Brand Plan Marketing Matrix

Brand Plan Marketing Matrix
Semester1 Project1 presentedto the Cape Peninsula University of
Technology in partialfulfilment of the requirements for the subject
of Marketing 2 of the National Diploma: Marketing
in the
Faculty of Business
at the
Cape Peninsula University of Technology
Lecturer: Mr P. Steenkamp
Campus: Cape Town
Group: B

Declaration
I, Nerine Verwey (211211761), declare that the contents of this assignment
represent my own unaided work, and that the assignment has not previously been
submitted for academic examination towards any qualification. Furthermore, it
represents my own opinions and not necessarily those of the Cape Peninsula
University of Technology.
Signature Date
Declaration
I, Nabeweya Williams (211136956), declare that the contents of this assignment
Signature Date
Declaration
I, Neziswa Mncayi (211245488), declare that the contents of this assignment
Signature Date

Declaration
I, Tasneem Mohamed (211179035), declare that the contents of this assignment
Signature Date
Declaration
I, Nicole Rosenberg (211080179), declare that the contents of this assignment
Signature Date
Declaration
I, Gouwah Amoodien (211178365), declare that the contents of this assignment
Signature Date

Table of Contents
Page
1. Introduction 1
2. Brand Identity 2
2.1 Background to Organisation 2
2.1.1 Introduction 2
2.1.2 History, Heritage, Ownership, Organisational Structure 3
2.1.3 Brand vision, mission and goals 3
2.1.4 Brand-offering Matrix 4
2.1.5 Brand Elements 4
2.1.6 Details of Company Logo 4
2.1.7 Packaging 5
2.1.8 Legal Elements of Company Protection 5
2.2 Brand Story 6
3. Segmentation and Targeting 7 - 9
4. Environmental (market) Analysis 10
4.1 SWOT analysis 10
4.2 Competitor Analysis 11 - 12
4.3 Porters Five Forces 13 - 14
4.5 Pestel’s analysis 15 - 16
5. Differentiation – Unique Selling Proposition 17
6. Brand Position 18
6.1 Frame of Reference 18
6.1.1 Segmentation and Completion 19
6.2 PoPs and PoDs 20
7. Brand personality and values 21
8. Brand Essence 22
9. Brand Slogan 23
10 Brand Marketing Programmes 24
10.1 Integrated Brand Management Activities 24
10.2 Brand Elements 24
10.3 Leverage Secondary Associations 25
11. Marketing MIX 26 - 29
12. Growth and Sustaining of Brand Equity 30
Reference List
Appendices

1. INTRODUCTION
Since there is a multitude of retail shoe/accessory outlets available to consumers in any of
the shopping districts, our team, Oo1V Branding, has decided to undertake intense research
and investigate how the shoe retail company Solo Shoes can better their performance and,
at the same time, stay ahead in the ever-changing market, offering a cut above the rest
products with a competitive edge which offer them an advantage above their competition in
the same trade.
In this presentation, recommendations, explanations of the company, including a SWOT
(strengths, weaknesses, opportunities and threats) analysis will be offered.
A clear picture will be created of who Solo Shoes are and what they represent. Also
included is the manner in which they perceive their new customers as well as consumers
who are brand loyal.
Many features play a vital role when having a desire for a company to excel and leave a
lasting footprint in any industry. This includes, amongst others, features such as:
 Segmentation and Solo Shoes target market; and
 Brand Positioning.
The Marketing Matrix of Solo Shoes has been researched extensively and all the findings
and facts have been included in this brand plan to supply a clearer and more detailed picture
of Solo Shoes’ room for improvement, explain the characteristics of the company, how they
operate and consequently run their business.
1.

2. BRAND IDENTITY
2.1. BACKGROUND TO ORGANISATION
2.1.1. INTRODUCTION
In this section the history of the business, its heritage, ownership and organizational
structure will be discussed and their brand vision, mission, and goals for the future will be
reviewed. Their portfolio on offer will be looked at, which includes all the products the
business has on offer and the brand portfolio, which includes brands owned by the business.
A list of brand elements is included which contribute to identifying and differentiation of the
brand. This enhances brand awareness: the main elements according to (Keller, 2008:140)
are brand names, URLs, logos, symbols, characters, spokespeople, slogans, jingles,
packages and signage.
2.1.2. HISTORY, HERITAGE, OWNERSHIP, ORGANIZATIONAL STRUCTURE
The owners have been involved in the shoe retail industry for the past 20 years and have
invaluable experience in and knowledge of shoe retail and shoe fashion.
The Solo obsession
"Every person has an obsession that demonstrates their character. This obsession gives
you a peek into what kind of personality such a person possesses. An obsession with
shoes is just one example of exactly what such an obsession constitutes.
For the past 16 years our obsession is demonstrated in our footwear. Our footwear
obsession feeds on other people’s obsession with what they wear on their feet.. We design
footwear that gives women and men the confidence to conquer and to do so in style. Every
shoe offers the concept of a different individual, keeping that confidence fresh and different.
To give a customer a Solo shoe is to watch them transform into something new and
refreshingly different.
The Solo range caters for all individuals, including children! We wanted a range that offers
variety, individualism and exclusivity in the essence of one brand. The success of Solo is our
footwear which is offered at affordable prices whilst still offering the best selection of fashion.
As for the future of the Solo Company in South Africa, we are broadening our horizons,
pushing our boundaries and destroying all limitations. Our Solo customers can expect the
extension of our fashion range to other accessories such as bags and sunglasses. The
possibilities for the future of Solo are endless. "If she feels good she'll walk good so put her
in the zone and give her a Solo shoe.
2.

