Gymshark Marketing and Communication Plan NTU FMB

MARKETING AND COMMUNICATION PLAN

ROSE TOVELL N0726194

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Rose Tovell N0726294 Live Project Strategy Report Word count: 4013

01

CONTENTS 03

Introduction

05

Methodology

08

09

10

11

12

13

15

19

20

25

27

29

30

31

37 39

41

PART 1: WHERE IS THE BRAND NOW?

Year One Year Two Year Three

48 PART 3: HOW WILL THE BRAND GET THERE?

Communication Overview 49

January 2019 50

March 2019 51

April 2019 52

July 2019 53

September 2019 55

December 2019 57

Key Finances 59

Measure & Review 60

Brand Overview Brand Health Social Media Consumer Segmentation Marketing Mix Market Overview USP & Core Competencies Competitor Analysis Consumer Insights PEST Analysis Macro Trends Micro Trends SWOT Analysis

34 PART 2: WHERE SHOULD THE BRAND GO?

Brand Vision 35

SMART Objectives 36

02

62

Conclusion

63

Appendix

72

Illustrations

78

References

82

Bibliography

INTRODUCTION

This report will aim to carry out an in-depth situational analysis of the fitness apparel and accessories brand, Gymshark, leading to the development of a detailed three-year marketing strategy, as well as a one-year tactical communication plan.

Beginning by examining the brand’s current position in the UK and global markets, the report will then continue to show how Gymshark can enhance their brand and this position as a result of the proposed strategy.

03

Through thorough investigation of both Gymshark’s core consumer and the brand’s competitors, as well as research into current and upcoming trends, this report will conclude with a comprehensive communication strategy of how Gymshark can proceed to further expand.

04

METHODOLOGY RESEARCH OBJECTIVES • Measure brand awareness, usage and perceptions.

• Use a combination of primary and secondary research in order to methodically analyse Gymshark through the use of marketing models.

• Examine how Gymshark can use their strong positioning in the 16-25 year old fitness market to maximise their potential.

• Identify possible areas of growth for the brand and explore how these can be communicated to each of their consumer segments.

PRIMARY RESEARCH

SECONDARY RESEARCH

• Created an online questionnaire (Appendix 1), shared with family and friends over social media platforms like Facebook and Instagram.

• Online reports from databases such as Mintel, LS:N Global and Euromonitor to understand the markets Gymshark operate in as well as macro and micro trends.

• The survey received 100 responses, helping to draw conclusions surrounding brand awareness, usage and perceptions.

• Journal and newspaper articles.

• Focus group of 6 18-25 year olds (Appendix 2) to gather qualitative data, informing the strategy.

• Discussion with Ben Francis and other members of the Gymshark team at their HQ.

05

• Studying Gymshark’s and their competitors’ social media platforms, including Instagram, Twitter, YouTube and Facebook, to understand their digital marketing strategy.

06

07

08

BRAND OVERVIEW

“

Gymshark is a fitness apparel and accessories brand, manufacturer and online retailer based in the United Kingdom. (Gymshark, 2018)

Target males and females aged 16-25.

”

Since the beginning in 2012, Gymshark has experienced rapid growth, being named “Britain’s fastest growing company in 2016” (The Sunday Times Fast Track, 2016). The company, first founded by Ben Francis, grew by 200%+ year on year with turnover predicted to reach £100m for the year 2018 (Nguyen, 2018).

Targeting specifically 16-25 year olds with an interest in fitness, the brand has successfully used influencer marketing to build a community of ambassadors and consumers who aspire to be part of the Gymshark culture.

The brand is now supported by customers from over 170 countries worldwide as well as having millions of highly engaged social media followers across a number of platforms (Gymshark, 2018). Gymshark’s core values, which are shared amongst all employees, are progression, vision and family. These values are present in everything the brand does both internally and externally.

Britain’s 2016

fastest growing company.

(The Sunday Times Fast Track, 2016)

Turnover for 2018 predicted to reach £100m up from £41m in 2017.

(Nguyen, 2018)

09

BRAND HEALTH The primary research online questionnaire was used to carry out a brand health audit - the results show a percentage out of the 100 respondents who completed the survey. 69% of the respondents were aged 18-24, which is the demographic of Gymshark’s core consumer.

Have

of Gyms ha r

Although Gymshark are doing well financially, in order to maintain the growth they are currently experiencing, the brand also need to ensure they have a high brand awareness.

Results from the quantitative survey show that 88% of participants have heard of Gymshark, which is reasonably high for only being founded 7 years ago and having no physical stores.

yo u

Ye s

No

ard he

AWARENESS

k?

Have No

Yes ,

yo u

o

purchased er f ro ev n Yes, 1 /2 fte

However, only 53% of the respondents have purchased from Gymshark, meaning that 35% of people are aware of the brand but have never bought anything from there. 23% of these are regular customers (purchased more than twice), implying the brand could build a better relationship with their consumers. 71% answered that they are most likely to purchase fitness clothing online, with 2% of these actually tending to purchase through social media.

Gymshark currently operates online and via social media platforms showing that for the demographic they target, this is an effective strategy.

tim

mshark?

Gy es

PERCEPTIONS

m

USAGE

y

p at Gym sho sh Qua li

am

k? ar ty

e

le Fit

N

10

Sty

er

ou

When asked how Gymshark would be rated as a brand out of 5, the average response was 3.78, with the most frequent answer being 4 out of 5. The survey shows 49% shop at Gymshark for the style/ design of the products, 34% for quality and 29% for the fit. These are the most common answers from the questionnaire and are all qualities Gymshark considers their innovative performance wear to have.

