ASICS Marketing Strategy Report

SPORTSTYLE: INFILTRATING LONDON

N0829119

HEATHER SPENCELEY

WORDS: 3410

IS THE YEAR

I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the conduct of this project.

HEATHER SPENCELEY N0829119

CONTENTS 5

7

INTRODUCTION

MISSION, VISION & VALUES

8

10

13

ASICS' MARKET POSITION

METHODOLOGY

SWOT

14 PESTLE

17

20

27

COMPETITOR ANALYSIS

MARKET INFO

CONSUMER TRENDS

42

40

28

CONCLUSION

YEAR THREE

STRATEGY PLANNING

39

36

34

YEAR TWO

COMMS

YEAR ONE

INTRODUCTION According to LS:N Global’s Future Forecast Report 2020, “Performance, transparency and sustainability are the watchwords for fashion as technological advancements and new models of consumption take hold.”

This report will be exploring the current situation of ASICS' brand extension, SportStyle, and how they can bring their lifestyle success in Paris to the UK market. Historically, ASICS have won consumers through their knowledge and innovation in performance products and have become an extremely reliable pillar in this market. Furthermore, this report will concentrate on ASICS strengths and core competencies to strategise how they can be used to their highest potential gain competitive advantage.

INTRODUCTION

Now, athleisure wear is infiltrating the wardrobes of all consumers in different ways; even later majority brands are interpreting and investing in it. ASICS have established themselves in this market in France, they now need to come up with a strategy to grow in the UK; starting in London.

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GET TO KNOW SPORTSTYLE VISION CREATE WHAT’S NEXT USING INNOVATION AND HERITAGE (SPS GUIDELINES, 2019)

DNA TRADITIONAL CRAFTMANSHIP INNOVATIVE TECHNOLOGY, RICH ARCHIVE JAPANESE HERITAGE (ASICS, 2019)

core VALUES STYLE & TECHNOLOGY (SPS GUIDELINES, 2019)

MISSION PROVIDE VALUABLE PRODUCTS AND SERVICES THROUGH SPORT TO ALL OUR CUSTOMERS FULFIL OUR SOCIAL RESPONSIBILITY AND HELP IMPROVE CONDITIONS FOR COMMUNITIES AROUND THE WORLD SHARE PROFITS BROUGHT BY OUR SOUND SERVICES WITH OUR SHAREHOLDERS, COMMUNITIES AND EMPLOYEES MAINTAIN A SPIRIT OF FREEDOM, FAIRNESS AND DISCIPLINE, RESPECTFUL OF ALL INDIVIDUALS (ASICS, 2019)

Anima Sana In Corpore

Sano

GEL

TECHNOLOGY

japanese

MISSION, VISION & VALUES

usp’s

heritage

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The UK is ASICS 3rd strongest lifestyle market out of the EU big 5. In 2018, ASICS took $94m in sales (£71m). Only 7% of these sales came from sport lifestyle shoes, compared to 28% in France. The French market is ASICS second strongest, yet the percentage difference in sales between lifestyle shoes and running shoes is remarkably lower than the UK.

O nitsuka Tiger 11%

P R ODUCT C AT EGORIES Apparel & E quipment 12% C ore Pe rformance Sports 11%

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SportStyle 10%

Fig 1

MARKET POSITION & CORE COMPETENCY

O thers 12%

Globally, ASICS have a 1.6% share in the athleisure market (ASICS, 2019); which is a 12% increase from 2018. This growth suggests that ASICS SportStyle is beginning to be accepted by consumers as an athleisure brand.

Pe rformance Running 44%

MARKET POSITION

ASICS categorise their sales and products into 6 segments (see fig 1). In 2018, Performance Running performed over four times better than SportStyle in terms of sales, this huge difference indicates that consumers perceive ASICS as a performance brand.

core competencY FUNCTIONAL INNOVATION

The Institute of Sport Science (ISS) consistently research new methods of innovation in the areas of functionality and sustainability of products. The ISS enables ASICS to stay ahead in the field of comfort and practicality but doesn’t give any direction when it comes to style or aesthetic.

METHODOLOGY RESEARCH OBJECTIVES The objective of this research was to gain an understanding of consumers fitness behaviours and patterns and their use of athleisure wear and brands.

This research also aimed to specifically gather perceptions, opinions and awareness of ASICS.

23-27 18-22

AGE

-18

METHODOLOGY

2%

QUANTITATIVE

80% 17% Fig 2

10

The main quantitative method used was a survey (refer to fig 2 and appendix). This helped to gain numerical data about areas such as exercise participation and budgets.