 Ownership
Director: Mr Asger AH Suliman
 Organisational structure
Director
Area Managers
Store Managers
Office and store personnel
2.1.3. Brand Vision, Mission and Goals
To be the first choice, leading fashion shoe retailer.
Mission Statement
"AT SOLO, EVERYTHING WE DO IS INSPIRED BY OUR MISSION:
We deliver products and service of uncompromised quality and integrity consistent with our
brand and our image. We are committed to fulfilling our ultimate obligation, that is, to listen
and respond to the needs of our customers and associates and to honour their individual
values. We are firm believers in personal and professional enrichment, established through
an environment of open communication, teamwork, trust and respect. We continue to
concentrate on developing artistically challenging footwear with our driven market in mind,
our passion increases with every exciting store opened. We remain dedicated to an
entrepreneurial spirit that fuels the growth of our company, allowing fresh ideas to flourish
among every rank within Solo. Through principled leadership, we embrace diversity, and we
cultivate strength, pride, and passion to align our personal lives with our professional lives.
We work hard, so that our customers don't have to. We love what we do; therefore we work
at making sure you visit us again and again."
The Solo pledge
• Our commitment to maintain our leadership role through excellence of service.
• To continuously strive towards being the first choice, leading fashion, shoe retailer.
• To create value by offering great quality at affordable prices.
Goals
The initial intention is to expand the retail business by opening a store in well-established
retail outlets in and around Cape Town and eventually all over the Western Cape.
3.

2.1.4. Brand offering Matrix
Offering portfolio
 Handbags
 Sunglasses
 Shoe-care products
 Jewellery
Brand portfolio
 AWOL
 Solo Shoes
2.1.5. Brand Elements
 The slogan "Walking Fashion" is meaningful as it has a descriptive meaning and
suggests exactly how the business wants the consumer to think about Solo Shoes. It
is also likeable by consumers and memorable as it is as easily recognizable as, and
connected to the Solo logo.
 The Solo shoe logo has transferability as the word Solo is arbitrary and has no
obvious tie to shoes and can be used to brand a variety of different products.
 The Solo Shoes logo is flexible to adaptability and change when the need arises to
appear more modern and relevant.
The slogan is protectable but the name Solo has been used in other industries, for
example a range of clothing by the same name.
2.1.6. Details of Company Logo: Solo(Example of new)
(Current logo)
Symbol: N/A
Slogan: Walking Fashion
Colours: Black, Red or Grey
4.

Jingle: N/A
Tone of voice: Mature sexiness
URL: www.Soloshoe.co.za
Spokesperson: Jeannie D, South African “fashionista” and fellow shoe lover (Ideally).
2.1.7. PACKAGING
Shoe boxes varying in sizes: the dimensions of a usual shoe box are 15½ inches in length,
7" inches in width and 4½ inches in height." and the colours of the boxes are mainly red and
white, occasionally in other designs depending on the type of shoe, for e.g. a kiddies shoe
or an evening shoe.
Plastic shopping bags come in standard small, medium and large with the Solo or AWOL
logo on the plastic bag.
These form the basic in-store packaging.
2.1.8. LEGAL ELEMENTS
Trademarks
AWOL and Solo Shoes
Intellectual property
“Walking fashion”
5.

2.2. BRAND STORY
Country: South Africa
Founding year: 1992
Founder: Mr Asger AH Suliman
A list of the first 18 stores opened from 1992-2009
1. SOLO, shops 3 and4 Sammy Marks Square, Van der Walt St., Pretoria (16 yrs)
2. SOLO, shop 14 Waterfall Mall, Rustenburg. (15yrs)
3. SOLO- Shop 2, Plein Street, Rustenburg (since 15 May 2006)
4. SOLO – Shop 15, Jabulani Mall, Soweto (opened 29 Oct 2006)
5. SOLO – Brits, Nedbank Plaza, (opened 2 October 2007)
6. SOLO – River Square Mall, (opened 20 October 2007)
7. SOLO – Quagga Mall, Pretoria West (opened 5 December)
8. SOLO – Lakeside Mall, Benoni (opened 1 April 2009)
9. SOLO – Shop 9, Tramshed Mall, Pretoria (opened 13 March 2008)
10. SOLO – Shop 15, Woodmead Retail park (opened 24 June 2008)
11. SOLO – Shop 8, Castle Mansions, Eloff Str, JHB CBD (opened 28 August 2008)
12. SOLO – Shop 64, Mooirivier Mall, Potchefstroom. (opened 15 September 2008)
13. SOLO – Shop 90, Village Mall, Hartebeestpoort, Brits (opened 30 October 2008)
14. SOLO – Shop 36, Wonderboom Junction (opened 26 October 2008)
15. SOLO – Shop 129, City Mall, Klerksdorp (opened 25 October 2008)
16. SOLO – Shop 49c, Village Square, Randfontein (opened 18April 2009)
17. SOLO – Shop 55, Vaal Mall, Vanderbijl Park (opened 20 May 2009)
18. SOLO – Shop 63, Clear Water Mall, Hendrik Potgieter Rd (opened 15 Sept 2009)
 They now have a total of 37 stores in provinces such as Gauteng, The Free State,
Limpopo and the North West Province.
6.

3. SEGMENTATION AND TARGETING
 Category identification
Solo Shoes has a range for men, women and kids. Their ultimate focus is fashion, comfort
and then affordability. Solo Shoes design their shoes based on international trends and are
up to date with the latest international trends and this makes them a proven fashion-
conscious shoe company. Another strategy that can be used to segment the market for Solo
Shoes is geographical factors. Consequently, the buying behavior will differ according to
geographical areas and LSM groups.
The target groups are segmented into three LSM groups:
LSM 3-5
LSM 6-8
LSM 9-10
 Needs satisfaction
This looks at Maslow’s hierarchy of needs and on which level each of the above-mentioned
LSM groups’ buying behavior fits. The needs satisfaction will differ according to LSM groups.
LSM 3-5- This consumer will purchase shoes just because there is an essential need
physiological or basic need for shoes. This consumer will not look at high fashion as the
majority of this target group just looks to satisfy this basic need since the monthly household
income is minimal. This consumer is most likely to purchase twice a year and to look at
affordability rather than fashion and comfort.
LSM 6-8- This consumer is most likely to purchase as a result of the fact that they have a
social need to fit in, belong to a specific social group and being accepted by peers. This
group is up to date with trends, however, not necessarily all trends. This group will purchase
seasonally or when stores have sales or at specific times of the year.
LSM 9-10- This consumer is most likely to purchase simply because they can afford it. They
also purchase in line with international trends. They purchase because they feel obligated to
follow international trends. This LSM group will purchase purely to have the pair of shoes,
wear them once or maybe not even to wear but to have the status attached to having plenty
of shoes and having them displayed in a closet. This afore-mentioned points fall into the
esteem needs category of Maslow’s Hierarchy of Needs.
7.