Ot h

Why do

SOCIAL MEDIA 4.8m

201k

1.5m

190k

It is evident by conducting an audit of Gymshark’s social media that the brand has a strong presence on most platforms. On Instagram, Gymshark have a total of 4.8 million followers across the three accounts with 2.7 million of these on their main account; this is similar to a competitor, Lululemon, who have 2.8 million followers. The focus group shows that 5 out of 6 (83%) 18-24 year olds follow Gymshark on social media, with Instagram being the most popular platform. Furthermore, “97% of UK 18-24 year olds use YouTube” (Battisby, 2018) – Gymshark currently have just over 200,000 subscribers on the platform, so could work on building this base. In addition, the brand has an advantage over competitors due to the use of influencers showcasing and giving reviews of the Gymshark products on their personal YouTube channels, leading to referrals to the Gymshark website.

11.8%

of website traffic is referred from social media platforms.

(SimilarWeb, 2018)

6% 9%

5%

58% 18%

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CONSUMER SEGMENTATION DEMOGRAPHIC

BEHAVIOURAL

• Gymshark’s key consumers live in both rural and urban areas, usually in or within 15 miles of city centres.

• The target consumer is both male and female millennials aged between 16-25 years old.

• Gymshark customers may not purchase from the brand regularly but have a high readiness to.

• Consumers interests include going to the gym or completing at-home workouts due to wanting to lead a healthier lifestyle.

• However, due to online shipping being available throughout the UK as well as to several international countries, it is difficult to determine the principle geographic.

• Tend to be well educated or in well paid professions.

• The typical consumer seeks high-quality products over lowcost.

• They are someone who maintains a balance between work and family and friends.

• Tech-savvy and digitally connected.

• Often confident or seeking confidence.

GEOGRAPHIC

PSYCHOGRAPHIC

• Value the opinions and recommendations of people they are inspired by e.g. social media influencers.

• Most traffic is generated from the US, UK, Canada, Australia and Germany (SimilarWeb, 2018).

• Trend-driven, interested in fashion.

• Are ambitious, social, determined and creative.

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MARKETING MIX PRICE • Mid-range, £15-£80 • Free UK standard delivery on orders over £35, free UK next day delivery on orders over £50 • International shipping costs vary

PRODUCT

PLACE

• Fitness apparel and accessories for males and females • Seamless materials, functional performance wear

• Only available from Gymshark website (B2C) • Affiliate links on social media • International distribution • HQ in Solihull, Birmingham

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PROMOTION

PACKAGING

• Pop-up stores in major cities such as LA, Paris, London and Melbourne • Black Friday ‘Blackout’/ birthday sale • Student discount • Gymshark athletes

• Simplistic design with logo clearly on front • Each individual item packaged separately • Easy to reuse in need of return

PEOPLE

PYHSICAL

• Around 150 employees, supported by 7 team leaders.

• Gymshark online community - over 60 major and minor fitness social media influencers

• No physical stores • User-friendly website where customers are able to view products, read reviews, select required size/ colour and purchase.

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MARKET OVERVIEW (Statista, 2019)

as

Oth

er

(Passport, 2017) Nike

Total Revenue of the Global Sports Apparel Market from 2012 to 2024

id Ad

Nike and Adidas remain strong market leaders with 21% and 15%.

“

The global value sales of sportswear grew by 4% in 2017, benefiting from more consumers exercising, and the desire to project an image of health on social media.

(Passport, 2018)

Statista (2019) estimates the global sports apparel market will generate around $181b in revenue in the year of 2019.

”

$365b $87b $278b

According to research by Euromonitor (2017), the global sportswear market was worth $278b in 2014 and is expected to reach $365b in 2020 – an increase of $87b over a 6-year period.

‘14 15

‘20

Global Fitness Apparel Market Size (Passport, 2017)

“

Estimated Market Size Development of the Wellness and Fitness Segment in the UK from 2010 to 2020 (Statista, 2019)

The market size of the wellness and fitness segment in the United Kingdom has been growing steadily and is estimated to reach £22.8b by 2020.

(Statista, 2019)

The fitness industry grew to approximately 200,000 clubs globally in 2018, serving 162 million members.

(Wellness Creative Co., 2018)

” 16

Secondary research has shown that both the fitness wear/ sportswear market and the health and wellness market are in a stable position for brand expansion.

Both markets are continuing to incline as they have done in previous years and are expected to continue experiencing growth in years to come. The Gymshark team stated in an interview that they were unaware of their market share – it is appreciated that they are thriving as a business and will remain to work hard in order to succeed. In the competitive environment, Gymshark can use experiential marketing to stand out; Smith and Hanover (2015) suggest this technique can “turn prospects into aware customers who understand the brand, have interest in the products, and actually make purchases.�

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USP & CORE COMPETENCIES

“

Steve Hewitt, CEO of Gymshark, says the brand’s USP is that they are

able to be agile, and create and produce new products within 8-10 weeks. (Christie, 2018)

”

Gymshark pride themselves in being responsive to their customer needs by being extremely good at knowing exactly what they require and when.

Having a clear, distinctive brand proposition that focuses solely on a closely-defined customer group allows the brand to remain one step ahead of the competition.

The core competencies of Gymshark include being disruptive and fearless in the industry due to not being afraid to experiment with new ideas; the culture, energy and youth surrounding the brand inspires consumers to want to be part of the aspirational community. Also, encouraging active participation and cooperation within the team is a core competency of Gymshark as Ben Francis (2018) believes “hiring valuable and inspiring employees is the most important thing for success.”