QUALITATIVE Qualitative methods used included a focus group (appendix), which was used to gain an understanding of how ASICS is perceived by the target consumer and what their opinion is on the GELQuantum 360 5.

Secondary research was also used. Reliable sources such as; Mintel, Euromonitor, LS:N Global and WGSN helped identify trends, market information and influenced the recommendations.

ISSUE AND OBSTACLES Issues encountered during this research were that only a small sample (50) responded to the survey despite regular distribution on social media and on 'Survey Circle'. The focus group was conducted early on in the research, therefore questions asked weren't as relevant to the research as they could have been if it was conducted later.

strengths WEAKNESSES • Solid Reputation - 70 years of experience in specialised sport shoes • Adopted experiential retail trend early on (Joseph, 2012) • Achieved successful instore results - “ASICS continued to generate strong results [...] through opening own stores and investing

• Brand perception levels are lower in the UK than in other countries (Joseph, 2012) • Low Market Share – 1.6% of lifestyle market • Very negative performance in women’s wear • Too many products are discounted (ASICS, 2019)

in ASICS branded environments with key

• Products fall short on design (ASICS, 2019)

retailers” (Sports Insight, 2019)

• Recieved criticism for using unrealistic

• Clear and detailed sustainability plan

models in their campaigns (Baram, 2018)

correlates with society’s concern for

• Material wastage

environment and plan

• 80% Trustpilot reviews are categorised as

• Customer retention and loyalty (Website reviews)

‘bad’ due to lack of customer service and advice from ASICS

opportunities threats • “Translate equity they have built up around marathon training into other sports” (Joseph, 2014) • Increase female sales to achieve a more balanced sales split • Exploit digital channels to create more consistent brand • Use customer information to segment consumers as appropriate, allowing SportStyle to carry out personalised marketing • Improve customer service/journey in store and online

• Counterfeit products (ASICS, 2018) • Strong, innovative competitors; Nike has 28.5% of the global lifestyle market • Brand very much associated with performance running

main WEAKNESs

main strength SWOT

main THREAT

main opportunity

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po lit

Changes in Taxes, increases/ decreases

PESTLE

1. Inflation of an economy 2. Changes in supply & demand 3. Exchange rates - ASICS is a Japanese company who work in JYN 4. Fluctuations in pricing varying between countries

l ica

1. Brexit trading policies 2. Consumer protection and e-commerce 3. Pollution regulations

Employment Laws

1. Data protection Act 2. Copyright law 3. Import/ export law 4. Consumer protection Import & Export Law

E CO

14

A G

L

NO

MI CA L

E L

soc ial

1. Cultural trends 2. Population analytics 3. Changing demographics 4. Average disposable income levels 5. Lifestyles (growth of sport/fitness market)

Climate crisis People buying more sustainably because of this

1. Research & Development is a huge part of ASICS businesss

2. warmer weather means ASICS must produce lighter clothes/materials/ shoes

H TEC

NM ENT A

2. New technologies are constantly evolving in this sector (e.g. AR & AI)

ASICS are looking into Technologies to become more efficient (ASICS, 2018)

1. Materials issues: where they can be sourced from, wastage, the processes & expense (must be transparent with this)

N

OL OG

PESTLE

Generational trends (e.g. digital shoppers or sustainable fashion)

L

Education levels consumers are selfeducating from the internet

ICA L

N E

O R I V

15

On trend

behind trend

High performance

low performance

nike

69%

ADIDAS

69%

PUMA

Adidas, Nike, and Puma are the Top 3 ranked competitors in the consideration set.

ASICS didn’t make the consideration set (ASICS, 2019).

46%

Nike (28.5%), Adidas (17.8%), Puma (4.6%) (Global lifestyle market) (ASICS, 2019).

28.5%

COMPETITOR ANALYSIS

CONSIDERATION

17.8%

4.6% 17

performance COMPETITOR Under Armour should not be underestimated as a competitor.

Although, interestingly, their CEO expressed in a 2019 interview (Business Insider) that they are no longer focused on entering the athleisure market, they still have the attention of potential SportStyle consumers.

UNDER ARMOUR

After being criticised by analysts for jumping on the trend too late, UA have now decided on the strategy of sticking to their performance roots. ASICS could take inspiration from the authenticity this exposes from UA; instead of pressuring the themselves to fit the athleisure mould, they have chosen what is right for their brand.

