This document provides a strategic marketing plan for The Gentleman's Journal magazine to increase its readership and partnerships within the men's luxury clothing industry. It begins with an executive summary of the magazine and market trends. It then provides an analysis of the magazine's current positioning, internal strengths and weaknesses, competitors, target audience, and marketing objectives. The marketing strategies proposed include collaborating with influential fashion bloggers to create online content, holding quarterly sponsored fashion events, and acquiring new fashion brand advertisers. The objectives are to increase online and print readership as well as traffic to fashion content by 20-30% and acquire 8-12 new advertisers and event sponsors within a year through these strategies.
The document outlines a brand strategy for The Gentleman's Journal magazine. It identifies problems with the current positioning, which tries to appeal to both aspirational and inspirational readers but ends up pleasing neither. The strategy recommends focusing on either the aspirational 24-30 year olds or the inspirational 30-45 year olds. It also suggests better defining the target audience and developing a coherent brand identity, image, personality and equity to improve the magazine's competitive positioning.
Brand Strategy Proposal – The Gentleman's JournalBrett Ruffenach
This document is a brand strategy proposal for The Gentleman's Journal magazine. It discusses targeting the magazine's audience of affluent, educated men in markets like New York, France, Switzerland, and Dubai. The strategy outlines promoting the brand at luxury events in these locations to increase awareness and engage readers. It also describes partnering with high-end advertisers to reach this audience and position the magazine as the premier lifestyle publication for sophisticated men.
Driving ROI and Growing Your Brand Through Social Media | Jez Frampton, Inter...iStrategy
The document discusses driving ROI and growing brands through social media. It emphasizes that social media strategy should follow business and brand strategy, not replace it. Behavior is more important than tools, so brands should focus on understanding customer experiences and decision journeys to identify opportunities to interact. Organizational structure needs to align internally and externally to support the brand through both traditional and digital channels. Key questions are discussed around how marketers can thrive in this changing landscape and how to define and measure success through social media.
This document provides a marketing plan summary for Yves Saint Laurent. It identifies key issues such as a lack of brand recognition due to the logo not being stitched on clothes. The plan proposes creating a new, more affordable line of YSL to attract more consumers while keeping the core brand exclusive. Competitors like Versace and Louis Vuitton are analyzed. The situation analysis covers social, technological, economic and other external factors, as well as current target markets and audiences.
The document provides information about Clash Music Magazine, including:
1) Clash Music Magazine is published 12 times a year by Clash Music Ltd. It was originally expanded to include live events and festival partnerships.
2) The magazine was founded in 2004 by publisher John O'Rourke. After Clash Music Ltd went into liquidation, Music Republic Ltd became the new publisher.
3) Clash features content on modern bands, hip hop artists, and fashion/film. It aims to inform readers about upcoming music festivals and provide weekly/monthly updates on artists.
Understanding clients and their needs is important for marketing. Bayern Munich understands fans needs by keeping ticket prices low. Understanding the market allows tailoring products and communication. Everton got fan input on a new badge. SWOT analysis evaluates strengths, weaknesses, opportunities and threats of projects. Audience profiling obtains demographic and preference data to target advertising. The marketing mix consists of product, price, place and promotion elements. Coca-Cola uses various materials like trucks and product placements.
Understanding clients and their needs is important for marketing. Bayern Munich understands their clients needs by keeping ticket prices low. SWOT analysis is a useful tool for market analysis as it identifies strengths, weaknesses, opportunities and threats. Audience profiling involves gathering demographic information to understand a target audience. The 4 Ps of marketing are product, price, place and promotion. Coca-Cola uses a wide range of marketing materials from advertisements to product placement.
Victoria's Secret is a lingerie brand that was founded in 1977 by Ronald Raymond with a focus on personalization and creating a sophisticated shopping experience. The brand targets fashion-conscious females aged 25-40 and expanded its target demographic in 2004 with the launch of the Pink line targeting younger women aged 18-24. Victoria's Secret differentiates itself through its use of supermodels, annual fashion show, focus on intimate apparel, brand loyalty programs, and innovative bra technologies.
The document outlines a brand strategy for The Gentleman's Journal magazine. It identifies problems with the current positioning, which tries to appeal to both aspirational and inspirational readers but ends up pleasing neither. The strategy recommends focusing on either the aspirational 24-30 year olds or the inspirational 30-45 year olds. It also suggests better defining the target audience and developing a coherent brand identity, image, personality and equity to improve the magazine's competitive positioning.
Brand Strategy Proposal – The Gentleman's JournalBrett Ruffenach
This document is a brand strategy proposal for The Gentleman's Journal magazine. It discusses targeting the magazine's audience of affluent, educated men in markets like New York, France, Switzerland, and Dubai. The strategy outlines promoting the brand at luxury events in these locations to increase awareness and engage readers. It also describes partnering with high-end advertisers to reach this audience and position the magazine as the premier lifestyle publication for sophisticated men.
Driving ROI and Growing Your Brand Through Social Media | Jez Frampton, Inter...iStrategy
The document discusses driving ROI and growing brands through social media. It emphasizes that social media strategy should follow business and brand strategy, not replace it. Behavior is more important than tools, so brands should focus on understanding customer experiences and decision journeys to identify opportunities to interact. Organizational structure needs to align internally and externally to support the brand through both traditional and digital channels. Key questions are discussed around how marketers can thrive in this changing landscape and how to define and measure success through social media.
This document provides a marketing plan summary for Yves Saint Laurent. It identifies key issues such as a lack of brand recognition due to the logo not being stitched on clothes. The plan proposes creating a new, more affordable line of YSL to attract more consumers while keeping the core brand exclusive. Competitors like Versace and Louis Vuitton are analyzed. The situation analysis covers social, technological, economic and other external factors, as well as current target markets and audiences.
The document provides information about Clash Music Magazine, including:
1) Clash Music Magazine is published 12 times a year by Clash Music Ltd. It was originally expanded to include live events and festival partnerships.
2) The magazine was founded in 2004 by publisher John O'Rourke. After Clash Music Ltd went into liquidation, Music Republic Ltd became the new publisher.
3) Clash features content on modern bands, hip hop artists, and fashion/film. It aims to inform readers about upcoming music festivals and provide weekly/monthly updates on artists.
Understanding clients and their needs is important for marketing. Bayern Munich understands fans needs by keeping ticket prices low. Understanding the market allows tailoring products and communication. Everton got fan input on a new badge. SWOT analysis evaluates strengths, weaknesses, opportunities and threats of projects. Audience profiling obtains demographic and preference data to target advertising. The marketing mix consists of product, price, place and promotion elements. Coca-Cola uses various materials like trucks and product placements.
Understanding clients and their needs is important for marketing. Bayern Munich understands their clients needs by keeping ticket prices low. SWOT analysis is a useful tool for market analysis as it identifies strengths, weaknesses, opportunities and threats. Audience profiling involves gathering demographic information to understand a target audience. The 4 Ps of marketing are product, price, place and promotion. Coca-Cola uses a wide range of marketing materials from advertisements to product placement.
Victoria's Secret is a lingerie brand that was founded in 1977 by Ronald Raymond with a focus on personalization and creating a sophisticated shopping experience. The brand targets fashion-conscious females aged 25-40 and expanded its target demographic in 2004 with the launch of the Pink line targeting younger women aged 18-24. Victoria's Secret differentiates itself through its use of supermodels, annual fashion show, focus on intimate apparel, brand loyalty programs, and innovative bra technologies.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
Unit 01- Analysing a Print Based Media Productzsimps19
This document provides an analysis of a music magazine and its publisher, Bauer Media. It covers information about Bauer as the focus publisher such as its ownership structure, brand ideology, and technological convergence strategies. It also analyzes the magazine's market position compared to competitors, target audience demographics, and regulatory compliance issues. The document consists of research and analysis on multiple aspects of the music magazine and its publisher to understand their business operations and relationship with audiences.