Gymshark has an advantage against competitors due to the exceptional quality and style of their clothing, as well as being supported by around 60 powerful social media influencers – a recent study by ClickZ (2019) found that 22% of 18-34 year olds made a large purchase after seeing an online influencer endorsing the item.

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COMPETITOR ANALYSIS Premium

Younger

More mature

Affordable 20

The three main primary competitors of Gymshark are Lululemon, Adidas and Nike. This is due to them having a relatively similar product offering with similar marketing approaches.

However, all of the brands target a different consumer demographic; some looking for top performance wear and some searching for more fashionable athleisurewear for lifestyle purposes. Gymshark targets specifically millennials with an interest in fitness – the products are designed to deliver results with breathability features and supportive fabrics. However, as learned in the focus group, due to the comfortable and flattering design of the clothing, it is also occasionally worn for purposes other than fitness.

LULULEMON USP Yoga apparel to encourage people to live long, healthy and fun lives.

PRICE Premium price range, £40-£150.

TARGET CONSUMER

VISION To create a community where people can learn and discuss the physical aspects of healthy living, mindfulness and living a life of possibility (Lululemon, 2019).

Urban upper-middle class individuals, health cautious males and females aged 18-35.

PROMOTION

PLACE

In-store sessions that promote healthy-living, community-focused yoga events, ‘Lululemon manifesto’ to get people to maintain a healthy lifestyle, brand ambassadors.

Exclusively in Lululemon retail stores and online website, 404 stores, international shipping.

PRODUCT Yoga and athletic wear, functionality fabrics, accessories range.

SOCIAL MEDIA Initiates conversations and creates communities for like-minded individuals where they feel they belong.

Instagram, Facebook, Twitter, YouTube.

Lululemon and Gymshark portray many similarities including their social media approaches and the use of ambassadors, however Lululemon’s brand focuses around encouraging people to live a healthy life, whereas Gymshark’s is more to do with encouraging confidence and self-esteem. The product portfolio for both brands is similar, though the price points are much more varied, with Gymshark’s most expensive pair of leggings being £50 and Lululemon’s being £150. Both companies sell their products direct to consumer and not through third-parties, which adds a sense of exclusivity and authenticity to the brands. Their social media approaches are comparable due to the tone of voice used and the platforms they primarily operate on – however, Gymshark additionally have a blog called Gymshark Central, giving them more opportunity to engage and interact with their customers and followers.

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ADIDAS USP World renowned company for sports equipment, clothing and other accessories.

VISION

TARGET CONSUMER

To be the innovation and design leaders who seek to help athletes of all skill levels achieve peak performance with every product we bring to market (Adidas, 2019).

Young men, women and children who have passion for fitness and sports.

PROMOTION

PLACE PRICE Mid-high price range, £30-£150.

Available around the globe through various distribution channels, online website, thirdparty retailers such as Asos, JD Sports, Amazon.

360 branding strategy covering all aspects of media and communication commercial campaigns on TV, print, online, billboards etc.

PRODUCT Performance clothing for various sports, athleisure and streetwear, footwear for functionality and fashion.

SOCIAL MEDIA Cross promotion integrate their social channels into their existing channels, used to generate awareness, not to sell. Instagram, Facebook, Twitter, YouTube, Blog.

Adidas target 13-40 year olds, which is a much broader age range than Gymshark. Being a sportswear brand, as opposed to solely fitness means their target consumer is less specific and the product range is more varied. Adidas is also known for its footwear collection, which Gymshark currently do not have - this generates a significant profit for Adidas, giving them an advantage in the market. Gymshark’s marketing strategy is very social media orientated compared to Adidas’s who also covers aspects of traditional marketing. This means that it is easier for Gymshark to measure the success of campaigns through marketing analytics and can easily make changes to campaigns to maximise and optimise ROI. 24

CONSUMER INSIGHTS “There is scope for brands and retailers to reward consumers for improving their fitness, which may be an appealing incentive to some.”

“Fuelled by the casualisation of dress codes and the growing consumer focus on wellness, athletic wear is becoming part of the everyday wardrobe around the world.”

(Mintel, 2018)

(Passport, 2018)

Primary research shows 71% out of 100 respondents are more likely to buy fitness apparel via an online website or social media than in store.

“64% agree that it is worth spending more on quality clothing that will last.”

(Mintel, 2018)

“Through social media, consumers are becoming increasingly aware of the benefits of exercising but are also keen to project an image of health, which is promoting demand for stylish and sporty apparel.”

“As connected consumers are disregarding the conventions of traditional retail, fashion and sportswear brands seek to grow experiential shopping to attract consumers’ attention.”

(Passport, 2018)

(Passport, 2018)

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PEST ANALYSIS •

Although consumers are apprehensive about the future of Brexit, this is not directly affecting consumer spending currently (Mintel, 2018), therefore Gymshark are still achieving their predicted sales targets each year.

POLITICAL •

68% of consumers are concerned about the future of the UK economy due to Brexit negotiations (Mintel, 2017).

•

Conversely, they may need to prepare for a percentage drop in sales over the forthcoming years, depending on the direction of Brexit.

•

In the long-term, retailers may face controls over sales to EU countries.

•

The brand could also consider creating a base within the EU to combat new trade agreements and raised tariffs as a result of Brexit.

•

This suggests consumers now have an enlarged disposable income to spend on more luxury items as opposed to necessities, such as fitness wear.

•

This will therefore benefit Gymshark as profits would tend to increase in alignment with an increase in income.

