3School of Art and Design Fashion Marketing & BrandingadPersonal Project Stage 1: Research & Planning:FASH30004 Research Project DeclarationThis submission is the result of my own work. All help and advice other than that receivedfrom tutors has been acknowledged and primary and secondary sources of informationhave been properly attributed.Should this statement prove to be untrue I recognise the right and duty of the board ofexaminers to recommend what action should be taken in line with the Universitysregulations on assessment contained in its handbook.signed ....................................................................................................................date .......................................................................................................................09/05/2013
9FIGURESFigure 1 Visual findings from stage 1Figure 2 Style guide websiteFigure 3 Pop up stylist chatFigure 4 Topman Generation magazine used with Aurasma lite appFigure 5 Suggested modelsFigure 6 First Viral video stillFigure 7 Viral VideoFigure 8 Viral VideoFigure 9 Free playlist code leafletFigure 10 Topman Plus Loyalty Card, letter and envelopeFigure 11 Topman Plus information packFigure 12 Suggested collaboratorsFigure 13 Collaboration posterFigure 14 Teaser posterFigure 15 Poster on store and teaser web bannerFigure 16 Poster on store and teaser web bannerFigure 17 The Event mock upFigure 18 The Event web bannerFigure 19 The Event web bannerFigure 20 The Event poster on store frontFigure 21 Visual of marketing strategies
13INTRODUCTION 1.0Topman are a global fashion high streetpowerhouse. But as highlighted in Stage 1they are falling down in key areas of theirbranding, which if improved would allowthem to forge a stronger connection withthe consumer, and widen the target appeal.This report aims to create a strong andappealing marketing strategy, designed tosolve the problems found in Stage 1. Withthe overall outcome being an effective andmeasurable strategy for the next 3 years.METHODOLOGY 1.1Primary and secondary research has been used throughout this report to build upon theinformation and knowledge gathered fromStage 1.Research includes analysis of competitormarketing, events and campaigns.Alongside primary research into consumeropinion on the proposed strategy. This allowsfor improvement and consideration that willultimately lead to a strategy that isappealing and effective for both consumersand Topman.Secondary Research includes the use ofmarketing and digital marketing textbooks to provide strategic and practicalinformation.This information was used whilst referringback to the brand values and essence ofTopman; to create a strategy that is both inkeeping with the brand whilst moving themforward.The future of Topman,Creating an effectivemarketing strategy forthe next 3 years
16Stage 1 summary 2.0Research project stage 1 highlighted keyareas for Topman to focus on in order tostrengthen their Brand in the UK market.These were:• The 16-24 male market is shrinking. By 2015 this group will have shrunk by 4.5% (Mintel, 2012, online) affecting Topman’s sales, as this age group forms a large part of their consumer base. However it was also found that the 25-30 year old market will be the largest by 2015 (Data monitor, 2012, online) Topman need to ensure they target this age bracket.• 3 key consumer groups were found: - Music Lover, - Mainstream Style - Fashion ForwardThese groups include ages from 18-35.The previously overlooked 30-35 year oldconsumer, form a large proportion of theTopman consumer but are not recognisedby the brand.• There is a large lack of awareness and knowledge from consumers about the music side of the brand. As well as a lack of awareness about Topman Generation (The Topman online magazine).• Strong negative feedback was received about the current choice of Topman models being ‘feminine’ and unrepresentative.• There was also little marketing focus on the UK market when compared to the activities occurring in the US and Australia where the brand is building awareness. This lack of focus could explain the lack of awareness of the music side of the brand and negative feedbacks ( no real brand identity) received during the Stage 1 investigation.These points will form the basis of themarketing strategy as this report aims toaddress these issues in order to strengthenthe brand and form a strong marketingstrategy.Figure 1
17CONSUMER 2.1The Topman Consumer was found to be between 16-35 years old.With the largest group being the 25-35 yr olds. The Topmanconsumers have been segmented into Music Lover, MainstreamStyle and Fashion Forward as found in the previous report.It is important that the new strategy builds a relationship with thesedifferent consumer groups whilst attracting new consumers. Asstage 1 found brand engagement is very important for the malemarket, the brand should look to build a relationship with theconsumer focused on their interests i.e. music as well as sellingclothing.
20To create a marketing strategy thatis both impactful and engaging it isimportant to look at whatcompetitors are doing and howconsumers are reacting. Threebrands have been analysed dueto their unique identity and strongmarketing tools. Looking at howcompetitors and luxury brands arecommunicating their brandmessage and connecting withconsumers will inform Topman’sstrategy and help to identify howTopman can link their music interestin the consumers mind.The following brands have beenchosen to help inform the strategyfor Topman.COMPETITORMARKETING 3.0
21River Island 3.1BrandRiver Island caters for both men’s andwomen’s fashion.“River Island is known for itsstylish and affordable fashion andthe unique touches they bring toour collections, which give them astandout from the rest of the HighStreet.” (River Island, 2013, online)Target market“The target market is the fashionaware 18-35 year old sector.”(Competition commission, 2012, online)PresenceRiver Island has a good online andphysical store presence as well as sellingthrough third parties such as Asos.MarketingRiver Island does not focus on marketingtheir men’s collection very heavily. BothGoogle+, Instagram and Facebook donot feature any content aimed at men.(River Island social media pages, 2013, online)They do produce print ads and videosshowing the new collections and stylingmaster classes for men, but these are nota regular tool.Print adsRiver Island’s print campaigns featureboth men and women (alongside singlesex adds) to show a united brand, this issomething Topman could consider doingto give the brand more impact andcreate a stronger brand image.RhiannaRiver Island biggest marketing focus hasbeen on womenswear with the newpartnership with Rhianna.Alongside the new collection designed byRhianna, River Island launched a twittercompetition to see her live in concert.The gig was in a secret location andtickets were won though a series of onlinecompetitions on Twitter and Style insiderblog. Alongside this the brand distributed1.5million promotional cards for a freedownload of Rhiannas single Diamonds.(Jones, D, 2012, online)Josie Roscop, marketing director at RiverIsland, said the brand was;“giving exclusive access andcontent by bringing fashion andmusic together in a way we thinkour customers will love”.(Contract music, 2012, online)River Island was one of the first fashionbrands to stream a concert live onFacebook. Those who did not wintickets were able to watch the concertlive streamed to their home. (Jones, D,2012, online)This is a good example of how a fashionbrand can connect to consumers throughmusic and offer something new andexciting. River Island used thesepromotional techniques to ensure thelaunch of the Rhianna for River Islandcollection received media attention andincreased consumer excitement. The toolswere used to ensure that the collectionwould be profitable and desirable whilstenhancing the brand image to appeal tothe younger consumer.As yet no sales figures on the collectionhave been released.