ECRU Provate Label and Product DevelopmentPicha Choo
ECRU is a luxury women's clothing company based in New York City that aims to provide high quality American sportswear with a minimal, natural aesthetic. The company's target customers are women ages 25-40 living in Manhattan and Brooklyn. ECRU plans to open its first store in SoHo and offer 4 seasonal collections each year across various categories like tops, dresses, and outerwear. Research shows the target demographic has high incomes and appreciates fashion, art, and design. ECRU aims to meet customer expectations for luxury products through high quality materials, exclusivity, and pricing that balances margins with competitive rates.
The document analyzes the prospect of opening a Topshop retail store in downtown Boston. It summarizes the results of a survey of 27 Emerson College students ages 18-24 about factors influencing their purchase decisions and attitudes towards Topshop. Key findings include:
- Style is the most important factor in purchase decisions, while celebrity endorsement is less important.
- Those who value style are also more likely to support bringing Topshop to Boston.
- Clothes are seen as representing social status by most respondents.
- Respondents were split on whether Topshop would do well in Boston, with 48% saying yes and 26% each saying no or undecided.
1. Massimo Dutti is looking to better connect their online and in-store shopping experiences by sending mobile promotions and offers to customers when they are nearby or in their stores.
2. This could include allowing customers to opt-in to receive deals via their phones, as well as implementing a mobile loyalty program to deliver customized content and discounts.
3. Providing customers with inventory availability, pricing, and other local store information online can encourage more in-store visits, with up to 75% of online shoppers more likely to visit a physical location after finding such local details.
With an in-house team of experienced Creative, PR, Advertising, Product, Marketing & Digital Marketing Professionals we develop creative and communication solutions that deliver results for our clients in the market place.
H&M is facing challenges as a fast fashion brand and needs to reclaim its position. Its overreliance on celebrity collaborations means customers now wait for new collections rather than regularly shopping. Younger customers want customization and individuality. H&M needs to show it empowers customers to build their own identity through personalized fashion. The proposal focuses on a digital fashion blog and interactive styling app to engage customers and better understand evolving trends. Pop-up fashion shows would feature local stylists to make H&M a more community-driven brand.
Macy's was facing major crises due to poor cost controls, customer service, outdated systems, and inappropriate merchandise. Two new co-CEOs developed a long-term strategic plan to address these issues and revitalize the company. Their five-year plan focused on paying down debt and achieving modest annual sales growth and margin increases. They restructured operations and introduced a new system to improve merchandising, planning, and delivery. Additionally, they launched a successful 24-hour cable TV channel to promote products and gain an exclusive competitive advantage over rivals. Through disciplined long-term planning and strategic changes, the co-CEOs were able to stabilize Macy's finances and revamp its brand image.
This is a campaign designed by myself, Shannon Marks, AJ Sparks, and Wesley Rogers. We created this in our Communications 412 class. It's the culmination of our semester of hard work. The campaign is a great example of what can be done on a small campus and for non-profit organizations.
The document discusses the luxury goods industry. It covers industry trends like globalization and consolidation. It analyzes the industry using Porter's Five Forces model. The threats of new entrants and substitutes are high due to brand loyalty and prestige associated with luxury brands. Rivalry among existing competitors is moderate as the market is oligopolistic with a few large groups and many smaller brands. Suppliers and buyers have moderate bargaining power.
When managing a luxury brand, it is necessary to forget a fair number of laws of traditional marketing, which may very well apply to premium brands and even to trading up, but not to luxury.
In this article, I develop 21 management principles, which I call anti-laws of marketing peculiar to luxury.
This document provides an overview of the data used in Maximize's analysis to launch an athletic apparel retail business. It discusses the sources of data, including internet research, interviews, and competitor financial statements. Both qualitative and quantitative data were used. Qualitative data included photographs, videos, and descriptions. Quantitative data was heavily used in sections like the retail demand forecast. The goal of using various data sources was to make well-informed business decisions and gain competitive insights into similar businesses like Lululemon.
This document provides an analysis of the packaging industry for the luxury goods sector from a business-to-business marketing perspective. It begins with an overview of the luxury industry and definitions. It describes the important role that packaging plays in the luxury experience. It then discusses the key players in the luxury packaging industry and trends, including a focus on sustainability.
The document profiles Eric Blanche, who has experience in luxury packaging. It describes two packaging companies, DS Inovir and PAK 2000, that focus on luxury packaging solutions. However, it notes that according to Blanche, luxury companies still treat packaging as a cost center and prioritize low costs over innovation from suppliers. The document concludes by discussing opportunities for packaging companies to create
Adv420 Victoria's Secret Digital Marketing StrategyYayun Wang
Hello, everyone. I studied and researched the brand Victoria’s Secret (VS) for this semester. Here is my digital marketing strategy with my big ideas. Thanks.
The document is a slide presentation analyzing Q Magazine, a UK music magazine published monthly by Bauer Media. The 44 slides cover topics such as the publisher and product details, genre, purpose, brand ideology, ownership structure, operating model, technological convergence with websites and social media, associated Bauer products, market position and competitors, front cover analysis, and production process. The presentation provides an in-depth examination of Q Magazine's brand, target audience, and place within the music magazine industry.
The document discusses the changing landscape of luxury marketing as brands shift their focus to new consumer groups in emerging economies. It notes that as economies in Europe struggle, luxury brands are directing more of their marketing efforts towards consumers in fast-growing markets like China, India, and Brazil. The article examines how brands are targeting luxury travelers at airports through increased advertising and tailoring their messages to different cultures, especially Chinese consumers. It also looks at how smaller, niche luxury brands may have more opportunities than larger, established names to connect with new luxury shoppers through innovative social media localization strategies.
The document provides a marketing plan for Ice Breakers Cool Blasts chewing gum. It aims to increase brand awareness and trial of the product within three target groups: college students, young professionals, and party-goers. The plan includes situational and competitive analyses, market research results, objectives, and a strategy using social media, pricing, and event sponsorships. The budget for the integrated "Zero 2 Cool" campaign promoting the product's benefits is $10 million over one year from April 2016 to March 2017.
Era: A business plan created for the Final Major Project for my Fashion Marketing BA(Hons) from London College of Fashion (University of the Arts, London)
The marketing plan summarizes K.H.A.N, a new clothing line inspired by Mongolian culture and history. K.H.A.N will target young adults aged 16-35 through affordable, unique clothing designs sold initially online. The plan outlines strategies for social media promotion, online advertising, product giveaways to influencers, and a potential physical store in New York City. Key goals are to increase brand awareness and capture market share through high-quality products at competitive prices while celebrating Mongolian traditions. Performance will be evaluated based on sales, customer feedback, and return on investment from promotional activities.
Port Magazine is a quarterly men's magazine launched in 2011 that aims to provide a different experience than other modern men's magazines. It features articles written by professionals rather than just celebrities and aims to have a readership of men who feel other magazines focus too heavily on celebrity, style, business, and sex. The magazine prides itself on its independence and does not allow advertising to influence editorial content. It provides longer, uninterrupted articles across different topics and platforms including print, iPad, iPhone, podcasts and its website and Vimeo channel.
Mazda's strengths include its affordable cars with great gas mileage and brand loyalty, but it lacks market share and features compared to competitors. Opportunities exist in expanding markets for efficient vehicles and among female customers, but threats include an unstable economy and stronger competitors. The document proposes targeting middle-class customers who enjoy an active lifestyle through a marketing campaign asking about customers' personalities to make driving fun again and differentiate Mazda using cost-effective social media.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
Unit 01- Analysing a Print Based Media Productzsimps19
This document provides an analysis of a music magazine and its publisher, Bauer Media. It covers information about Bauer as the focus publisher such as its ownership structure, brand ideology, and technological convergence strategies. It also analyzes the magazine's market position compared to competitors, target audience demographics, and regulatory compliance issues. The document consists of research and analysis on multiple aspects of the music magazine and its publisher to understand their business operations and relationship with audiences.
