This is a speculative campaign for educational purposes only. Created as a coursework for an advertising class. I do not own the rights for the use of Laura Ashley, Inc. for lucrative purposes. No copyright infringement intended.
LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND EQUITYAvinash Singh
This document discusses how brands can leverage secondary brand associations to build brand equity. It defines secondary associations as existing brand associations that are linked to other entities, such as the brand's company, country of origin, distribution channels, or other co-branded brands. Leveraging these secondary associations can increase brand awareness and transfer positive attributes. Specific tactics examined include co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting reviews from third-party sources. The benefits and challenges of each tactic are also reviewed.
MEASURING SOURCES OF BRAND EQUITY: CAPURING CUSTOMER MINDSETAvinash Singh
The document discusses various qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes qualitative techniques like free association, projective techniques, and the Zaltman Metaphor Elicitation Technique (ZMET). Quantitative awareness, image, brand responses, and brand relationships are also covered. Comprehensive models for measuring customer-based brand equity are outlined, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV) which uses five pillars to assess brand health.
The document discusses various topics related to marketing research including:
1. It describes the role of marketing research in the marketing planning process and decision making.
2. It outlines the marketing research process and discusses problem definition, establishing research objectives, and estimating the value of information.
3. It covers different types of research designs including exploratory, descriptive, and causal research.
Intro to Branding & Brand management - ElkottabMuhammad Omar
it's my material for the training workshop of "Intro to Branding & Brand Management" that has been held among other 7 workshops of #elkottab training event organized by E3langi.com in November 2014
Chapter 1 Consumer Behavior: Its Origins & Strategic ApplicationsNishant Agrawal
Overview of Consumer Behavior
The Marketing Concept
The Marketing Mix and Relationships
Consumer Behavior: Its Origins & Strategic Applications
Overview of Consumer Behavior
The document outlines the key steps and considerations in defining a marketing research problem and developing an approach to address it. It discusses defining the management decision problem, conducting discussions with decision-makers and experts, analyzing secondary data and qualitative research. It emphasizes properly defining the specific marketing research problem and its components before developing the research approach, which includes establishing objectives, analytical models, research questions, hypotheses and specifying the necessary information.
Unit 2 focuses on key CRM concepts like cross-selling, up-selling, customer retention, personalization, and data management. It discusses CRM applications in marketing, customer service, and data analysis. Customer relationship management aims to understand customer needs and provide personalized experiences through tools like collaborative filtering, clickstream analysis, and different types of data collection and analysis.
LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND EQUITYAvinash Singh
This document discusses how brands can leverage secondary brand associations to build brand equity. It defines secondary associations as existing brand associations that are linked to other entities, such as the brand's company, country of origin, distribution channels, or other co-branded brands. Leveraging these secondary associations can increase brand awareness and transfer positive attributes. Specific tactics examined include co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting reviews from third-party sources. The benefits and challenges of each tactic are also reviewed.
MEASURING SOURCES OF BRAND EQUITY: CAPURING CUSTOMER MINDSETAvinash Singh
The document discusses various qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes qualitative techniques like free association, projective techniques, and the Zaltman Metaphor Elicitation Technique (ZMET). Quantitative awareness, image, brand responses, and brand relationships are also covered. Comprehensive models for measuring customer-based brand equity are outlined, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV) which uses five pillars to assess brand health.
The document discusses various topics related to marketing research including:
1. It describes the role of marketing research in the marketing planning process and decision making.
2. It outlines the marketing research process and discusses problem definition, establishing research objectives, and estimating the value of information.
3. It covers different types of research designs including exploratory, descriptive, and causal research.
Intro to Branding & Brand management - ElkottabMuhammad Omar
it's my material for the training workshop of "Intro to Branding & Brand Management" that has been held among other 7 workshops of #elkottab training event organized by E3langi.com in November 2014
Chapter 1 Consumer Behavior: Its Origins & Strategic ApplicationsNishant Agrawal
Overview of Consumer Behavior
The Marketing Concept
The Marketing Mix and Relationships
Consumer Behavior: Its Origins & Strategic Applications
Overview of Consumer Behavior
The document outlines the key steps and considerations in defining a marketing research problem and developing an approach to address it. It discusses defining the management decision problem, conducting discussions with decision-makers and experts, analyzing secondary data and qualitative research. It emphasizes properly defining the specific marketing research problem and its components before developing the research approach, which includes establishing objectives, analytical models, research questions, hypotheses and specifying the necessary information.
Unit 2 focuses on key CRM concepts like cross-selling, up-selling, customer retention, personalization, and data management. It discusses CRM applications in marketing, customer service, and data analysis. Customer relationship management aims to understand customer needs and provide personalized experiences through tools like collaborative filtering, clickstream analysis, and different types of data collection and analysis.
Analyzing Consumer Markets / Marketing Management By Kotler KellerChoudhry Asad
This document discusses factors that influence consumer behavior and the consumer buying process. It covers the following key points:
Cultural, social, and personal factors like age, income, personality influence consumer behavior. Cultural factors include subcultures while social factors include reference groups like family that directly impact purchasing.
Psychological processes like motivation, perception, learning and memory shape consumer responses. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. The perceptual process involves selective attention, distortion, and retention.
The consumer buying process has 5 stages - problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Consumers gather information from various sources
This document discusses factors to consider when evaluating potential retail locations. It outlines the importance of location for retailers and describes key criteria like population characteristics, transportation access, competitive situation, and more. A trading area analysis is recommended as the first step to describe and evaluate potential areas. The document then presents a model for analyzing retail trade areas that aims to maximize total demand. It provides location details, criteria weightings, and calculates distances between locations to determine the optimized site.
Introduction to Consumer Behaviour; Consumer Behaviour
and Marketing Strategy; Consumer Involvement – Levels
of involvement, and Decision Making.