22Image recognitionMarketingRiver Island has introduced imagerecognition technology into theirmarketing. Shoppers point their smartphone at the campaign using the Blipparapp and this triggers extra video contentand takes the users to the online store,(Thomson, R, 2013, online) providing access toexclusive content, news footage.Consumers are also able to share thescanned item with their friends throughsocial media.Multichannel marketing is the way forwardin fashion marketing, a number of otherfashion brands including Clarks and Asoshave used this media.Other Tools• Twitter 121,100 followers• Facebook 1.5 m followers• Instagram 63k followers• Google + 23,800 followers• Pinterest 3,700 followers• You Tube 2,500 subscribers• Tumblr• Apps(Figures taken on 13-03-13 from brands ownsocial media pages)Consumer perceptionUsers of YouGov see the brand as Stylish,Trendy, Cool, Fun and Glamorous. With afew questioning the quality of the product.(YouGov, 2013, online)
23ASOS 3.2Brand“ASOS aims to be the number onefashion destination” (ASOS, 2012, online)Providing fashionable and stylish clothingto suit all budgets, for men and womenaround the world. With over 1,000,000visitors a day (ASOS, 2012, online) ASOS isleading the way for online brands.Target market“Whilst the ASOS offering has wideappeal, ASOS’s target market is theglobal population of twentysomething’s who love fashion.“ NickRobertson, Chief Executive Officer (ASOS,2012, online)PresenceASOS is a solely online brand, they marketonline and exist online. The only physicalform of marketing is the ASOS magazinewhich regular consumers receive throughthe post or online.Marketing‘We optimise our content for tabletsand mobile, but we still havemagazines,’ explains Nuttall. ‘For us,it’s not a question of one or theother. These multiple platforms arehelping us become boundless,immersive and interactive.’ (PR week,2011, online)ASOS are often one of the first to use thelatest technology to help them appealand interact with their consumer. Thefollowing are examples of the latest andmost innovative campaigns.Seamless integratedmarketing & shoppable viralvideosASOS are hugely successful at digitalmarketing because they recognise theimportance of seamlessly integrating alltheir digital tools. Their campaigns makeuse of all tools.For example the recent Christmascampaign ‘Best Night Ever’ had 3shopable viral videos. Each videofeatures exclusive performances frombrand ambassadors, singers Azealia Banksand Ellie Goulding, and model CharlotteFree. (The drum, 2012, online) All the outfits inthe video could be purchased from Asosand with a click of a button consumerswere taken straight to the item page.The videos end with a hashtag askingusers to share the their ‘Best Night Ever’with the “#BestNightEver” on twitter. Whiston Facebook users shared their best nightout outfit. (Campaign live, 2012, online)Using across platform tools createsengagement and consumer participationbuilding brand loyalty.“Viewers are encouraged toreplicate signature poses and postthem to the ASOS Instagram page –tagged with #BestPoseEver – forentry into a Facebook gallery.Customers will also have theopportunity to guess Charlotte’sstocking-fillers for a chance to winthe product. All activity coincideswith the December issue of ASOSmagazine, with Charlotte holdingthe cover star position.”(Brand channel, 2012, online)
24ASOS’s more innovative campaigns tendto be for the female consumer, for analysisof the men’s Asos Christmas 2012campaign please refer back to stage 1appendix.“ASOS have invested heavily incommunity platforms and socialmedia to deliver the sizzle!” (Smartinsights, 2010,online)Shoppable videos are still a new tool thatonly a handful of brands have used. Thereis huge opportunities for those amongstthe first to use them.The ASOS campaign was designed toincrease brand awareness and driveChristmas sales. That Christmas saw anincrease of 46% in sales compared tothe previous year (Sparkes, M, 2013, online)showing that the campaign had apositive effect .MagazineLike Topman Asos also have an onlinemagazine for male consumers, coveringfashion, technology, city guides, festivals,exhibitions, apps and music. LikeTopman the magazine is shopable, unlikeTopman Asos print physical copies of themagazine, which can be shopped usingan augmented reality app bringing thepages to life. (Asos, 2013, online)StylistsAsos have recently introduced ‘personalstylists live chat’ which allow theconsumer to receive fashion and stylingadvice while they shop. This allows for thebrand to recreate the in store experienceof a sales assistant online and provideunsure customers with help and advice.(Moth, D, 2012, online)The service is available for men andwomen, appearing as a small pop upchat box in the corner of the page.Consumer feedback has been positivehelping men find outfits for nights out etc.This is a great way to provide thefashion advice and guidance which Stage1 (research into male shopping behavior)found men appreciate.Other tools include:• Twitter (Asos men’s) 23,000 followers• Facebook 2.3 m followers• Instagram 585 k followers• Google + 1,480,000 followers• Pinterest 29,000 followers• You Tube 10,000 subscribers• Tumblr• Apps(figures taken on 13-03-13 from brands ownsocial media pages)Consumer perceptionConsumers describe ASOS as “Trustworthy, User friendly, Goodvalue, Attractive, Credible, Fresh,Easy to use, A favorite, Visuallyimpressive and Excellent.”(YouGov, 2013, online)
25Ralph Lauren 3.3BrandLuxury heritage American lifestyle brandoffering everything from casual polo shirts toformalwear for men, women and children.Target marketWith a range of diffusion lines and rangesthe brand offers something for everyone.From the ‘Denim & Supply’ range aimed atthe 18-25 market to the Ralph LaurenCollection aimed at the more affluentconsumer.PresenceStrong online presence through socialmedia and apps, as well as a strongphysical presence through own brandshops, and diffusion lines sold in departmentstores globally.MarketingIn 2010 the brand ranked second in theDigital IQ Index of Luxury Brand.(The independent,2010, online)4D ExperienceRalph Lauren staged a 4D fashion event onthe façade of their Flagship stores, usingprojection mapping of 3D images.(The independent,2010, online)Viewers saw catwalk models standing 4stories tall, and images of productswrapped around the stores.Music played, wind breezes were simulatedand perfume was released into theaudience creating a memorable excitingexperience. (The independent,2010, online)