ECONOMICAL •

28% of people say that they were in better financial shape in February 2018 than they were a year ago (Mintel, 2018).

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SOCIAL •

40% of 13-34 year olds in the UK say they are more likely to consider buying a product their favourite online celebrities recommend (Ypulse, 2017).

•

Improvements in healthcare and lifestyles have led to an ageing population.

•

As aforementioned, Gymshark already use an influencer marketing programme, which helped elevate their brand when it first originated.

•

However, this approach may become derivative for some consumers due to it being overused, so Gymshark need to ensure that their influencers continue to post motivating content.

•

An ageing population possibly implies there is an opportunity for Gymshark to target older generations, however their marketing approach is so tailored to 16-25 year olds, this would mean the whole company would need to consider rebranding.

•

Gymshark would begin to achieve omni-channel retailing by opening a physical store and integrating it with the online channel through services such as click and collect and free in-store returns.

TECHNOLOGICAL •

There is a growing importance of omni-channel retail (Mintel, 2017).

•

•

Augmented and virtual reality is an upcoming trend as identified by LS:N Global (2018) – this includes both online and inside stores.

In addition, by creating an app, Gymshark could completely integrate all channels, making the business omni-channel.

•

AR and VR peaks among young male shoppers (37%) who tend to be the most familiar with the technology due to its use in gaming.

•

This could result in an opportunity for Gymshark to increase their menswear sales as they are currently in decline compared to womenswear.

Looking at the PEST analysis, it is clear to see that the political landscape is tough, with Brexit shaking consumer confidence.

Nonetheless, as signified by consumer expenditure rising, spending still continues. In addition, the social landscape is transforming rapidly - for example, with the rise of social media, consumers are inspired largely by their favourite influencers when making purchases - something that Gymshark already takes advantage of but must ensure to keep fresh and authentic. Similarly, they must ensure they are keeping up with fast-paced technology - the growing importance of a seamless shopping experience requires Gymshark to create a compelling and connected journey.

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MACRO TRENDS A selection of key macro trends from Euromonitor (2017) have been identified in order to inform the three-year marketing strategy – the focus of each year will be on one of the trends.

PERSONALISATION According to WGSN (2018), “consumers are increasingly seeking ways to express their individuality, with the demand for personalised items continuing to grow.” Gymshark can interpret this trend into their website, products and marketing approach in order to create a more personal relationship with consumers and respond to their needs.

HEALTHY LIVING Healthy lifestyle habits are becoming the normal way of life for millennials as concerns over obesity and the desire to look physically fit continues to rise. Being a fitness clothing brand, this is a trend that greatly affects Gymshark. Euromonitor (2017) also states this trend adopts mental wellbeing – the brand addresses this well by encouraging consumers to feel confident and use exercise as a way to improve mentality.

EXPERIENCE MORE Euromonitor (2017) explains this trend includes creating more intimate experiences with consumers, providing a seamless shopping environment whether online or in-store and personalising their offering. These are all potential expansion points for Gymshark that will be explored three-year marketing plan.

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“ “ “

Consumers appreciate products that are tailored to their individual needs and bring a personal touch.

(BoF, 2018)

” ”

Research suggests that members of Generation Z are the most healthconscious consumer demographic.

(LS:N Global 2016)

Retailers can bring fitness and fashion together through in-store innovations. This will not only promote healthy living but will also satisfy the consumer craving for experiences.

(Mintel, 2018)

MICRO TRENDS

(LS:N Global, 2018)

CLICK AND CONNECT

DIGITAL FIT “By creating a lifelike digital rendering of a consumer through size measurements and 3D body-scanning, brands could offer not just a more accurate retail experience, but one that is more personalised and engaging.”

“With 40% of global shoppers now preferring to purchase clothing and footwear online, brands can explore new ways to push the buying power of these in phygital stores.”

AUGMENTED REALITY “As augmented and virtual reality continues to grow towards an expected market value of £80.3 billion by 2021, there is an opportunity for brands using the technology to facilitate enhanced customisation and try-beforeyou-buy experiences.”

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STRENGTHS

WEAKNESSES

•

Financially performing well – turnover increased by £59 million between 2017 and 2018.

•

•

Reasonably high brand awareness (millennial demographic) due to social media marketing.

Menswear sales are declining – previously sales figures showed 80% mens, 20% womens but now it is 20% mens, 80% womens (Francis, 2018).

•

•

Operates successfully across 170 countries.

•

Selling to no third-party retailers means that changes can be made in a much shorter period of time compared to consumers.

Not having a permanent physical space means it is often difficult to fully connect with consumers through an omni-channel approach.

•

Some people believe influencer marketing seems fake and unauthentic.

OPPORTUNITIES

THREATS

•

Incorporate personalisation features into the website and products to allow consumers to create experiences with the brand.

•

Alternative fitness apparel brands evolving with similar products at slightly lower prices.

•

Use the healthy living trend to inspire product development.

•

•

Open an experiential physical space.

More established brands such as Nike and Adidas have an increased opportunity to create more interactive marketing campaigns to increase their awareness further.

•

Grow and expand into international markets – revise websites in each country to make them culture specific.

•

Concerns over Brexit may cause consumers to reduce the amount of money they are spending.

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SWOT ANALYSIS Although Gymshark is currently operating successfully, they need to consider their weaknesses and threats in order to build the strongest brand possible. These issues and challenges can be converted into opportunities and used as a foundation of development to enhance the brand. Main strategy ideas include: • Using personalisation techniques and experiential marketing to make consumers more aware of the brand in general and connect with them more effectively.