ECRU Provate Label and Product DevelopmentPicha Choo
ECRU is a luxury women's clothing company based in New York City that aims to provide high quality American sportswear with a minimal, natural aesthetic. The company's target customers are women ages 25-40 living in Manhattan and Brooklyn. ECRU plans to open its first store in SoHo and offer 4 seasonal collections each year across various categories like tops, dresses, and outerwear. Research shows the target demographic has high incomes and appreciates fashion, art, and design. ECRU aims to meet customer expectations for luxury products through high quality materials, exclusivity, and pricing that balances margins with competitive rates.
The document analyzes the prospect of opening a Topshop retail store in downtown Boston. It summarizes the results of a survey of 27 Emerson College students ages 18-24 about factors influencing their purchase decisions and attitudes towards Topshop. Key findings include:
- Style is the most important factor in purchase decisions, while celebrity endorsement is less important.
- Those who value style are also more likely to support bringing Topshop to Boston.
- Clothes are seen as representing social status by most respondents.
- Respondents were split on whether Topshop would do well in Boston, with 48% saying yes and 26% each saying no or undecided.
1. Massimo Dutti is looking to better connect their online and in-store shopping experiences by sending mobile promotions and offers to customers when they are nearby or in their stores.
2. This could include allowing customers to opt-in to receive deals via their phones, as well as implementing a mobile loyalty program to deliver customized content and discounts.
3. Providing customers with inventory availability, pricing, and other local store information online can encourage more in-store visits, with up to 75% of online shoppers more likely to visit a physical location after finding such local details.
With an in-house team of experienced Creative, PR, Advertising, Product, Marketing & Digital Marketing Professionals we develop creative and communication solutions that deliver results for our clients in the market place.
H&M is facing challenges as a fast fashion brand and needs to reclaim its position. Its overreliance on celebrity collaborations means customers now wait for new collections rather than regularly shopping. Younger customers want customization and individuality. H&M needs to show it empowers customers to build their own identity through personalized fashion. The proposal focuses on a digital fashion blog and interactive styling app to engage customers and better understand evolving trends. Pop-up fashion shows would feature local stylists to make H&M a more community-driven brand.
Macy's was facing major crises due to poor cost controls, customer service, outdated systems, and inappropriate merchandise. Two new co-CEOs developed a long-term strategic plan to address these issues and revitalize the company. Their five-year plan focused on paying down debt and achieving modest annual sales growth and margin increases. They restructured operations and introduced a new system to improve merchandising, planning, and delivery. Additionally, they launched a successful 24-hour cable TV channel to promote products and gain an exclusive competitive advantage over rivals. Through disciplined long-term planning and strategic changes, the co-CEOs were able to stabilize Macy's finances and revamp its brand image.
This is a campaign designed by myself, Shannon Marks, AJ Sparks, and Wesley Rogers. We created this in our Communications 412 class. It's the culmination of our semester of hard work. The campaign is a great example of what can be done on a small campus and for non-profit organizations.
The document discusses the luxury goods industry. It covers industry trends like globalization and consolidation. It analyzes the industry using Porter's Five Forces model. The threats of new entrants and substitutes are high due to brand loyalty and prestige associated with luxury brands. Rivalry among existing competitors is moderate as the market is oligopolistic with a few large groups and many smaller brands. Suppliers and buyers have moderate bargaining power.
When managing a luxury brand, it is necessary to forget a fair number of laws of traditional marketing, which may very well apply to premium brands and even to trading up, but not to luxury.
In this article, I develop 21 management principles, which I call anti-laws of marketing peculiar to luxury.
This document provides an overview of the data used in Maximize's analysis to launch an athletic apparel retail business. It discusses the sources of data, including internet research, interviews, and competitor financial statements. Both qualitative and quantitative data were used. Qualitative data included photographs, videos, and descriptions. Quantitative data was heavily used in sections like the retail demand forecast. The goal of using various data sources was to make well-informed business decisions and gain competitive insights into similar businesses like Lululemon.
This document provides an analysis of the packaging industry for the luxury goods sector from a business-to-business marketing perspective. It begins with an overview of the luxury industry and definitions. It describes the important role that packaging plays in the luxury experience. It then discusses the key players in the luxury packaging industry and trends, including a focus on sustainability.
The document profiles Eric Blanche, who has experience in luxury packaging. It describes two packaging companies, DS Inovir and PAK 2000, that focus on luxury packaging solutions. However, it notes that according to Blanche, luxury companies still treat packaging as a cost center and prioritize low costs over innovation from suppliers. The document concludes by discussing opportunities for packaging companies to create
Adv420 Victoria's Secret Digital Marketing StrategyYayun Wang
Hello, everyone. I studied and researched the brand Victoria’s Secret (VS) for this semester. Here is my digital marketing strategy with my big ideas. Thanks.
The document is a slide presentation analyzing Q Magazine, a UK music magazine published monthly by Bauer Media. The 44 slides cover topics such as the publisher and product details, genre, purpose, brand ideology, ownership structure, operating model, technological convergence with websites and social media, associated Bauer products, market position and competitors, front cover analysis, and production process. The presentation provides an in-depth examination of Q Magazine's brand, target audience, and place within the music magazine industry.
The document discusses the changing landscape of luxury marketing as brands shift their focus to new consumer groups in emerging economies. It notes that as economies in Europe struggle, luxury brands are directing more of their marketing efforts towards consumers in fast-growing markets like China, India, and Brazil. The article examines how brands are targeting luxury travelers at airports through increased advertising and tailoring their messages to different cultures, especially Chinese consumers. It also looks at how smaller, niche luxury brands may have more opportunities than larger, established names to connect with new luxury shoppers through innovative social media localization strategies.
The document provides a marketing plan for Ice Breakers Cool Blasts chewing gum. It aims to increase brand awareness and trial of the product within three target groups: college students, young professionals, and party-goers. The plan includes situational and competitive analyses, market research results, objectives, and a strategy using social media, pricing, and event sponsorships. The budget for the integrated "Zero 2 Cool" campaign promoting the product's benefits is $10 million over one year from April 2016 to March 2017.
Era: A business plan created for the Final Major Project for my Fashion Marketing BA(Hons) from London College of Fashion (University of the Arts, London)
The marketing plan summarizes K.H.A.N, a new clothing line inspired by Mongolian culture and history. K.H.A.N will target young adults aged 16-35 through affordable, unique clothing designs sold initially online. The plan outlines strategies for social media promotion, online advertising, product giveaways to influencers, and a potential physical store in New York City. Key goals are to increase brand awareness and capture market share through high-quality products at competitive prices while celebrating Mongolian traditions. Performance will be evaluated based on sales, customer feedback, and return on investment from promotional activities.
Port Magazine is a quarterly men's magazine launched in 2011 that aims to provide a different experience than other modern men's magazines. It features articles written by professionals rather than just celebrities and aims to have a readership of men who feel other magazines focus too heavily on celebrity, style, business, and sex. The magazine prides itself on its independence and does not allow advertising to influence editorial content. It provides longer, uninterrupted articles across different topics and platforms including print, iPad, iPhone, podcasts and its website and Vimeo channel.
Mazda's strengths include its affordable cars with great gas mileage and brand loyalty, but it lacks market share and features compared to competitors. Opportunities exist in expanding markets for efficient vehicles and among female customers, but threats include an unstable economy and stronger competitors. The document proposes targeting middle-class customers who enjoy an active lifestyle through a marketing campaign asking about customers' personalities to make driving fun again and differentiate Mazda using cost-effective social media.