User Profiles
LSM 3-5
 Includes 39.5% of South Africa’s adult population.
 Situated in rural and urban areas with consumers 25-49 years of age.
 The majority of this segment completed their Senior Certificate and only 30% of the
segment finished their grade 12 certificate.
 No tertiary education.
LSM 6-8
They are urbanized consumers between the ages of 25-49 years.
 LSM 6 – not necessarily having obtained a tertiary qualification.
 Access to electricity, running water and flushing toilets.
 Monthly Average Income ranging from R5 755 for LSM 6, R9 242- R10 044 for LSM
7 and R12 068- R14 017 for LSM 8.
 This group participates in recreational activities as well as outdoor activities.
 The majority of this LSM also have gym membership and take part in sport for
recreation and exercise.
LSM 9-10
 This group is urbanized, with some owning some holiday homes.
 Usually over the age of 35 years.
 Have obtained a National Senior Certificate and have achieved a tertiary education
qualification.
 Average monthly household income ranges from R15 853- R19 453 for LSM 9 and
R22 043- R28 467 for LSM 10.
 Live in conventional housing which they usually own.
 Recreational activities are important to these LSM groups.
 They have the strongest buying power due to their incomes.
 Their buying behavior is consistent throughout the year.
8.

Purchase and Usage Situations
This section looks at the different LSM groups and how often they purchase as well as
looking at the buying behavior of the different LSM groups, including their the main
motivation for purchasing Solo Shoes.
LSM 3-5
As this LSM group's monthly salary doesn’t allow for much spending on clothing and
unnecessary expenditure, this LSM group will buy shoes, at most twice a year, and will only
buy based on their basic need for shoes. When they do purchase they will wear that pair of
shoes for whole year or for as long as they can, or in some cases till it wears out.
LSM 6-8
This group’s purchasing behavior will differ from the abovementioned group. This group will
purchase according to certain times of the year, sometimes seasonal and perhaps during
store sales. . This group’s consumer will wear the shoes for style and comfort because the
majority of them belong to the working class, but are still trendy. They will not wear the
same pair of shoes at all times but rather alternate the different pairs of shoes they own.
LSM 9-10
This LSM purchase more frequently and simply because they can afford to. This LSM will
purchase just because the shoes are fashionable and trendy on an international scale. They
might not even wear the shoes but will purchase just to have the status attached to having
plenty of shoes or the satisfaction of spending power.
9.

4. ENVIRONMENTAL (MARKET) ANALYSIS
4.1 Swot Analysis of Solo Shoes
STRENGTHS WEAKNESSES
Solo Shoes fashion trend sets them
apart from other stores that sell the
same products at affordable prices.
 One of Solo Shoes major weakness is
that they do not have as many stores in
Cape Town as in/ town cities in other
provinces
Solo Shoes quality footwear designs
are aimed at their market.
 Delays in shipment of their product
Solo Shoes has been in the shoe
fashion industry for approximately 16
years.
 The owners of Solo Shoes not being
able to predict the success of their
store in Cape Town.
Solo Shoes cater for every individual,
ensuring there are some designs to suit
every person’s taste.
Solo Shoes owner designs their shoes:
no outsourcing.
Excellent staffs are well trained and
customer-focused.
OPPORTUNITIES THREATS
 Growing fashion consciousness
globally
 The entry of a new competitor
 Use of modern technology  Fashion prediction is difficult
 Retain customers through quality
suppliers and on time deliveries
 Price increases of raw materials
 Fast changing fashion trends

10.
4.2 COMPETITOR ANALYSIS
 Solo Shoes Competitors
4.2.1 Shoe HQ
4.2.2 Shoe City
4.2.1 Competitor product summary: Shoes HQ
Shoe HQ sells a wide variety of shoes to fit an everyday life style to ensure that every
consumer walks comfortably. Shoe HQ have widened their range of products from only
selling shoes to including handbags. Shoe HQ market their products extensively through
advertising. When Shoe HQ receives new products they make sure that every prospect
customer knows that they have new stock. They sell their products at affordable prices,
ensuring that any consumer can purchase from the store. Shoe HQ consumers enjoy
shopping at the HQ stores due to the good quality of the shoes and accessories. These
stores sell a wide range of shoes for every season of the year.
Strengths Weaknesses
 Extensive advertising of their
products
 Consumers are misinformed
about the terms and conditions
of the earning of points when
purchasing at their store.
 The availability of good quality
products
 They only have few in both
Western Cape and Kwazulu
Natal.
 Wide range of shoes and
handbags
 Consumer complaints exist
about limited stores
 Affordable prices  Some staff are not well trained
 Points can be earned when
purchasing from their store
 Complaints about the service
have been received
Competitive strategy and objectives of Shoe HQ
Shoe HQ always ensures that customers are satisfied with service rendered. Shoe HQ
advertise their products on a regular basis in newspapers and magazines in order for
consumers to stay well-informed regarding store information and new arrivals. Shoe HQ
also provides the consumer with a Shoe HQ card providing the consumer the chance to earn

points when purchasing products at their store, ensuring every day consumers to become
brand loyal to Shoe HQ.
11.
4.2.2 Shoe City
Competitor Product summary of Shoe City
Shoe City sells affordable shoes and has a wide variety on offer for any group of consumers.
Their product line consists of: socks, laces, shoes polish, to name but a few. Shoe City
advertises their products to inform the consumers that their stores sell affordable and good
quality shoes.
STRENGTHS WEAKNESSES
 Shoes City has been in the industry
since 1986
 Not every consumer who has a
Shoe City card is able to pay the
account
 Shoe City has good experience with
customers regarding their needs
and preferences
 When opening an account at the
store, only the account holder is
allowed to make purchases on that
account
 Shoe City sells their shoes at
affordable prices  Poor customer service at the store
 Shoe City has a great number of
stores nationally
 Consumers can open a Shoe City
account
Competitor strategy and objectives
The aim of Shoe City is to attract customers to their store and share the good quality
products. Shoe city advertises and has on going sales and reduced item to increase the
number of consumers and sales. Due to their success Shoe City is able to withstand any
competitive pressure. Shoe City aim is to be the lower cost leader in the market, they want to
be the best provider of low-cost shoes and they have a broad differentiation strategy.

