Topman proposed marketing strategy

The Future of topman,
Creating an effective marketing strategy for the next 3 years
Lauren Mitchell N0299038

3
School of Art and Design Fashion Marketing & Branding
ad
Personal Project Stage 1: Research & Planning:
FASH30004 Research Project Declaration
This submission is the result of my own work. All help and advice other than that received
from tutors has been acknowledged and primary and secondary sources of information
have been properly attributed.
Should this statement prove to be untrue I recognise the right and duty of the board of
examiners to recommend what action should be taken in line with the University's
regulations on assessment contained in its handbook.
signed ....................................................................................................................
date .......................................................................................................................09/05/2013

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The future of Topman,
Creating an effective marketing strategy
for the next 3 years
Lauren Mitchell N0299038
Fashion Marketing & Branding
FASH 30077
Project Realisation Stage 2

8
CONTENTS
Introduction & Methodology pg 13
Chapter 1 - Stage 1 Summary
• Stage 1 Summary pg 16
Chapter 2 - Competitor Marketing
• River Island pg 21
• ASOS pg 23
• Ralph Lauren pg 25
Chapter 3 - Marketing & Communication
• Objectives pg 30
• Message pg 31
• Budget pg 31
• Focus group pg 31
Chapter 4 - Strategy
• Marketing Improvements to existing materials pg 34
• Website style guide pg 34
• Topman Generation pg 38
• Model suggestions pg 40
Chapter 5 - Strategy Part 2
• Music pg 44
• Topman Plus pg 50
• Collaborations pg 54
Chapter 6 - Conclusion
• Budget & Timeline pg 66
• Conclusion pg 68

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FIGURES
Figure 1 Visual findings from stage 1
Figure 2 Style guide website
Figure 3 Pop up stylist chat
Figure 4 Topman Generation magazine used with Aurasma lite app
Figure 5 Suggested models
Figure 6 First Viral video still
Figure 7 Viral Video
Figure 8 Viral Video
Figure 9 Free playlist code leaflet
Figure 10 Topman Plus Loyalty Card, letter and envelope
Figure 11 Topman Plus information pack
Figure 12 Suggested collaborators
Figure 13 Collaboration poster
Figure 14 Teaser poster
Figure 15 Poster on store and teaser web banner
Figure 16 Poster on store and teaser web banner
Figure 17 The Event mock up
Figure 18 The Event web banner
Figure 19 The Event web banner
Figure 20 The Event poster on store front
Figure 21 Visual of marketing strategies

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Creating an effective marketing strategy for
the next 3 years
Lauren Mitchell
N0299038
Fashion Marketing & Branding
FASH 30077
Project Realisation
Stage 2

13
INTRODUCTION 1.0
Topman are a global fashion high street
powerhouse. But as highlighted in Stage 1
they are falling down in key areas of their
branding, which if improved would allow
them to forge a stronger connection with
the consumer, and widen the target appeal.
This report aims to create a strong and
appealing marketing strategy, designed to
solve the problems found in Stage 1. With
the overall outcome being an effective and
measurable strategy for the next 3 years.
METHODOLOGY 1.1
Primary and secondary research has been
used throughout this report to build upon the
information and knowledge gathered from
Stage 1.
Research includes analysis of competitor
marketing, events and campaigns.
Alongside primary research into consumer
opinion on the proposed strategy. This allows
for improvement and consideration that will
ultimately lead to a strategy that is
appealing and effective for both consumers
and Topman.
Secondary Research includes the use of
marketing and digital marketing textbooks
to provide strategic and practical
information.
This information was used whilst referring
back to the brand values and essence of
Topman; to create a strategy that is both in
keeping with the brand whilst moving them
forward.
Creating an effective
marketing strategy for
the next 3 years

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Stage 1 summary 2.0
Research project stage 1 highlighted key
areas for Topman to focus on in order to
strengthen their Brand in the UK market.
These were:
• The 16-24 male market is shrinking. By
2015 this group will have shrunk by 4.5%
(Mintel, 2012, online) affecting Topman’s
sales, as this age group forms a large
part of their consumer base. However
it was also found that the 25-30 year old
market will be the largest by 2015 (Data
monitor, 2012, online) Topman need to
ensure they target this age bracket.
• 3 key consumer groups were found:
- Music Lover,
- Mainstream Style
- Fashion Forward
These groups include ages from 18-35.
The previously overlooked 30-35 year old
consumer, form a large proportion of the
Topman consumer but are not recognised
by the brand.
• There is a large lack of awareness and
knowledge from consumers about the
music side of the brand. As well as a lack
of awareness about Topman Generation
(The Topman online magazine).
• Strong negative feedback was received
about the current choice of Topman
models being ‘feminine’ and
unrepresentative.
• There was also little marketing focus on
the UK market when compared to the
activities occurring in the US and
Australia where the brand is building
awareness. This lack of focus could
explain the lack of awareness of the
music side of the brand and negative
feedbacks ( no real brand identity)
received during the Stage 1
investigation.
These points will form the basis of the
marketing strategy as this report aims to
address these issues in order to strengthen
the brand and form a strong marketing
strategy.
Figure 1

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CONSUMER 2.1
The Topman Consumer was found to be between 16-35 years old.
With the largest group being the 25-35 yr olds. The Topman
consumers have been segmented into Music Lover, Mainstream
Style and Fashion Forward as found in the previous report.
It is important that the new strategy builds a relationship with these
different consumer groups whilst attracting new consumers. As
stage 1 found brand engagement is very important for the male
market, the brand should look to build a relationship with the
consumer focused on their interests i.e. music as well as selling
clothing.

