Section 1a. Communication challenges
1) Global challenges
Global issues Mango marcomm challenges
1a: In the country of origin, Spain, average
unemployment was on 23% in January 2015
of which more than 50% among 25 year olds.
Mango target audience is 25 – 35 plus now
with Violeta by Mango 45+. With high
unemployment especially among 25s Mango
need to rethink their price strategy and
communicate good value and quality of their
1b: Spain has one of the lowest birth rates
of 9.88/1000 population (CIA 2015) in the
world. Because of the bad economy young
consumers can not start their family and
house. (Euromonitor, 2015)
One of Mango recent lines is Mango Kids.
Mango must push for campaigns of this
collection as less people are having kids.
Decrease in prices would be recommended
(bad economy), as the prices in kids wear
are on average £29.99) – quite expensive
against competitors (from £7.99)
1c: Digital media users are in growth and
their lifestyles are changing with the
technology – mobile phones as the most
used digital tool (3,649 billion users). UK
market leads in shopping online -2/3 of
country population shop online every month
at least once. (We are social, 2015) Lifestyle
trends for UK include smartphones video
consumption, increased tablet purchases,
smartphone clothes shopping, but the report
also indicates that people are looking on their
smartphones for apps with help to improve
their health and fitness. (Euromonitor, 2015)
Mango is using all the most popular online
channels (Website, Facebook, Twitter,
Pinterest, Youtube) and has its own App. It
also created new App #Somethingincommon
for their new campaign. Nonetheless, these
channels must be integrated and their
website apart from being adjust to be more
easy to shop, has to be updated (Information
about the company is old – no news about
rebranding H.E. by Mango to Mango Man.
Company must keep up with the technology
trends and increase its presence online.
2) Industry challenges
Fashion retail industry issues Mango marcomm challenges
2a: Customers are looking for more
responsible brands among retailers. (Warc,
2013). In 2013 Mango was one of the
European retailers that were involved with
factory collapse in Bangladesh. Moreover,
Mango refused to sign an agreement with the
other companies to pay the compensation to
families of victims. Customers wants to know
exactly what they buy, where the product
Deliver in a more clear way an information to
customers about where all the clothing lines
are being made, what are the conditions in
warehouses and what is the pay in these
countries, where Mango has their
manufacturers or at least deliver an
information if the pay is a living wage.
Especially after the scandal in 2013 Mango
should take care of its image and take under
consideration customers’ needs.
comes from, who made it, how the company
is getting involved with the environment.
2b: Primark (owned by Associates Foods
low price chain store with clothing,
accessories and home line) has entered the
Spanish retail market in 2008. (Warc, 2015)
It is also a rival in some countries that Mango
Pressure on lowering prices is high, Mango
must either adopt their prices to their
audience needs or improve their brand
image to make people shop there. It’s highly
important to communicate with customers as
for example Mango in UK is quite expensive
compered to its origin country (currency
3) Organisation challenges
Mango issues Mango marcomm challenges
3a: Integrating traditional marketing
channels with digital marketing („offline”
marketing with „online” marketing) (Warc,
Creating a strategy to launch online store in
every country Mango operates and integrate
their online presence with all the channels
and with traditional campaigns and spots by
investing in IT team. To integrate the image
of the brand.
3b: Retail competitors. Main competitor for
Mango is Inditex Group, Spanish retailer
whose most important brand is Zara.
(Business of fashion, 2013) Zara may be
considered as much more fashionable
retailer and in fact, their strategy with
delivering new trends to customers is only 5
weeks – aim to 2 weeks. (Passport, 2015)
Take and advantage of sectors that Zara is
not performing at all and not putting its
interest in, for example: collaborating with
celebrities and supermodels. Although other
brands do this (Topshop, H&M) it is giving
Mango the recognition – the best example is
successful new campaign with supermodels
Kate Moss and Cara Delavigne.
