4. Studio Equator is a multidisciplinary design agency
based in Melbourne’s design capital Richmond.
Our focus is on return on design investment,
using a creative and strategic approach.
We see business from a bird’s eye view,
taking a more proactive approach, we consider ourselves
more a creative business partner than a service supplier.
5. Our goal is to grow our clients’ business
using our multidisciplinary approach to problem solving
and identifying opportunities under one creative roof.
Our services include graphic, interior, web & multimedia design
and our approach is simple, honest, adaptable and focused
on return on design investment.
6. the
team
carlos flores [owner & creative director]
jacinta farragher [administration manager]
carmel disevo [account manager]
michael walburgh [production manager]
benjamin fretard [interior designer] theresa powles [interior designer]
carolina zamudio [interior architect] liam delaney [graphic designer]
angeline s. hentri [graphic designer] veka askraba [web programmer]
8. Description
• Originally "Alta It", a small booth at Knox City shopping centre.
• Purchased in 2002 and consisting of 4 stores, the business embarked on a company restructure
& revitalisation program. This included a name change to Alter It and the creation of a brand.
• Studio Equator was commissioned to work on the branding & interior design concept
• Studio Equator brought a contemporary approach with a bold, interactive and fun identity
translating through graphics and interiors. The fit-outs are designed in an open theatre layout,
giving the brand a point of difference while remaining practical and adaptable.
• Visual identity systems were developed, including a logo which doubles as the mascot
"Mitch the stitch" and is known today as an icon in the industry. To this day Studio Equator is
responsible for all store design (graphic and interior) and graphic design for marketing.
• Graphic & interior design play a key role in developing and implementing marketing strategy.
• The business "Sew Quick" comprising of 6 alterations stores located in “high streets” was
purchased in March 2007 and these stores have gradually been re-branded to "alter it"
over the past few years.
9. Market Overview: Challenges faced
Alter it had a desire to find retail positioning in an almost
invisible industry. As an aspiring franchisor, they had
need for a consistently professional brand strategy that
would allow for store rollout.
Their goal was to make clothing alterations part of the shopping
experience by offering alterations in 60 minutes, but they needed
to change the consumer perception to make this successful.
Key Challenges:
Broad customer demographic, human resources
[our workers’ self perceptions], poor locations, poor customer
perception, invisible industry, creation of a franchise model.
10. Project Brief
• Creation of a retail entity
• The branding of a service
• Sell the message "Alter It is more than a tailor; it is a retailer"
• Bring the craft of tailoring into the contemporary world by the store
appearance and the customer experience
• Make the stores a critical advertisement for the brand and the service
• Acknowledge that we are a need and not an impulse, so create a store appearance
that will be remembered and revisited
• Differentiate our brand and appearance from our competitors
The Brand
• Should be descriptive
• Should tell people what we do
• Must be bold, bright and memorable
• Create a champion or icon to represent the brand
• We want to be "the McDonalds of clothing alterations" - out there and in your face
• We envisage franchising becoming our core business, so the brand is all-important
• The brand should encompass: store look, marketing materials, staff appearance
(badges/uniforms) and promotional literature
11. The store look
• Should be bright, strong colours
• Must be functional in terms of both servicing customers and working on the jobs
• Must be simple, cost-effective shop-fits, able to be adapted to varying locations
• Price of fit out crucial as stores are not big revenue spinners
Project launch date
Ongoing from December 2002 to present and future
12. Summary of results:
Sales results after rebranding existing stores
Highpoint West store: sales growth in year after rebrand 59%
Northland store: sales growth in year after rebrand 36%
Eastland store: sales growth in year after rebrand 34.5%
Malvern store: sales growth in year after rebrand 34%
Knox store: sales growth in year after rebrand 21%
Hampton store: sales growth in year after rebrand 17.8%
Hawthorn store: sales growth in year after rebrand 17.5%
Camberwell store: sales growth in year after rebrand 8%
Eltham store: sales growth in year after rebrand 8%
South Melbourne store: sales growth in year after rebrand 5%
13. Summary of results
Improvements in staff morale
After the re-branding of each store, owner Peter Frayman saw a marked change
in the morale of the staff members. He found that their self-image changed,
so that rather than viewing themselves as machinists they came to see
themselves as customer service providers, dressmakers and tailors.