• Considering product development in order to re-engage customers and increase brand heat.

• Opening a physical space to become an omni-channel retailer where consumers can create experiences and trial products.

• Optimising international markets by appropriately selling to current and potential consumers due to the global market value for fitness apparel being projected to continue increasing – as said by Steve Hewitt, the brand needs to become “more local on a global level” (Drapers, 2018).

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BRAND VISION Gymshark’s long-term vision is to become:

The number one global fitness wear and accessories brand.

Their slogan, be a visionary, suggests this aspiration will become a reality through determination, creativity and insightfulness.

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SMART OBJECTIVES To increase womenswear and menswear sales by an extra ÂŁ5m than the previous year by December 2019.

To increase conversion rate on the Gymshark website by 15%

by December 2019.

To gain 5% more of the global fitness accessories market by December 2020.

YEAR 1

YEAR 2 YEAR 3

To make Gymshark the preferred fitness apparel brand for 16-25 year old males and females in the UK and US by December 2021.

To increase worldwide sales of fitness accessories by $200,000 more than the previous year by December 2020.

To increase total international sales by 20% by December 2021.

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To gain 6% of the global fitness apparel market for both menswear and womenswear by December 2020.

YEAR ONE

“

PERSONALISATION & BRAND LOYALTY

Personalisation will enhance the customer experience and in turn set a brand apart from the competition, increase sales and enhance loyalty.

(Barton, 2018)

”

61% of women aged 16-34 have returned clothes because they do

The first year of the strategy will focus on utilising personalisation techniques to augment the brand-consumer relationship and increase brand loyalty. Personalisation can be adopted in a variety of ways; however, “consumers are now demanding more than just a personalised email” (Gilliland, 2018) and expect personalisation to be combined with experiences that will make them resonate with the brand. This will help increase engagement with consumers and consequently, increase sales, linking back to the identified SMART objectives.

62% of online shoppers have chosen, recommended or paid more for a brand that provides a personalised service or experience.

(LS:N Global, 2017)

not fit well.

(Mintel, 2018)

Existing customers tend to spend 67% more than new customers do.

(Miller, 2017)

A personalisation feature - Fit Assist will launch onto the Gymshark website, powered by Fit Analytics. This gives the customer size recommendations based on previous purchases and returns. Some brands have recently been incorporating elements similar to this into their websites, such as ASOS, with the aim to make “consumers’ lives easier by giving them the confidence to shop, and minimising the risk of disappointment when their parcel arrives” (365 Retail, 2018). When Alpha Industries worked with Fit Analytics to personalise their website, they found conversion rate increased by 5.7% (Fit Analytics, 2019), showing the feature is likely to have a similar outcome for Gymshark.

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Fit Assist example

Gymshark will introduce Fit Assist by encouraging new users to answer two questions about their height and weight to build a personal profile and use machine learning to analyse previous purchase and returns data. There will also be an option to answer additional questions regarding their body shape and size preferences to get a more precise fit if requested. This will reduce the risks and costs associated with returns for the brand.

Additionally, the year will aim to increase loyalty between the brand and consumers by being engaging and interactive. According to Miller (2017), “it costs around 5 to 25 times more to gain a new customer than to keep an existing one.” Customers can be encouraged to come back to the business by becoming part of customer loyalty programs to add value.

Gymshark will introduce a loyalty scheme for regular customers, where they can pay an annual fee of £20 and in return get free next day delivery for the year, as well as a personalised 20% off discount code on their birthday and the ability to pre-order new stock releases up to 2 days early. (Autry, 2018) found that “consumers spend 37% more with brands when they are a loyalty program member, so this will generate profitable benefits for the brand.

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1-4 Months Fit Assist launch

5-8 Months Promotion of personalisation through a pop-up

9-12 Months Launch loyalty scheme

YEAR TWO

“

PRODUCT DEVELOPMENT

The demand for fitness accessories is boosted by the young generation who are driven by the inspiration to look good and use appropriate exercise and fitness accessories to do so.

(Transparency Market Research, 2016)

”

The second year will surround a product development – this will be a collection of gym accessories as well as home workout equipment. To align with the growth the fitness industry is expecting to experience in upcoming years, a Gymshark-branded range of gym accessories, including resistance bands, barbell pads and ankle straps, will be seamlessly suited to the demographic the brand currently targets. Research has shown that both the healthy living trend and the wellness and fitness market are set to continue rising, so there is an opportunity for Gymshark to saturate this market further.

Also, in order to encourage those who are unable to have access to a gym membership but want to adopt a healthy lifestyle, Gymshark will launch a range of home workout accessories including exercise mats, dumbbells and weighted plates. This strategy is part of product development within Ansoff’s Matrix.

The accessories will all be made out of high-quality materials to maintain consistency throughout the apparel and accessories lines and will be available to personalise, linking to year one. It will also be a necessity to incorporate the logo into products as in the survey, 27% of respondents admitted to purchasing from Gymshark purely for the brand name. A social media campaign with the athletes and a possible collaboration would be considered in order to create as much attention as possible surrounding the launch.

Existing Market

New Product

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Product Development

Dumbbells example

1-4 Months Social media campaign

5-8 Months Launch gym accessories range

9-12 Months Launch at home workout range

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YEAR THREE

“

PHYSICAL SPACE & INTERNATIONAL MARKETS

As connected consumers disregard the conventions of traditional retail, and experience becomes the new social currency, sportswear brands can embrace digitalisation and the need to offer a consistent and seamless experience.