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NIKE

LIFESTYLE COMPETITOR Nike is the largest seller of athletic footwear and apparel in the world (Nike, 2019). Nikes core competency is arguably their ability to build and inspire communities like no other brand on the market; they use this to gain competitive advantage because consumers develop an emotional connection to the brand. This promotes consumer loyalty and retention; achieved through memberships such as Nike Training Club, Run Club and Sneakrs.

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This section explores the changing interpretation of that definition by analysing the drivers and challenges of athleisure as a market.

THE ATHLEISURE MARKET

Athleisure can no longer be considered a ‘trend’, it is now a market of its own. The UK sportswear market is set to grow by 20.9% from 2018, reaching a worth of £6.7bn by 2023. Over those five years the sportswear sector will outperform all other major retail sectors (Global, 2019). Therefore, it is a sector that sport, fashion and lifestyle brands, among many others, should be operating in if they are to remain competitive.

ASICS

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THE EVOLUTION OF ATHLEISURE

Before the athleisure market can be analysed it must first be defined.

The Cambridge Dictionary describe athleisure wear as “a style of clothing that is comfortable and suitable for doing sports, but also fashionable and attractive enough to wear for other activities” (n.d).

As ‘Wellness’ has progressed from a micro to a macro trend, the sportswear market has only advanced. Consumers have more access to information than ever before with the development of the internet; this has caused them to start taking a holistic approach to healthy living.

This wellness movement has given companies in many industries a solid route to connect with consumers and the sportswear market has benefited immensely.

This shows that although mental anxieties are common, attitudes towards mental health are changing positively through generations.

main DRIVER

Younger generations are learning to deal with these troubles in new ways, exercise is becoming a popular coping mechanism. Primary research shows that over 66% of respondents said they regularly exercise because it boosts/improves their mental wellbeing.

The more people exercise, the greater the need for sportswear and in turn the industry only grows.

THE ATHLEISURE MARKET

“In the UK, one in three young people have mental health troubles. […] The next generation will confront negative emotions with radical vulnerability” (LS:N Global, 2019).

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This is beneficial for performance and outdoor brands as consumers will need the correct gear for carrying out sporting activities in the infamous UK weather conditions.

Additionally, consumers are adopting “garments that provide a seamless transition from multiple daily activities” (Euromonitor, 2017) meaning that the average consumer wants garments and shoes which have the capability to take them from a walking trial to shopping centre, whilst still possessing an element of style.

other drivers

Since 2018, there has been a 12% increase in plans to take UK holidays (LS:N Global, 2019).

Consumers are opting for activitybased holidays as an escape from their typical routine. It’s reasonable to believe this is a result of Brexit uncertainty, further impacted by conscious consumerism; consumers want to reduce their carbon footprint with the added benefit of boosting the UK economy.

challenges IN the market

Figures from Sport England show that three quarters (75%) of women stated fear of judgement as a reason to not take part in fitness (Mintel, 2018). Women are only 5% less likely to purchase sportswear than men (Mintel, 2018), so why do one third of females feel they have less choice?

ASICS SportStyle can begin to overcome this hurdle by positively reasserting themselves in the minds of younger generation females.

A third of women currently agree that women’s items are not given as much space in sport stores as men’s (Baram, 2019). It’s unsatisfactory that in 2019, brands are still lacking in their women’s product offer, in the eyes of their female consumer.

“1 in 3 women beleieve that their products dont get enough space in sport stores”

THE ATHLEISURE MARKET: CHALLENGES

This neglection has led to the startup of many female-centric sportswear brands such as NEU Apparel or TALA. These fresh thinking brands have connected with Gen Z and Millennial women on a more personal level, creating communities, which has intensified the competition for established sports brands. Sportinspired clothes are growing to be the norm and gender fluidity is more celebrated; brands have begun to target female consumers with more androgynous styles.

BARAM, 2018

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other challenges MARKET SATURATION

COUNTERFEIT PRODUCTS

With athleisure being so prominent, late majority brands such as M&S are starting to adopt and invest in it. M&S brought out their 150 piece ‘Goodmove’ collection just after the new year; this launch shows that athleisure is a sustainable movement. However, it also shows that the market has become highly competitive and saturated.

Performance brands now face the threat of cheaper counterfeits enticing consumers away from their products. In their 2018 Annual Report, ASICS express the importance of detecting and eliminating counterfeit products made by third parties: “Counterfeit products do more than just hurt our business, they can also damage the health of our customers and undermine trust in the ASICS name. That’s why we are working aggressively to eliminate counterfeit products.”