3c: Keep up with competitors and with
trends – demand for menswear is currently
growing faster than for womenswear. It has
raised in last 5 years 22% and Mintel predicts
that by 2019 it will reach £16.6 billion.
To create campaign and strategy to promote
menswear more. As with other Mango lines
it is not recognisable as Mango SHE. Make
events when launching this collection in
stores (last example: opening in Manchester
– no event, no awareness, no help from
company in promoting new brand).Online
strategy to make it more popular on
Facebook and Instagram.
3d: Online shopping – delivery times. Mango
delivery to the store, it takes 4 -11 working
days to deliver a parcel to the store while in
Zara it is only 3-5 working days. Next offers
free next day delivery. A lot of customers
resign from ordering by iPad in store
because of this reason.
Mintel report indicates that more flexible
delivery times are highly demanded by
customers and it would encourage them to
buy more. (Mintel, 2015) Mango must
optimise management system of online
sales. It has to minimalize the distance
between the warehouse and the customer.
Priority of challenges and justification:
1) 1c: As the technology is changing so fast, brands need to be aware of current trends.
In digital world brands that are not present frequently enough online and are not using
most important marketing channels and social media will be unrecognisable and
quickly forgotten. Mango is using most of the channels available now (Facebook,
Pinterest, Twitter, Youtube and mobile apps), but its activity can be improved,
especially regarding mobile apps which will be the future of marketing (Warc, 2015).
2) 3a: Integrating all the marketing channels in the company was already a plan for Mango
for 2015 (Warc, 2015), but Mango must also show an integrated image of the brand
including stores designs, collection designs, all the brands Mango represents and
3) 2a: Showing an awareness of the environment and economy is crucial for modern
brands as they have no privacy anymore and everything they do is visible for
customers. Anything that goes wrong has a huge impact because of the social media.
Today’s brands need to be trustworthy and likable (Warc, 2015).
4) 3d: With all the competitors dealing with this issue it seems to be highly important to
shorten the delivery time, as Mango might be losing some percentage of their sales for
this reason. Studies shows (Mintel, 2015) that flexibility in delivery times is one of the
most important factors to encourage them to buy online now.
Section 2a. Objectives
Chosen challenge: 1c.
Objective 1 To launch an updated subpage titled „About Mango” within 2 months.
Objective 2 Increase the brand awareness
To acquire approx. 20% new likes on Facebook from 9 353
156m to 15m (main competitor – 23 453 731m) by December
Objective 3 To launch a Mango blog in next 12 months
Public new posts at least once a week
Create an attractive content focused on the company activities,
not only the product.
Objective 4 Increase the engagement with customers online in next 12 months
To minimize the bounce rate from 21.57% to 18% (main
competitor – 15%)
To increase the percentage of referrals from social sites to
Mango website (shop.mango.com) from 3.03% to 4% (main
competitor – nearly 5%)
To increase the monthly traffic reach from average 6.5m to
10m (main competitor – 16m on average).
Objective 5 To implement an integrated strategy on social platforms Mango
already uses: Twitter, Facebook, LinkedIn, YouTube, Instagram in
next 6 months
To launch a Snapchat account - crucial because Snapchat’s
audience is entirely mobile (Econsultancy, 2015)
By creating the new digital marketing team responsible to
launch new integrated content at all channels
By launching new profiles (separated for specific countries) on
already existing social media.
Objective 6 To increase the growth in the online market share by 19% from
17,67% in 2015 to 21,3% by December 2016 (see Appendix 1 for
1.All figures taken from website analysis (Similarweb, 2015). Main competitor – Zara.
2.Online market share assumption based on 2013 figures and added 9% growth and for 2016
target 19% (FashionMag, 2013).