The document analyzes the target audience of various magazines based on age range, gender, nationality, race, and interests/job of the typical reader. Key details like images, titles, languages and article topics are used to infer who the magazines are aimed towards.
The document provides guidance on identifying the target audience for a magazine. It lists factors to consider such as age range, gender, nationality, race, interests and occupation. Examples are given of analyzing the front covers of magazines to deduce the target audience based on these factors.
10 Slides To An Awesome Pitch By Dave Mccluretidaporn_J
This document presents a redesigned version of Dave McClure's "10 Slides to an Awesome Pitch" presentation structure for pitching to venture capitalists (VCs). It outlines the key elements that should be included in each of the 10 slides, such as describing the problem and solution on slides 2 and 3, demonstrating the product on a demo slide, and explaining the marketing plan, team, and requested funds on slides 8 through 10. The redesign was done by Slides That Rock, who are fans of Dave McClure's original presentation framework but believed the slide design could be improved. They have shared the new version with Dave McClure in an effort to help entrepreneurs create more effective pitches to VCs using his proven 10
The Only 10 Slides You Need in Your Pitch Deck from The Art of the Start 2.0Guy Kawasaki
The Only 10 Slides You Need in Your Pitch Deck from The Art of the Start 2.0 by Guy Kawasaki created by Visually http://visual.ly/
More about The Art of the Start 2.0 here: http://guykawasaki.com/books/the-art-of-the-start/
Boardroom Eco Apparel is a clothing manufacturing company that wants to launch a new online business casual line for men. Currently, Boardroom produces promotional clothing but lacks understanding of the business casual market and e-commerce. The marketing plan aims to launch the new line in January 2015 and generate $1 million in sales within a year through strategies targeting website visits, sales conversions, and customer satisfaction.
MARKETING PLAN 12MARKETING PLAN2MARKETING PLANMarke.docxinfantsuk
MARKETING PLAN 1
2
MARKETING PLAN
2
MARKETING PLAN
Marketing Plan
Natalie Locke
Harrychand Kalicharan
MKT 500
02/01/2015
Abstract
Developing a successful market plan for a company demands a strategic analysis of various parameters (Luther, 2011); both within and outside the company. This paper will discuss the market plan for my product company by narrowing down to the following areas: a brief description of the company, analysis of the business external environment, determination of the target market, decision of company objectives, measurement of short term and long term goals, and a SWOT analysis for the product. Company description is next.
Company description
My company, Classy Wear Inc., is a product based revenue generating organization whose head office will be set in New Orleans. The company will design adult women’s office clothing according to their custom specifications. With more than 200 employees to start off, it is crystal clear that a lot has to be done for the company to perform well and outdo its competitors; and establish itself as a leading brand on a global scale.
Environmental analysis
Business external environment consist of the following sub-environments; technological, legal, economic, sociocultural, competitive and political environments.
Competitive environment: recognized clothing brands not only in New Orleans but the US as a whole include but not limited to the following; Adam Jones Fashion, Alexander McQeen Fashion, Armani, Akademics Clothing, and Acne Studios. One notable similarity among them is the lack of specific product definition; they deal in a wide category of clothing, ranging from those of children to adults, men to women, casual to office wear. This is a good indicator to Classic Wear Inc., a company that will specifically narrow in one clothing line. Additionally, many of the competitors in the market release their products in bulk, from which customers make their selection on finished products. Classic Wear Inc. aims to doing the reverse, giving customers the opportunity to describe the design they desire, after which the company production team will design and make according to customer specifications; a factor that will definitely put the company on a better competitive scale.
Sociocultural: Many have described the current human generation, the millennials, as ‘trendy’. This is to mean they go with the demands of the present times; clothing designs is no exception. Presently, women desire clothing that fit their shape, custom-made, ‘fashionable and sexy’ as others would describe. Classic Wear Inc. will be the ultimate designer of choice for many, since social and cultural factors surrounding the millennials is factored in.
Other environments: The political and legal environments in the US are stable; it facilitates efficient transaction of business operations. The economy on the other hand is an indicator of business growth; business sales decrease drastically when the economy is at ...
Fashion forecasting involves predicting upcoming trends in areas like color, fabric, and style. This document discusses the process of fashion forecasting, which includes understanding the business vision and target customer, collecting trend information from various sources, analyzing trends, and selecting merchandise appropriate for the business. Key steps are gathering qualitative and quantitative data on styles, researching emerging trends from various domestic and global sources, and developing seasonal collections based on forecasted trends.
This document outlines the table of contents for a research study on Santander UK's marketing strategy and its impact on business growth and customer satisfaction. The introduction provides background on Santander UK and identifies marketing as a key pillar of the company's growth strategy. The rationale for the study is to analyze Santander UK's integrated marketing strategy and determine its effects on business growth and customer satisfaction. The literature review explores concepts of integrated marketing and how marketing impacts customer satisfaction and business growth. The research aims to analyze Santander UK's current marketing strategy, its effects on business growth and customer satisfaction, and whether the strategies align with market dynamics.
The marketing and advertising arms race to create emotional appeal, generate buzz and move up brand valuation league tables, is creating a widening gap between brand strategy and business strategy. In this environment some of the once coolest and iconic brands are faltering at a game they once dominated. The key question for businesses today, is how to expose such strategic blind spots and remain relevant in the face of an evolving marketplace? This article explores one methodology and framework into just how that can be done.
1. There is widespread debate in the industry around defining shopper marketing, with various definitions focusing on different aspects such as reach, activities, and program initiator.
2. The most encompassing definition is "shopper-centric marketing," which focuses on satisfying shoppers' needs through relevant information, store experiences, and ease of purchase, regardless of the specific marketing stimulus or who funds it.
3. Shopper marketing should aim to reach shoppers through in-store and out-of-store activities designed to influence purchase decisions at any point when shoppers are considering a product category.
Content marketing isn’t a new strategy for the finance industry. For many financial institutions, the value of content marketing is the same today as it was 130 years ago: It strengthens relationships with prospects and customers by building trust. But what, specifically, are financial institutions doing when it comes to content marketing — and, more importantly, what do they need to be doing to evolve and stand out? This industry has its own unique considerations, as well, such as the fact it operates in a heavily regulated industry and its customers can no longer be categorized as being interested in only business finance or only personal finance. This white paper provides an overview of the current state of content marketing in the finance industry and explores key examples that can show you ways to evolve your own program.
@CMIContent Study | Conent Management in Financial IndustryEl Cabell
The document discusses the evolution of content marketing in the finance industry. It provides an overview of research on the current state of content marketing among financial institutions. Some key findings include that 78% of financial marketers use content marketing and spend an average of 18% of their marketing budget on it. The document then shares several lessons and examples from leading financial companies' content marketing strategies. These include having a clear purpose, evolving strategies over time, using content hubs with promotion, incorporating print content, engaging employees, adding fun elements, and capitalizing on trends. The goal is to help marketers in the finance industry improve their content marketing programs.
Big bazaar customer relationship managementAman Bansal
This document is a project report submitted by Rishi Sharma for the degree of Bachelor of Business Administration from Noida International University. The project focuses on analyzing customer relationship management practices at Big Bazaar, a large retail chain in India. It includes an introduction to CRM and its importance. It also discusses the advantages of CRM for Big Bazaar, such as providing better customer service and increasing revenues. Some challenges in implementing CRM at Big Bazaar are inaccurate product information, lack of product knowledge among sales staff, and difficulties in updating pricing and product details. The report aims to assess how CRM influences customer satisfaction levels and the store's overall success.
