2.

Extend brand reach to target both new and existing target audiences.

3.

Increase traffic online and in-stores.

4.

Increase customer engagement and customer-brand relationships.

Communication Objectives

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1.

Create and relase a cross-channel marketing campaign that introduces and educates customers on the new extension range. (MO1)

2.

Reach new and existing customers through owned media channels and print media. (MO2)

3.

Build upon &OtherStories existing social presence and interactions.

(MO2)

4.

Drive customers to stores through unique in-store experiential services, specifically product personalisation. (MO3)

5.

Endorse health and fitness and lifestyle influencers to advertise the the brand extension, increasing engagement and generating ‘buzz’.

(MO4)

Target Audiences Primary Target Audience: Existing &OtherStories millennial, female customers who already engage in exercise and live active lifestyles, and are acquainted with the brand.

Due to the current lack of consumer touchpoints, one of the primary aims of this marketing campaign is to increase consumer engagement, further develop relationships and ultimately increase brand loyalty.

Secondary Target Audience: New potential customers to &OtherStories, who adhere to the socio-demographic of the target market, yet are ‘late-adopters’ of the wellbeing trend.

This segment is potentially harder to entice to the brand but has potential to become loyal customers.

It is important to engage this audience as they may choose to build a relationship with &OtherStories and explore other segments of the brand.

Fig.24. &Other Stories, 2020.

Positioning Strategy As a one-stop destination, &OtherStories must present a wide product range that taps into multiple areas of the consumer’s lifestyle. As the brand enters a new market, it will differentiate itself from high-street retailers, offering a wide range of premium products at an affordable price. To maintain the brand image, &OtherStories Athleisure must be classy and stylish.

High Quality

Narrow Product Range

Wide Product Range

Low Quality

Fig.25. Rathbone, E, 2020.

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Increasing product width whilst still maintaining product quality standards and price points, will shift &OtherStories to a position of greater competitive advantage (see Fig. 25), and the extension will be a diversification for the brand (see Fig.26).

Ansoff’s Matrix

Fig.26. Rathbone, E, 2020.

Communication Mix The campaign will seamlessly support &OtherStories past campaigns that advocate female empowerment and self-confidence, with this campaign conveying a message of strength and determination. The campaign is intended to inspire their target audience to lead an active, balanced lifestyle, be bold and take control. A range of media will be used to promote this message and enlighten target customers to the new athleisure range.

The communication mix must encourage the consumer along the AIDA Concept to take ‘action’ (purchase). A consequence of limited physical presence, &OtherStories largely rely on digital communication channels to gain initial attention, and supplement this with visual merchandising and print advertising. Utilising the channels below will sufficiently cover each marketing objective.

Paid Magazine Advertisement Paid endorsement (Social Media)

Owned Website Newsletter Visual Merchandising

Shared Instagram

Influencers Influencer marketing is an effective tool for influencing millennial buying behaviour and increasing potential customers (Dutta and Sardar, 2020). Influencer marketing may raise awareness of a particular brand or products, increase customer loyalty, drive sales (Launchmetrics, 2019). A combination of micro and macro-influencers should be endorsed. Micro-influencers have a higher rate of engagement with followers and greater influential power, whilst macro-influencers can reach a larger audience and potentially increase the credibility of the brand (FinanceOne, 2019).

Magazine Online and print magazines remain powerful media channels for fashion promotion.

Millennials turn to magazines for both information and entertainment (Loda and Coleman,2010) as it has a deeper impression, which in turn has been seen to drive both instore and online purchases (IWCODirect, N.d.). The magazines’ readership must align with &OtherStories target market, thus, magazines such as Elle or Grazia would be most appropriate (Lea-Greenwood, 2013).

Instagram Social media marketing is an effective channel for fashion brands targeting millennials (Benson, 2018) due to its ability to quickly capture viewer attention and increase interaction (Curiel and Ortiz, 2017). Instagram is &OtherStories primary social media channel, and has the potential to heavily influence consumer behaviour (Dutta and Sardar, 2020) by building relationships, educating consumers, and showcasing products.

Fig.27. &Other Stories, 2018.

Budget Recommendation Due to &OtherStories affiliation with the H&M Group, there is a lack of evidence detailing annual turnover specific to &OtherStories’ UK operations. Net sales for the H&M Group amounted 232,755m SEK in the 2018/2019 financial year, with UK net sales amounting 14897m SEK (1,218,043,489.18gbp on 5 May 2020) (H&M, 2019). As the H&M Group holds 9 brands, if the budget were to be divided evenly and assuming an advertising sales ratio of 2%, it may be determined that &OtherStories annual budget is approximately 2,706,763gbp. As this is a 6-month campaign, it would be expected to budget approximately 1,350,000gbp.