26“I think it’s something that peoplewill be talking about for a while tocome. It’s unique enough that peoplewill hear about it. We think thatthis is innately high profile andwill generate its own viral buzz anddiscussion.” David Lauren, senior VicePresident of advertising, marketing andcorporate communications .(Business of Fashion, 2012, online)The event caused a huge media and viralbuzz giving the brand massive promotionalcoverage. This innovative use of technologywas used as a branding exercise to raisebrand awareness. Ralph Lauren is the firstfashion brand to create a 4D experience.(The independent, 2010, online) Howeverthey did not market or promote the eventstrongly meaning they missed out on reallyconnecting with the consumer.“While the London event was meant tomark the launch of Ralph Lauren’s“digital flagship” in the UK, thebrand could also have made moreeffort to build pre-event buzzamongst end consumers and failed todirectly link the 4-D experience tothe new e-commerce site. Neither thephysical experience, nor the quietannouncement on the brand’s Facebookpage, drove enough real consumersto these amazing events, which weremostly attended by industryinsiders.” (Business of Fashion, 2012, online)Other tools include:•Twitter 323,000 followers•Facebook 6.7 million fans•Instagram 188, 700 followers•Pinterest 15,500 followers•You Tube 6,000 subscribers•Tumblr•Apps(figures taken on 13-03-13 from brands ownsocial media pages)Consumer perceptionYouGov found consumers describethe brand as “Original, In demand,Fresh,Beautiful design, Respected,Trustworthy, and Modern”(YouGov,2013, online)
30MARKETING &COMMUNICATIONOBJECTIVES 4.0The aim of creating a newstrategy for Topman forthe Next 3-5 years is tostrengthen the brand imageand increase the consumerrelationship by addressingthe issues found in Stage 1.(For brand vision &objectives see Appendix 1)• Increase awareness of Topman Generation through strong marketing and PR so that every Topman consumer is aware of the online platform.• Increase sales and widen the consumer base through an innovative marketing strategy, over the next three years.• Continue to drive sales through online and physical retail stores.• Continue to increase turnover by 20% for the next three years.• Continue to stay market leader for high street men’s fashion.• Increase sales and maintain customers through strong marketing.• Successfully communicate the brands music side to consumers so that Topman and Music become one in the consumers mind.• Create campaigns using new models that reflect and appeal to target audience.• Target the 25-30 year old consumers in marketing.• Create a relationship with the consumer via a shared interest in music.• Put focus back on the UK market in order to overcome negative feedback and opinions from consumers.MARKETING OBJECTIVES COMMUNICATION OBJECTIVES
31MESSAGEThe overall focus of the marketingstrategy for the next 3 years will be tofocus on the previously overlooked UKhome market (with the strategy beingglobally rolled out) whilst aligningTopman and music in the consumersmind.BUDGETAfter speaking with the Buying Directorfrom Topman it was found the annualmarketing budget is circa £5-£6 million.This information will be used to informthe strategy and ensure it stays withinbudget.FOCUS GROUPIn order to create an appealing andeffective marketing strategy afocus group was conducted to testinitial ideas and receive feedback.This would help shape the initiatives.5 males of varying ages were askedwhat they thought about a number ofdifferent marketing tools, theirresponses have helped to shape thefollowing strategy, allowing for a moreappealing and effective 3 year plan.(for full write up of Focus group please seeappendix 2)
34STRATEGY 5.0Topman have a strong brand image and are always one of the first to use the lat-est digital marketing tools. However there are improvements and new initiatives thatcan be implemented to ensure the brand communicate their music image, and stayahead of competitors.Topman already use social media effectively, these new marketing tools aredesigned to be supported by the current use of social media and print campaignsrather than replace them. Allowing for a stronger brand presence and image.There are areas of improvement to be made in Topman Generation, introducingStyle Guides to the website and new model casting suggestions. This is followed bythree new areas of drive for the new marketing strategy, Music, Loyalty Cards, andCollaborations. These tools will help create more of a distinction and desirability forthe consumer to want to shop at Topman.WEBSITE STYLEGUIDES 5.1Topman have a popular websitereceiving 450,000 unique visits per week.(Arcadia, 2012, online) (The LondonFlagship store sees 75,000 visits everyweek (Arcadia, 2012, online)This shows thatthe online store is a hugely important partof the brand, it needs to stay ahead ofthe competition and continue todeliver to consumers in new ways.Research from Stage 1 showed menappreciate guides to dressing“Men appreciate guidelines fordressing (Tungate M, 2008, p61)which GQ have featured inarticles written by the Style Guyexplaining how to use a tie clipand which shirts to choose.”( Stage 1 report)Topman should create a section of theirwebsite dedicated to Style Guides andhow to wear items. The section wouldconsist of small visual articles on howIMPROVEMENTS TO EXISTINGMARKETING MATERIAL
35to choose the right suit, how to style ablazer, what shoes to wear when etc.This would allow Topman to promoteitems from the website and create amore meaningful relationship with theirconsumer that is based on more thanjust selling – a relationship based onadvising and acting as a guide.Consumer and brand relationship isthe way forward it creates loyalty andincreased revenue.“One of the most effective toolsagainst risk is the relationshipsconsumers form with brands”(Fournier, S, 2012, pg 3)Competitor research found that Asosare using an Instant messenger chatthat allows stylists to help and answerconsumer style questions in real time.(See competitor section page pg 24)Topman should also use a similar serviceto enhance their website and make thestyle features a more dominant part ofthe brand. A pop up window will askconsumers when they enter the site ifthey would like any help. This thentriggers the instant messenger chat witha stylist who can suggest items for theconsumer - after finding out their needsand likes etc.The initial Focus group responded verypositively to this “It would be reallygood especially if you had a bigoccasion and didn’t know what towear” (Focus group, 2013)Tools such as these bring the personalshopping experience you get in storesonline, allowing for a more interactiveand successful shop.This method will help to increase salesthrough suggesting items and creatingconsumer loyalty through positiveinteraction which in turn createsconsumer confidence and arelationship with Topman. MakingTopman the “go to” brand for allclothing and style needs.These tools will be launched initially inthe UK in Year 1 but depending on thesuccess will then be rolled out globally.The online stylists will be made up of ateam of 10 employees in the UK, de-pending on the success of the venturemore staff will be taken on in the UK andglobally.MEASURING SUCCESSFor any new tool it is important to beable to know how effective it is. The newstyle guides and Stylist chat can both bemeasured in a number of ways.Firstly referred URLS and click-throughs;both tools will link users to suggesteditems. Topman will be able to see howmany suggested items have beenclicked on by consumers.Another key way of measuring thesuccess is by number of sales. Topmanwill be able to see if there has been anincrease in sales for the suggested items.