The document discusses challenges facing Canadian retailers in creating personalized customer experiences. It outlines that Canadian shoppers now expect seamless omni-channel experiences but many retailers struggle to understand customers and integrate channels. The report advocates that retailers must refocus on customers by analyzing their shopping journeys and using insights from engagement to improve loyalty programs and personalization.
The document outlines key considerations for developing an effective business plan for a magazine. It discusses why business plans are important, including to clarify goals, make decisions easier, and provide benchmarks. It also notes common reasons people avoid creating plans and key differences in planning for magazines compared to other businesses. The document provides guidance on what elements a good magazine business plan should include, such as situational analysis, competitive analysis, editorial strategy, financial projections, and action plan. It emphasizes that an effective plan brings all elements together coherently and convincingly to gain support.
Global brands face the challenge of appealing to consumers across diverse markets while maintaining a consistent brand identity. To be successful, companies need a comprehensive branding strategy that considers both global and local needs. This involves conducting thorough internal and external brand audits to understand brand perceptions within the company and among consumers in different regions. With insights from the audits, companies can develop a branding framework that establishes core global values while allowing flexibility for local adaptation, engaging consumers and maximizing returns over the long term.
See Now Buy Now. How Is The Industry Adapting To Fashion's Newest Movement?Fashionbi
A new sensation has emerged in the industry of fashion and luxury and the opinions are split between excitement and scepticism. See Now Buy Now is the "Pretail" model where what's on the runway is immediately made available in stores - closing the gap between the catwalk and retail. Burberry's CEO Christopher Bailey argues in favour of the concept by saying that “The changes we are making will allow us to build a closer connection between the experience that we create with our runway shows and the moment when people can physically explore the collections for themselves.” While brands like Burberry, Tommy Hilfiger and Tom Ford have already vowed to this new approach from the next collection onwards, more traditional luxury labels, mainly Italian and French houses are rather reluctant.
https://fashionbi.com/insights/marketing-research/see-now-buy-now
FashionPeddler.com is an online fashion trade show platform that aims to revolutionize the industry by allowing buyers and sellers to connect online. The marketing audit identifies opportunities to increase brand awareness of FashionPeddler.com's value as a cheaper alternative to physical trade shows. A marketing communications strategy is proposed that targets independent fashion designers and retail buyers through search engine optimization, paid digital advertising, email marketing, and social media over a 6 month period with a $50,000 budget.
1. Assignment 3 Part C Your Marketing PlanDue Week 9 and worth.docxjeremylockett77
1. Assignment 3: Part C: Your Marketing Plan
Due Week 9 and worth 280 points
For this assignment, you will conclude your marketing plan by developing your hypothetical company’s pricing and distribution strategies, and integrated marketing communications plan.
Note: You should create and / or make all necessary assumptions needed for the completion of this assignment.
Instructions
Create the third part of your marketing plan:
1. Describe or list the feedback you received on Part B of Your Marketing Plan. Explain how you will use the feedback to improve your plan.
2. Develop the company’s pricing and distribution strategy.
3. Develop the integrated marketing communications plan most relevant for your product / service and audience. Develop your message strategy. Develop your media strategy.
4. Develop your public relations, sales promotion, and personal selling plan most relevant for your product / service and audience.
5. Develop your online and direct marketing plan most relevant for your product / service and audience.
6. Develop your social responsibility/cause related marketing plan most relevant for your product / service and audience.
7. Use at least three academic resources that address sustainability and monitoring of effective marketing plans and determine the applicability for your hypothetical company. These resources should be industry specific and relate to your chosen product / service.
Note: Wikipedia and other websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
2. Evaluate marketing strategies used to create/communicate customer value.
d. Analyze integrated marketing communications and its relationship to advertising strategy.
3. Create an effective marketing plan.
a. Develop recommendations based on market analysis and strategy.
c. Develop dynamic strategies for competing.
d. Develop branding strategies for new products or services.
e. Develop pricing strategies and distribution channels for products or services.
f. Develop a fully integrated marketing communications plan for products or services.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric found here.
Running Head: MARKETING PLAN B
1
MARKETING PLAN B
6
Assignment 2: Part B: Your Marketing Plan
Chet L. Walker
Strayer University
Dr. Alex Onukwugha
MKT ...
Most B2C content marketers report being successful with content marketing. They rely heavily on email newsletters and social media like Facebook. The majority outsource content creation and have small internal teams. In 2020, marketers will focus on improving content quality/conversions and expanding audiences.
The document outlines a 90 day ramp up plan for a new sales role in the Chicago market. The plan includes:
- Goals for the first 30 days including developing sales processes, identifying top accounts, and achieving metrics like 40 new accounts and 25-50 appointments.
- Target accounts and initiatives for 30 days like hotels, retailers, and neighborhoods.
- 60 day goals of 80 new accounts, 60-75 appointments, and targeting service providers.
- 90 day targets including online marketplaces, luxury buildings, and home improvement stores, with goals of 120 accounts, 100 appointments, and 1200 leads.
- An emphasis on engaging millennials, essential services, and driving volume through the holidays.
How To Start A Clothing Line?
1.1 Industry Analysis and Trends
It is very important to analyze the market conditions in order to start a business. Out of total retail stores, 64 % of the stores represent the non durable product stores. The revenues of the industry are approximately 1.3 trillion in dollars. The sales of the durable products are summed up as 757 billion dollars.
The Guide to Retail Business Planning quotes that there are sales of about $2.34 trillion which are 1.5 million more than establishment in the year 1995. The sector of non durable retailers had grown in the year 1995. It became the second largest sector in the economy. In the recent era the retail industry has faced a lot of changes. Retail industry is the domain industry of the small businesses in the economy. Small businesses represent the 75 % of retail stores. The discount stores have grown to a great extent in the recent past. Some industry analysts say that the discount stores have 3 times. The retail store like Wal-Mart is responsible for generating 1 job out of 16 new vacancies in the U.S. The retail customers of this era are much changed than the retail customers of the last decade. The perceptions, behaviors and attitudes of customers are much changed. It is need of the day to make new strategies for the businesses to deal with the new changes of he customers’ behaviors.
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Mayank Nayyar completed a summer internship with Volume 9, mentored by Ms. Divya. The internship report summarizes Volume 9's marketing strategies for magazines. It analyzes the company's industry, structure, SWOT analysis, and findings from a survey. The internship gave Mayank valuable experience in the e-learning sector and insights into how e-learning is transforming education. Mayank concluded the internship was a great learning experience that helped him develop professional skills.
4. Executive Summary
This report provides an analysis and strategic plan to generate
readership for The Gentleman’s Journal, specifically focusing on
the men’s luxury clothing industry.
The Gentleman’s Journal is a new force within the men’s
magazine industry. Releasing it’s first issue just over three years
ago, the online site has expanded rapidly with readers from over
135 countries. Print editions are released four times a year with a
current circulation of 50,000 units per issue (“Media Kit 2016”
2015). Operating under the tagline “The men’s luxury lifestyle
magazine for those who know,” The Gentleman’s Journal is
actively separating itself as niche alternative to competitors with a
wider target audience. The idea is quality over quantity, which
extends to a wide variety of industries.
Analysis into the men’s clothing industry shows that the sector
has consistently outpaced women’s wear over the past five years
in the United Kingdom, and is expected to continue this trend
(Wang, 2014). According to Mintel, a market research firm, from
2009 through 2013 men’s fashion in the UK market grew by 18%
and was estimated to be worth £12.9 billion as of 2014. This
number is expected to reach £16.4 billion by 2018 (Marriott,
2014).
The trends are promising in the United States as well, with men’s
wear valued at over $60 billions in 2013 after growing by 5% and
also outpacing women’s apparel sales (Wang, 2014). These
trends suggest that collaborations with men’s fashion brands will
certainly benefit The Gentleman’s Journal and allow for further
penetration into a growth sector.