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Chapter 2
competitor
marketing

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To create a marketing strategy that
is both impactful and engaging it is
important to look at what
competitors are doing and how
consumers are reacting. Three
brands have been analysed due
to their unique identity and strong
marketing tools. Looking at how
competitors and luxury brands are
communicating their brand
message and connecting with
consumers will inform Topman’s
strategy and help to identify how
Topman can link their music interest
in the consumers mind.
The following brands have been
chosen to help inform the strategy
for Topman.
COMPETITOR
MARKETING 3.0

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River Island 3.1
Brand
River Island caters for both men’s and
women’s fashion.
“River Island is known for its
stylish and affordable fashion and
the unique touches they bring to
our collections, which give them a
standout from the rest of the High
Street.” (River Island, 2013, online)
Target market
“The target market is the fashion
aware 18-35 year old sector.”
(Competition commission, 2012, online)
Presence
River Island has a good online and
physical store presence as well as selling
through third parties such as Asos.
Marketing
River Island does not focus on marketing
their men’s collection very heavily. Both
Google+, Instagram and Facebook do
not feature any content aimed at men.
(River Island social media pages, 2013, online)
They do produce print ads and videos
showing the new collections and styling
master classes for men, but these are not
a regular tool.
Print ads
River Island’s print campaigns feature
both men and women (alongside single
sex adds) to show a united brand, this is
something Topman could consider doing
to give the brand more impact and
create a stronger brand image.
Rhianna
River Island biggest marketing focus has
been on womenswear with the new
partnership with Rhianna.
Alongside the new collection designed by
Rhianna, River Island launched a twitter
competition to see her live in concert.
The gig was in a secret location and
tickets were won though a series of online
competitions on Twitter and Style insider
blog. Alongside this the brand distributed
1.5million promotional cards for a free
download of Rhiannas single Diamonds.
(Jones, D, 2012, online)
Josie Roscop, marketing director at River
Island, said the brand was;
“giving exclusive access and
content by bringing fashion and
music together in a way we think
our customers will love”.
(Contract music, 2012, online)
River Island was one of the first fashion
brands to stream a concert live on
Facebook. Those who did not win
tickets were able to watch the concert
live streamed to their home. (Jones, D,
2012, online)
This is a good example of how a fashion
brand can connect to consumers through
music and offer something new and
exciting. River Island used these
promotional techniques to ensure the
launch of the Rhianna for River Island
collection received media attention and
increased consumer excitement. The tools
were used to ensure that the collection
would be profitable and desirable whilst
enhancing the brand image to appeal to
the younger consumer.
As yet no sales figures on the collection
have been released.

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Image recognition
Marketing
River Island has introduced image
recognition technology into their
marketing. Shoppers point their smart
phone at the campaign using the Blippar
app and this triggers extra video content
and takes the users to the online store,
(Thomson, R, 2013, online) providing access to
exclusive content, news footage.
Consumers are also able to share the
scanned item with their friends through
social media.
Multichannel marketing is the way forward
in fashion marketing, a number of other
fashion brands including Clarks and Asos
have used this media.
Other Tools
• Twitter 121,100 followers
• Facebook 1.5 m followers
• Instagram 63k followers
• Google + 23,800 followers
• Pinterest 3,700 followers
• You Tube 2,500 subscribers
• Tumblr
• Apps
(Figures taken on 13-03-13 from brands own
social media pages)
Consumer perception
Users of YouGov see the brand as Stylish,
Trendy, Cool, Fun and Glamorous. With a
few questioning the quality of the product.
(YouGov, 2013, online)

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ASOS 3.2
Brand
“ASOS aims to be the number one
fashion destination” (ASOS, 2012, online)
Providing fashionable and stylish clothing
to suit all budgets, for men and women
around the world. With over 1,000,000
visitors a day (ASOS, 2012, online) ASOS is
leading the way for online brands.
Target market
“Whilst the ASOS offering has wide
appeal, ASOS’s target market is the
global population of twenty
something’s who love fashion.“ Nick
Robertson, Chief Executive Officer (ASOS,
2012, online)
Presence
ASOS is a solely online brand, they market
online and exist online. The only physical
form of marketing is the ASOS magazine
which regular consumers receive through
the post or online.
Marketing
‘We optimise our content for tablets
and mobile, but we still have
magazines,’ explains Nuttall. ‘For us,
it’s not a question of one or the
other. These multiple platforms are
helping us become boundless,
immersive and interactive.’ (PR week,
2011, online)
ASOS are often one of the first to use the
latest technology to help them appeal
and interact with their consumer. The
following are examples of the latest and
most innovative campaigns.
Seamless integrated
marketing & shoppable viral
videos
ASOS are hugely successful at digital
marketing because they recognise the
importance of seamlessly integrating all
their digital tools. Their campaigns make
use of all tools.
For example the recent Christmas
campaign ‘Best Night Ever’ had 3
shopable viral videos. Each video
features exclusive performances from
brand ambassadors, singers Azealia Banks
and Ellie Goulding, and model Charlotte
Free. (The drum, 2012, online) All the outfits in
the video could be purchased from Asos
and with a click of a button consumers
were taken straight to the item page.
The videos end with a hashtag asking
users to share the their ‘Best Night Ever’
with the “#BestNightEver” on twitter. Whist
on Facebook users shared their best night
out outfit. (Campaign live, 2012, online)
Using across platform tools creates
engagement and consumer participation
building brand loyalty.
“Viewers are encouraged to
replicate signature poses and post
them to the ASOS Instagram page –
tagged with #BestPoseEver – for
entry into a Facebook gallery.
Customers will also have the
opportunity to guess Charlotte’s
stocking-fillers for a chance to win
the product. All activity coincides
with the December issue of ASOS
magazine, with Charlotte holding
the cover star position.”
(Brand channel, 2012, online)

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ASOS’s more innovative campaigns tend
to be for the female consumer, for analysis
of the men’s Asos Christmas 2012
campaign please refer back to stage 1
appendix.
“ASOS have invested heavily in
community platforms and social
media to deliver the sizzle!” (Smart
insights, 2010,online)
Shoppable videos are still a new tool that
only a handful of brands have used. There
is huge opportunities for those amongst
the first to use them.
The ASOS campaign was designed to
increase brand awareness and drive
Christmas sales. That Christmas saw an
increase of 46% in sales compared to
the previous year (Sparkes, M, 2013, online)
showing that the campaign had a
positive effect .
Magazine
Like Topman Asos also have an online
magazine for male consumers, covering
fashion, technology, city guides, festivals,
exhibitions, apps and music. Like
Topman the magazine is shopable, unlike
Topman Asos print physical copies of the
magazine, which can be shopped using
an augmented reality app bringing the
pages to life. (Asos, 2013, online)
Stylists
Asos have recently introduced ‘personal
stylists live chat’ which allow the
consumer to receive fashion and styling
advice while they shop. This allows for the
brand to recreate the in store experience
of a sales assistant online and provide
unsure customers with help and advice.
(Moth, D, 2012, online)
The service is available for men and
women, appearing as a small pop up
chat box in the corner of the page.
Consumer feedback has been positive
helping men find outfits for nights out etc.
This is a great way to provide the
fashion advice and guidance which Stage
1 (research into male shopping behavior)
found men appreciate.
Other tools include:
• Twitter (Asos men’s) 23,000 followers
• Facebook 2.3 m followers
• Instagram 585 k followers
• Google + 1,480,000 followers
• Pinterest 29,000 followers
• You Tube 10,000 subscribers
• Tumblr
• Apps
(figures taken on 13-03-13 from brands own
social media pages)
Consumer perception
Consumers describe ASOS as “
Trustworthy, User friendly, Good
value, Attractive, Credible, Fresh,
Easy to use, A favorite, Visually
impressive and Excellent.”
(YouGov, 2013, online)