12.
4.3 PORTER'S FIVE FORCES
Force 1: The threat of new competition
Due to the fact that Solo Shoes will constantly experience pressure because of new
competitors which enter the market, Solo Shoes could either change their designs and
materials used in production. Solo could add more products to their line than just shoes,
thus ensuring that they offer the consumers a wide variety of products. Solo could keep their
prices constant or even reduce them in order to keep brand loyal consumers. Solo Shoes
could advertise extensively to inform the consumer that their stores are still in existence and
selling quality goods, despite the competition, and that they will benefit more from buying at
their stores.
With the entry of new competitors into the market comes a decrease in profitability for others
in the same industry. Solo Shoes will definitely have competition when their competitors'
prices are much lower: This will cause a major decrease in their sales as consumers will
decide to purchase from the competitor. The reasons for entry into the market can be due to
consumer demand, lower costs and the little crucial aspect: patent protection.
Force 2: The threat of substitute products
In any retail industry, whether it be clothing or shoes, a threat of a substitute product offered
to a consumer at a much lower, affordable rate will always exist or attempt to enter the
market. Thus Solo Shoes has to ensure that their consumers stay brand loyal by means of
offering the consumer the same product to stay on a par with the substitute/competitive
product or to ensure that the product which Solo sells offers better quality while still in line
with the pricing. In order for Solo shoes to stay ahead of the substitute product the company
needs to assure consumers that their full product line will remain available in their nationwide
stores.
Solo Shoes utilises the internet to their advantage in order to ensure that their stores are
viable anywhere. The Solo web site makes it viable for people to purchase shoes online as
well. The company offers the consumer free delivery, including a 10% discount on their
purchases.

13.
Force 3: The intensity of competitive rivalry
When it comes to competitive rivalry, Solo Shoes has to ensure that they have the upper
hand in advertising. They have to make sure that they spend enough money on advertising
in order to ensure that everyone becomes informed about the company and the affordable
prices of their products. Using creative and innovative ways in order to give Solo Shoes a
competitive edge over the competitor, such as creating competitions in which vouchers for
purchasing products at their store are given away. This will impact greatly on decreasing
competitor rivalry Solo Shoes has no choice but to make the consumer believe that Solo
Shoes is the best option when it comes to purchasing shoes
Solo Shoes need to recognise the importance of allocating enough funds for
marketing/advertising.
Force 4: The bargaining power of a customer (buyer)
Solo Shoes should establish good relationships with their customers, even if it means giving
memberships cards, giving frequent customers some kind of discount when purchasing from
the store and having, at the very least, a monthly sale to convince every Solo customer to
return. The majority of customers can be price-sensitive; therefore Solo Shoes should
maintain the lowest product prices in order to keep their customers brand loyal. Solo creates
products which are unique and yet they fit into everyone's lifestyle and, with these aspects
mentioned, will help the consumer to set Solo Shoes apart from any other store.
Force 5: The bargaining power of suppliers
It is an imperative for Solo Shoes to have a strong relationship with their suppliers. When it
comes to supply and Solo Shoes makes use of a single supplier of raw materials that
supplier can then determine its prices while leaving Solo Shoes with no choice but to pay up.
Solo Shoes should be prepared either for any increase in costs of raw materials and
expenses which stem from that or ensure that they have a range of suppliers to buy from. It
is thus is a wise business decision for Solo Shoes to have a good relationship with their
supplier/s and that they reach an agreement on specific terms and conditions when the costs

of raw materials increase. A good example of such an agreement is a 20% discount when
Solo Shoes purchase raw materials to a certain value.
14.
4.4 PESTEL ANALYSIS
Political factors
Solo Shoes can involve the government in their business. With the government supporting
their business, they can create an economic policy that will foster the growth of the business.
Other factors which impacts on Solo Shoes are the trade restrictions imposed by
government, tax regulations, labour and social legislation.
Economic Factors
The threat that Solo Shoes will face should the economy of a country go into recession
means that consumers will purchase at a slower rate since everybody will have to cut their
spending. As a result Solo Shoes will have to ensure that their prices remain constant in
order to have customers in their store. Solo Shoes must have a contingency plan when the
cost of labour increases as well.
Social Factors
Solo Shoes has to ensure that they meet the values of the consumer. The consumer will not
purchase products of inferior quality which break easily. The shoes created by Solo Shoes
have to match the lifestyle of every single individual from generation X to generation Y! Solo
Shoes should maintain an image in the mind of the consumer as a trend and not merely a
fad that will fade after the season.
Technological Factors
Solo Shoes uses the internet as a tool for their marketing strategy. Solo Shoes uses
valuable information obtained from research which is applied to every aspect of the product:
from design, manufacturing to distribution of their products. The internet is a good source for
Solo Shoes regarding an improvement in sales, not only consumers in Cape Town but also
in other areas. One method is to offer their customers 10% discount when buying online.
Utilizing the internet ensures that customers can be reached not only through their stores but
also in their homes.

