Branding presentation master

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  • Industry growth:Revenue is projected to decline 1.6% per year on average to $16.5 billion through 2017 due to technological and consumer behavior trends2012-2017 projects 3.5% annual decrease in establishments to 23,753
  • Audience tends to strongly identify with one brand that is out there (Not a coffee, I have a Starbucks; Not an e-reader, I have a Kindle), so differentiation is key.
  • Fading book to symbolize the “pageless” experience, and the seamless transition to digitalFaded “Page” textSimple, bold font Black & white – honoring the time-tested bookTag lines: “ the e-book store”.“where words have no limits” – again, the fading book portrays infinity.Pageless symbolizes infinity. It is an implicit association with
  • Branding presentation master

    1. 1. BRANDING PROJECT: CREATING A NEW BOOKSTORE BRAND Rodrigo Delgado Noah Federici Jeffrey Kennedy Crystal Lin Chelsea Lowry Rahul Roddam
    2. 2. Purpose Challenge: To identify a product category and to create a brand strategy. Our choice: We decided to take a struggling retail environment and create a brand that would disrupt the current model and create a new solution for customers. We decided to create the bookstore of the future.
    3. 3. Overview How we approached the task: 1. Industry, market, and competitive analysis 2. Customer research and market segmentation 3. Brand positioning development 4. Relevance and relationship building 5. Brand extension/portfolio strategy 6. Brand materials
    4. 4. INDUSTRY, MARKET, AND COMPETITIVE ANALYSIS
    5. 5. Industry Analysis • An industry with medium concentration and key players are the traditional giants • Industry boundaries were previously narrow, but now blurred and broad with several players trying to create a “place to go” • Industry decline (-1.6%) • A few books stores will benefit (i.e. Barnes & Noble) due to strong e-reader and thriving e-book store • “Some firms will be able to weather the changes in the industry by differentiating themselves through niche markets or adapting to new technological trends” • Industry trends: Poised for dramatic change • Traditional bookstores investing in online capabilities, but have yet to significantly alter in-store experience Source: IBISWorld Industry Report 45121 - November 2012 | Justin Waterman - Book Stores in the US Key Statistics Industry Cycle
    6. 6. 5 Forces Analysis Threat of new entrants: Low  High capital investment and presence of industry giants Threat of substitutes: High  Due to unlimited apps, online communities, WiFi ubiquity, and library/rent-a-book formats Buyer power: High  The barriers and prices that previously kept buyers loyal to one platform are reducing. Supplier power: Low  Publishers struggle with margins and multiple e-book platforms exist in the market Rivalry intensity: Medium  • Multiple players attempting to be all things (bookstore, e-reader provider, café) • Audience tends to strongly identify with one brand, so differentiation is key. Source: IBISWorld Industry Report 45121 - November 2012 | Justin Waterman - Book Stores in the US
    7. 7. Barnes ‘n Noble Amazon Market Share 52%* 50%* Growth $1 billion digital growth* 12.3% in new book sales Competitive positioning College/University Nook- Digital Digital Business model Brick and mortar, online Digital/ e- commerce Strengths Only national chain Can order anywhere Weaknesses Out dated, big chain feel No touchablity or social interaction How we must compete Create a more interactive social environment Have the selection and interactive environment • http://techcrunch.com/2010/09/16/barnes-noble-projects-1b-in-digital-revenue-25-market-share-by-2013/ • http://seekingalpha.com/article/250507-amazon-positioned-for-50-overall-market-share-by-end-of-2012 Competitive Landscape
    8. 8. Offline Online Independent Bookstores Internet Cafes Competitive Landscape Opportunity
    9. 9. CUSTOMER RESEARCH AND MARKET SEGMENTATION
    10. 10. Research Methods - Research the industry - Conduct interviews about buying and reading habits - Designed and Implemented a survey around the design and naming of the concept
    11. 11. To be deleted • Research the consumer/customer (end-user) – What are their needs and wants? – What are they putting up with that if you can solve you can sway their purchase decision? – What are the purchase drivers and motivators? – Include results from our in-depth and survey research
    12. 12. To be deleted • Identify market segment to target – Segment and size (estimate) the market
    13. 13. - Tech Savvy - “Atmosphere” matters - Willing and able to pay for “elite” leisure time regularly - professionals Urban Aristocrat
    14. 14. - Tightly follow digital trends - Embrace new and cool experience - Price sensitive, but reward themselves occasionally - Young professionals / students Adventurer
    15. 15. - Not a fan of e-books - Prefer the smell and feel of paper - Enjoy reading in artsy cafes / bookstores - Professionals / students Blue Bloods
    16. 16. - Book club fans - Social, interactive - Triggered by events - professionals/students Party Animals
    17. 17. MA: Cambridge, Boston NY: New York CA: San Francisco, LA IL: Chicago Geographic Focus
    18. 18. • Population: 645,169 • Market: $370 Million Cambridge - Boston
    19. 19. • Population: 8.9 Million • Market: $5.1 Billion New York City
    20. 20. • Population: 2.85 Million • Market: $1.6 Billion Chicago
    21. 21. Population: 815,358 Market: $469 Million San Francisco
    22. 22. BRAND DESIGN, POSITIONING & CONCEPT
    23. 23. To be deleted • Develop a positioning statement, personality and voice, brand story – What single most important thing can you promise (and deliver) that will motivate someone to buy?