38TOPMAN GENERATION-magazine UPDATE 5.2As highlighted in Stage 1 few Topmanconsumers are aware of TopmanGeneration.“Only 20% of participants had heardof Topman Generation“(Research projectstage 1, primary questionnaire)It is important to increase awareness,improvements have also been suggestedto ensure the magazine is engaging andconnecting with consumers.INCREASING AWARENESSSince Stage 1 Topman have started topush the magazine using web bannersand promotions on Twitter and Facebook.(Primary research looking at TopmanFacebook, 2013, online)However they canstill do more to increase awareness of themagazine.Firstly they should have printed copies ofthe magazine, which can be given outin stores and sent with online orders. Thiswould help to inform consumers of thecontent of the magazines and then drivethem online.This is a tool, which both Asos andTopshop already use. (Topman do printmagazines but they are not TopmanGeneration- they are more productfocused)To make it more engaging with the malemarket, the pages should be augmented,triggered by the app Aurasma lite. Itallows brands to transform boring print adsinto engaging and exciting triggers forfilms and music. The user holds their iPhoneover an image, which has the Aurasmalite logo on. The image triggers theaugmented reality videos to play, whichthen turns the print ad into amultidimensional and engaging tool.Aurasma is quickly growing inpoularity with over 16,000 clients(Aurasma,2013,online)At the end of the video there will be a linkfor consumers to go straight to theTopman site.“It blends the physicaland virtual worlds byturning any image intoa digital footprint,” saysAurasma’s director Matt Mills.CONTENT IMPROVEMENTThe magazine content coversfashion, music, lifestyle, culture, videosand competitions. But there are still newareas which can be featured to makethe brand more of a lifestyle brand andengage with consumers with more oftheir interests.Topman has become a global brand. Agood way to inform consumers of theirglobal presence and reflect theirEuropean and American markets wouldbe to have a ‘City Swap’ section.Stage 1 found Holidays were one of thetop 5 things men spend their money on.Having a city guide would both appealto male interests and help promoteTopman stores in other countries. Thebrand would aim to become a “go to”for men looking to find somewhere newand exciting to visit.
39(Stage 1 research), and helps to turnconsumers into brand ambassadorsand build a relationship withconsumers.MEASURING SUCCESSThere will be a small cost to Topmanfor printing the magazine. However thisshould be balanced out with theincreased awareness of the magazine.The new articles can be written byTopman staff who already write for themagazine.The success of the new tools can bemeasured using KPI’s (Key performanceindicators) to monitor how many hitsthe magazine receives and how manythe new pages receive. This will allowthe brand to see if the new methodshave been successful. These newinitiatives will also be launched inYear 1.Figure 4“Since consumers have been ableto shop online, the most success-ful retailers with e-commerce havebeen those that set their brandsapart by creating an experientialstory. Those experiential storiesare crafted though everycommunication tool”(Wright, M,2011, online)CONSUMER INTERACTIONTo make the magazine further connectwith the consumer Topman could run acompetition asking consumers tocontribute. There would be a brief andconsumers could interpret it to producean article or photo shoot. The bestwould be published in the magazine.This type of brand engagement isimportant to the youth/male marketMock up of magazine & app
40MODEL SUGGESTIONS 5.3Stage 1 research found that the currentTopman models are unappealing dueto the feminine appearance. This pageshows a suggestion of how the modelsshould look to both represent the oldermarket and appeal to the existingTopman consumer. The suggestions arebased on the focus group feedback andcomments from stage 1.A key comment about the currentmodels was:“THEY ALL LOOK REALLYYOUNG AND FEMININE”“These guys are not cool or evengood looking. It’s trying to be tooalternative and doesn’t work.”Mark Turngate notes that women do notwant men that are prettier then them andmen do not want to be represented as“Photo-shopped buffoons”. He believesthat in a gender neutral society there isstill a demand for old-fashionedmasculinity in advertising. (Turngate M,2008, p 9) This appears to be the samebeliefs that were expressed in the focusgroup.The models recommended are not bigname models, instead up and comingmodels have been chosen, as they aremore edgy and fresh in keeping with theTopman identity.These suggested models are designed toencompass a more masculine andfashion focused look. Topmans’ futuremodels include a mix of older andyounger models that are relevant to theirconsumers including the 25-35 groups.The models will be used in the Spring/Summer collection of Year 1 (2014) andfrom them onwards.previous Models
41Figure 5Gavin Jones Andre BentzerSamuel Trepanier will higginson Daniel bamdadModel Suggestions
44THREE NEW MARKETINGSTRATEGIES 6.0MUSIC 6.1As Stage 1 found Topman believe theyare a fashion and music brand,however this was not somethingconsumers had recognised. Bymarketing the brand with a morefashion and music focus Topman will beredefined in the consumers mind andhave a stronger more unique brandimage.“Since consumers have been ableto shop online, the mostsuccessful retailers withe-commerce have been those thatset their brands apart bycreating an experiential story.Those experiential stories arecrafted though everycommunication tool.”(Wright, M, 2011, online)SHOPABLE VIRALS 6.2In order to promote the Music side of thebrand a series of Guerilla viral videos willbe used.The video will be sent to everyone on theTopman database who receives weeklyemail newsletters, leaflets will also begiven out in store to prompt people tolook at the video on YouTube. The viralwill also play on screens instore as well asthe brands social media pages.The first video will be a short 20 secondclip showing a group of people gettingready, their faces will not be fully shownbut you will clearly see they are puttingon Topman clothes. There will be loudinstrumental music and a lively energeticatmosphere. At the end of the clip it willsay“Something isComing.”This will create intrigue and encouragepeople to keep looking back on TopmansYouTube.The next week a new video will be sent.This time you will see the faces of thepeople in the video. This clip will againonly be short but will tell people to checkback in 2 days.The video will feature an up andcoming British band, possiblesuggestions include:• Weird dreams • Peace• Mt. Wolf • Drenge• Citizens • Patterns• Glass Animals