Environmental Factors
Solo Shoes are not manufactured in South Africa but as the products are manufactured in a
factory and not outdoors therefore climate change and weather will not be a major factor.
However, manufacturing may contribute to the threats of climate change and should be
taken into consideration.
15.
Legal Factors
Solo Shoes ensures that every piece of legislation regarding this industry is adhered to:
1. Consumer law
The store has to protect consumers from any unfair practices. Solo Shoes ensures that no
consumer is misled regarding their advertisements. Solo Shoes ensures that their
customers come first.
2. Discrimination
Solo Shoes provides products for every individual. The store does not discriminate against
any consumer regarding religion, race, gender and income.
3. Employment Equity
Solo Shoes treats every employee in a fair and equal manner in line with the Labour Act..
Contracts are drawn up not only to adhere to legislation but to ensure that each employee is
not unfairly dismissed, works the prescribed number of hours per day, paid the correct
overtime rates and so forth. Thus this Act protects employees against any kind of abuse by
management.
4. Health and safety
The store ensures that the working environment does not present a health hazard for not
only the employees but also the consumers Health and Safety Regulations also have to be
adhered to in the factory for example protective gear such as safety glasses, gloves and, if
applicable, clothing. This act covers the problems which Solo Shoes may experience when it
comes to staff training, injuries on duty, safety officers in the stores (fire/disaster
management) and the use of safe equipment which is frequently inspected. This Act also
relates to the possibility that a customer is injured on the store premises.

16.
5. DIFFERENTIATION
UNIQUE SELLING PROPOSITION/COMPETITIVE ADANTAGE
Differentiation
 Stress the low prices.
 Uphold a standard of good quality shoes.
 Insure fashions stay up to date.
Unique selling proposition
 Have a specific colour under the shoes that is unique to solo e.g. purple or a dark
pink.
 Reusable shopping bags, this also serves as free marketing.
Competitive Advantage
 What they use to differentiate themselves from the market can also be what gives
them the competitive advantage.
From the above mentioned aspects, one can form a clear picture in regards to the difference
between Solo Shoes and their main competitors. If Solo Shoes upholds these aspects and
with the ever so changing shoe retail industry stay in line, the Company will un-doubtfully
become one of the few good quality and affordable shoe/accessory retail outlets in any
district.

17.
6. BRAND POSITIONING
“Brand positioning is the act of designing the company’s offer and image so that it
occupies a distinct and valued place in the target customers mind” (Keller, 2008)
6.1 Frame of Reference
For Solo Shoes to been seen by consumers as one of the leading shoe and accessory retail
outlets in the district a distinct category membership has to placed, meaning that Solo should
ensure that customers perceive their product line as a shoe retail outlet, good quality and
affordable footwear, and then accessories can be seen as a by-product.
In some cases consumers are familiar with a brands category membership but after
extensive advertising and marketing of the product, the consumer may still not be convinced
that the company belongs in that specific brand and or perceive it as such.
As Solo belongs to the shoe and accessory category, customers may/might not be
convinced the company stores is not on a par with stores such as Edgars and Foschini.
Categorization may occur when the product line is slotted into:
 Style
 Quality
 Durability; and
 Affordability.
With any store, specifically Solo Shoes, becoming a new entry into the Western Cape shoe
retail market, Solo will run the risk of not being slotted into the desired group of retail outlets
such as Edgars and Foschini. This will occur if Solo Shoes is not, after comparative
marketing and advertising perceived as a member of the same brand category as Edgars
and Foschini.

For Solo to position their brand in the shoe retail industry there are a few valuable aspects
that needs to be taken into account:
 Competition,
 Location of stores
 Economy
 Act of designing the company’s offer and image so that it occupies a distinct valued
place in the target customers mind.
 Find the proper location in the consumers mind regarding the product.
18.
6.1.1 SEGMENTATION AND COMPETITION
By Solo Shoes identifying their competition, Shoe City and HQ Shoes, the company can look
at ways to better their performance and quality and stay one step ahead of the competition,
therefore having a completive advantage.
By classifying Solo Shoe customers into the following segmentation:
Behavioural:
User Status This aspect depends on who they consumer is, regular product user,
seasonal, newly user or active/inactive user, meaning does the
consumer purchase on a regular basis or visa versa.
Usage Rate If used correctly, Solo Shoes can establish what sort of consumer is a
regular user of their product and who seasonal users are.
Usage Occasion Customers that only buy on occasion (when need to)
Brand Loyalty Those customers whom chooses to buy only from Solo
Benefits Sought Solo Shoes that offer a distinct aspect, which no other store offers
Demographics:
Income Peoples income will rely on their shopping habits, which can make
Solo Shoes a cut above the rest, when offering low cost shoes against
an affordable rate.
Age Offering a wide variety for all aged consumers
Sex Not only specifying in a certain gender group fashion shoe

Race Being well in the known with trends and what each race group
requires
Family Being a family brand, Solo Shoes perceives that in their brand and
stores
19.
Other segmentation bases which Solo Shoes can also take into account and use in their
advantage:
 Cost Effective Segment
By targeting and convincing those consumers that only see the purchase of a pair of shoes
as a have to have, and not as the opposite, nice to have, which allows the consumers to
purchase quality shoes at an affordable price.
 Fashionable Segment
By using this targeting aspect it will allow the consumer the opportunity to wear stylish yet
affordable, good quality shoes.
 Comfortable Segment
This segmentation base is targeted at the working class, woman and men who seek the
need to walk in fashion but in a comfortable manner.
 Brand Loyal Segment
Consumers who only trust in the quality, affordability and stylish products Solo Shoes have
on offer.
In the retail industry stiff competition will always surface, but it all depends on how Solo
Shoes position themselves and how much energy is put in into making a foot print in the
shoe retail business.
6.2 POINTS OF PARITY & POINTS OF DIFFERENCE
 Points of Difference:
Provide a competitive advantage and reason why consumers should buy the brand