Changes in staff behavior
Along with the changes in self-image and morale, came improved productivity
and a sense of pride in their personal appearance (after the implementation of uniforms)
and the appearance of their store.
The new open layouts of the stores demanded a new level of cleanliness and organisation.
Staff members met this new challenge with pride and enthusiasm.
14. Summary of results
Increases in productivity
From the introduction of the new brand identity and store design, productivity
(measured by sales / by hours worked) has increased by a minimum of 25%
(in real terms) in existing stores.
Management believes that among the key reasons for this increase
in productivity are the following:
> The open store design enables a better workflow
> The open store design “forces” staff to keep the store tidy and hence enhances workflow
> The branded “30 minute promise” on hems
> Recruitment of quality staff and franchisers, attracted by our brand
> An increased sense of pride and value by the work force that comes with the enhanced
self image created by valuing our work and not undercharging for services.
We are proud of who we are. This attitudinal and cultural shift is a critical success factor
and the creation of the brand has been critical in providing this.
15. Summary of results
Increases in market distribution - Franchising
Franchising was always viewed by the owners as the desirable operational format for
the business. The business lends itself perfectly for a franchise model, it just needed
to be able to attract the right candidates and build a profile. The rebranding was the
commencement and the cornerstone of this process.
Within weeks of rebranding the Eastland store in June 2003, Alter It was approached with
an expression of interest from a franchisee - long before the franchise documentation and
procedures were in place. The first franchise, Eastland was sold in December 2003.
Alter it today encompasses 18 stores, 15 of which are franchised, all located in metropolitan
Melbourne. Alter It has never advertised for a franchisee. Every franchisee, except the initial
Eastland franchisee has approached Alter It through a recommendation of an existing
franchisee, or has been an employee in an Alter It store.
16. Summary of results
Increase in market value
As a direct result of the corporate identity rebrand and revitalisation program, Alter It
now enjoys a reputation of being a strong, well-known and contemporary leader in their field.
The unique look of the stores and the iconic mascot "Mitch the stitch" have contributed to
boosting the market value of the business, resulting in an increase in value of both the
franchises and the business as a whole.
There is a real value to the intellectual property that is Alter It, and this is reflected in the
price the franchises sell for.
Increase in market share
Since the initial re-branding in 2003, Alter It has quadrupled in size, expanding
from 4 stores to 18. They are now the largest clothing alterations business in Victoria.
17. Summary of results
Increase in footfall
The brand “Alta It” had been in existance for 9 years. Upon changing the brand to
Alter It and redesigning the stores, numerous customers would come in, wondering
“when was this store opened?” or “how long have you been here?”
This increase in customer awareness of the location is critical to Alter It, as it is a “destination
based” rather than an “impulse based” retailer. Customers only come to Alter It with a purpose.
The challenge was always to get them to remember the store for when they needed it.
Change in spending patterns of target market
Alter It wished to make clothing alterations part of the shopping experience by offering
alterations in 30 minutes. They intended to increase their visibility through bright shop fit-outs
and graphics and by presenting themselves as "not just a tailor, but a retailer".
Over time they have seen the perceptions of their target market change. People now know that
they can purchase a pair of pants that require a hem alteration, and wear the pants the same day.
They have also seen an increase in the number of people remodelling their existing wardrobes.
18. Summary of results
Changes in perception
As an outcome of our re-branding there have been some notable changes
of perceptions from a number of different areas as follows:
Staff
• Staff are proud of their business and there is a clear change of self esteem.
They are proud of the store’s appearance and the brand. Traditionally many had perceived
themselves as “production workers” but they became skilled tailors, working with
a higher profile and requiring customer service skills
Landlords
• Landlords had previously viewed alteration businesses as “tacky” low value tenants;
now they see clothing alteration businesses as capable of being modern retailers
and adding value to their centres (and to their bottom line).
Industry
• There has been an explosion in the number of clothing alterations businesses
in Victoria since the inception of the new Alter It brand. It is no accident that many of these
are well branded and presented, in contrast to the old style clothing alteration workroom.