Priority of objectives, justification and risk of discarding
Objective Justification Risk of discarding
3d must be
Current trends shows that shopping
online is higher than shopping in store
(Warc, 2015). To see the growth in this
market Mango must increase interaction
with customers, but most importantly
change the delivery online policies, which
are a serious problem now for the
On Twitter and on Facebook
customers’ comments are very
negative. Unfortunately, they are
mostly about delivery time which
is even longer during sale
periods and issues with online
orders in general. If objective is
discarded, there only will be
more unhappy customers.
Mango as a store-based retailer needs to
reach its target audience on all available
channels. Content on its social media
varies. Mango is not present on
Snapchat, which should be considered
since Snapchat has 100m daily active
users: 65% of them share content every
Not creating an account on one
of most important social sites
nowadays in a larger
perspective will cost Mango
loosing potential customers.
Even though Mango’s target
audience is 25+, there is a
day, 8,679 photos are shared every
second and 76% of users like shopping
online and they are mostly aged between
13-24yrs (Econsultancy 2015). Also, not
many of Mango’s competitors are on
Snapchat yet, so this would be a chance
to jump ahead competition.
casual collection with specific
design and prints that easily
could reach Snapchat’s users.
Mango would lose an
opportunity to show its product
range in a most popular photo-
4 Increasing engagement with customers
is highly important as numbers indicates
that competitors are coping better with
online activities (Similarweb, 2015). Also,
for this objective the brand awareness in
general is critical. Zara, main competitor,
has much more recognition, which drives
customers into the store.
Support: traditional advertising – spots in
TV (as now), publications in magazines,
and more cooperation with fashion
bloggers, posters and banners on the
To be successful with
undertaken actions, just being
online is not enough. Therefore
tactics require a multi-channel
approach incorporating the best
of digital and traditional media
Section 2b. CSFs
CSFs Risk if not achieved
Shorter delivery time.
Customers opt out from buying online in
Mango, because delivery time is too long. In
such a highly competitive market as fashion
retail and shopping online, the company will
simply loose potential customers in the
battle with other brands that offer even
NEXT DAY delivery for FREE.
Objectives can’t be achieved if the company
will not allocate sufficient funds for digital
marketing. However, Mango in their
sustainability report indicates that IT will be
one of their main focus (Warc, 2015).
CSFs Risk if not achieved
New scheduled plan for posting any content
on all social media channels – must be
integrated and innovative.
If content is not properly planned, the
information customers will receive is
misleading and not interesting (most likely).
Company needs to try to adopt and adjust
to frequent changes.
Information provision (Calisir, 2010).
Information about the company must be
updated and adequate. Visitors and users
need to know exactly what company stands
for, what represents and what products it
offers, especially now when people are
looking for responsible, likable brands that
could inspire them with healthy-lifestyle
Running social media sites.
To introduce the new, attractive content all
the social media platforms must be in use
properly. If channel doesn’t drive any traffic
and there are no page impressions and
visits, new content will disappear.
CSFs Risk if not achieved
New content on social media channels. Brands to stay on top are urgent to be able
to deliver more content to stay competitive.
Nonetheless, content must be important for
targeted audience (SmartInsights, 2014).
Access to Google Analytics for IT/ Digital
Inability to analyse the impact of the digital
strategy and to ensure if objectives are met.
It is crucial to know all the figures regarding
Access to Toolkit. Toolkits are the best tool to get the
information we need to see the results.
Section 3a. Critique
Website is the main tool for Mango in its digital marketing approach. It is responsive, which
means that it is designed to perfectly fit on desktops, tablets and smartphones (Forbes,
2013). It is mobile friendly with big pictures, easy to scroll. It’s international, highly-localised
and country-specific with language translation. Localisations are adapted to specific country
and with adequate currency format (Chaffey, 2012). Landing page for Mango is
shop.mango.com. Users can opt-in for a newsletter on the bottom of the main page.
The website is easy to navigate. Consistency is high as the main options (search, register,
basket etc.) are positioned in the same place on different landing sites (Chaffey, 2012).