45These artists have been chosen as theyare credited as up and coming artists towatch (Clash, 2013, online). Their alreadylarge fan base, strong unique sound andtheir fashion and style sense, all embodythe Topman values. The bands appealincludes the older consumer group, withthe fan base ranging from 18- 35 yearolds. (Facebook, 2013, online)It is important that they have a wideappeal to include the older market, asit has been previously overlooked byTopman.These 2 short virals are designed to buildexcitement and hype ensuring morepeople watch the main video.The main viral will be a shopable musicvideo for one of the bands listed. It will bea unique video designed just for Topmanwith all the clothes available topurchase. The video will have smallarrows next to the clothes allowingviewers to click and purchase. There willalso be a link at the end of the videotaking you straight to the Topman site toshop the ‘looks from the video’.Figure 6Mock up of viral still
46“A good viral has toentertain and engagepeople while portrayinga message about yourbrand that the audiencecan identify with.” NickRadmore, head of social marketing andbrand at the British Heart FoundationAt the end of the video it will askviewers to ‘Share’ the video and ‘ Like’Topman in order to win tickets toReading and Leeds festival. (Againreinforcing the music and fashion side)The track will be available for downloadfrom the Topman Generation site.“We used our Facebook page &Twitter account to allowfollowers to preview, share and‘like’ the video and we had a lotof success,” Nick Radmore, head ofsocial marketing and brand at the BritishHeart Foundation. This will allow Topmanto market to people they do not alreadyhave on Facebook and who may not bea Topman consumer through their friendspromoting the brand on their newsfeed.(via their friends sharing the video)This gives Topman access to a newmarket and will gain them more ‘Likes’,as these new consumers like Topman onFacebook, allowing them to promoteand market to them on a daily basis.Figure 7Mock up of Viral vIDEO
47MEASURING SUCCESSTopman will be able to monitor thenumber of views the video has and howmany people “liked it” on the basicvideo data YouTube collect.Topman can also monitor how manynew friends/’Likes’ they gain onFacebook during the promotion periodof the video. The more friends they gainthe more successful the video was.Topman will also be able to monitorKPI’s on the video, including how manypeople shopped the video, and howmany went straight to the Topman siteafter watching.Alongside this, sales of the clothing fromthe video can be monitored to see if thevideo has created an increase in sales.These tools will allow Topman to see howsuccessful the Shopable Viral has been.The video be launched in Year 1 to helpcreate a buzz both within the mediaand with consumers. It will align Topmanwith their music side and giveconsumers something exciting to shareand use. As well as allowing Topman tomarket to and attract new consumers.Figure 8Mock up of Viral vIDEO
48When consumers spend over £25 both instore and online they will receive a uniquecode allowing them to download a freesong from the playlist. The more money theyspend the more songs they can download.The songs will be downloadable from theTopman Generation site (the onlinemagazine), this will help to increaseawareness of the magazine which Stage 1showed was needed.The free playlist will be promoted in storeand online with sales staff reminding theconsumer at the till point if they make uppurchase value to £25 they receive a freedownload.“Music has quicklybecome the lifeblood ofTopman” (David Shepherd, 2009, online)The initiative will be in partnership withiTunes. Free music helps create brandengagement, which again Stage 1 foundwas an important way to connect with themale market.Having a unique relationship with theconsumer based on a shared interest inmusic helps give Topman a more uniqueidentity, setting it apart from competitors.The free playlist also acts as an incentive toencourage consumers to spend more. Thiswill increase turnover and create a stronger,more loyal consumer group.The free playlist will be launched in Year 1 toensure the music rebrand comes across onevery level.MEASURING SUCCESSTopman will be able to see how effective the tool is by monitoring the Downloadnumbers and seeing how many codes havebeen used .INSTORE PLAYLIST 6.3To ensure the music elements of Topmancomes through at every level a brandplaylist will be created. It will be a list ofthe songs that are played in store andwill feature on both the website andFacebook page.Figure 9playlist code Leaflet
50TOPMAN PLUSLoayalty card 6.4Store cards have been a good way toincrease consumer loyalty and maintaincustomer sales. However it is becomingincreasingly difficult to encourageconsumers to take out store cards due tothe economy and high interest rates.(For analysis on fashion brand Store cards andLoyalty cards please see appendix 3)A new way to incorporate the benefits ofreturning consumers and increasedspending is to create a Loyalty Card for theTopman consumer. A loyalty card is not acredit or store card. It does not allow thecustomer to buy clothes on credit.A Loyalty Card provides benefits for thecustomer. It allows them to enjoy offers anddiscounts. It provides the cache of anexclusive club; it also allows marketingincentives to be used as an affective tool.The Loyalty Card will be called“Topman PLUS” and will be designed tobenefit both the brand and consumer.Consumers will be able to collect points per£1 they spend at Topman. The more pointsthey earn the better the benefits they areentitled to.Benefits will include:• Invites to exclusive Topman events• Discount gig/music tickets• Free music downloads• Discount vouchers • Holidays• Cinema tickets • Monthly emails• Birthday Voucher • CompetitionsWhen a consumer earns a 1,000 points in ayear they are invited to become aTopman PLUS VIP. There will be a” VIPMembers Only” page on the Topmanwebsite where members can gain accessto exclusive content and browse the offersthey can collect.The VIP Members Club will have access to
51Figure 10Topman plus Card & letter mock upA personalised cardwould be sent out tothe consumer with apersonalised letter &leaflet explaining thebenefits.