The difference between Solo Shoes and any other shoe retail outlet is that they do on
location delivery whether it is in the customers desire to deliver at home or work. Solo Shoes
would also customise a shoe to the preference of the customer.
 Points of Parity:
Most well-known shoe retail outlets have on common interest and that would be to deliver
good quality service, which makes Solo Shoe on par with their main competitors HQ and
Shoe City, both offer a good wide variety and fashionable shoes at an affordable price
20.
7. BRAND PERSONALITY AND VALUES
Against what the company Solo Shoes has on offer to their brand loyal customers, seasonal
customers and new users, one will receive a clear understanding that the company has
endless possibilities to incorporate these aspects in their stores and in the making of their
products.
7.1 Sincerity
Solo Shoes can achieve endless possibilities by incorporating this aspect into their sales, by
understanding the market and how consumers perceive the purchase of a pair of shoes,
whether it is for business of pleasure usage. It will leave a positive effect on the company if
new users could see the company as passionate, creative and understanding of the needs
and wants, and making these facets a living lasting feature in their store.
7.2 Excitement
When one looks at a Solo product the feeling of excitement and happiness needs to come to
mind, by creating eye catching products, staying in line with the latest fashion news and
presenting the consumer with a sense of “fun” when entering any of their stores.
7.3 Competence
Each and every individual would like the assurance that the product on offer has some sort
of warranty or replacement policy, Solo needs to ensure that their policy is in strict
standards, but offer the customer a sense of reliability when purchasing a product.
7.4 Sophistication
One normally tend to think that lower priced items, are not good quality, reliability or not in
line with fashion and style. Solo Shoes places these exact facets into the making of each
and every one of their products, but, not only does sophistication need to go into the

production line but as well as the presentation of the product, how the store perceives the
product, how the store assistants deliver the quality of the company and the store itself. It
will be highly recommended that Solo Shoes re-evaluate the outlook of their store design,
the product on offer and the outlook of each of their stores is not in line with the quality and
sophistication of their products.
7.5 Ruggedness
Solo Shoes is not in actual fact incorporating this aspect in their product line or store outlay.
The company is more seen as a finer shoe retail outlet.
21.
8. BRAND ESSENCE
8.1 Brand Platform
 Solo Shoes brand promise is to deliver products and service of a good quality which
is consistent with their brand and the image of the business
 Solo Shoes always ensure that they listen to the consumers and it is in their best
interest to keep every Solo customer satisfied.
 Solo Shoes is determined to remain dedicated to the ever changing shoe retail
industry.
 The success of Solo is the footwear that is kept at affordable prices whilst still
offering the best selection of fashion (walking fashion).
 The Solo range caters for all individuals, including children, offering a variety,
personalities and exclusivity in the essence of one brand. Solo is classy and stylish,
they are committed at selling high class shoes at affordable prices. The brand tone of
solo is family orientated because there have a range that caters for a family (woman,
men, girl’s, boys and children).

22.
9. Brand Slogan
Please refer to the appendices

23.
10. BRAND MARKETING PROGRAMS
10.1. Integrated Brand Management Activities
“A brand, being a name, term, sign, symbol or design or a combination thereof, [is] intended
to identify the goals and services of one seller or group of sellers and to differentiate them
from those of competition.” (Keller. 2.2008)
To use integrated brand management within Solo Shoes, we need to firstly look at the
products (brands) the company offers. To manage a brand is to make people aware of a
brand, also tell them who is the source or manufacturer of the product and allow consumers
to assign responsibility to a particular manufacturer.
Solo can use integrated brand management effectively to promote their products in a
completely revamped manner. Brand management can be utilized to focus more intensely
on each product of their brand while highlighting the brand's uniqueness... They can work
seasonally and, for example, through advertising make ladies aware of what makes their
winter boots popular and unique even at the excellent price they are sold at. This can be
achieved, of course, with all their products. It goes without saying that this results in
increased brand awareness and sales
10.2. BRAND ELEMENTS
Mixing and matching of brand elements are one way of saying you use your different
products, match them so that they complement each other and if you buy the one brand
(product), you have to buy the one complementing it.

Solo Shoes can use this technique in a very useful and unique approach as the company
caters for the whole family. Promotions can be created when a pair of shoes and a
handbag, which complements the shoes, are displayed in their store windows and depicted
in advertisements. For example, a pair of leopard print shoes and a bag with the same
leopard print design and color can be displayed and sold as a promotion special. This
technique of mixing and matching their products will enhance the strengths of their brand
and create an awareness of the exclusivity and inventiveness of Solo products.
Solo symbolizes strong favorable uniqueness in every way. They offer affordable, stylish,
fashionable and unique brands and these qualities set them apart from their competitors in
the same market.
24.
10.3. Leverage Secondary Associations
Leverage secondary association is the final way to build brand equity which consists of
marketing effects uniquely attributable to a brand. Brand equity explains why different
outcomes are achieved from the marketing of a branded product or service than should it not
have been branded. (Keller. 37. 2008)
Secondary association takes place when a brand is linked to certain source factors such as
the company, countries or geographical regions, channels of distribution, as well as linked to
other brands, characters, spokespeople, cultural events or other third party sources (like
awards or reviews).(Keller. 40. 2008)
They import all stock and then distribute to their stores via order forms from the branches.
They have huge challenges as the shoe industry is a business where all products (brands)
fulfil the same purpose but need to look and feel unique in order to maintain good sales
figures. . They apply the concept of importing and having a hands-on approach since the
director and founder is also the designer. That sets them apart from the rest.
The image and character of Solo Shoes has fashion and style written all over it. They aim to
supply a product that is appealing in appearance and serves its purpose.
Company representatives, more specifically the director, attend cultural events to observe
what people wear to keep up to date with what their customers; tastes regarding style, color,
etc. Wear. Mr. Suliman r travels extensively to access the best for the company.
Solo is utilizing these strategic factors in such a manner that they are a cut above their
competitors. They need to make consumers aware of how much they care for them in their