Website is simple, because options are limited (Chaffey, 2012) – menu is always the same
on different landing pages, all the additional information is always on the bottom, however it
is not always shown on other sites which makes it harder for customers to come back to
Links to social media are all at the bottom. Social media buttons are quite small, considering
their importance - they could be more visible for users. There are 3 spots that are usually the
most successful to return good amount of clicks – top right corner of a web page, both left
and right side of the content and the bottom of the page (Socialmediatoday, 2015.) “People
are known to interact maximum at the top right hand side of the page” (Haskell, 2015:
In UK and worldwide market search with key word MANGO was on regular level throughout
the year 2015. The trend is the same worldwide – steep raise in the last week of November
from 60 to 100 (Google Trends, 2015), probably caused by Black Friday promotions. It is
possible, because compered to its competitor, Zara, Mango had much better offer,
everything -30%. To increase online sales Mango also offered -30% on everything
EXCLUSIVELY online on Monday, after the Black weekend.
Mango may keep up with trends for shopping and making it easy for customers, nonetheless
the rest of the website is slightly neglected. Most importantly: ABOUT MANGO. This section
has not been updated in a long time. On the bottom Mango advertise to shop Mango Man,
but in the company’s description this brand is still under the name H.E. by Mango. “About us”
is one of the first three sites users go to while visiting the website (Inc., 2010). Therefore, it is
important to have it updated and attractively designed as it is up 24hours/day, always
accessible for customers.
Mango Twitter account currently has 725 000 followers. Mango has joined Twitter in 2010.
Brands Mango Man and Violeta by Mango also have separate accounts, however Mango
Man is relatively new (changed after rebranding from H.E. by Mango) with 14 500 followers.
Presence on a Twitter is critical, as it is one of the main social sites to engage with
customers, but creating new accounts for specific countries would be advised. Mango is an
international company, so perhaps profiles for countries that generate the most traffic to the
website (Spain 13,37%, France 12,49%, Turkey 10,23% and Poland 9,06%) should be
launched (Similarweb, 2015).
For now, Twitter account is mainly used to respond to customers’ complaints. Tweets are
posted in many different languages, which may be discouraging for followers. Mango tweets
mostly in English and Spanish, however German and French is also being used on the
account. From time to time there is some other content shared, but as mentioned above –
this account is based on customer service, which in fact doesn’t make a good image of the
company as it gets there a lot of complaints – especially regarding DELIVERY time.
Mango currently has 4 accounts on Instagram – MANGO, Mango MAN, Violeta by Mango
and Mango KIDS.
Mango account for Violeta is not marked as an official account, which may restrain users
from following it, because of the safety reasons.
Mango Instagram account has currently 3,7m followers with 2105 posts. New pictures and
short clips are posted every 1-2 days. It is working well, however more engaging content
would be advised. Posts on Instagram don’t have to be limited only to collection and events
strictly connected with it. Example to look at: River Island profile on Instagram – sharing not
only content about the brand, but also trying to reach followers with fun hashtags and stories,
more playful approach.
Mango has an e-mail newsletter, which customers can sign up for on the website or in the
store. Newsletter offers notifications about current promotions and new arrivals.
Customer database must be mostly gathered online, because people are not very likely to
share their personal details in store. Still, some stores are requested to try to support
Newsletter is being sent to customers very often, it varies but comes up to 2 times a day. It
might be too often – open rate will get lower (Chaffey, 2012). It reminds about current offers,
how much longer they will be valid etc. Mango alerts its customers about the sale start and
further reductions. In the past many customers were willing to join the newsletter, because
twice a year Mango had offered them exclusively 30% and 40% discount. The company
however does not practice it anymore. It’s worth mentioning that H&M (in comparison)
always offer 25% discount for new customers signing up for their newsletter.
E-mails are adjusted to mobiles. If it is an email only regarding what’s new in store, there are
only pictures with prices of the garments.
Currently 9,387,754 likes, which is half of the main competitor likes, Zara - 23,469,365.