52Figure 11Topman Plus information pack - leaflet
53previews of collections; unique offers everymonth, selected Topman Generationcontent (helping to promote themagazine) competitions, discounts ontickets to gigs, exhibitions and films.The Topman PLUS VIP can be part of theTopman Google+ VIP page. (Selectconsumers are picked to become part ofTopman’s exclusive VIP circle on Google +)This will help to unify Topman PLUS withTopman’s social media and help topromote the card.Topman Plus would collaborate withbrands such as Netflix, Spotify, SeeTickets and iTunes to create appealing andunique offers and discounts for consumers.Topman PLUS VIP members will act asbrand ambassadors, helping to indirectlypromote the brand.“One quick way to turn someone intoan advocate is to ‘bring them intothe fold’ and to help them feel partof the deeper community,” (Wasserman,T, 2011, online)The Loyalty Card helps encourage returnvisits and brand loyalty from consumers.Stage 1 research showed that men can bevery loyal consumers when treated well.“Men can be very loyal customers ifthey are treated well, returning tothe same brand again and again.(Tungate M, 2008,p 219)”By rewarding this loyalty Topman areensuring consumers feel appreciated andkeep them returning to the brand.The initial questionnaire from Stage 1 foundthat 65% of participants would beinterested in taking out a Topman LoyaltyCard in return for discounts and rewards.These findings were further supported bythe Focus group (see appendix 2)conducted to help develop themarketing strategy.“I like the sound of it, it woulddefinately make me more likelyto return to Topman over anotherbrand” (Focus group participant, 2013)The Loyalty Card forges a relationshipwith the consumer showing that Topmanshares their interests and wants toconnect with them through more then justclothing. Helping to create a strong brandand consumer connection.The biggest benefit for the brand asidefrom loyalty is that the card willencourage consumers to spend so thatthey can earn better benefits. This will helpincrease Topman’s turnover whilstcreating a strong relationship with theconsumer.Topman could run promotional offersto encourage further spending and theuptake of Loyalty Cards by running extrapoints days, where users can earn doublethe points they normally would.The Loyalty Card scheme would be trialedand tested in the UK before being rolledout globally. The Loyalty Card rewardsprogram would be unique to everycountry so that offers are more specificand appealing. The card will be launchedin Year 1 as it will take time to buildawarness and users.MEASURING SUCCESSIt is important to be able to measure thesuccess of any new marketing tool. Thesuccess of the Loyalty Card can bemeasured through number of cards takenout and by monitoring how often they areused, through IPOS till systems.It could also be measured if consumerswith a Loyalty Card spend more, andmore frequently then those without cards.
54FashionCOLLABORATIONS 7.0Topman have previously donecollaborations, however they have notbeen on a large scale or had extensivemedia coverage. Compare this toTopshop who regularly partner withdesigners and are known for theirexciting collaborations.Topman is being left behind by its sisterbrand. They would greatly benefit fromproducing a collaboration that is newand exciting and offers somethingdifferent for the consumer, whilsthighlighting the music focus of the brand.Research into collaborations (seeAppendix 4) has shown that the benefitscan be huge for a brand, especially ifdone right. The collaboration needs tobe beneficial to both parties and providethe consumer with something unique,that they cannot get anywhere else.The consumer focus group conductedfor strategy research showed men wouldbe more engaged in a collaborationwith street artists or musicians rather thena luxury brand.“I would be more interested inmusicians rather than a luxurybrand, I think it brings somethingnew to collaborations and I thinkit would appeal to more men”(Focus Group, 2013)There seems to be a move away fromLuxury collaborations to using musiciansas seen with Rhianna and River Island S/S2013 collection and Beyoncé as the faceof H&M summer collection 2013. Topmanwould do well to stay ahead of thetrend and launch a fashioncollaboration with a select group ofMusicians. Each artist (For example TinieTempah)would design their own rangeof Accessories, Shirts and T-Shirts.Market research firm NPD Group foundspending on accessories is driving themen’s market. Sales grew 14 % in thelast half of 2011, to $6 billion. (Clifford, S,2012, online) By having a collaborationfocusing on accessories Topman wouldbe able to tap into this growing trend.“Men are feeling more confidentto experiment and realizing thatthey do have more options, andit’s showing in the numbers —it’s showing in sales.”(Clifford, S, 2012, online)There will be a collaboration once ayear using a British musician, they willbe British to highlight Topman’s Britishheritage. The collaboration is designedto increase media coverage, help tocement Topman and Music in peoplesminds, whilst opening the brand up topotential new target consumers. Thesuggested artists have been chosen fortheir strong fashion sense, music caliberand instant recognition. As well as theirappeal to both the younger and olderTopman consumer. (see appendix 5 forquestionnaire results)The brand has ‘hascarved out a specialrelevance in Britain’scultural landscape’(Portas M, 2012, online)
55• Last Nite in Paris are a new music collective with various side projects involving music productions, short films, art and fashion. (Topman Generation, 2013, online) They have a strong following due to their unique music and art.• They would appeal to the creative and music focused consumer.• Last Nite in Paris would benefit as they would receive more coverage whilst Topman would benefit from tapping into their fans as a new market.• British artist known not just for his music but also his strong style and love of fashion.• In 2012 he launched a capsule collection with Selfridges called ‘Disturbing London’ (Selfridges, 2012, online) His style has been described as“Combining traditional smart with street-cool alook many of us can be inspired by” (Burt, M, 2010,online)• In 2012 he was number one on GQ’s 2012 best-dressed list. (Burt, M, 2012, online)• His fashion credentials and popular music make him a good choice for a collaboration with Topman.• British artist with a strong music career and iconic style. His use of colour, tailoring and street style mean he has a unique style. Making a collaboration fresh and exciting.“Plan B is as well known for hisstylish sense offashion as his music ” (Ask Men, 2012, online)• He has a strong following and would ensure media coverage and a popular collaborationFigure 12Tinie tempahLast nite in parisPLAN B