advertising campaigns and with that use leverage secondary association to perform for
them.
By combining and using brand equity and leverage secondary association new heights will
be achieved and sales figures can soar!
25.
11. MARKETING MIX
The findings were based on the Sub-dimensions of CBBE (Consumer Based Brand Equity)
Pyramid.
According to Keller (2001; 5) the model of CBBE is about building a strong brand which
consists of four steps:
1. Establish the true brand identity, the soul of the brand! Establishing the depth and
breadth of brand awareness.
2. Establish the appropriate brand meaning unique, favourable and strong brand
associations.
3. Establish accessible brand response and positive brand response.
4. Forging brand relationships with consumers that are identified by the intensive, active
loyalty.
The Sub-dimensions pyramid has two sides the rational route and the emotional route. Most
businesses prefer to use both; the emotional route is feelings acting as a gatekeeper
decision. Plummer (2007; 6) and the rational route focuses on the product or service,
building brand equity.
Short descriptions of brand elements
 Resonance: When consumers feel that they are “in synch” with a brand.
 Salience: Depth and breadth of brand awareness, recognition and recall at
purchase and consumption. In all the right places at all the
right times in all the right ways.
 Performance: What the brand does to meet customers' more functional needs.
 Imagery: How people think about a brand abstractly rather than what they think
the brand actually physically does.

 Judgments: Consumers overall brand evaluations and how consumers combine
performance and imagery associations to form different kinds of brand
opinions.
11.1 PRODUCT
Solo shoes can go both routes of the sub-dimensions the rational or emotional route. The
rational route Solo shoes can start enhancing the sub-dimension of the rational route
 Performance brand element
Product reliability:
By adding colour underneath the shoes (formal wear only; for both sexes). Choose yellow or
any other primary colour that is part of the country’s flag. Be proudly South African and also
making Solo shoes formal wear unique from the other shoes sold elsewhere. Please refer to
figure 1.1 for pictures.
26.
 Enhance performance brand element
Style and design:
By using the Solo staff to represent the slogan of Solo “Walking Fashion” females wearing
red and black heels and males wearing the black formal shoes at work or the staff can wear
the shoes on certain day’s perhaps Mondays and Fridays. Solo describes them as
fashionable and classy. The staff will be enhancing the element. Please refer to figure 1.2 for
pictures.
 Salience brand element
Category identification:
The portfolio of the brand, when wearing the Solo shoes at work and will be reaching a wider
target market through the staff and be identified by the market as stylish, fashionable and
affordable. Solo has an online system for purchasing bags and sunglasses. Solo can
enhance the sub-dimension of
 Resonance
The branding element which is on top of the sub-dimension. This element is a breaking point
for many firms as it increases the market share of the firm. Solo can do follow ups after
purchase via email or message by kindly asking the consumer to leave their name and
number while making a purchase to keep in contact with the consumer, build a relationship.
Be able to assist customers when the is a complaint or returns, in this way solo will be
enhancing
11.2 PRICE

Solo Shoes can have a combination of items sold in store .e.g. per of sandals sold together
with a bag R490; bag and sunglasses sold with a price of one maybe R350 for both or a pair
of shoes with sunglasses for R250. Enhance the brand element
 Performance brand element
Price:
By informing customers about increase of prices by having posters in store or send
emails/messages informing the customers about the increase of prices and supply reasons
for increase this is also enhancing the sub-dimension of resonance loyalty.
11.3 PROMOTION
Advertising
Enhance the emotional route, when it comes to advertising emotions in most cases
determine the sales, solo can enhance the sub-dimension of
27.
 Feeling brand element
Fun:
By having a Solo print ad, placing the print ad on local magazines, local newspaper Cape
August/ Cape news or the best way to reach a wider target audience in Cape Town would be
billboards in the N2/R300/N1 highway because of the traffic jam in the morning from 5am-
9am and in the evening 4pm-8pm. The billboard will work efficiently for working moms and
dads. The messaging/email recommendation can also work for advertising sales and
competitions in store, or use flyers through posts.
11.3 PUBLICITYAND PUBLIC RELATIONS
Enhance the brand element
 Resonance brand element
Community:
By having Solo club cards as incentives for the community or have a soccer/netball team
that Solo can sponsor running shoes for young netball or soccer players. Solo can also
enhance feeling excitement and fun by publishing articles about what’s in and what’s not!
Giving fashion tips and latest trades for kids, teens and young adults. Publish the fashion
tips at local newspaper FREE4ALL that is for free in high school around Cape Town. Sales
promotion on the 9th of August its women’s day. Solo can have a 20% sale on all ladies shoes
enhancing the elements of:

 Warmth:
By also adding a special card encouraging women or a short poem about women (please
refer to figure 1.3). The sale can be for a week and the special card can last for the whole
month of women’s day. The following day after the launch of Solo shoes in Cape Town,
again enhancing feeling,
 Fun:
Solo can have a show using the top 5 models that entered the Solo shoe competition in
March, to model in Solo shoes new arrivals. The show can be held at the Waterfront mall or
at any other mall to draw the attention of Cape Town people. The show can last up to
15minutes; have a title for the show .e.g. “Walking Fashion in Cape Town SOLO” on the
show solo can enhance the element.
28.
 Judgement
Quality:
By emphasising on quality every time a model walks on stage. Or Solo can use media for
the fashion show to target generation Z & Y broadcast the show on hectic nine, a TV show
broadcast in Cape Town this will be enhancing
 Imagery brand element
User profiles:
It has been proven that most generation Z spend 80% watching TV in South Africa.
11.4.7 PROCESS
 Packaging
Solo Shoes can enhance the sub-dimension of:
Excitement:
By including the brand story of Solo shoes on the lid of the box, the wording, font can be in
curls italic or sliver writing. A realistic brand story that will have real charters(human beings)
or add the history of Solo enhancing imagery history, heritage, consumers are more likely to
buy if they are aware of the number of years that the firm has been around. Add a picture of
a Solo shoe on the slogan “walking fashion” on the left corner of the slogan that will be
enhancing
 Imagery brand element
User profile:
Since it’s been proven that many South African cant read. Please refer to figure 1.3 for
pictures.