    24. 24. Positioning Statement Pageless will bridge the social gap between the convenience and selection of online book shopping with the experience of a bookstore café for Urban Aristocrats. Pageless’ unique interactive environment will stimulate your senses and allow you to fall in love with reading all over again.
    25. 25. “We are the bookstore of the future. We are digital, trendy and desirable. We combine the homely comforts of a lounge study with the technological innovation you so yearn. Our books are digital, but our ambiance – personal. Our café lets you relax with your book of choice, while you sip on your favorite beverage or grab a bite. Our variety of lounging options caters to your every need, providing a social, relaxed and invigorating environment.” Concept Description
    26. 26. “where words have no limits” No limits = infinity. Exploratory, freedom from the pages. “words” also refers to how difficult it is to describe the concept in words. The concept is limitless, in that it is scalable and can be expanded easily. Tag Line Style Sophisticated, personal, trendy, laidback, social Brand Toolkit Logo Typography Font: Multicolore Colors Black Orange (FFCC00) Blue (3B5998)
    27. 27. What it is Cafe/Pub Conference Room Conference Room Conference Room Lounge area Study Lounge Game Room Team Room LCD Screens LCD Screens Outdoor Seating
    28. 28. How It Works
    29. 29. Interiors: Lounge Section • Modern Lounge • Comfy seating • Ambient / indie rock music
    30. 30. Interiors: Study Section • Old school study • Leather + Wood + Lamps
    31. 31. Interiors: Café Section • Trendy café • Bar (Wine + Beer) • Food
    32. 32. Interiors: Team Rooms • Collaborative • LCD Projectors + Conferencing
    33. 33. Interiors: Game Room • Board Games • Digital Games • Arcade Games
    34. 34. RELEVANCE AND RELATIONSHIP BUILDING
    35. 35. To be deleted • Identify the optimal brand consumer relationship – What relationship do they want to have with your brand and why? • Create the cultural relevance of the brand – How can you make the brand relevant to today’s culture
    36. 36. relationships Conference Room Conference Room Team Room Lounge area Study Lounge Game Room Team Room LCD Screens LCD Screens Complementary Target Groups: Gamers Students / Scholars Nostalgic Novelists Conference Room Party animal Urban Aristocrat Adventurer Cafe/Pub Blue Bloods
    37. 37. Cultural Relevance Product Partnership Community
    38. 38. Cultural Relevance Product Partnership Community • Details about the product/store that is relevant to today’s culture • Stats on e-book usage and trends Relevant images or statistics
    39. 39. A place to meet and create new groups Food partnership for café Technology provider and retail relationship Publishers for distribution rights and access to authors Cultural Relevance Product Partnership Community
    40. 40. Cultural Relevance Promotions to drive community engagement: • Be the author – Ordinary people submit books that they have written, people vote on a winner, which is then digitally published. • Crowd-sourced e-book – Each person writes one line • Conversations with authors – Live via Skype Product Partnership Community
    41. 41. BRAND EXTENSION AND PORTFOLIO STRATEGY
    42. 42. To be deleted • Develop the Brand extension/portfolio strategy • New product plan?