56Figure 13Collaboration poster to appearon facade of flagship store
57Topman collaborations aligns the brandwith their music elements moreprominently, further ensuring theconsumer recognises this side of thebrand. The collaborations also act as aphysical expression of the TopmanGeneration magazine, by collaboratingwith musicians and artists that areregularly featured in the online magazine.The collaborations will bring mediaattention to both parties ensuring hypeand coverage for both brands.As well as attracting new consumers tothe Topman brand by using iconic andengaging male role models. Stage 1showed that men are heavily influencedby their role models. (Tungate M, 2008, p55))Which means the collaborations shouldhave a positive effect on both the brandimage and sales of Topman.Figure 14MARKETING THECOLLABORATIONSThe collaborations will be promotedmainly through viral videos, twitter, socialmedia, PR and competitions. These willencourage followers to further promotethe collaborations.Giant teaser posters will appear on thefacade of the flagship store & bannerads on sites such as GQ. These willcreate interest as to who thecollaborator will be. These will befollowed by posters/banner ads showingwho the celebrity collaborator is.The collaborations will be launchedwith a gig where the collaborator willperform. Consumers will be able to wintickets and those who do not win will beable to watch the gig streamed liveonline. The collaboration will belaunched in Year 2 as the next stage ofthe Music and fashion rebrand.MEASURING SUCCESSThe success of the collaborations will bemeasured through sales and mediacoverage. The higher the sales of thecollaborations the better the collectionwill have performed.teaser poster toappear on facade offlagship store
60Figure 17Topman:The Event 8.0With more brands using similar tools toattract consumers and with consumerloyalty falling (Tesseras, L, 2013, online) itwill take something new and exciting tocreate loyal consumers.This is why a new trend is beginning toemerge that of immersive marketingexperiences.Humans learn from experience;explaining why experience marketingis set to be a powerful tool. We havefeelings and thoughts about brands butwhen we experience a brand thesefeelings become very strong andcreate a bond between consumer andbrand. (More than branding, 2012, online)By engaging consumers by more thanjust products brands are gaining BrandAmbassadors; consumers don’t justbuy from the brand they promote thebrand.“People want to see theheart and soul of thebrand and they seek theplace that it originallycame from. That’s theexperience.” Dirk Lubbers,manager of the Heineken Experience.(Chahal, M, 2013, online)To enforce the new brand image ofTopman as a music and fashion brand , alarge scale global event will be held. Theevent is a branding exercise designed toincrease brand awareness and connectwith consumers. The event will take place at the LondonOxford flagship store and be streamedacross the word to the international stores.On the roof of the Flagship store the artistTinie Tempah, from the fashioncollaboration will perform backed by theThe event - visual representation
61“Young men take pride in theirappearance. They drew theirinspiration from popular culture,rather than the catwalk. Young mentake their cues from bands, musicians, skaters, dancers, andartists, rather than fashionmodels.”(Graze our field, 2011, online)The Event will be launched in Year 2 tobuild hype and brand awareness for thecollaboration.Figure 18band from the viral video. The storesfrontage will become a 4D projectionshowing the performance and modelsdancing and ‘watching ’ theperformance in the collaborationcollection.For those that cannot get to one of theglobal flagship stores the event will also bestreamed live online via the TopmanFacebook page.Whilst the roof top gig is happening/ beingstreamed worldwide there will be streetparties with promotional tools and minievents ensuring the gig is as interactiveand engaging as possible. The street partywill take place at every flagship store tocreate a truly unique and exciting globalevent.Promotional tools and events include:• Give aways• Limited edition T-shirt screen printing• Discount vouchers for the newcollection• Photo booths linking straight to Facebook & twitter• Screens showing the event across the globe and showing the feedback on twitter• Consumers will be encouraged to tweet about the event using the hash tag #TopmanTheEvent in order to win the entire Topman Fashion Collaboration collection.The use of social media during the eventhelps to further promote ‘The Event’ andTopman. Ensuring digital word of mouthmarketing and hype allowing maximumexposure.There will also be posters with QR codeson, which when scanned take theconsumer to a page allowing them toshop the collection before anyone else.The integration of technology in theevent is recognising men’s love oftechnology whilst maximising exposureand sales. “men are still thedigital dominators” (Mintel, 2010,online) Primary research showednumerous men magazines featuretechnology sections including GQ &Mens health.The event - teaser banner ad
62Pre Event marketingIn order for the event to receivemaximum exposure and attendance anumber of methods will be used.Firstly there will a giant poster taking upthe end façade of the building on theflagship stores which will initially just be aquestion mark, but over 2 weeks it will beadded to, to unveil the face of thecollaborator.Consumers will be encouraged to scanthe poster using the Aurasma lite app,this will then display one of the teaservirals and encourage them to followTopman for more information.This is designed to engage the consumerand create interest and hype over theidentity of the collaborator. It will alsoencourage word of mouth marketing asconsumers share pictures and tweetsabout the poster.Secondly press releases will be sent tobloggers and press to ensure the eventis covered and consumers are informed.(For press release see visual pack)Alongside this the event will be promotedusing the brands social media pagessuch as twitter, instagram and Facebookin order to directly inform the consumer.This will happen through a mix ofpictures and text informing of the eventand dropping hints on who theperformers will be. Web banners will alsobe used.PressIn order to ensure the event is coveredafter the event as well as before andFigure 19The event - banner ad