COSTS Magazine Advertisment Glamour Outside Back Cover £22,124 Elle 1 Full colour page in £97,000 = £119,124 PR Event PR Package for Invitees £1500 Food and Drink £1200 Location Rent £600 Decorations £500 Entertainment £300 = £4100 Competitions Yoga Retreat Prize £2000 (Joma, 2014) Paid Endorsement with Influencers Instagram £180,000 Youtube £300,000 = £480,000 Photoshoot for social media and newsletter content (and lookbook) Models (£200 each) £600 Stylist £500 Hair and Makeup £360 (Uniqstudios, 2020) Photographer and Studio £650 (Carlton Photography, 2020) = £2110 Visual Merchandising Assuming 13 UK stores each with a VM budget of £50,000 (covering cost of personalisation bar installation) =£650,000 Total Cost: £1,257,334 (£92,666 under budget)

Fig.28. &Other Stories, 2020.

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Table 5: This Study, 2020.

CREATIVE PLAN Fig.29. &Other Stories, 2020.

Creative Objectives 1.

Raise awareness of the athleisure brand extension through Instagram, fashion magazine advertisements and influencer content (MO1,CO1)

2.

Launch a competition to reward customers and increase engagement (M04,CO3)

3.

Host a pre-launch event with influencers and competition winners to improve relationships with the brand. (MO2,CO3)

4.

Attract new and existing customers to store through an in-store customization service that offers on-site embroidery, heightening customer engagement through experiential shopping (Chiquoine, 2016) (MO3,CO4)

5.

Energetic and playful imagery and visual merchandising to elicit an optimistic customer reaction (Dickinson,2018) (MO2,CO2)

Campaign Theme &OtherStories AW2021 campaign promotes healthy, balanced lifestyles, in keeping with other themes of self-love and self-care that &OtherStories advocates. The creative strategy is to launch a new collection that demonstrates &OtherStories’ support for the customer in every aspect of their day. The campaign will aim to assist customers already immersed in the wellbeing lifestyle, and increase convenience for those who wish to engage in the lifestyle but may have felt discouraged from the current imagery circulating the fitness market or overwhelmed by choice of sportswear.

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Fig.32. WeareTala, 2020.

Fig.30. Wearetala, 2020.

&OtherStories run a regular digital ‘newslett of the new range, generating anticipation. Du fitness goals through sharing stories of fem will also appear on the brand’s Instagram gr ue throughout this campaign. Competitions increase exposure, providing the competitio

The campaign will promote the launch of a new athleisure product range through magazine advertisements, visual merchandising, and other digital marketing strategies including competitions and social media influencers. The campaign will complement &OtherStories’ image and brand mission, as well as that of their consumers values, attitudes and interests. The range will simply be labelled ‘&OtherStories ACTIVE’, and the campaign will be titled ‘Turn the Page’, as this serves as a metaphor for starting anew in your ‘healthy’ lifestyle, and is in keeping with the brand name ‘Stories’.

Promotional material will contain minimalist imagery of the product range, with a mixture of white and bright tones. These stylistic features will support the image of sophistication. Existing customers will be attracted by the promise of quality and style that the brand delivers, and new customers will be drawn in by the desire to join the wellbeing trend.

To achieve the creative objectives, the campaign will increase online interaction with customers alongside improving influencer relations and creating an incentive to shop in-store. A combination of micro and macro-influencers will increase visibility across platforms and positively affect customer perception of &OtherStories. A mixture of fashion bloggers/vloggers and ‘instagrammers’ will be endorsed to ensure exposure across social media. On Instagram, influencers will use the ‘swipe up’ feature when sharing the collection on their stories as this will increase ease of purchase, and ‘tag’ &OtherStories in grid posts about the collection, directing the viewer to the brand.

Magazine advertisements target the appropriate consumer, and fashion magazines “provide even greater value added” through quality photographs on high quality glossy paper (Triple A Learning, N.d.) .To avoid advertising clutter, these advertisements should be clear and succinct, communicating the message quickly without requiring much deliberation from the reader.

ter’ to subscribers. Prior to the launch, the newsletter will inform and ‘tease’ existing customers uring the campaign period, the newsletters will provide information on certain products, inspire male athletes, and share which pieces are most suited to certain activities. Similar promotions rid, where the brand already re-posts earned media content from customers, which will contins will be viewed as a means to reward customers and increase loyalty, but will also be a tool to on instruct ‘friends’ be ‘tagged’ in the comments or the post be shared on their personal ‘story’.

Magazine Adv

Fig.33. Rose, 2020.