Research on The Gentleman’s Journal’s past forays into the men’s
clothing market has proved seemingly successful, simply on the
basis of their past and existing array of ad hoc advertisers from
brands such as Holland & Holland, Aquascutum and Gieves &
Hawkes (“Media Kit 2016” 2015). However, after further
investigation, it can be concluded that the area has much more
potential.
To exploit this, relationships with authorities in the fashion industry
must be cultivated, specifically through editorial collaborations on
The Gentleman’s Journal website and the print editions. Bringing
in well-known fashion bloggers to create unique content will push
the magazine into the spotlight and give them credibility in the
industry. With these changes, a 20% growth potential from online
readership over the next 6 months is projected and a 30% surge
is achievable for unique fashion-related content visits. As these
relationships grow, events will need to be held in tandem with
major fashion occasions. Potentially eight new advertisers are
planned through cold acquisitions over a year’s time while post-
event advertisers are expected to increase by 10. These
showcases will position The Gentleman’s Journal in the men’s
clothing industry as a source of legitimate fashion content and
allow the magazine to utilise new contacts formed to reach
potential advertisers as well as new audience bases.
6. Current Positioning
The Gentleman’s Journal is a quarterly men’s magazine based in
London, United Kingdom. The publication covers a variety of
luxury industries with a moderate portion of the magazine
focused on men’s style. The Gentleman’s Journal places itself as
a reference for gentleman who appreciate sophisticated and up-
to-the-minute fashion advice and recommendations. The
periodical offers an insider’s guide on how to dress in order to be
a perfect gentleman.
Up until now The Gentleman’s Journal has focused its articles
primarily on tips and advice regarding trending styles. A few
examples of these include: who is the best dressed, the essential
items for each season and trending brands every gentleman
should keep an eye on. The key element resonating through the
articles, and the brand itself, is a timeless respect for quality and
craftsmanship.
The Gentleman’s Journal aims to target fashion conscious men
who are interested in being knowledgeable on fashion trends,
both classic and modern. These gentlemen have a specific style,
a perfect blend between the classic British tailored suit and
dashing high fashion ensembles. With this in mind, the
magazine’s goal is to showcase the best of the best in men’s
fashion.
The Gentleman’s Journal endorses premium brands such as
Loropiana, Lavin, Burberry and many others. And, should one be
so inclined, a simple click allows the customer to buy items
directly from the award-winning affiliate e-commerce site Mr.
Porter.
Demand
Strengths Competition
8. Internal Analysis
Strengths
• Clear audience segmentation targeting refined
gentlemen who appreciate the finer things in life
• Allows for discovery & purchase of elite local
and international fashion brands
• Easily navigable online site with original content
and style information
• High-quality readership with high disposable
income and influence
Weaknesses
• Due to the wide variety of content, fashion is not
given enough attention
• Not all brands that fit the target audience are
advertised through website
• No collaborations with influential social media
players (bloggers, professional Instagram
personalities)
Opportunities
• Collaboration with specific brands in order to
raise awareness and enrich the fashion
component of the magazine
• Leverage the niche reputation of the magazine
through specific events to target fashion-
conscious customers
• Target the US market in order to increase
market share internationally
• Strong growth in the men’s fashion industry
opens up a potentially untapped customer base
Threats
• Lack of budget and funding could keep certain
brands from collaboration with The Gentleman’s
Journal
• Competitors have first-mover advantages such
as established brand recall among a larger
market share
• Unreliable payment instalments by advertisers
could threaten the sustenance monthly
operations
SWOT Analysis
9. Key Takeaways
Conducting a SWOT analysis, specifically looking at the
magazines’ efforts in the fashion segment (currently called style
section), is a vital part in understanding what internal resources
are available to pursue opportunities and avert threats.
The men’s fashion industry is rapidly growing, even outpacing
parts of the female fashion industry in the UK (Business of
Fashion 2014). Dunhill, among others, recently announced to
heavily invest into the fashion part of their business. Highlighting
the magazines clear customer understanding and
consequential efficient targeting capabilities will be beneficial in
gaining a share of said investments, which inherently will partly
be allocated to advertising.
The site has original content and style information. The
magazine embodies the trend of men spending more time
looking into subjects previously dominated by a female
following, such as fashion and grooming. This is a global trend.
As can be seen by online readership demographics, the
journals content appeals to an international audience, indicating
that the business has strong opportunities to publish an
international or regional (e.g., US) version of the magazine to
broaden their market reach.
Statistics from the assumed strong referral quality of the site
(e.g., referral to Mr. Porter) can be used to highlight the
effectiveness of possible advertising on the site as well as in the
hard-copy.
This will help in securing new partnerships with brands and
represents an opportunity for collaborations. There are still many
brands epitomising the businesses core values, that have not
been attracted.
While The Gentleman’s Journal does feature style-content, the
content focusing on fashion as an industry as well as an art is
minimal. Editorial content featuring curated specialty pieces
should be increased to represent the extensive growth of this
industry. From this weakness opportunities for collaborations
with relevant bloggers arise. Not only will this help with the
magazines overall struggle to find good editors, it also
represents an opportunity to grow readership from co-creation.
The next weakness is that not all possible brands that interest
target audience is presented in the journal.
The financial situation of the magazine poses a monthly
occurring threat, making it difficult to strategically plan months
ahead. This could also hinder potential advertisers as well as
partners and suppliers for events from committing to long-term
contracts. Subsequently, the business could face a spiral of
advertisers demanding higher security, not wanting to commit
long-term, leading to potential cash shortages for the journal.
In conclusion, The Gentleman’s Journal has weaknesses that
are resolvable in a reasonable time span. It needs to utilise its
core strength, its quality readership, to convince brands of their
effectiveness in marketing to individuals with high disposable
incomes. Building upon their strengths and with these
actualising their opportunities can in the long-term lead to a
healthier financial situation.
10. Target Audience
‘The GJ Man’
Name: Edward Mandeville
Gender: Male
Age: 35
Nationality: British
Residence: Kensington
Profession: Self-employed Financial Consultant
Salary: £150,000 p/a (after tax)
Marital Status: Single
Education: Elite boarding schools and Oxford
IDENTIFIERS
The GJ Man lives the “time is money” motto. He is relentless in everything he does both on his professional career as well as his personal
lifestyles. Therefore, he is a dynamic person always out experiencing the best of London nightlife. He appreciates the finest things in life.
He has expensive taste but understands that intelligent spending power is key.
HOBBIES
The GJ Man has many hobbies including but not limited to, golfing, Formula One racing, shooting and yachting. He can be considered a
global jet setter. He appreciates luxury and doesn’t mind showing off a bit of his lifestyle by posting his latest adventures on his Instagram
feed. He loves to travel and have fun with his clique, from the beaches of St. Tropez popping Cristal to heli-skiing in the Swiss Alps. He is
extremely fashion conscious and he can be labelled as the perfect “Yummy” (young urban male). He is a welcome customer in the
swankiest boutiques in London and, as every gentleman should, knows the perfect shops in which to order his tailor-made suits.
He reads The Gentleman’s Journal because he loves to see his own lifestyle portrayed in a magazine as well as to be updated on the
latest luxury trends.
12. Competitor Analysis
First men’s fashion magazines were analysed by comparing their
web presences. Magazines deemed similar to The Gentleman’s
Journal were then further analysed, bearing in mind the
respective target audience. Parameters such as age, average
household income per month, single (in percentage), married/
living as a couple, and others provided a basis for comparison
(See Appendix 1). From this it became clear that Esquire, The
Rake, squaremile and GQ are direct competitors.
The analysis of the competitors helped in understanding the
positioning of The Gentleman’s Journal among others. The
magazine focuses on ambitious, educated and elegant men, who
prefer to wear classical clothes but do show interest in the latest
trends. The magazines’ price sits between those of competitors.