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Ralph Lauren 3.3
Brand
Luxury heritage American lifestyle brand
offering everything from casual polo shirts to
formalwear for men, women and children.
Target market
With a range of diffusion lines and ranges
the brand offers something for everyone.
From the ‘Denim & Supply’ range aimed at
the 18-25 market to the Ralph Lauren
Collection aimed at the more affluent
consumer.
Presence
Strong online presence through social
media and apps, as well as a strong
physical presence through own brand
shops, and diffusion lines sold in department
stores globally.
Marketing
In 2010 the brand ranked second in the
Digital IQ Index of Luxury Brand.
(The independent,2010, online)
4D Experience
Ralph Lauren staged a 4D fashion event on
the façade of their Flagship stores, using
projection mapping of 3D images.
(The independent,2010, online)
Viewers saw catwalk models standing 4
stories tall, and images of products
wrapped around the stores.
Music played, wind breezes were simulated
and perfume was released into the
audience creating a memorable exciting
experience. (The independent,2010, online)

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“I think it’s something that people
will be talking about for a while to
come. It’s unique enough that people
will hear about it. We think that
this is innately high profile and
will generate its own viral buzz and
discussion.” David Lauren, senior Vice
President of advertising, marketing and
corporate communications .
(Business of Fashion, 2012, online)
The event caused a huge media and viral
buzz giving the brand massive promotional
coverage. This innovative use of technology
was used as a branding exercise to raise
brand awareness. Ralph Lauren is the first
fashion brand to create a 4D experience.
(The independent, 2010, online) However
they did not market or promote the event
strongly meaning they missed out on really
connecting with the consumer.
“While the London event was meant to
mark the launch of Ralph Lauren’s
“digital flagship” in the UK, the
brand could also have made more
effort to build pre-event buzz
amongst end consumers and failed to
directly link the 4-D experience to
the new e-commerce site. Neither the
physical experience, nor the quiet
announcement on the brand’s Facebook
page, drove enough real consumers
to these amazing events, which were
mostly attended by industry
insiders.” (Business of Fashion, 2012, online)
Other tools include:
•Twitter 323,000 followers
•Facebook 6.7 million fans
•Instagram 188, 700 followers
•Pinterest 15,500 followers
•You Tube 6,000 subscribers
•Tumblr
•Apps
(figures taken on 13-03-13 from brands own
social media pages)
Consumer perception
YouGov found consumers describe
the brand as “Original, In demand,
Fresh,Beautiful design, Respected,
Trustworthy, and Modern”
(YouGov,2013, online)

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Chapter 3
Marketing &
Communication

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MARKETING &
COMMUNICATION
OBJECTIVES 4.0
The aim of creating a new
strategy for Topman for
the Next 3-5 years is to
strengthen the brand image
and increase the consumer
relationship by addressing
the issues found in Stage 1.
(For brand vision &
objectives see Appendix 1)
• Increase awareness of Topman
Generation through strong
marketing and PR so that every
Topman consumer is aware of the
online platform.
• Increase sales and widen the
consumer base through an
innovative marketing strategy, over
the next three years.
• Continue to drive sales through
online and physical retail stores.
• Continue to increase turnover by
20% for the next three years.
• Continue to stay market leader for
high street men’s fashion.
• Increase sales and maintain
customers through strong marketing.
• Successfully communicate the brands
music side to consumers so that
Topman and Music become one in
the consumers mind.
• Create campaigns using new models
that reflect and appeal to target
audience.
• Target the 25-30 year old consumers
in marketing.
• Create a relationship with the
consumer via a shared interest in
music.
• Put focus back on the UK market in
order to overcome negative
feedback and opinions from
consumers.
MARKETING OBJECTIVES COMMUNICATION OBJECTIVES

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MESSAGE
The overall focus of the marketing
strategy for the next 3 years will be to
focus on the previously overlooked UK
home market (with the strategy being
globally rolled out) whilst aligning
Topman and music in the consumers
mind.
BUDGET
After speaking with the Buying Director
from Topman it was found the annual
marketing budget is circa £5-£6 million.
This information will be used to inform
the strategy and ensure it stays within
budget.
FOCUS GROUP
In order to create an appealing and
effective marketing strategy a
focus group was conducted to test
initial ideas and receive feedback.
This would help shape the initiatives.
5 males of varying ages were asked
what they thought about a number of
different marketing tools, their
responses have helped to shape the
following strategy, allowing for a more
appealing and effective 3 year plan.
(for full write up of Focus group please see
appendix 2)

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STRATEGY 5.0
Topman have a strong brand image and are always one of the first to use the lat-
est digital marketing tools. However there are improvements and new initiatives that
can be implemented to ensure the brand communicate their music image, and stay
ahead of competitors.
Topman already use social media effectively, these new marketing tools are
designed to be supported by the current use of social media and print campaigns
rather than replace them. Allowing for a stronger brand presence and image.
There are areas of improvement to be made in Topman Generation, introducing
Style Guides to the website and new model casting suggestions. This is followed by
three new areas of drive for the new marketing strategy, Music, Loyalty Cards, and
Collaborations. These tools will help create more of a distinction and desirability for
the consumer to want to shop at Topman.
WEBSITE STYLE
GUIDES 5.1
Topman have a popular website
receiving 450,000 unique visits per week.
(Arcadia, 2012, online) (The London
Flagship store sees 75,000 visits every
week (Arcadia, 2012, online)This shows that
the online store is a hugely important part
of the brand, it needs to stay ahead of
the competition and continue to
deliver to consumers in new ways.
Research from Stage 1 showed men
appreciate guides to dressing
“Men appreciate guidelines for
dressing (Tungate M, 2008, p61)
which GQ have featured in
articles written by the Style Guy
explaining how to use a tie clip
and which shirts to choose.”
( Stage 1 report)
Topman should create a section of their
website dedicated to Style Guides and
how to wear items. The section would
consist of small visual articles on how
IMPROVEMENTS TO EXISTING
MARKETING MATERIAL