ACTIVE

TURN THE PAGE 01/10/20 *UK Market only

30

vertisements

Fig.34. Outdoor Voices, 2019.

ACTIVE

TURN THE PAGE 01/10/20

*UK Market only

NEWSLETTER, MONDAY SEPTEMBER 7, 2020

NEW IN

STORES

CUSTOMER SERVICE

NEWSLETTER, MONDAY

SHOP

NEW IN

STORE

Newsletter

SHOP

Owned

We’ve got something exciting...

Keep your eyes peeled over the coming weeks for sneakpeaks and competitions ready for our next launch! #turnthepage

Competitio

To thank you for support &Other Stories Active, we are g Retreat in Santorini with Click here to

#turnthep

*Flights from London Gatwick Airpor

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Fig.35. Outdoor Voices, 2020.

Fig.36. Tingey, 2019.

Media

Fig.37. Outdoor Voices, 2020.

Y OCTOBER 5, 2020

Turn The Page

Turn The Page ACTIVE

on Time!

ting our new range, giving away a 1 Week Yoga h flights included*! o enter!

page

rt to Santorini National Airport.

Fig.38. &Other Stories, N.d.

Social Media

ES CUSTOMER SERVICE

Influencer Content Instagram @ChessieKingg Grid Post

@ZannaVanDijk Story Post

Arm day COMPLETE!

@ZannaVanDijk Story Tried out the new @andotherstories active leggings and they didn’t disappoint!

Swipe Up AD| Absolutely LOVING my new workout set from @andotherstories! So colourful and supportive I couldn’t help but smile all through this morning’s run! #turnthepage #andotherstories #turnthepage

Fig.39. King,2019.

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Fig.40. VanDijk,2020.

ad

Fig.41. Rathbone,2020.

Try

Youtube

on Haul ACTIVE

Shot: Collage of featured outfits Action: Video thumb-nail of collection items

&OtherStories Active Try-on Haul with Tanya Burr

Joggers: S Sports Bra: M

Shot: Close up of face Action: Greet viewers and inform audience of new range.

Shot: Split screen long product view/mid view of product.

Action: Longline bra on website and Tanya try-on.

Vest Top: M

Shot: Split screen long product view/close up of Tanya Action: Tanya try-on and styling tips.

#TurnThePage @tanyaburr @Tanyaburr @andotherstories

Leggings: S Sports Bra: M

Hoodie: M

Shot: Split screen long product

Shot: Split screen long product

Action: Tanya try-on and ex-

Action: Tanya try-on and Insta-

view/close up of Tanya

planation of product fit.

view/Instagram story of product gram story of product.

All products are linked in the bio xx Shot: Wide shot Action: Tanya Burr and &Other Stories social media handles hyperlinked.

Pre-Launch Event Moodboard Fig.42.

Fig.44.

Fig.43.

Fig.45.

Fig.46.

Fig.55.

Fig.47.

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Fig.48.

Fig.49.

Fig.50.

Fig.52.

Fig.51 Fig.53.

Fig.54.

Turn The Page

ACTIVE

Fig.56.

Fig.57.

MEDIA PLAN

38

Fig.58.

Media Objectives 1.

2.

Reach and engage with existing &OtherStories customers through owned media channels, and capture the attention of new customers through paid promotional channels.

Heavy promotion will occur during the beginning months of the campaign, with frequent promotion taking place across multiple channels simultaneously. Towards the end of the campaign (December/January), promotion will be slowed as the stock moves into ‘sale’.

3.

The message of confidence and wellbeing will pervade all promotional activity, ensuring there is a notion of continuity. This campaign will complement the messages of empowerment and femininity that is customary to &OtherStories.

4.

The geographic scope of the promotions will be UK wide, with the pre-launch event hosted in London, as this is where the stores are most concentrated.

Media Strategy

Media Tools 62

60

61

63

59

The range of promotional tools, specifically the expansion of digital communications, will effectively target new audiences without isolating existing audiences. Regular, low-level communications will be spread out across the campaign to maintain engagement and remind the consumer of the range without being overwhelming. The consumer journey will start in August and September where awareness and interest is generated, and will move to desire and action post-launch. Consumers will react best to communication across online channels and magazines as this is where they search for entertainment.

If this campaign proves successful in increasing sales and traffic in the UK, &OtherStories may consider producing a S/S21 collection and introduce the extension in other international markets. As the brand extension seamlessly fits the brand, it’s continuation will not harm the brand image, only strengthen it.

Promotional Methods Magazine Advertisment

Newsletter

- Outside back cover of of Glamour Magazine and a full page feature in Elle Magazine will be seen by existing and new potential consumers with the appropriate interests.

- Print advertisements will complement the digital advertisements.