(Passport, 2018) With the growth Gymshark have experienced and will continue to experience over the next two years, there will be an opportunity by the third year of the strategy for the brand to shift from online to offline. Steven Dennis, president of SageBerry Consulting, states “In most cases, physical stores are superior to those of e-commerce. We know that the combination of digital and physical is most often what customers want most” (LS:N Global, 2018). This shows that by opening a store which combines physical touchpoints and digital technology, the brand will be able to yield the best financial results possible.

”

The permanent store will be interactive and engaging for consumers, featuring digital personalisation techniques such as 3D body scanning – an expansion of the first year. There will also be a space to trial the accessories range launched in year two in a gym-like environment to encourage customers to purchase after sampling the products in action. It is essential for the store to be an experiential space as 37% of surveyed respondents said they would consider a Gymshark physical space to be somewhere they are able to have experiences with both the brand and products. An example of this could be touchscreen mirrors - 28% of young millennials aged 18-27 would like to see these in their ideal clothing stores (Mintel, 2018).

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3D body scanner for specific digital measurements.

Gym studio area to trial new accessories range launched in year two.

Touchscreen mirrors in fitting room for interactive personalisation.

Womens/ menswear product collections

Checkout area for customers making purchases.

Eye catching window display of best sellers.

‘Personalisation Station’ for consumers to create own designs from a range of styles, materials and colours.

Click and Collect desk for online orders to be collected instore omni-channel retailling.

Customer services to make online and in-store returns.

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Recent product launch (accessories).

Due to the US generating most of Gymshark’s online traffic with almost 30% (SimilarWeb, 2018), the store would be located in Los Angeles, California. A Gymshark pop-up event was held in LA at the beginning of 2018 which was a huge success for the brand, suggesting there is scope for a profitable store to be launched here. To increase footfall, the specific location will be along the coast in Santa Monica due to being a popular city and close to Muscle Beach, therefore attracting those with an interest in fitness.

1-4 Months Promotion towards physical store

5-8 Months Launch experiential store

The main social media influencers involved in the build-up and opening event of the store would be Whitney Simmons, Karina Elle, Meggan Grubb, Steve Cook and Nick Cheadle as these all attract a variety of audiences. To reflect the brand values, motivational phrases will be placed appropriately around the store, similar to the design of GSHQ. The brand will create a seamless relationship between the online and offline businesses through the use of click and collect services and ensuring touchpoints and visuals for both channels remain consistent.

9-12 Months Refine and grow in international markets

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Existing Market

Existing Product

Market Penetration

New Market

Also, in the third year, the objective will be to refine, grow and expand into international markets. This will be done in the final quarter of the year after the launch of the physical store due to higher brand heat and awareness. As well as aiming to amplify brand usage and positioning in the Scandinavian countries as according to Gymshark (2018), there is an extensive market here, the strategy will also aim to develop the websites for specific countries so that they are culture focussed. Previously, Gymshark were retailing puffer jackets in Australia in their summer months which is an issue that could have been resolved through a culturally specific website. Also, the brand needs to consider where they are marketing their promotional activities to maximise profit – for example they could partake in Singles Day in China. Additionally, Steve Hewitt states that “globally, Black Friday is the biggest retail event of the year.

But it’s not celebrated in France. We need to learn how they think, and not be UK/ US-centric.” This is something the third year plan will consider when expanding internationally.

Market Development

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“

Our community is at the forefront of everything we do and that is one thing that will never change no matter how big the company grows.

�

(Ron Kafesu, Gymshark social media manager, 2019)

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COMMUNICATION OVERVIEW The one-year tactical communication plan focuses on the first year of the proposed marketing strategy – personalisation and brand loyalty. There are three main elements that will occur throughout the year including a social media campaign, pop-up event and a loyalty scheme competition which will all link together through a number of communication channels.

1ST QUARTER COMMUNICATIONS

JAN

FEB

MAR

2ND QUARTER APR

MAY

Instagram YouTube Facebook Blog Direct emailing Flyers Pop-up event Collaboration Competition 49

JUN

3RD QUARTER JUL

AUG

SEP

4TH QUARTER OCT

NOV

DEC

JANUARY 2019 SOCIAL MEDIA CAMPAIGN The communication plan begins in January 2019 when the social media campaign #IAmVisionary will commence across Gymshark’s social media channels - mainly Instagram. The campaign idea will surround the consumer as opposed to the products or the brand, linking to the first-year objective of making the company more personalised. The campaign name, ‘I am visionary’ is a take on the brands renowned slogan – be a visionary, and will encourage viewers to actively engage in the campaign.

INSTAGRAM Instagram will approach this by having the hashtag at the forefront of the campaign.

Users will be encouraged to post pictures of their own interpretation of them ‘being a visionary’ which could include images of the progress they have made on their fitness journey which was once a vision. The Gymshark Instagram page will use the Highlights feature on the app to create a collection of the top user-generated content hash tagging the campaign. Having the opportunity to feature on the Gymshark Instagram page will push this movement further, spreading awareness and heightening the amount of consumer engagement with the campaign.

“

The Instagram Stories Highlight feature can effectively be used to highlight a brands’ community by engaging their loyal customers with a digital shout-out, and showing the rest of their audience how much people love their brand.

(Dyck, 2018) 50

#IAmVisionary

I am visionary

MARCH 2019 SOCIAL MEDIA March will see the launch of the Fit Assist feature on the Gymshark website, which will be promoted via Instagram and Facebook through the use of their athletes. Gymshark will post a video on their YouTube channel showing how the process works behind the scenes including the body scanning element to demonstrate the accuracy of the feature. This will make consumers more likely to use the service due to being reassured it will work correctly.