35
to choose the right suit, how to style a
blazer, what shoes to wear when etc.
This would allow Topman to promote
items from the website and create a
more meaningful relationship with their
consumer that is based on more than
just selling – a relationship based on
advising and acting as a guide.
Consumer and brand relationship is
the way forward it creates loyalty and
increased revenue.
“One of the most effective tools
against risk is the relationships
consumers form with brands”
(Fournier, S, 2012, pg 3)
Competitor research found that Asos
are using an Instant messenger chat
that allows stylists to help and answer
consumer style questions in real time.
(See competitor section page pg 24)
Topman should also use a similar service
to enhance their website and make the
style features a more dominant part of
the brand. A pop up window will ask
consumers when they enter the site if
they would like any help. This then
triggers the instant messenger chat with
a stylist who can suggest items for the
consumer - after finding out their needs
and likes etc.
The initial Focus group responded very
positively to this “It would be really
good especially if you had a big
occasion and didn’t know what to
wear” (Focus group, 2013)
Tools such as these bring the personal
shopping experience you get in stores
online, allowing for a more interactive
and successful shop.
This method will help to increase sales
through suggesting items and creating
consumer loyalty through positive
interaction which in turn creates
consumer confidence and a
relationship with Topman. Making
Topman the “go to” brand for all
clothing and style needs.
These tools will be launched initially in
the UK in Year 1 but depending on the
success will then be rolled out globally.
The online stylists will be made up of a
team of 10 employees in the UK, de-
pending on the success of the venture
more staff will be taken on in the UK and
globally.
MEASURING SUCCESS
For any new tool it is important to be
able to know how effective it is. The new
style guides and Stylist chat can both be
measured in a number of ways.
Firstly referred URLS and click-throughs;
both tools will link users to suggested
items. Topman will be able to see how
many suggested items have been
clicked on by consumers.
Another key way of measuring the
success is by number of sales. Topman
will be able to see if there has been an
increase in sales for the suggested items.

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Figure 2
Mock up of style guide

37
Figure 3
Mock up of stylist chat

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TOPMAN GENERATION-
magazine UPDATE 5.2
As highlighted in Stage 1 few Topman
consumers are aware of Topman
Generation.
“Only 20% of participants had heard
of Topman Generation“(Research project
stage 1, primary questionnaire)
It is important to increase awareness,
improvements have also been suggested
to ensure the magazine is engaging and
connecting with consumers.
INCREASING AWARENESS
Since Stage 1 Topman have started to
push the magazine using web banners
and promotions on Twitter and Facebook.
(Primary research looking at Topman
Facebook, 2013, online)However they can
still do more to increase awareness of the
magazine.
Firstly they should have printed copies of
the magazine, which can be given out
in stores and sent with online orders. This
would help to inform consumers of the
content of the magazines and then drive
them online.
This is a tool, which both Asos and
Topshop already use. (Topman do print
magazines but they are not Topman
Generation- they are more product
focused)
To make it more engaging with the male
market, the pages should be augmented,
triggered by the app Aurasma lite. It
allows brands to transform boring print ads
into engaging and exciting triggers for
films and music. The user holds their iPhone
over an image, which has the Aurasma
lite logo on. The image triggers the
augmented reality videos to play, which
then turns the print ad into a
multidimensional and engaging tool.
Aurasma is quickly growing in
poularity with over 16,000 clients
(Aurasma,2013,online)
At the end of the video there will be a link
for consumers to go straight to the
Topman site.
“It blends the physical
and virtual worlds by
turning any image into
a digital footprint,” says
Aurasma’s director Matt Mills.
CONTENT IMPROVEMENT
The magazine content covers
fashion, music, lifestyle, culture, videos
and competitions. But there are still new
areas which can be featured to make
the brand more of a lifestyle brand and
engage with consumers with more of
their interests.
Topman has become a global brand. A
good way to inform consumers of their
global presence and reflect their
European and American markets would
be to have a ‘City Swap’ section.
Stage 1 found Holidays were one of the
top 5 things men spend their money on.
Having a city guide would both appeal
to male interests and help promote
Topman stores in other countries. The
brand would aim to become a “go to”
for men looking to find somewhere new
and exciting to visit.

39
(Stage 1 research), and helps to turn
consumers into brand ambassadors
and build a relationship with
consumers.
MEASURING SUCCESS
There will be a small cost to Topman
for printing the magazine. However this
should be balanced out with the
increased awareness of the magazine.
The new articles can be written by
Topman staff who already write for the
magazine.
The success of the new tools can be
measured using KPI’s (Key performance
indicators) to monitor how many hits
the magazine receives and how many
the new pages receive. This will allow
the brand to see if the new methods
have been successful. These new
initiatives will also be launched in
Year 1.
Figure 4
“Since consumers have been able
to shop online, the most success-
ful retailers with e-commerce have
been those that set their brands
apart by creating an experiential
story. Those experiential stories
are crafted though every
communication tool”
(Wright, M,2011, online)
CONSUMER INTERACTION
To make the magazine further connect
with the consumer Topman could run a
competition asking consumers to
contribute. There would be a brief and
consumers could interpret it to produce
an article or photo shoot. The best
would be published in the magazine.
This type of brand engagement is
important to the youth/male market
Mock up of magazine & app

40
MODEL SUGGESTIONS 5.3
Stage 1 research found that the current
Topman models are unappealing due
to the feminine appearance. This page
shows a suggestion of how the models
should look to both represent the older
market and appeal to the existing
Topman consumer. The suggestions are
based on the focus group feedback and
comments from stage 1.
A key comment about the current
models was:
“THEY ALL LOOK REALLY
YOUNG AND FEMININE”
“These guys are not cool or even
good looking. It’s trying to be too
alternative and doesn’t work.”
Mark Turngate notes that women do not
want men that are prettier then them and
men do not want to be represented as
“Photo-shopped buffoons”. He believes
that in a gender neutral society there is
still a demand for old-fashioned
masculinity in advertising. (Turngate M,
2008, p 9) This appears to be the same
beliefs that were expressed in the focus
group.
The models recommended are not big
name models, instead up and coming
models have been chosen, as they are
more edgy and fresh in keeping with the
Topman identity.
These suggested models are designed to
encompass a more masculine and
fashion focused look. Topmans’ future
models include a mix of older and
younger models that are relevant to their
consumers including the 25-35 groups.
The models will be used in the Spring/
Summer collection of Year 1 (2014) and
from them onwards.
previous Models