- Weekly newsletter will tease launch of products to existing customers and subscribers pre-launch - A newletter will be dedicated for the competition to attend the pre-launch event.

- Newsletters will remind subscribers of the products, offer insights on products, give details on the Black Friday sale and inspirational pictures.

Instagram

Pre-launch event

- #TurnThePage will be used in all related Instagram posts to heighten awareness - &OtherStories brand Instagram will continue to repost images shared by clients - Competitions, product items and behindthe-scenes will be shared in grid posts and in stories.

- Photogenic, ‘instagrammable’ set-up will maximise photo opportunities for invitees.

- Invitees will be gifted a set from the athleisure collection, a yoga mat, trainers stocked on the &OtherStories website and an &OtherStories toiletary bag with a hairbrush, facemask and body mist to showcase other products the brand stocks.

- Pilates class will be held by a fitness influencer - Brunch will be served post-class, with invitees given the opportunities to take pictures and network.

Youtube

Online Competitions

- Influencers will review items in a haul type video, showing their viewers the products.

- Styling videos and try-on hauls will occur to show the products on someone trusted.

-Build relationships with existing customers through ‘exclusivity’ of the first competition - Engage new and existing customers in the second, post-launch competition - Reinforce the message of health and wellbeing through the prize yoga retreat

IGTV - Influencers will post styling videos to IGTV - Fitness influencers will livestream a pilates workout wearing the athleisure.

Table 6: This Study 2020.

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Influencers MICRO @CatMeffan

@GraceSurguy

66

64

@ChloeHayward

@ItsLinaMar

@LifeInTheFashLane

65

68

@NatashaNdlovu

69

67

MACRO

@HollyWilloughby

@FlorencePugh

70

@ChessieKingg

73

@TanyaBurr

71 74

@TheFoodMedic

72

@ZannaVanDijk

75

Campaign Budget

Monthl Schedule

August 1

2

September 3

4

1

2

3

Oct 4

1

Dedicated Social Media Post Magazine Advertisement Monthly Newsletter

Features in Elle and Glamour

Teaser

Announce New Line

Announce Launch

Lookbook Launch (Instagram Stories Launch Event Invite Competition Pre-Launch Event Influencer (endorsed Instagram Content)

Influencer (endorsed Video Content)

Online Competition via Instagram Range available instore and Online Personalisation Bar UK stores/VM Black Friday Discount (in-store and online)

Table 7. This Study, 2020.

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Fig.76. Outdoor Voices, 2019.

Promote Product L

ly Activities November

tober 2

Launch

3

4

1

2

December 3

4

1

Christmas Gift Inspiration

Athleisure Outfit Inspiration

Promote Black Friday Sale

2

3

January 4

1

Announce January Sale

Monthly Spending Promotional Tool

August

September October

November December January

Influencer Activities Social Media Posts

£10,000

Youtube Videos

£100,000

£52,222

£6445

£208,888 £104,444

Magazine Elle

£97,000

Glamour

£22,124

Pre-Launch PR Event Gifts/PR Package

£1500

Food and Drink

£1200

Location Rent

£600

Decorations

£500

Entertainment

£300

Visual Merchandising In-store Visual Merchandising (and personalisation bars)

£650,000

Other: Campaign Photoshoot Models

£600

Stylist

£500

Hair and Makeup

£360

Photographer and Studio

£650

Other: Online Competition TOTAL

£2000 £2,110

Table 8. This Study, 2020.

44

Fig.77. Outdoor Voices, 2019.

£133,224 £958,888

£156,666 £6445

£0

£1,527,333

Appendices APPENDIX A. &Other Stories Brand Prism, Adapted from Kapferer (1986)

APPENDIX B.Brand Identity System, Adapted from Aaker (1996)

Brand as Product 1. Wide product scope 2. In-trend products 3. Medium Quality 4. Fashion and Beauty 5. Fashion conscious females 6. LA, Paris, Stockholm.

Brand as Organisation 7. Consumer concern, development 8. Global organisation (global product influence and global presence)

Functional benefits from clothing design and accessible touchpoints.

Brand as Person 9. Confident, enthusiastic, active.

10. Style advisor, life simplifier!

Self-expressive benefits from wide product variety.

Brand as Symbol 11. Clean, minimalistic, functional 12. Youthful. Routed in three design cultures.

Endorsed by the H&M Group

APPENDIX C.IMC Conceptual Framework, Batra and Keller (2016)

APPENDIX D.Competitor SWOT Analysis COS SWOT Analysis

Reiss SWOT Analysis

46

APPENDIX E.Customer Survey (Primary Customer Research)

i) How customers shop.

ii) Customer occupation.

iii) Influencers of purchase decision

iv) Influential Promotional Activities

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