DIRECT EMAILING As a way to promote the new service, personalised emails will be sent to newsletter subscribers to encourage them to try it. The emails will also include products based on what they have previously purchased to entice them to browse the site, which should lead to increased purchases - Burke (2018) found that “31% of consumers are more likely to purchase via email if they are offered personalised experiences such as tailored content.� Feedback is very valuable to the business, so to persuade consumers to fill in an online survey regarding the Fit Assist, a 10% personalised discount code will be awarded to them in return.

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APRIL 2019

Example blog post

FLYERS Between April and June, orders being shipped to the UK will include a flyer in the parcel to raise awareness of the pop-up event happening in July. They will be in a polaroid style with a photo of the Gymshark family on the front and a QR code on the reverse.

Consumers will be prompted to use the QR code in order to gain exclusive information about the event including the location, dates and special guests. The code will lead users directly to the Gymshark Central blog where this interactive information will be posted in April, May and June before the pop-up in July. As well as creating excitement around the pop-up, it will theoretically also boost the amount of people viewing the Gymshark blog, spreading awareness.

Front of flyer

Back of flyer 52

JULY 2019 POP-UP EVENT

LOCATION The main event for the year will be a three day pop-up store to drive awareness and in turn, increase sales. This will be tactically placed in the large UK city, Manchester, due to being easily accessible and therefore resulting in a larger reach. The specific location will be in a warehouse in Mayfield due to only being a 12 minute walk from the city centre and big enough to hold a maximum of 1,500 people at one time. This will reduce the lengths of queues due to being able to hold a large amount of people at once, which is something Gymshark has struggled with at previous pop-ups.

ATHLETES There will be 10 Gymshark athletes supporting the pop-up across the weekend doing meet and greets with attendees and creating content to further promote the brand on social media. These will include Nikki Blackketter, Sam James, Steven Cao, Whitney Simmons, Meggan Grubb, Steve Cook, Robin Gallant, Matt Ogus, David Laid and Chloe Ting. These athletes post a variety of content and all attract different audiences, meaning they will magnetise as many people as possible to the store.

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PERSONALISATION To link the event back to personalisation and loyalty, as well as making it more experiential, aspects of the established micro trends such as digital fit through 3D body scanning and augmented retail will be incorporated. A Gymshark goody bag will be received on arrival by every guest, however 10 bags chosen at random each day will contain a ‘golden ticket’. This will allow them the opportunity to design a free special edition personalised Gymshark garment- including the style, colour and an additional element of their initials or name if desired. The designs will be created on iPads making the event much more experiential, personal and engaging. According to Identity (2018), 70% of users become regular customers after an experiential marketing event, showing the pop-up will also help achieve the objective of increasing brand loyalty.

Choose a colour

< Back

Next >

Personalisation example

ENTERTAINMENT The event will involve a meet and greet with the athletes as well as an hour ‘fitness top tips’ question and answer session with 4 of the athletes on each of the days. As well as this, there will be a DJ, photo booth and a photo wall made up of polaroid images taken at the event by staff and people attending. There will also be a mobile smoothie and juice bar - The Juice guru - from the local area at the event, aligning with the healthy living trend. #IAmVisionary will be the focus of the pop-up - all guests will be asked to use the hashtag when sharing images via social media as well as use Snapchat location filters at the event to maximise publicity.

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SEPTEMBER 2019 COLLABORATION Gymshark will collaborate with Mind, a mental health charity, for a three part YouTube video series to discuss and support mental health issues. This will use a storytelling technique to elicit an emotional response from viewers, making them connect with the brand more; Olenski (2018) states “storytelling is becoming more and more relevant due to the audience’s desire for authenticity, meaning, and emotion from brands.”

CONCEPT Three Gymshark athletes who have previously struggled with or witnessed with mental health issues will each film a 10 minute video about their story and how they overcame it. One will be released each month from September – November to raise awareness of the importance of mental health and also to gather PR exposure from the media. The campaign will show support for World Mental Health Day in October and aim to inspire viewers to reach out for help if needed.

It will mainly revolve around self-esteem and confidence issues and will demonstrate how wellbeing can be improved through regular exercise.

By supporting gym goers who lack confidence, it will inspire them to use Gymshark as a way to overcome the ‘fear’ of the gym and be more confident within themselves and bodies in general.

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ATHLETES

Ashley Barron

Shaun Stafford

Robin Gallantt

SOCIAL MEDIA Gymshark will post the videos on Facebook and Instagram via the YouTube link in order to create as much engagement and get as many views as possible. The hashtags #GymsharkMind and #WorldMentalHealthDay will be used to spread awareness and generate as much support for the charity as possible.

Weâ&#x20AC;&#x2122;ve enlisted the help of our incredible athletes, to talk about what helps them, and what could help you.

SHAUN STAFFORD

â&#x20AC;&#x153;

I started to neglect my physical and mental health, barely sleeping or eating - my anxiety disorder became debilitating.

YouTube video example

(Robin Gallantt, 2019)

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DECEMBER 2019

Web page vertical banner example

LOYALTY SCHEME Finally, in December, the focus will be on the launch of the loyalty scheme.

This will be communicated to consumers via direct emailing, banners on web pages and sponsored posts on Facebook and Twitter. The loyalty programme will build a better brand-consumer relationship and increase sales in the long term, as well as help to achieve the SMART objective of increasing conversion rate by 15% by the end of the year 2019.