In 2017, Euromonitor reported that “Due to the rapid growth and increasing consumer demand for sportswear, the competitive landscape is volatile”.

Consumers are spoilt for choice; brands are having to work harder than ever to attract attention and stay relevant. Gaining competitive advantage is also expensive in this area due to early-adopting, adventurous consumers looking for products with both performance tech and fashion combined; requiring more investment in R&D and higher production costs.

THE ATHLEISURE MARKET: CHALLENGES

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“I think seeing art, seeing performance, seeing cultural artefacts and history has a unique way of opening up new views in your mind” KAY LINDHOUT (2019)

THE CULTURE KIDS

Younger generations are also using audio to escape visual stimuli. According to a study by Spotify, “55% of UK consumers aged between 15 and 37 believe there is too much visual stimulation and that audio offers a nice escape.” (Friend & Houghton, 2019) in response to this “podcasts, music and ASMR are providing and antidote to […] attention-squeezing stimuli.” Brands can use these channels as new routes to target this generation.

CONSUMER TRENDS

Gen Z are using traditional arts and culture as a break from social media and superficiality; this generation are finding stimulation in museums and galleries. “British young people are twice as likely (13%) to visit a museum or gallery monthly to destress than older adults.” (Friend & Houghton, 2019); Indicating that Gen Z consumers are looking for more cultural, historical stimulation in their lives. Brands can react to this by using cultural/historical references in their marketing campaigns to connect with consumers.

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asics sportstyle: INFILTRATING LONDON

theTHEconsumer ‘SAVVY SKEPTIC’

INFILTRATING LONDON: THE CONSUMER

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NAME: Liv Blankson LOCATION: London AGE: 24 CHARACTERISTICS: confident, tech savvy, pragmatic, active lifestyle, fun, sarcastic LOVES: Cats, coffee, travelling HATES: Cold weather, slow walkers, single use plastics SHOPS AT: Monki, Depop, Zara, Asos, New Balance, Pull

why the change?

FASHION BAE & ALPHA-LETE ASICS’ consumer muses, Alpha-lete and Fashion Bae are very fashion obsessed consumers who are shopping frequently and staying on trend. These traits are more likely to apply to Nike/Adidas’ consumers, who would for instance coordinate their trainers with a pair of joggers and a puffer jacket. This is not a sustainable style according to reports from WGSN, with trends such as ‘sweet and street’ emerging (Morgan-Petro, 2019).

ASICS want to be more authentic in their marketing, they there for need to target consumers who would appreciate that; rather than trying to poach consumers from such huge competitors, with an extremely loyal following.

ASICS should also target consumers who live an active lifestyle as although SportStyle products are made for lifestyle; they have performance qualities too. Primary research reveals that 60.9% of consumers said they regularly exercise 2-7 days a week with the top reasons for this being to stay physically fit, to boost/improve mental health and for personal enjoyment (appendix).

The ‘Savvy Skeptic’ targets a consumer by the way they shop based on their behaviours and habits, rather than the way they dress.

INFILTRATING LONDON: THE CONSUMER

“A MIX OF SWEET AND STREET ACCESSORIES DROVE NEW-IN GROWTH AT RETAIL FOR S/S 19, WITH CHUNKY TRAINERS AND PRETTY BARRETTES BOTH GROWING DRAMATICALLY YOY” (MORGAN-PETRO, 2019)

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objective Increase ASICS Global Athleisure (footwear) market share by 0.5% by January 2023 (to 2.1%)

1. Decrease gender sales split in lifestyle category by growing (global) female sales from 31.1% to 35% by January 2023.

2. Alter ‘Savvy Skeptics’ perception of ASICS SPS from a performance to a lifestyle* brand by January 2023.

substantiation

KPI’S

Accomplishing objectives 1 & 2 will help ASICS to achieve their corporate objective.

Record athleisure sales quartlerly.

Women make up 35% of the UK lifestyle market (NPD & Brand tracker, 2019), meaning the buyers are there for ASICS to gain. They also grew (global) female lifestyle sales by 2% from 2018-2019, 3.9% is achievable over 3 years.

Continue to measure sales and record the increase/ decrease in womens sales.

Primary and secondary research shows that ASICS don’t have a problem with awareness, they just find it difficult to enter the consideration set.

Re-measure the performance yearly and at the end of the three years measure perception again.

Sales in SportStyle will also be an indicator along with social media engagement.

*would use products when gym and exercise isn’t on their agenda.

(Adapted from Dave Chaffey’s table for ‘aligning objectives with strategy’, 2013).