 People
The firm Solo can again use the emotional route when it comes to the staff and more
especially the delivery people by enhancing
 Warmth:
By organising a bond camp for the staff and founder of Solo, to build a relationship with the
staff and have loyal committed staff which will be able to go the extra mile for Solo Shoes.
Building a relationship with the staff/employees has been proven that it works through
Diesel. At the camp Solo can have a skills development, teaching the employees everything
there is to know about the company: Solo.
 Integrated marketing communication
Solo can have questions or links on social networks to keep contact with the consumers.
Expand the questions to try and keep open questions going that will lead to discussions.
This will build a stable relationship with Solo and the viewer’s/consumers. Engage in monthly
surveys for feedback.
29.
12. GROWTH AND SUSTAIN BRAND EQUITY
12.1. Brand extensions and globalization
According to Shibnim from Solo Shoes on the 5th
March 2012 via a Skype conference,
market research was done internationally in Dublin, New York and Orlando. Solo Shoes has
an ever-expanding objective: growing national first and then internationally.
12.2. Redesign and rebrand/ Adjusting brand portfolio.
Solo Shoes are currently in a growth stage of the products lifecycle. At this stage sales
usually grow at an increasing rate. Profits in the early phases grow significantly towards the
end of this stage. At this stage new competitors will enter the market. Advertising switches
from passive to aggressive extensive advertising.
In order for Solo Shoes to advance to the maturity phase there are a few strategies that can
be implemented. The objectives of these strategies are to convince those who tried the
product first to repurchase from Solo Shoes, to attract new buyers and to ward off
competition. However, competition is unavoidable at this stage.
Strategies to ward off competition in order for Solo Shoes to advance to maturity
phase.
 Slightly lowered prices to raise the barriers against entry of potential new
competitors.
 Improvements of the product, adding new features and styles.
 Product line extensions - Solo Shoes has gradually extended into other
accessories, they could include genuine leather bags and wallets.

 Selectively expand the distribution network - although Solo Shoes are available at
Shoe HQ and AWOL stores, they would benefit greatly from distributing to other
shoe retailers.
 Shifting the advertising objective from product awareness to brand insistence:
instead of Solo advertising the excellent quality of their shoes/ other products, they
should emphasize the brand itself: Solo Shoes.
12.3 Brand Architecture
This refers to how an organization structures and names the brands within its portfolio.
There are three main types of brand architecture systems:
 Monolithic: the corporate name is used on all products and services offered by the
company.
 Endorsed: all sub-brands are linked to the corporate brand via either verbal or visual
endorsement.
 Freestanding: the corporate brand operates merely as a holding company and each product
or service is individually branded according to its target market.
30.
12.4 Branding strategies
 Solo Shoes are affordable but they should still emphasize excellent quality.
 Another branding strategy can be the fact that their packaging can change, the image
that o01v branding wants to portray for Solo Shoes is exclusivity with style, high
fashion, quality and elegance at an affordable price.
12.5. Brand alliances and co-branding
When Solo Shoes enters into a strategic relationship with another brand, the return on
investment for Solo Shoes is immeasurable. Solo Shoes will enjoy the following benefits if
they decide to co-brand with another shoe retailer:
 Customer value
 Brand building
 Customer loyalty
 Brand equity increase
 Value of the brand automatically increases.
Although Solo is already trading with big shoe retailers such as Shoe HQ and AWOL,
branding on their own would increase the awareness of their brand.
12.5.1. Leverage secondary brand associations

The association that consumers prevails regarding certain brands. Due to the power of this
strategy, the association with the brand should be precise and perfect. Ways to achieve the
above-mentioned:
 Excellent branding strategies
 Effective packaging
 Features and benefits of the brand should be portrayed in the logo, slogan and the
way the brand has positioned itself in the shoe market
 Solo Shoes brand association must lead to consumers attaching quality, value for
their money, affordability, and fashionable shoes and comfort to the Solo brand.
31.
Referencing
Interview
Suliman, S. 2012. Interview with co-owner of Solo Shoes Company on 5 March 2012.
Cape Town.
Books
 Ferrel, S & Hartline, E. 2011. Marketing Management Strategies. USA: South-
Western Cengage Learning
 Keller, K.L. 2008. Strategic Brand Management. USA: Pearson Education
 Lamb, C.W., Hair, J.F., Mcdaniel, C., Boshoff, C., Terblanche, N., Elliot, R. &
Klopper, HB. 2010. Marketing 4th
Edition. Cape Town: Oxford University Press
Southern Africa
 Schiffman, L.G. & Kanuk, L.L. 2010. Consumer Behaviour. New Jersey: Pearson
 Keller. K. L.2001 (5)/ building a consumer based brand equity; blueprint for creating
brands
 Concise Oxford English dictionary. 3rd
ed. 2008. Oxford: Oxford University Press
 Wilmshurt, J. 1985. The fundamentals of advertising. London
Websites
 Shoe HQ
http://www.shoeHQ.co.za/promotions/html [12 March 2012]

 Shoe City
http://www.shoecity.co.za/history/.httm [12 March 2012]
 Solo Shoes
http://www.soloshoes.co.za/shop/store-locator
[21 March 2012]
http://www.soloshoes.co.za/shop/
[21 March 2012]
http://www.soloshoes.co.za/shop/mens/mensformalwear.html?p=1[30
[21 March 2012]
 http://mktg.unisvishtov.bg/ivm/resources/customerbasedbrandequitymodel.pdf
[6 April 2012]
 http://www.classmatandread.net/class/2.Measures%20of%20Engagement.pdf
[6 April 2012]
 www.brandchannel.com/education_glossary.asp [28 March 2012]
 http://www.scribd.com/ashwathbereke/d/45638437-Hybrid-Distribution-Channels
[24 April 2012]
 http://www.hellopeter.com/company-zone [24 April 2012]
 http://www.soloshoes.co.za/shop/ladies-1.html [10 April 2012]
 http://thenewmediamarketingco.com [10 April 2012]

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