41
Figure 5Gavin Jones Andre Bentzer
Samuel Trepanier will higginson Daniel bamdad
Model Suggestions

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THREE NEW MARKETING
STRATEGIES 6.0
MUSIC 6.1
As Stage 1 found Topman believe they
are a fashion and music brand,
however this was not something
consumers had recognised. By
marketing the brand with a more
fashion and music focus Topman will be
redefined in the consumers mind and
have a stronger more unique brand
image.
“Since consumers have been able
to shop online, the most
successful retailers with
e-commerce have been those that
set their brands apart by
creating an experiential story.
Those experiential stories are
crafted though every
communication tool.”
(Wright, M, 2011, online)
SHOPABLE VIRALS 6.2
In order to promote the Music side of the
brand a series of Guerilla viral videos will
be used.
The video will be sent to everyone on the
Topman database who receives weekly
email newsletters, leaflets will also be
given out in store to prompt people to
look at the video on YouTube. The viral
will also play on screens instore as well as
the brands social media pages.
The first video will be a short 20 second
clip showing a group of people getting
ready, their faces will not be fully shown
but you will clearly see they are putting
on Topman clothes. There will be loud
instrumental music and a lively energetic
atmosphere. At the end of the clip it will
say
“Something is
Coming.”
This will create intrigue and encourage
people to keep looking back on Topmans
YouTube.
The next week a new video will be sent.
This time you will see the faces of the
people in the video. This clip will again
only be short but will tell people to check
back in 2 days.
The video will feature an up and
coming British band, possible
suggestions include:
• Weird dreams • Peace
• Mt. Wolf • Drenge
• Citizens • Patterns
• Glass Animals

45
These artists have been chosen as they
are credited as up and coming artists to
watch (Clash, 2013, online). Their already
large fan base, strong unique sound and
their fashion and style sense, all embody
the Topman values. The bands appeal
includes the older consumer group, with
the fan base ranging from 18- 35 year
olds. (Facebook, 2013, online)
It is important that they have a wide
appeal to include the older market, as
it has been previously overlooked by
Topman.
These 2 short virals are designed to build
excitement and hype ensuring more
people watch the main video.
The main viral will be a shopable music
video for one of the bands listed. It will be
a unique video designed just for Topman
with all the clothes available to
purchase. The video will have small
arrows next to the clothes allowing
viewers to click and purchase. There will
also be a link at the end of the video
taking you straight to the Topman site to
shop the ‘looks from the video’.
Figure 6
Mock up of viral still

46
“A good viral has to
entertain and engage
people while portraying
a message about your
brand that the audience
can identify with.” Nick
Radmore, head of social marketing and
brand at the British Heart Foundation
At the end of the video it will ask
viewers to ‘Share’ the video and ‘ Like’
Topman in order to win tickets to
Reading and Leeds festival. (Again
reinforcing the music and fashion side)
The track will be available for download
from the Topman Generation site.
“We used our Facebook page &
Twitter account to allow
followers to preview, share and
‘like’ the video and we had a lot
of success,” Nick Radmore, head of
social marketing and brand at the British
Heart Foundation. This will allow Topman
to market to people they do not already
have on Facebook and who may not be
a Topman consumer through their friends
promoting the brand on their newsfeed.
(via their friends sharing the video)
This gives Topman access to a new
market and will gain them more ‘Likes’,
as these new consumers like Topman on
Facebook, allowing them to promote
and market to them on a daily basis.
Figure 7
Mock up of Viral vIDEO

47
MEASURING SUCCESS
Topman will be able to monitor the
number of views the video has and how
many people “liked it” on the basic
video data YouTube collect.
Topman can also monitor how many
new friends/’Likes’ they gain on
Facebook during the promotion period
of the video. The more friends they gain
the more successful the video was.
Topman will also be able to monitor
KPI’s on the video, including how many
people shopped the video, and how
many went straight to the Topman site
after watching.
Alongside this, sales of the clothing from
the video can be monitored to see if the
video has created an increase in sales.
These tools will allow Topman to see how
successful the Shopable Viral has been.
The video be launched in Year 1 to help
create a buzz both within the media
and with consumers. It will align Topman
with their music side and give
consumers something exciting to share
and use. As well as allowing Topman to
market to and attract new consumers.
Figure 8
Mock up of Viral vIDEO

48
When consumers spend over £25 both in
store and online they will receive a unique
code allowing them to download a free
song from the playlist. The more money they
spend the more songs they can download.
The songs will be downloadable from the
Topman Generation site (the online
magazine), this will help to increase
awareness of the magazine which Stage 1
showed was needed.
The free playlist will be promoted in store
and online with sales staff reminding the
consumer at the till point if they make up
purchase value to £25 they receive a free
download.
“Music has quickly
become the lifeblood of
Topman” (David Shepherd, 2009, online)
The initiative will be in partnership with
iTunes. Free music helps create brand
engagement, which again Stage 1 found
was an important way to connect with the
male market.
Having a unique relationship with the
consumer based on a shared interest in
music helps give Topman a more unique
identity, setting it apart from competitors.
The free playlist also acts as an incentive to
encourage consumers to spend more. This
will increase turnover and create a stronger,
more loyal consumer group.
The free playlist will be launched in Year 1 to
ensure the music rebrand comes across on
every level.
MEASURING SUCCESS
Topman will be able to see how effective
the tool is by monitoring the Download
numbers and seeing how many codes have
been used .
INSTORE PLAYLIST 6.3
To ensure the music elements of Topman
comes through at every level a brand
playlist will be created. It will be a list of
the songs that are played in store and
will feature on both the website and
Facebook page.
Figure 9
playlist code Leaflet