STRATEGY OBJECTIVES

Corporate objective

NEW MARKETS

EXISTING MARKETS

EXISTING PRODUCTS

NEW PRODUCTS

According to Ansoff’s Matrix (left), ASICS SportStyle should adopt a ‘Market Development’ Strategy.

MARKET PENETRATION

PRODUCT DEVELOPMENT

MARKET DEVELOPMENT

DIVERSIFICATION

Market Development strategies introduce existing products into new markets. SPS will be introducing their existing GEL-Quantum franchise into the athleisure market; using the newest release of the shoe. ASICS overall aim will be to encourage consumers within this new market to use their products for everyday wear; consequently, increasing sales and market share.

PORTERS GENERIC STRATEGIES

ANSOFFS MATRIX

Therefore, Porter’s Matrix suggests that ASICS should adopt a ‘Differentiation’ strategy in order to be competitive. Differentiation strategies consist of adding value to products. It should be noted that ASICS need to offer benefits which will be highly regarded by consumers whilst not being too costly to implement.

BROAD NARROW

ASICS operate in a competitive (broad) market, as identified earlier in this report. ASICS’ competitive advantage is their unique designs and innovative technologies (ASICS Annual report, 2018).

DIFFERENTIATION

COST FOCUS

DIFFERENTIATION FOCUS

COST

DIFFERENTIATION

SCOPE

Porters ‘Generic Strategies Matrix’ (right) puts the scope of the market they are in against the source of their competitive advantage.

COST LEADERSHIP

OBJECTIVES AND STRATEGIC PLANNING

For a company to have a competitive advantage they must either be the lowest cost supplier of that product or have differentiated their product so visibly that they are able to command a higher price.

COMPETITIVE ADVANTAGE

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Firstly, ASICS will continue their rebrand from Tiger to SportStyle by beginning to create a unified front. Using an Omnichannel approach, SPS will concentrate on ensuring their customer experience is seamless across all channels: desktop, mobile, in-store, telephone.

Omnichannel marketing would allow ASICS to efficiently collect and analyse data; from systems such as shopping carts, mailing lists, cookies etc. they can interpret customer behaviour and interests which will help plan future campaigns.

Currently, 80% of ASICS Trustpilot reviews (2019) are categorised ‘bad’ due to lack of customer service. This must be improved as secondary research proved that Gen Z and Millennials trust ‘real people’s’ reviews and tend to do their research before buying.

INFILTRATING LONDON: YEAR 1

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Integrating all channels forms a smoother customer journey. If a consumer then buys the pair of shoes online and decides to exchange them in store; this integrated approach helps to pull the customer information together and provides a smooth process and a happy customer. Resulting in, not only more positive reviews, but ease of purchase.

Omnichannel will also promote customer segmentation, meaning ASICS can target specific consumer groups segmented by age, gender or interests; for example, they can send out an email to male lifestyle consumers promoting the ‘GEL-Quantum 360 5’ in all black – that same consumer group may then see an Instagram advert promoting the same shoe. Creating brand familiarity and visibility with the ‘Savvy Skeptics’. Segmented marketing provides a better ROI due to the consumer groups having an interest in the subject/ product advertised to them.

YEAR ONE: Creating awareness

step 1:

step 2: After ASICS have successfully integrated their existing channels, they will begin utilising RTMs favoured by ‘Savvy Skeptics’; with the aim of increasing brand awareness.

Year one will see the launch of ‘ASICS answers’; a podcast managed by ASICS SportStyle which invites high profile guests and specialists to discuss ‘the questions of life’. This appeals to the inquisitive nature possessed by the target consumer and also creates awareness in a more interactive format.

JAN

Monthly podcast launches

Email marketing campaign

FEB

MAR

APR

Tube ad

Increase social media marketing

MAY

JUN

WHERE? The Green, BOXPARK, Shoreditch WHAT? A day of fitness classes & food WHO? Local micro influencers, women involved in ‘In her shoes’ campaign WHY? ASICS still want to show the versatility of their shoes & its an open area that will gain lots of attention (See appendix for Comms budget information)

The message that will be communicated in the first year will be named ‘In her shoes’; an inclusive campaign celebrating female entrepreneurs and their achievements, headed by known London figures such as Grace Beverley or Krissy Cela.

The aim will be to inspire and connect with young consumers, it will specifically appeal to active young females as they are the market these women attract.

Secondly it will promote the new GEL-Quantum 360 6; both of these figures have connections in the fitness market, therefore they are ideal routes to the target consumer. Campaign will focus on the struggles these women have come across on their journey’s and how it feels to be ‘In their Shoes’.