19. Summary of results
Improvements in consumer attitudes or behavior
Since the creation of our brand identity, the most noticeable changes
in consumer attitudes are:
• An expectation to have hems completed within 30 minutes
• An appreciation of the skills required from a tailor/dressmaker and a willingness
to seek and accept advice
• A clear increase in the number of young women and men as customers who are seeking
to personalise their “wardrobes”
• Consumers now understand that alter it provides an opportunity to purchase from
non-mainstream retailers, as clothes can be adapted to the individual.
The advent of the internet as a purchase option and the rise of recycled clothing
has been timed perfectly into the creation of a clothing alteration brand,
that appeals to the young.
• A clear creation of customer loyalty. Customers clearly have allegiances to brands and a
significant proportion of our customers are repeat customers.
20. Summary of results
Improved recruitment
Alter It has very rarely needed to seek out dressmakers or tailors.
The strength of their brand in Melbourne has meant that staff approach them through
the stores, their website or by telephone.
They have never advertised for a franchisee. Every one of the alter it franchisees
has sought them out, or were an employee (who found them) and took the opportunity.
Media, awards & accolades
Alter It and Studio Equator have attracted a lot of media interest as a direct result
of the brand strategy: “Your business success” (channel 9) first ever and still the most watched
episode, winner of Graphis (New York) logo design top 100 best art directors in the world,
Oz Graphis, winner of best store in various shopping centres.
21. Other influencing factors
In addition to the corporate identity re-brand and new shop fit-out design,
the following factors may have influenced the growing success of the business:
• The development and implementation of a custom designed point of sale
and information management system.
• The production of a comprehensive operations manual to help keep the branding
consistent across all stores.
• State of the art touch screen systems to simplify customer service, eliminate manual
dockets and give the customer a modern and entertaining experience.
• Formal training for staff in customer relations and service.
All these things would have had an impact on staff morale and perception, and on customer
perception, and are part of the cultural shift instigated by the store re-brand.
22. Final return on design investment summary
• From 4 stores known as “Alta It” purchased in March 2002, has grown to 18 stores
• Every rebranded store has enjoyed a healthy sales increase
• In an increasingly competitive market place, every year has shown steady sales increases
• The increasing value of the brand is manifested in the returns achieved on the sale of the
existing businesses to new franchisees and the demand for new franchises
• Marketing is simple and inexpensive, as all design input has been created and only needs
“tweaking”. Retail calendar promotions are rolled out based on the initial design investment
• Business success and return on investment is also measured on the owner’s ability to achieve
lifestyle goals by having created a business which is simple to understand and run.
• The return on design investment is not finite. Alter It continues to reap the rewards on the
initial investment and today, in partnership with Studio Equator, is exploring other ways to
leverage off the brand we have created.
There have been no additional advertising or PR campaigns other than that designed
and implemented by Studio Equator’s return on design investment strategy
23. Executive summary
Clothing alterations business Alter It had a desire to find retail positioning
in an almost invisible industry. The diverse nature of their potential client
base and a lack of good affordable locations were challenges they needed to overcome.
Aspiring to become a Franchisor, they had need of a consistently professional brand
strategy that would allow for store rollout.
Studio Equator brought a contemporary approach with a bold, interactive and fun identity that
translates through graphics and interiors. The fit-outs are designed in an open theatre layout,
which gives the brand a point of difference while remaining practical and adaptable.
A logo was created which doubles as mascot "Mitch the stitch" and is known today as an icon
in the industry. This logo and its attendant graphics are easily adaptable to stationery, marketing
collateral, uniforms and shop graphics including signage and wall murals.
This bold re-branding strategy has consistently resulted in an increase in sales in stores adapting
the new branding and fit-out. These stores have also experienced improvements in staff morale
and productivity, and in consumer attitudes.
The alter it brand has received increased interest from franchisees and increases in both market
share and market value as a result of re-branding.
25. studio equator is a multidisciplinary design agency
based in melbourne’s design capital richmond
our focus is on return on design investement
using a creative and strategic approach
we view business from a bird’s eye view,
taking a more proactive approach, we consider ourselves
more a creative business partner than a service supplier