    43. 43. Sources of Revenue Publishing • Income generated from sales of various forms of media. • Users to shop for, download, browse, and read e-books, newspapers, magazines, blogs, and other digital media via wireless networking • Allow college students to rent textbooks from three different publishers for a fixed period of time. Food & Beverage • Income generated from traditional café business model • cafe should equal at least 10 to 18 percent of annual sales. • profit margins for cafe and restaurant should equal 25 and 7 percent, respectively. Membership & Ancillary Services • Renewable revenue stream generated though membership program • Fee for use of Wi-Fi and printing services
    44. 44. Membership Pulitzer Rewards Program • $179 annual membership fee • Pulitzer members enjoy multiple benefits including… • 25% discount for cafe purchases and printing • free access to Wi-Fi • remote access to media
    45. 45. MARKETING STRATEGY
    46. 46. Marketing Collateral
    47. 47. Social Media • Social book reviews and reading lists to see what books your social network recommends • “Check in” on Facebook (or tweet) and get 10% off coffee at the café • Virtual book clubs enable readers to respond to and discuss questions in an online community • Skype sessions with authors, screened in the café and aired online. Questions submitted via Twitter. • Host professional or interest-based clubs, leveraging LinkedIn groups
    48. 48. Print Media • Local Newspapers & Magazines • Flyers with call tracking • Customized Mailing • Discount Cards
    49. 49. Word of Mouth • Leaders of Opinion or Book Authors • Community Groups • Public Relations
    50. 50. Billboards • Static • Mobile • Interactive
    51. 51. Sponsoring • Job Fairs • Seminars • Tradeshows • Spelling Bees • Special Events
    52. 52. CONCLUSION: CREATIVE STRATEGY
    53. 53. Creative Strategy • Product or Service • Target Audience • Desired Action • Accepted Premise • Key Thought • Reason Why • Image/Tone • Other Considerations
    54. 54. where words have no limits
    55. 55. APPENDIX
    56. 56. Integrated online marketing approach Source: http://www.totalwebdesign.com.au/blog/internet-marketing/growing-your-business-through-internet-marketing-infographic
    57. 57. Industry Analysis: The supply chain IBISWorld Industry Report 45121 - November 2012 | Justin Waterman - Book Stores in the US
    58. 58. Did you know… appendix The Offline Marketing • Is great for building local businesses • Attract a variety of different people • Generates immediate leads Source: eMarketer eConsultancy Digital Marketers United
    59. 59. Now does this mean online marketing ineffectiveness? Did you know… appendix Source: eMarketer eConsultancy Digital Marketers United
    60. 60. No! Marketers are now attempting to use a hybrid of metrics that feature both online and offline metrics Did you know…appendix While many are quick to disregards offline marketing tactics, it is essential to adopt offline-measuring to show true value for brands Source: eMarketer eConsultancy Digital Marketers United
    61. 61. Identity Development
    62. 62. 5 Forces (Detailed) Threat of new entrants: Low  • Bookstores: Incumbents struggling to modernize • Café: Plentiful local and several dominant giants • High capital investment for physical location Threat of substitutes: High  • Apps provide online access to unlimited source of titles • Online communities accessed from comfort of home • Increasing WiFi ubiquity reduces need for a physical meeting place or hotspot • Libraries and rent-a-text offerings pose threat to purchasing model of e-books Buyer power: High  • Apps provide the buyer with multiple formats for consuming reading material • Prices decreasing on e-readers, so buyers not committed or locked in to one provider • Increasing Wi-Fi ubiquity means buyers do not necessarily have to go to café’s for access Supplier power: Low  • Publishers: Struggling to make margins as industry digitizes • E-book platforms: Multiple platforms with bespoke e-book store, fight for market share • Piracy: Threatens book sales, profits, and copyright Rivalry intensity: Medium  • Multiple players attempting to be all things (bookstore, place to meet, e-reader provider, café) • Premium pricing still in play for this target audience (specialty drinks, new titles, high book prices) •Audience tends to strongly identify with one brand that is out there (Not a coffee, I have a Starbucks; Not an e-reader, I have a Kindle), so differentiation is key. Source: IBISWorld Industry Report 45121 - November 2012 | Justin Waterman - Book Stores in the US

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