This will be the first integrated campaign for SportStyle using their omnichannel approach to hit consumers at all touchpoints, new and current; podcast, Insta TV, Youtube etc.

Bus-stop ad Product Launch

Tube ad

JULY

AUG

Print & Media spikes

sept

OCT

NOV

DEC

‘On the Go’ will have data from the account created when joining the app, allowing ASICS to get to know how and where a consumer likes to shop, what their interests are, their shoe size etc. and aiding them in enhancing the consumer experience and market accordingly.

"21% of millennials say they open any app more than 50 times a day."

RILEY PANKO (2018)

YEAR two: Embracing core values

Year two will also see the release of ASICS ‘On the Go’. An app which uses the information gathered from their earlier channel integration.

Among other functions, ‘On the Go’ will incorporate all aspects of their omnichannel strategy in year one by allowing customers to use in store. For example, the potential buyer will be browsing an ASICS store, find a product they are interested in and scan the barcode with their phone. ‘On the Go’ will then bring up a ‘Style Inspo’ guide, showing how the product has been styled by ASICS team of ‘SportStylists’ and then an ‘as seen on’ option; showing how others have styled it on social media. This appeals to the ‘Savvy Skeptics’ pragmatic nature, affirming that a product is versatile enough to enter their wardrobe.

LUSH CASE STUDY in 2018, LUSH began testing their new AR app in their ‘naked’ Milan store. This app scans bath bombs in store and lets users identify product features such as price, scent, ingredients; all attributes that would be listed on their products.

This has meant that LUSH could stop using product packaging in that store.

BIA BEZAMET

(THE CURRENT DAILY, 2018)

ASICS can take inspiration from the sustainable drive behind this app and could eventually incorporate this function into ‘On the Go’ in the future.

INFILTRATING LONDON: YEAR 2

“Lush is hoping to engage with digitally-minded consumers in a way that both satisfies their mobile behaviors as well as their constant need for information on the products they purchase.”

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Firstly, year three of the strategy will focus on approaching current and new retailers. ASICS SPS will approach two of their current retailers; JD and ASOS and negotiate a three-month trial of their newest GEL-Quantum product on their key pages, for example ‘Women’s Trainers’. ASICS are currently only featured on performance-based pages on their retailer’s sites (e.g. running shoes). If ASICS could get their top 3 SPS sellers onto a more prominent page and gain sales, retailers may consider a permanent position and consider them in the future.

When this begins to generate sales, ASICS can use this information to gain new retailers such as Urban Outfitters; a retailer who would be accessible if these products had been approved by the likes of ASOS. Urban Outfitters stock competitors such as Adidas Originals and New Balance; both of whom offer a vintage style of product, much like ASICS SPS. INFILTRATING LONDON: YEAR 3

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YEAR three: retail POSITIONING

step 1:

"Opening a new store can increase traffic to a retailer’s website from the surrounding area by more than 50% (...) brands with fewer than 30 stores receive the most impact, with boosts of up to 84% traffic" STOTT & WALKER (LS:N, 2018)

step 2:

By 2023, ASICS SportStyle will have gained the attention of their target market in London. This familiarity means they can open an ASICS ‘local’ store in Shoreditch stocking only SportStyle products, although other products can be ordered for collection into store as not to limit the sales potential. Very few products will be displayed, similar to how designer brands exhibit their products in Selfridges; there will be a history of the company and a description of the idea behind each shoe on the wall. The store concept is inspired by a gallery or museum; very fresh and simple whilst incorporating the SportStyle colours and an injection of Japanese heritage.

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conclusion To conclude, look back at what LS:N Global quoted in their Future Forecast Report 2020, “Performance, transparency and sustainability are the watchwords for fashion as technological advancements and new models of consumption take hold.”

Known internally to the brand as 'Infiltrating London'; this strategy is predicted to be achievable through the use of KPI's and primary and secondary research into the ideas suggested.

INTRODUCTION

This strategy incorporates all three of these watchwords; it doesn't allow ASICS to lose their roots of performance by still concentrating on the fitness industry to help ASICS grow their brand, it communicates transparency through the use of real people and their stories in their 'In her Shoes' campaign. Lastly it considers ASICS sustainability plans throughout and leaves spaces for them to build and incorporate this further into their brand.

In the future, ASICS can use the foundations laid in these three years to grow into other large UK cities such as Manchester, Liverpool and Newcastle.

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