Nonetheless, Mango in comparison has more pages with as follows: Mango Man 106,491
likes and Violeta by Mango 37,945 likes. From Facebook page, users can be easily
redirected to other social profiles. Post are shared every day. Information regards news
about new arrivals, new collection and events. Again, the more engaging content would be
advised as this profile started to be a customer service answering for complaints mainly,
similarly to Twitter account.
Mango is on 46 position in UK for top 50 sites in clothing/shopping category (Similarweb,
Organic search volume for Mango in the latest months was 301k with 193m of results
Mango.com is the first result that appears in Google results. All the first page results are
regarding Mango store. However, pictures results are only for mango fruit, which is
unfortunate, but the name is strictly associated. Links to Mango social sites can be found
after the 4th page of results. Still people are visiting the website from 1) Twitter, 2) Facebook
and 3) Instagram as the top 18 organic search results show (Semrush, 2015).
YouTube channel exists since 2008. It has 19,817 subscribers with 9,079,690 views. Videos
are posted max. every 2 week period of time. Content is interesting: includes new TV spots,
short videos from photoshoots, interviews with celebrities and fashion bloggers, contests that
fashion bloggers were part of and most importantly, videos from fashion shows.
Videos are highly important for conversion rates. They can either be an introduction to the
brand and its collection or they can be just driving an awareness of the brand. They definitely
enhance customer experience (Econsultancy, 2014). For now Mango is doing well on
YouTube channel, content is being shared frequently enough.
129 836 followers. It’s more professional profile, mostly about new store openings and job
offers. Optionally news regarding new campaigns and technological issues are posted. This
profile is good to attract people who would be interested in developing their career with
@Mangofashion boards are visually attractive. Each one is connected with particular brand
of Mango. Currently Mango has 50.6k followers on Pinterest and 4.1k pins.
Mango has currently 2 mobile apps – the most important for online shopping and second
created for latest campaign called #somethingincommon with Kate Moss and Cara
Delavigne. It is a good support for campaign and an effort to engage customers with the
company. It is a simple photo app where users can add their own ideas – pictures that have
Mobile app MANGO is very simple, easy to shop, intuitive. It is a great support for in-store
sales, because online store is the only with all the stock available – this is how app and sales
by iPad are advertised. Research indicates that people are still buying more via their laptops
and tablets, however every year the usage of mobile devices is growing, especially among
people under 35s (Mintel, 2014).
Mango currently has a Google+ account. 534 202 followers, 33m views. Account is updated,
has connections to all the other social channels. Google+ is an important choice for retailers
as helps with Google SEO (Wishpond, 2015).
Section 3b. Proposal
Techniques Advantages Disadvantages
1 Snapchat account
– a mobile only app
to share photos
instead of talking
Sharing a content with
users on a daily basis,
but not focusing
strictly only on
to engage people.
available only for
certain time for
Use it for live stream
from fashion shows.
Actions taken on
Snapchat will have
huge impact on the
if we look for
increase in the
online market share.
Live stream from
fashion shows will
segment of Mango’s
audience which is
above 25yrs. It is said
that Mango aims for
people 25+, however
recently it tries to get
younger people too.
Also, results can only
be seen in
2 E-mail marketing
(newsletter) – the
services via e-mail
Offer a discount for
signing up. Maintain
current activities with
emails. Send an e-
mail in the best hours
for retail: 10-11am or
Well designed and
sent at the right time
for specific segment
– open rate can be
even at 26%
Difficulty of keeping
(Chaffey, 2012). Also,
rate if the e-mail
address is not valid
anymore or our e-mail
is reported as spam.
3 Twitter –. Social
network, site that
Create an account
only for Customer
Service AND create
separate accounts for
countries like France,
Spain, Turkey and
generate more traffic.
Integrate content with
Easy access for all
the users, short
customers on a daily
Twitter is not very
popular in European
countries, mostly is
being used in United
States and UK.