COMPETITION To interact and develop the connection Gymshark currently has with its consumers and followers on social media, an ‘advent calendar’ style competition will be held from the 1st until the 24th December, with the winner being revealed on Christmas Day. The idea for this is to have a short blog post uploaded to Gymshark Central every day, where there is a QR code to scan to reveal a clue. The competition will be to guess what the new product release is (year two strategy – gym accessories), who the new Gymshark ambassador for 2020 is, and where the next pop-up store will be.

The competitors must upload their answers in three pictures to Instagram using the hashtag #24DaysofGymshark, and the prize for the winner will include the complete new gym accessories range, an all expenses paid trip to the next Gymshark pop-up store and a 30% discount code for the whole year. This is an exciting way to engage with followers and also a simple but effective way to increase brand awareness and loyalty.

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FREE NEXT DAY DELIVERY FOR A YEAR

GET NOW

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KEY FINANCES

POP-UP

£70,800

BUDGET

£300,000

AVG RRP

£30

PROFIT

£5,155,345 AVG GMT

£7.50 COMMS PLAN

£97,155

Although the budget for the year set by Gymshark was £300,000, the communication plan will only cost a total of £97,155. This means that the profit generated directly from the communication plan. This is based on the fact that the average retail price is £30 and the cost of each garment is £7.50 to manufcture. The most expensive part of the plan will be the pop-up which will total to £70,800. See Appendix 4 for financial findings and explanations.

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MEASURE & REVIEW The SMART objective of increasing womenswear and menswear sales by an extra ÂŁ5 million will be measured by studying the financial sales figures for the year 2019. Also, the objective to increase the website conversion rate by 12% would be measured by simply taking the number of conversions and dividing that by the number of total ad clicks. This would then be compared to the conversion rate the company were receiving at the beginning of the year to measure the difference between the two. The communication plan will increase brand awareness as well as maximise profits, which can be measured through a range of techniques including social media followings and click-through rates.

The pop-up store will be measured by studying the number of attendees at the event and analysing the sales figures reflected after the event. The figures for the month of August would be expected to be higher than the previous month due to the increased awareness created from the pop-up. Brand loyalty will be measured by the number of people signing up to the loyalty scheme.

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CONCLUSION This report has carefully considered the most suitable and effective brand direction Gymshark can take through the use of various models and strategies. By carrying out both primary and secondary research, it became clear that the brand has experienced rapid growth through their effective social media strategy; however, the threat of â&#x20AC;&#x2DC;big nameâ&#x20AC;&#x2122; players in the competitive market means they need to produce relevant content and emphasise their core competencies.

Through the use of the three-year marketing strategy and the one-year tactical communication plan focussed around personalisation and loyalty, the brand will gain ÂŁ5 million more than they were originally projected to generate for the year 2019. The communication plan will also help aid the achievement of the two SMART objectives for the year by driving awareness and engagement in order to improve sales profits and conversion rate. In the future, Gymshark must continue to stay on top of micro and macro trends and be aware of relevant consumer insights to maintain their stable position in the competitive landscape.

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APPENDIX 1 ONLINE SURVEY

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APPENDIX 2 ONLINE SURVEY

Why do you/ why don’t you shop at Gymshark?

• I don’t shop there because I don’t go to the gym and I feel like it’s very image orientated and uses unrealistic models.

• I love the brand because the clothes make me feel confident and they are high quality, comfortable and flattering.

• The community that surrounds the brand makes me feel motivated to reach my fitness goals.

Are you more likely to purchase or browse on the Gymshark website?

• I mainly purchase from Gymshark during sales due to being a student, but I often look on the website and on their Instagram when I need new gym clothes.

• Browse, if I knew I wanted something specific and I couldn’t find it elsewhere, I would go on Gymshark to look for it, but it wouldn’t be my first choice.

Do you follow Gymshark on social media?

• 5: Yes • 1: No Where else do you shop for fitness wear?

• Nike and Adidas because they have good quality garments.

• I often look in retail stores like H&M, as it’s cheaper than Gymshark.

• I have browsed on Lululemon before but because of the high price tag I have never actually ordered anything.

In what circumstance would you look on Gymshark and what would you tend to purchase?

• When they have new releases and see I them promoted on Instagram.

• During Black Friday.

• For Christmas present ideas.

• When I want to purchase gym clothes.

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Would you be more inclined to buy a Gymshark product if you saw an influencer wearing it on social media?

• No, because I think the influencers are too ‘posey’ and aren’t realistic.

• Yes, as I like to follow trends and think that Gymshark is a fashionable brand.

• I prefer to take inspiration from celebrities rather than influencers.

Where would you wear Gymshark?

• To the gym or for a home workout.

• To university for the day due to it being comfortable • I don’t wear Gymshark.

Overall, how do you rate Gymshark as a brand out of 5.

• 2/5: 1 • 3/5: 2 • 4/5: 2 • 5/5: 1

APPENDIX 3 FINANCE

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Main costings: • Pop-up venue = Appear Here https://www.appearhere.co.uk/spaces/mayfield-warehouse-space-manchester • 3D body scanner = Aniwaa https://www.aniwaa.com/best-3d-body-scanners/ • Photo booth = Flash photo booths https://flash-photobooths.com/prices/

• • • •

Projected profit for year £140m - 2018=£100m, 2019 100+40% = £140m Comms plan will generate an extra 5% for the year - 5% of 140 = £7m Split £7m between 12 months = £583,000 (would expect sales to fluctuate with activity of comms plan) Average garment cost = £30 - average across womenswear for leggings, sports bras and accessories

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