50
TOPMAN PLUS
Loayalty card 6.4
Store cards have been a good way to
increase consumer loyalty and maintain
customer sales. However it is becoming
increasingly difficult to encourage
consumers to take out store cards due to
the economy and high interest rates.
(For analysis on fashion brand Store cards and
Loyalty cards please see appendix 3)
A new way to incorporate the benefits of
returning consumers and increased
spending is to create a Loyalty Card for the
Topman consumer. A loyalty card is not a
credit or store card. It does not allow the
customer to buy clothes on credit.
A Loyalty Card provides benefits for the
customer. It allows them to enjoy offers and
discounts. It provides the cache of an
exclusive club; it also allows marketing
incentives to be used as an affective tool.
The Loyalty Card will be called
“Topman PLUS” and will be designed to
benefit both the brand and consumer.
Consumers will be able to collect points per
£1 they spend at Topman. The more points
they earn the better the benefits they are
entitled to.Benefits will include:
• Invites to exclusive Topman events
• Discount gig/music tickets
• Free music downloads
• Discount vouchers • Holidays
• Cinema tickets • Monthly emails
• Birthday Voucher • Competitions
When a consumer earns a 1,000 points in a
year they are invited to become a
Topman PLUS VIP. There will be a” VIP
Members Only” page on the Topman
website where members can gain access
to exclusive content and browse the offers
they can collect.
The VIP Members Club will have access to

51
Figure 10
Topman plus Card & letter mock up
A personalised card
would be sent out to
the consumer with a
personalised letter &
leaflet explaining the
benefits.

52
Figure 11
Topman Plus information pack - leaflet

53
previews of collections; unique offers every
month, selected Topman Generation
content (helping to promote the
magazine) competitions, discounts on
tickets to gigs, exhibitions and films.
The Topman PLUS VIP can be part of the
Topman Google+ VIP page. (Select
consumers are picked to become part of
Topman’s exclusive VIP circle on Google +)
This will help to unify Topman PLUS with
Topman’s social media and help to
promote the card.
Topman Plus would collaborate with
brands such as Netflix, Spotify, See
Tickets and iTunes to create appealing and
unique offers and discounts for consumers.
Topman PLUS VIP members will act as
brand ambassadors, helping to indirectly
promote the brand.
“One quick way to turn someone into
an advocate is to ‘bring them into
the fold’ and to help them feel part
of the deeper community,” (Wasserman,
T, 2011, online)
The Loyalty Card helps encourage return
visits and brand loyalty from consumers.
Stage 1 research showed that men can be
very loyal consumers when treated well.
“Men can be very loyal customers if
they are treated well, returning to
the same brand again and again.
(Tungate M, 2008,p 219)”
By rewarding this loyalty Topman are
ensuring consumers feel appreciated and
keep them returning to the brand.
The initial questionnaire from Stage 1 found
that 65% of participants would be
interested in taking out a Topman Loyalty
Card in return for discounts and rewards.
These findings were further supported by
the Focus group (see appendix 2)
conducted to help develop the
marketing strategy.
“I like the sound of it, it would
definately make me more likely
to return to Topman over another
brand” (Focus group participant, 2013)
The Loyalty Card forges a relationship
with the consumer showing that Topman
shares their interests and wants to
connect with them through more then just
clothing. Helping to create a strong brand
and consumer connection.
The biggest benefit for the brand aside
from loyalty is that the card will
encourage consumers to spend so that
they can earn better benefits. This will help
increase Topman’s turnover whilst
creating a strong relationship with the
consumer.
Topman could run promotional offers
to encourage further spending and the
uptake of Loyalty Cards by running extra
points days, where users can earn double
the points they normally would.
The Loyalty Card scheme would be trialed
and tested in the UK before being rolled
out globally. The Loyalty Card rewards
program would be unique to every
country so that offers are more specific
and appealing. The card will be launched
in Year 1 as it will take time to build
awarness and users.
MEASURING SUCCESS
It is important to be able to measure the
success of any new marketing tool. The
success of the Loyalty Card can be
measured through number of cards taken
out and by monitoring how often they are
used, through IPOS till systems.
It could also be measured if consumers
with a Loyalty Card spend more, and
more frequently then those without cards.

54
Fashion
COLLABORATIONS 7.0
Topman have previously done
collaborations, however they have not
been on a large scale or had extensive
media coverage. Compare this to
Topshop who regularly partner with
designers and are known for their
exciting collaborations.
Topman is being left behind by its sister
brand. They would greatly benefit from
producing a collaboration that is new
and exciting and offers something
different for the consumer, whilst
highlighting the music focus of the brand.
Research into collaborations (see
Appendix 4) has shown that the benefits
can be huge for a brand, especially if
done right. The collaboration needs to
be beneficial to both parties and provide
the consumer with something unique,
that they cannot get anywhere else.
The consumer focus group conducted
for strategy research showed men would
be more engaged in a collaboration
with street artists or musicians rather then
a luxury brand.
“I would be more interested in
musicians rather than a luxury
brand, I think it brings something
new to collaborations and I think
it would appeal to more men”
(Focus Group, 2013)
There seems to be a move away from
Luxury collaborations to using musicians
as seen with Rhianna and River Island S/S
2013 collection and Beyoncé as the face
of H&M summer collection 2013. Topman
would do well to stay ahead of the
trend and launch a fashion
collaboration with a select group of
Musicians. Each artist (For example Tinie
Tempah)would design their own range
of Accessories, Shirts and T-Shirts.
Market research firm NPD Group found
spending on accessories is driving the
men’s market. Sales grew 14 % in the
last half of 2011, to $6 billion. (Clifford, S,
2012, online) By having a collaboration
focusing on accessories Topman would
be able to tap into this growing trend.
“Men are feeling more confident
to experiment and realizing that
they do have more options, and
it’s showing in the numbers —
it’s showing in sales.”
(Clifford, S, 2012, online)
There will be a collaboration once a
year using a British musician, they will
be British to highlight Topman’s British
heritage. The collaboration is designed
to increase media coverage, help to
cement Topman and Music in peoples
minds, whilst opening the brand up to
potential new target consumers. The
suggested artists have been chosen for
their strong fashion sense, music caliber
and instant recognition. As well as their
appeal to both the younger and older
Topman consumer. (see appendix 5 for
questionnaire results)
The brand has ‘has
carved out a special
relevance in Britain’s
cultural landscape’
(Portas M, 2012, online)