Content is made available online. Direct referral links facilitate
shopping for presented content, which is a great feature that
separates the magazine from competitors. The magazine is
popular in London and can be easily found in the centre of the
city, in shops (Selfridges) or at airports. A successful man will find
in the magazine content which might be of interest to him
(watches, real estate, trends, style).
The magazine has established itself as a prestigious brand, to
whose events influential and well-situated Londoners flock to
regularly. The magazine is quite popular in social networks and
has many followers.
13. Perceptual Map
Fashion Style Focus
The perception map has four indicators: classical and
modern, exclusive and across-the-board. These features will
help in evaluating the respective fashion content, rather than
the entire magazine.
From the map we can see that The Gentleman’s Journal
belongs to the group of exclusive and classical magazines.
It goes without saying, that classical brands are represented
in the magazine, though some of them are tinged with
modern style. As is observed from the perceptual map, the
main competitor of The Gentleman’s Journal is The Rake as
it scores similarly on the analysed features. However, The
Rake highlights more traditional style and offers primarily
men’s bespoke suits along with supplementary accessories,
all of elite quality and luxurious style.
As for Esquire and GQ, they belong to roughly the same
modern and across-the-board group. Many brands
advertised in those magazines are readily available to the
average consumer. GQ and Esquire are sold worldwide and
publish magazines tailored to specific countries. The last
competitor, squaremile also displays exclusive fashion but
they are designed mostly for those who are actively keeping
up with the newest and forward-thinking trends.
Classic
Modern
Across-the-board Exclusive
15. Marketing Objectives
From conducting both an internal as well as an external
situational analysis, it becomes clear that expanding the
magazines fashion-related efforts will allow growth of readership
as well as partnerships with relevant brands. The following
marketing objectives should therefore be pursued:
Target Market Objectives
In order to increase awareness with fashion-conscious
individuals, the magazine will have to increase its influencer
outreach. Five relevant male fashion bloggers should be
acquired as contributors, predominantly focusing on creating
online content. They should represent a mix of both UK-based as
well as international authors. A weekly guest column like this will
directly target a deeply engaged audience and drive traffic from
respective blogs to the site. Return of this should be measured
with respective click-through rates and time spent per visit.
Unique visitors to fashion-related articles need to be measured in
order to measure reach with fashion-conscious individuals and
test relevance of the content with this audience.
The objective is to increase online readership by 20% within six
months. Hard-copy readership will be increased by 10% within
six months. Unique visits to fashion-related content will be
increased by 30%.
Channel Objectives
The businesses revenue relies heavily on advertisement sales.
Thus increasing awareness as well as credibility with fashion-
related brands manifests a growth opportunity. Additionally, new
partnerships for holding exclusive events need to be established.
Holding such events increases awareness with brands as well as
readership. The target is therefore to hold quarterly fashion-
related events, each sponsored by three to five newly connected
brands as well as existing partners. A conversion rate of 80% for
event sponsors subsequently advertising in the magazine will be
aimed for.
Assuming that currently 40 full pages are filled with
advertisement per issue and 20% of these are fashion-related,
the objective is to increase the number of new fashion advertisers
by 25% to fill two additional pages per issue with advertisement
by newly acquired fashion brands.
Promotional Objectives
The objective of all promotional efforts is to raise awareness of
The Gentleman’s Journal as a force to be reckoned with in the
fashion industry. Financially, the business is not yet at a stage
where large-scale survey conducting to test awareness and
recall of the brand is a viable option. Thus, rather than measuring
awareness, the magazine will have to measure increase in traffic
to the website as well as increase in single-time and
subscription-based purchases of the hard-copy. Hence, the
same objectives as above apply.
16. Marketing Objectives
Objective Online
readership
Hard-copy
readership UK
Unique visits to
fashion-related
content
Event
sponsors
Advertisers
(post-event)
Advertisers
(cold acquisition)
Increase 20% 10% 30% 12 10 New 8 New
Timeframe 6 months 6 months 6 months 1 year 1 year 1 year
18. Marketing Strategies
The following section will give an overview of the activities
planned in order to achieve the afore mentioned marketing
objectives. Product, promotion and placement will be discussed.
Pricing is only relevant for the special issue magazine and will
therefore only be discussed briefly.
Product
The aim is to grow The Gentleman’s Journal’s activities in the
fashion industry and establish the brand as a well-known
information source of curated, sophisticated men’s apparel.
Classic gentlemen and fashion aficionados alike will look to the
magazine for guidance and source inspiration from its articles.
While the hard-copy issues will offer slightly more classic choices
targeted mainly at the over 40 readership group, the online
content will be complemented by content presenting more
eclectic pieces, thereby catering to the slightly younger online
audience (Yummy segment).
P
P P
P
19. Marketing Strategies
Promotion
The roll-out event as described in more detail in the short-term
goal section will establish the magazine as a force to be
reckoned with in the fashion industry. Hosted in the context of the
London Collection Men’s fashion show, it will see influential
guests presented with the latest trends in fashion. Pieces shown
will be curated by The Gentleman’s Journal editors as well as
leading men’s fashion bloggers. The bloggers as well as the
journal itself will publish content related to the event afterwards to
showcase the magazines premium standing in the industry and
gain new readership.
A limited edition look book will be made available to guests.
Collaborating with bloggers, both from the UK and abroad will
raise awareness with fashion-conscious readers and widen the
magazines’ reach. The event will be the starting shot for weekly
guest columns, written by the bloggers. This will help to retaining
interested readers beyond the event. If successful, the event will
be repeated at the Collection show in NYC, just in time for the US
rollout of the magazine. (Timeline of events in appendix, Exhibit
3).
Placement
Part one of the strategy, the event, will be held at a private
members’ club. This will highlight the exclusiveness of the event
as well as retaining the magazines reputation for astonishing
events, bringing together some of the most influential Londoners.
The limited edition look book will only be available at the event.
Selected information about the event, as well as reports by
attending bloggers will later be published online. Instagram will
be used to send out sneak-previews during the event itself.
Part two of the strategy will be the launch of weekly guest posts,
featuring insight into the fashion industry, curated pieces about
heritage brands and seasonal guides to must-have items. This
content will be available exclusively online. The magazine will
feature high-fashion editorials highlighting the respective
season’s key trends.
Pricing
The limited edition look book will be given free to guests
attending the event.
20. Creative Concept
Event Concept
Using an exclusive, central location like the Royal Automobile
Club ensures that the event will be seen as an important addition
to the week’s diary. The location itself is close to both fashion
show venues so as to allow a convenient distance for the
designers and their models.
The event will showcase the best of British men’s fashion. With
200 invitations sent out and each recipient allowed to bring a
plus one, this occasion will provide a unique opportunity for The
Gentleman’s Journal beneficiaries to rub shoulders with the
authorities in the London-based men’s fashion world. The night
will consist of a showcase from various brands already involved
with the London Collections weekend but in a more relaxed
setting; models will use the room as their runway, walking and
posing between the guests in order to bring the fashion right up
close and personal to potential investors and admirers.
In order to keep the buzz surrounding the soirée and The
Gentleman’s Journal alive, an exclusive look book highlighting
the fashion designers as well as several curated pieces from in-
house writers and guest fashion bloggers will be distributed to
each guest. This tangible good, along with an online edition to be
published after the fashion show closes the following weekend,
will set the magazine apart from competition as well as directly
increasing brand awareness and readership.