63 Blogs • Fashion beans • The hundred • The GQ eye • Secret forts • Hype beast • Wax Wane • High snobietyduring press and bloggers will be invited.The guest list for the UK event will include : • GQ • FHM • NME • Dazed digital • Mens health • Loaded • Esquire • The metro • Shortlist • Another man • Clash • VicePress and blogs that best fit the targetmarket will be invited to the global events.Measuring successThe success of The Event will be seenthrough an increase in sales, particularly inthe sales figures of the collaborationcollection. The brand can see how widelythe event was covered through bothmagazines and blogs.The brand can also upload the The Eventas YouTube videos and monitor thenumber of views it receives.The brand can track digital coveragefrom the consumer, tracking the use of thehashtag and key words such as Topmanand responding to comments about theevent made on social media sites.“Men under 25 are keenest ononline video, and are the mostenthusiastic participants inInternet message boards andforums.” (Mintel, 2008, online)ConclusionThis event is unique and a first of its kind forTopman it reflects the brand values of:• Delivering exciting trend driven fashion in an energetic of the minute approach.(Topman, 2012, online)• Change the way men approach shopping and remain the men’s fashion authority. (Topman, 2012, online)Whilst being an exciting and engagingevent.This event builds on the ideas from thecase studies on Ralph Lauren and RiverIsland to create a more impactful andmemorable event. Harnessingpromotion throughout the process toallow for maximum exposure and brandawareness and ultimately sales of thecollaboration.The event is designed to unify andencompass the new tools in themarketing strategy into one event, tomark the new stage of Topman.Figure 20The event - store front poster
68FOCUS GROUP 9.0A second focus group wasconducted with 4 male students Inorder to establish the response ofthe proposed strategy to theTopman market. The feedbackwas positive and supported theideas suggested.“Its good you are beingrewarded and it shows thebrand want you as acustomer, it would make memore likely to look inTopman for something so Icould get the points ratherthen go somewhere else forit”“it shows theyappreciate thecustomer and makesthe music thingmore of the brand”(For full write of focus group pleasesee appendix 6)
69• £15,000• £5,000• £15,000- £20,000• £2,000• £30,000• Website style guide & online stylists• Magazine improvements• Viral video• In store playlist• Loyalty card• Collaboration• Gig comp & streaming•The Event• £50,000• £10,000• £1 Million• Collaboration• Viral video• 50,000• £15,000- £20,000After speaking with an account manager at Gravity Marketing, these figureswere decided as an estimate for each tool. This budget falls in line with theTopman marketing budget of 5-6m annually, whilst allowing money for previ-ous tools and seasonal campaigns.Timeline & BUDGET 9.1YEAR 2YEAR 3YEAR 1
71CONCLUSION 10.0These new marketing tools address the issueshighlighted in Stage 1. They are designedto clearly show the brand as the music andfashion powerhouse they believe they are.Topman Generation -Increasingawareness of Topman Generation has beenaddressed and connecting with the 25- 35age group has played a part in all thestrategy suggestions.Topman Models-The issue of overlyfeminine and non-aspirational or consumerreflective models has also been addressedto ensure they are more appealing and rep-resentative of the Topman consumer.Style Guides -and online stylists havebeen suggested to keep up withcompetition and recognise the male needsof not always being confident enough todress entirely by instinct. These style toolsare designed to offer the advice that manymen need whilst encouraging spending andincreased purchasing.MusicThrough the use of music influenced toolssuch as the shopable viral video, and freeinstore playlist and music events, theTopman brand image has been aligned withtheir music interests. This will ensureconsumers recognise Topman as a musicand fashion brand.The strategy itself is designed to bring focusback on the previously overlooked UKmarket. All suggestions will be trialed/ startin the UK before rolling out across foreignmarkets. The marketing tools also emphasisTopmans British background focusing onBritish collaborations and musicians for theviral video. This is to help combat thenegative feedback about the brand whichwas found in Stage 1.
72Topman Plus Loyalty CardA key factor of the new strategy is toencourage consumer loyalty through theTopman Plus Loyalty card. This encouragesreturn visits, increased spending andultimately forms a relationship betweenconsumer and brand that benefits bothsides.Fashion CollaborationsCollaborations have been suggested tosupport the music and fashion image,recognising men are often influenced inclothing purchases by role models. (Stage 1research) Having music role models allowsTopman to tap into this whilst gaining mediaattention and increasing turnover.The Event encompasses all tools and marksthe new era of fashion & music for Topman.Designed to generate media coverage andconsumer hype.The marketing plan has been designed tomeet the needs highlighted in Stage 1. Theinformation on marketing to men and ideasfrom research and the focus groups ensuresthe suggested strategy is both appealingand practical.Using this strategy Topman will ensure theynow have a more unique identity on thehigh street allowing them to stand apartfrom the compettion and connect with theirconsumer. These tools encourage consumerand brand relationships, building BrandAmbassadors and loyalty whilst activelyhelping to increase turnover.Topman are a fashion leader in the malemarket but with a globalised marketplaceand strong competition the brand neededsomething to help them stand apart. Byclearly showing their music side andoffering unique benefits through theLoyalty Card and Collaborations Topman isoffering its consumer a more exciting andunique brand experience. This will allowthem to maintain their position as a fashionpowerhouse.
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