55
• Last Nite in Paris are a new music collective with various
side projects involving music productions, short films, art
and fashion. (Topman Generation, 2013, online) They have
a strong following due to their unique music and art.
• They would appeal to the creative and music focused
consumer.
• Last Nite in Paris would benefit as they would
receive more coverage whilst Topman would benefit from
tapping into their fans as a new market.
• British artist known not just for his music but also his strong
style and love of fashion.
• In 2012 he launched a capsule collection with Selfridges
called ‘Disturbing London’ (Selfridges, 2012, online) His
style has been described as
“Combining traditional smart with street-cool a
look many of us can be inspired by” (Burt, M, 2010,
online)
• In 2012 he was number one on GQ’s 2012 best-dressed
list. (Burt, M, 2012, online)
• His fashion credentials and popular music make him a
good choice for a collaboration with Topman.
• British artist with a strong music career and iconic style.
His use of colour, tailoring and street style mean he has a
unique style. Making a collaboration fresh and exciting.
“Plan B is as well known for hisstylish sense of
fashion as his music ” (Ask Men, 2012, online)
• He has a strong following and would ensure media
coverage and a popular collaboration
Figure 12
Tinie tempah
Last nite in paris
PLAN B

56
Figure 13
Collaboration poster to appear
on facade of flagship store

57
Topman collaborations aligns the brand
with their music elements more
prominently, further ensuring the
consumer recognises this side of the
brand. The collaborations also act as a
physical expression of the Topman
Generation magazine, by collaborating
with musicians and artists that are
regularly featured in the online magazine.
The collaborations will bring media
attention to both parties ensuring hype
and coverage for both brands.
As well as attracting new consumers to
the Topman brand by using iconic and
engaging male role models. Stage 1
showed that men are heavily influenced
by their role models. (Tungate M, 2008, p55))
Which means the collaborations should
have a positive effect on both the brand
image and sales of Topman.
Figure 14
MARKETING THE
COLLABORATIONS
The collaborations will be promoted
mainly through viral videos, twitter, social
media, PR and competitions. These will
encourage followers to further promote
the collaborations.
Giant teaser posters will appear on the
facade of the flagship store & banner
ads on sites such as GQ. These will
create interest as to who the
collaborator will be. These will be
followed by posters/banner ads showing
who the celebrity collaborator is.
The collaborations will be launched
with a gig where the collaborator will
perform. Consumers will be able to win
tickets and those who do not win will be
able to watch the gig streamed live
online. The collaboration will be
launched in Year 2 as the next stage of
the Music and fashion rebrand.
MEASURING SUCCESS
The success of the collaborations will be
measured through sales and media
coverage. The higher the sales of the
collaborations the better the collection
will have performed.
teaser poster to
appear on facade of
flagship store

58
Figure 15
teaser banner ad & store poster

59
Figure 16
banner ad & store poster

60
Figure 17
Topman:The Event 8.0
With more brands using similar tools to
attract consumers and with consumer
loyalty falling (Tesseras, L, 2013, online) it
will take something new and exciting to
create loyal consumers.
This is why a new trend is beginning to
emerge that of immersive marketing
experiences.
Humans learn from experience;
explaining why experience marketing
is set to be a powerful tool. We have
feelings and thoughts about brands but
when we experience a brand these
feelings become very strong and
create a bond between consumer and
brand. (More than branding, 2012, online)
By engaging consumers by more than
just products brands are gaining Brand
Ambassadors; consumers don’t just
buy from the brand they promote the
brand.
“People want to see the
heart and soul of the
brand and they seek the
place that it originally
came from. That’s the
experience.” Dirk Lubbers,
manager of the Heineken Experience.
(Chahal, M, 2013, online)
To enforce the new brand image of
Topman as a music and fashion brand , a
large scale global event will be held. The
event is a branding exercise designed to
increase brand awareness and connect
with consumers.
The event will take place at the London
Oxford flagship store and be streamed
across the word to the international stores.
On the roof of the Flagship store the artist
Tinie Tempah, from the fashion
collaboration will perform backed by the
The event - visual representation

61
“Young men take pride in their
appearance. They drew their
inspiration from popular culture,
rather than the catwalk. Young men
take their cues from bands, 
musicians, skaters, dancers, and
artists, rather than fashion
models.”
(Graze our field, 2011, online)
The Event will be launched in Year 2 to
build hype and brand awareness for the
collaboration.
Figure 18
band from the viral video. The stores
frontage will become a 4D projection
showing the performance and models
dancing and ‘watching ’ the
performance in the collaboration
collection.
For those that cannot get to one of the
global flagship stores the event will also be
streamed live online via the Topman
Facebook page.
Whilst the roof top gig is happening/ being
streamed worldwide there will be street
parties with promotional tools and mini
events ensuring the gig is as interactive
and engaging as possible. The street party
will take place at every flagship store to
create a truly unique and exciting global
event.
Promotional tools and events include:
• Give aways
• Limited edition T-shirt screen printing
• Discount vouchers for the new
collection
• Photo booths linking straight to
Facebook & twitter
• Screens showing the event across the
globe and showing the feedback on
twitter
• Consumers will be encouraged to tweet
about the event using the hash tag
#TopmanTheEvent in order to win the
entire Topman Fashion Collaboration
collection.
The use of social media during the event
helps to further promote ‘The Event’ and
Topman. Ensuring digital word of mouth
marketing and hype allowing maximum
exposure.
There will also be posters with QR codes
on, which when scanned take the
consumer to a page allowing them to
shop the collection before anyone else.
The integration of technology in the
event is recognising men’s love of
technology whilst maximising exposure
and sales. “men are still the
digital dominators” (Mintel, 2010,
online) Primary research showed
numerous men magazines feature
technology sections including GQ &
Mens health.
The event - teaser banner ad

62
Pre Event marketing
In order for the event to receive
maximum exposure and attendance a
number of methods will be used.
Firstly there will a giant poster taking up
the end façade of the building on the
flagship stores which will initially just be a
question mark, but over 2 weeks it will be
added to, to unveil the face of the
collaborator.
Consumers will be encouraged to scan
the poster using the Aurasma lite app,
this will then display one of the teaser
virals and encourage them to follow
Topman for more information.
This is designed to engage the consumer
and create interest and hype over the
identity of the collaborator. It will also
encourage word of mouth marketing as
consumers share pictures and tweets
about the poster.
Secondly press releases will be sent to
bloggers and press to ensure the event
is covered and consumers are informed.
(For press release see visual pack)
Alongside this the event will be promoted
using the brands social media pages
such as twitter, instagram and Facebook
in order to directly inform the consumer.
This will happen through a mix of
pictures and text informing of the event
and dropping hints on who the
performers will be. Web banners will also
be used.
Press
In order to ensure the event is covered
after the event as well as before and
Figure 19
The event - banner ad