London Collections Men Fashion Show AW16
Look Book Concept Example
21. Creative Concept
The Gentleman’s Journal Fashion Night
• Date: Wednesday 6 January 2016
• Time: 19:00 –Late
• Location: The Royal Automobile Club
• 89 Pall Mall, London SW1Y5HS
• Private Invitation Only, Guests allowed to bring a plus one
• RSVP required and ticket must be presented upon arrival
Guest List
• Loyal subscribers of The Gentleman’s Journal
• Current and potential investors
• List to be acquired through Rocca Media Agency
• Respected fashion bloggers
• David Evans, Grey Fox
• Matthew Zorpas, Gentleman Blogger
• Jonathan Daniel Pryce, GarconJon
• Scott Schuman, The Sartorialist
• Jim Chapman, jimchapman.co.uk
• Etc..
• Media/Press
• Craig Landale, editor of Menswear Style
• Anthony McGrath, author of Clothes Make the Man
• Other respectable news outlets
• A number of tickets will be distributed to the attending
designers so that they may invite their own loyal customers or
influential contacts
Sponsors/Suppliers
• Johnny Walker Blue Label
• Floris
• Explore list of company contacts for other potentials
opportunities to coordinate cross-industry sponsors
Participating Fashion Designers/Advertisers
• Private White V.C.
• Aquascutum Men’s
• Hardy Amies
• Chester Barrie
• Duchamp
• Alexander McQueen
• Dunhill
• Gieves & Hawkes
• Paul Smith
Google MapsPhoto Credit: Carroll Maryland Trust Case
22. Outlook
After the success of the London Collections Men fashion show
event, The Gentleman’s Journal will acquire the readership and
viral popularity it requires to step into the international market,
allowing for a tailored magazine based on the high fashion scene
in New York City. After an analysis of the industry, The
Gentleman’s Journal’s biggest New York-based competitors are
FashionBeans, V-MAN and Details.
Competitors
FashionBeans is a website about lifestyle, fashion, grooming and
street style. FashionBeans targets male from age 16 – 40 that are
interested in fashion and the lifestyle, they have readers worldwide
but London and NY bring in most of their readers. FashionBeans have
a wide range of fashion selection and look at street style in New York
City. Their biggest weakness is that they are only online and focus on
cheaper styles. (FashionBeans, 2015)
V-MAN is magazine that is online and on print, they focus on fashion
and everything that follows, art, music, film and architecture. V-MAN
targets people that are focus on high fashion, artist and people that
are interested in men´s fashion weeks. V-MAN link fashion together
with Hollywood, their biggest weakness is that they don’t have lifestyle
or street fashion in their content (V Magazine, 2015).
Details is a magazine online and in print that looks at style, health,
art, design and entertainment. Details focus on lifestyle and guiding
people what to do, wear, say, buy and give (Details, 2015).
23. Outlook
Blue Ocean Strategy
To get into the NY scene The Gentleman’s Journal will
host their signature event to coincide with New York
Men’s Fashion Week in July. Brands that fit the
magazine’s style and will show at NYMFW are Tommy
Hilfiger, Thom Browne, Nick Graham, J. Lindeberg,
Hickey Freeman and N. Hollywood (CFDA, N/A).
Exclusive contacts will undoubtedly be in attendance.
Bloggers such as Fashion Guy NY and Style Society Guy
would get an invite and hopefully create a buzz around
the event and The Gentleman´s Journal it self online.
The Fashion Guy NY is well known name in the fashion
industry, he focuses on high fashion and luxury brands.
The Fashion Guy is an insider on fashion news and
events. Style Society Guy is more about street style in
New York and blogs about all aspect of art (Style Society
Guy, 2015 and The Fashion Guy NY, 2015).
The Gentleman’s Journal look book will be tailored to the
fashion style of gentlemen’s fashion in New York, while
the website will remain the same, combining the styles of
men’s fashion from New York and London.
Blue Ocean Strategy Diagram Key:
Print: Online Only (1) vs. Print & Online (6)
High Fashion: Major brands that are shown at fashion weeks
London Style: Keeping in line with the fashion sense of a London gentlemen.
Exclusive: Presence of exclusive brands vs. bargain brands
25. Conclusion
It must be identified that The Gentleman’s Journal is certainly in a
market for growth, having seen a 40% increase in units
distributed and over 600,000 unique online users per month
throughout 2015 (“Media Kit 2016” 2015). Consumers are
certainly interested and word of mouth is spreading through
various channels, but by pushing forward in a global expanding
industry like men’s clothing, the magazine will be able to utilise
this momentum to create even more market share, leaving
international yet stagnant competitors behind.
The men’s clothing industry is a major player in the United
Kingdom but even more-so internationally. With the men’s fashion
sector overtaking women’s apparel for the past five years and
looking to continue the trend, this suggests that more
relationships between The Gentleman’s Journal and fashion
brands presents potentially golden opportunities (Wang, 2014).
In order to action these ideas, professional fashion bloggers will
need to create thought-provoking and creative content for the
magazine’s online and print publications. These collaborations as
well as those among fashion brands through exclusive events will
allow The Gentleman’s Journal the access to a huge potential
customer and advertising base.
27. References
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2015]
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December 2015]
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Magazine-hosts-a-cocktail-party-to-celebrate-LCM [Accessed: 7 December 2015]
28. References
Marriott, H. (2014) Menswear sales catching up with womenswear, research shows. [Online] Available from: http://www.theguardian.com/fashion/2014/jun/14/menswear-sales-catching-
up-womenswear-research [Accessed: 7 December 2015]
Mr Porter. (2015) About us. [Online] Available from http://www.mrporter.com/Content/about-us [Accessed: 7 December 2015]
Mr Porter. (2015) Affiliates. [Online] Available from http://www.mrporter.com/Content/affiliates [Accessed: 7 December 2015]
N/A. (n/a) Gentlemen in blue suit with pink pocketsquarez. www.Google.com/image [Online Image] Available from: http://3.bp.blogspot.com/-PYT8B_Ocl48/TxchuZgVm6I/
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29. Appendix
Exhibit 1:
Comparison of Target Audience
Magazine GQ Esquire GJ Candid The Rake Another Man squaremile
Age 20-34 25-45 28-50 22-32 33-55 25-40 25-45
Average Household
Income per month
£147,450 £178,800 £200,000 ~ £55,000 £180,000 £105,000 £150,000
Single 35% 53% 60% 85% 28% 25% 28%
Married/Live-In
Partner
65% 47% 40% 15% 72% 75% 72%
Target Audience
Persona
Their reader wants
learn and improve his
s k i l l s . H e h a s
developed a system
of values which is
consistent with his
i n t e r e s t s a n d
inclinations
E d u c a t e d ,
i n t e l l i g e n t ,
a m b i t i o u s a n d
a d v e n t u r o u s
British men
C o n f i d e n t ,
e m o t i o n a l ,
intelligent, and
a m b i t i o u s
gentlemen
Young, fashion
conscious
Sophisticated
and elegant men
who desire to
keep up with the
latest fashions.
Enjoy the finer
things in life.
T h e m o d e r n
voice of classical
elegance
Creative young
men with non-
standard views
on fashion
S u c c e s s f u l
senior executives
w o r k i n g i n
financial service
industries based
i n C e n t r a l
London, Mayfair
a n d C a n a r y
Wharf
31. Appendix
Exhibit 3:
Timeline of creative concept strategies
Acquire bloggers
for weekly column
Measure fashion
curated weekly column
(CTR, Bounce Rate)
Continuous
London Event
Coordinate
London event
(Advertisers, Venue, etc..)
NYMFW Event
NYMFW Event
Coordination
Track fashion events
for possible collaborations
(Continuous)
Measure fashion-related feedback
through social media shares
(Continuous)
Create & publish
look book for event
distribution
Dec ‘15 Jan ‘16 Feb’16 Mar’16 Apr’16 May’16 Jun’16 Jul’16 Aug’16 Sep’16 Future
Create & publish
look book for event
distribution
Track success of London event
to build momentum for
future UK events &
prepare for NYMFW