Mango has most of
the users in France,
Spain, Poland and
Turkey, where other
channels are more
4 Blog – frequent,
More “human” face of
the brand. Behind the
scenes of new stores
Introduce the product
Great way to show
exactly company is
doing, what is
the scenes’, get
them more intimate
In digital age people
are getting bored with
longer content, so
blog may not attract
many people. Unless
posts are well-written:
dynamic, short, and
5 Instagram – photo
Visual content is
currently the most
attractive for users.
Not much space to
add anything else,
Content must be well-
6 Website Update subpage
standards and design.
Website is critical for
any company, any
brand. This is the
main source of
Possibly, in social
media era not many
people are looking for
information on the
7 Facebook – Social
Keep up with changes
technology. Use live
stream on fashion
shows and events
Facebook is the
main social channel
People can comment
and add their content.
There is no full control
over social media.
That’s why negative
comments are ruining
the image of the
8 Google+ - social
standards. Even more
pressure to develop
this channel as it
helps with SEO.
Update invalid links.
Google plus is
another way to
Also, it is very
Not that popular
time and work to be
are however not
DSM 1, 3 and 6.
HOWEVER… all approaches are useful for integrated digital strategy. Channels support
Section 4a. Integrated planning
January 2016 – December 2016
Approach Jan - March April - June July - August Sept - Dec
the content for
next 6 months
Launch the new
Website 1)Prepare the
the company –
Blog Plan blog
First posts –
April. Put out
blog in social
and in the
and in the
Twitter Preparation for
new profiles –
account only for
E-mail Market research
– how many
can we get if we
offer a discount
recommend it to
on social media
/ in the
Engage users in
will gain new
followers – get
Facebook Research / new
First live stream
Contest – gain
reviews of new
tools – if any,
into the strategy
Google+ Update links on
activities – more
posting on this
ongoing Ongoing /
Section 4b. Evaluation and business case
Approach Objective KPIs / Evaluation
To acquire approx. 20%
new likes on Facebook from
9 353 156m to 15m (main
competitor – 23 453 731m)
by December 2016.
Evaluation of the number
of likes every quarter.
To minimize the bounce
rate from 21.57% to 18%
(main competitor – 15%)
Traffic on site
Average time spent
on site (now 5min
17 sec on average)
Product page visits
(focus on social
To increase the growth in
the online market share by
19% from 17,67% in 2015
to 21,3% by December
To increase the percentage
of referrals from social sites
to Mango website
3.03% to 4% (main
competitor – nearly 5%)
To increase the monthly
traffic reach from average
6.5m to 10m (main
competitor – 16m on
To launch a Snapchat
account in next 6 months.
Evaluation of the
designing process and
results achieved during
Measure the engagement.
No KPIs available.
To launch a Mango Blog by
Evaluation of the feedback
Traffic on site.
Retention: e-mail marketing KPIs
Delivery rate – indicates if e-mail bounced because not valid address or it goes to
spam folder (Chaffey, 2012)
Open rate - indicates through downloaded images if e-mail was opened, but might not
be accurate (Chaffey, 2012)
Click rate – how many people of those who received an e-mail have opened it
To get this data Mango must use ESPs for tracking their e-mails activities.
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Online market share % = overall sales / total online sales * 100
Figures from: SimilarWeb.com, October 2015
2013: 1.846 bilion euro overall sales
124 milion euro online sales
+ assuming 9% uplift every year (9% lift recorded in 2013 – FashionMag.com)
1 846 000 000 / 124 000 000 * 100 = 14,88% online market share in 2013
+ assuming 9% uplift in 2014 = 16,21%
+ assuming 9% uplift in 2015 from 2014 = 17,67%
Let’s assume that target will be higher than actual uplift in previous years – 19%. I’m taking
that number because for UK for Market Street for this year the target was +19% in sales.
So our target will be more or less 21, 3%.