63
Blogs
• Fashion beans
• The hundred
• The GQ eye
• Secret forts
• Hype beast
• Wax Wane
• High snobiety
during press and bloggers will be invited.
The guest list for the UK event will include :
• GQ
• FHM
• NME
• Dazed digital
• Mens health
• Loaded
• Esquire
• The metro
• Shortlist
• Another man
• Clash
• Vice
Press and blogs that best fit the target
market will be invited to the global events.
Measuring success
The success of The Event will be seen
through an increase in sales, particularly in
the sales figures of the collaboration
collection. The brand can see how widely
the event was covered through both
magazines and blogs.
The brand can also upload the The Event
as YouTube videos and monitor the
number of views it receives.
The brand can track digital coverage
from the consumer, tracking the use of the
hashtag and key words such as Topman
and responding to comments about the
event made on social media sites.
“Men under 25 are keenest on
online video, and are the most
enthusiastic participants in
Internet message boards and
forums.” (Mintel, 2008, online)
Conclusion
This event is unique and a first of its kind for
Topman it reflects the brand values of:
• Delivering exciting trend driven fashion
in an energetic of the minute
approach.(Topman, 2012, online)
• Change the way men approach
shopping and remain the men’s
fashion authority. (Topman, 2012, online)
Whilst being an exciting and engaging
event.
This event builds on the ideas from the
case studies on Ralph Lauren and River
Island to create a more impactful and
memorable event. Harnessing
promotion throughout the process to
allow for maximum exposure and brand
awareness and ultimately sales of the
collaboration.
The event is designed to unify and
encompass the new tools in the
marketing strategy into one event, to
mark the new stage of Topman.
Figure 20
The event - store front poster

65
Marketing stragey 8.1
improvements
new tools to implement
Figure 21

68
FOCUS GROUP 9.0
A second focus group was
conducted with 4 male students In
order to establish the response of
the proposed strategy to the
Topman market. The feedback
was positive and supported the
ideas suggested.
“Its good you are being
rewarded and it shows the
brand want you as a
customer, it would make me
more likely to look in
Topman for something so I
could get the points rather
then go somewhere else for
it”
“it shows they
appreciate the
customer and makes
the music thing
more of the brand”
(For full write of focus group please
see appendix 6)

69
• £15,000
• £5,000
• £15,000- £20,000
• £2,000
• £30,000
• Website style guide & online stylists
• Magazine improvements
• Viral video
• In store playlist
• Loyalty card
• Collaboration
• Gig comp & streaming
•The Event
• £50,000
• £10,000
• £1 Million
• Collaboration
• Viral video
• 50,000
• £15,000- £20,000
After speaking with an account manager at Gravity Marketing, these figures
were decided as an estimate for each tool. This budget falls in line with the
Topman marketing budget of 5-6m annually, whilst allowing money for previ-
ous tools and seasonal campaigns.
Timeline & BUDGET 9.1
YEAR 2
YEAR 3
YEAR 1

71
CONCLUSION 10.0
These new marketing tools address the issues
highlighted in Stage 1. They are designed
to clearly show the brand as the music and
fashion powerhouse they believe they are.
Topman Generation -Increasing
awareness of Topman Generation has been
addressed and connecting with the 25- 35
age group has played a part in all the
strategy suggestions.
Topman Models-The issue of overly
feminine and non-aspirational or consumer
reflective models has also been addressed
to ensure they are more appealing and rep-
resentative of the Topman consumer.
Style Guides -and online stylists have
been suggested to keep up with
competition and recognise the male needs
of not always being confident enough to
dress entirely by instinct. These style tools
are designed to offer the advice that many
men need whilst encouraging spending and
increased purchasing.
Music
Through the use of music influenced tools
such as the shopable viral video, and free
instore playlist and music events, the
Topman brand image has been aligned with
their music interests. This will ensure
consumers recognise Topman as a music
and fashion brand.
The strategy itself is designed to bring focus
back on the previously overlooked UK
market. All suggestions will be trialed/ start
in the UK before rolling out across foreign
markets. The marketing tools also emphasis
Topmans British background focusing on
British collaborations and musicians for the
viral video. This is to help combat the
negative feedback about the brand which
was found in Stage 1.

72
Topman Plus Loyalty Card
A key factor of the new strategy is to
encourage consumer loyalty through the
Topman Plus Loyalty card. This encourages
return visits, increased spending and
ultimately forms a relationship between
consumer and brand that benefits both
sides.
Fashion Collaborations
Collaborations have been suggested to
support the music and fashion image,
recognising men are often influenced in
clothing purchases by role models. (Stage 1
research) Having music role models allows
Topman to tap into this whilst gaining media
attention and increasing turnover.
The Event encompasses all tools and marks
the new era of fashion & music for Topman.
Designed to generate media coverage and
consumer hype.
The marketing plan has been designed to
meet the needs highlighted in Stage 1. The
information on marketing to men and ideas
from research and the focus groups ensures
the suggested strategy is both appealing
and practical.
Using this strategy Topman will ensure they
now have a more unique identity on the
high street allowing them to stand apart
from the compettion and connect with their
consumer. These tools encourage consumer
and brand relationships, building Brand
Ambassadors and loyalty whilst actively
helping to increase turnover.
Topman are a fashion leader in the male
market but with a globalised marketplace
and strong competition the brand needed
something to help them stand apart. By
clearly showing their music side and
offering unique benefits through the
Loyalty Card and Collaborations Topman is
offering its consumer a more exciting and
unique brand experience. This will allow
them to maintain their position as a fashion
powerhouse.

76
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• (Ask Men, 2012, online)
• (Topman Generation, 2013, online)
• (Tungate M, 2008, p55)
• (Tesseras, L, 2013, online)
• (More than branding, 2012, online)
• (Chahal, M, 2013, online)
• (Graze our field, 2011, online)
• (Topman, 2012, online)
Appendix References
(Topman, 2012, online)
(Liberty’s Reward card information pack, March 2013.)
(The Times +, 2013, online)
( Miss Selfridge, 2013, online)
(Poulter, S, 2011, online)
(Potter, L, 2011, online)
(complex, 2013, online)
(Topshop, 2013, online)
(Doran, S, 2012, online)

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