Consumer Decision Process – Stages in Decision Process,
Information Search Process; Evaluative Criteria and
Decision Rules, Consumer Motivation – Types of Consumer
Needs, Ways of Motivating Consumers. Information
Processing and Consumer Perception.
Consumer Attitudes and Attitude Change; Influence of
Personality and Self Concept on Buying Behaviour,
Psychographics and Lifestyles, Impuse Buying.
Diffusion of Innovation and Opinion Leadership, Family
Decision Making, Influence of Reference Group
Industrial Buying Behaviour– Process and factors, Models
of Consumer Behaviour – Harward Seth, Nicosia, E& D,
Economic Model; Introduction to Consumer Behaviour
Audit; Consumer Behaviour Studies in India.
1. The document discusses digital marketing strategies of breakfast cereal brands like Kellogg's Special K, Weetabix, and Jordans Cereals towards consumer engagement in India and other markets.
2. It analyzes the brands' target groups, consumer insights, brand promises, and communication approaches on social media platforms.
3. Key learnings for Quaker include exploring app development, partnerships, campaigns for kids, influencer marketing, and improving its online shopping experience.
This document summarizes key concepts in brand positioning and brand audits. It discusses determining a brand's points of parity and points of difference compared to competitors. An effective brand positioning clearly defines the target market and competitive frame of reference. A brand audit examines both internal and external perceptions of a brand to understand its sources of equity and recommend strategies to maximize long-term value. The audit involves inventorying brand elements, exploring consumer perceptions, and identifying strengths, weaknesses, and opportunities.
The document provides an overview of frameworks and tools for conducting a situational analysis as part of strategic marketing. It discusses the 5 C's analysis framework which allows managers to understand customers, the company, competitors, context, and collaborators/complementers. It also covers Porter's Five Forces analysis and other tools such as scenario planning, market structure analysis, and timeline cause-and-effect analysis. The situational analysis information is then organized and prioritized through a SWOT analysis to identify critical strategic factors.
This chapter discusses fieldwork and data collection in marketing research. It covers the selection, training, supervision, validation and evaluation of field workers who collect data. Field workers are selected based on qualifications like communication skills, appearance and experience. They undergo training in techniques for initial contact, asking questions, probing, recording answers and terminating interviews. Supervision involves quality control, sampling control and preventing cheating. Fieldwork is validated by re-contacting respondents. Evaluation looks at costs, response rates and data quality.
Leveraging secondary brand associations to build brand equity
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (17th May 2014)
Demand chain management aims to integrate marketing and supply chain functions to create customer value. It involves:
1) Integrating demand and supply processes to ensure customer needs are met.
2) Managing digital integration and cross-functional relationships between marketing and supply.
3) Configuring the value system to design customer-centered supply chains that meet differing customer needs.
The document presents the findings of a marketing research project conducted for a jewelry company. Secondary research, focus groups, and surveys were used to understand consumer attitudes, identify the target market, explore perceptions of the company's products, and make recommendations. Key findings included that people aged 20-45 were most interested in jewelry as gifts, and expected to purchase items priced under £20 offline. The recommendations were to differentiate products, target consumers aged 20-40, improve quality and design, and sell through both online and offline channels.
Crafting the Brand Positioning
Developing & Establishing a Brand Positioning
Points-of-difference
Points-of-parity
Brand Mantras
Communicating Category Membership
Consumer Desirability Criteria for PODs
Deliverability Criteria for PODs
Differentiation Strategies
Positioning and Branding a Small Business
This document discusses various strategies for positioning a brand, including:
- Quality positioning - Focusing on a specific area of quality or expertise to differentiate from competitors.
- Value/price positioning - Emphasizing either a high-end or value-priced offering while ensuring quality.
- Benefit positioning - Highlighting the unique benefits of a product or service to appeal to consumer needs.
- Demographic positioning - Targeting brands towards specific age groups or genders.
- Competitor positioning - Establishing superiority by directly comparing to other similar brands.
- Cultural symbol positioning - Leveraging cultural icons to associate a brand with certain values.
Measuring Sources of Brand Equity -Brand ManagementAqib Syed
Measuring the sources of brand equity.
The use of social media platforms and websites to promote a product or service. (Wikipedia)
Refers to techniques that target social networks and applications to spread brand awareness or promote particular products. (Techopedia)
A brand is a name, symbol or design that identifies a seller's products and differentiates them from competitors. Building a strong brand creates value for both consumers and companies. For consumers, brands provide quality assurance and make decision-making easier by relying on past experiences. For companies, brands establish legal protection, generate customer loyalty, allow premium pricing, and become valuable assets. Successful branding teaches consumers who the product is for, what it does, and why it should be chosen over others. The scope of branding can extend beyond physical goods and services to people, places, organizations, and ideas.
The document discusses key concepts related to marketing services. It defines services and their unique characteristics such as intangibility, inseparability, and variability. It also covers the 7 P's of the service marketing mix - product, price, place, promotion, people, process, and physical evidence. The document categorizes different types of services based on what is processed (people or objects) and the nature of the process (tangible or intangible actions). It also discusses service positioning, encounters, and the purchase process for services.
The document provides an overview of customer relationship management (CRM). It discusses how CRM is a comprehensive strategy and process to acquire, retain and partner with selective customers to create value for both the company and customer. CRM leverages technology, strategic planning, marketing techniques and organizational development tools to build internal and external relationships that increase profits and productivity. It also examines the CRM lifecycle and different CRM programs focused on continuity marketing, one-to-one marketing, and partnering/co-marketing.
This document discusses retail strategy and the strategic planning process for retailers. It defines a retail strategy as identifying the target market, retail format, and bases for competitive advantage. The strategic planning process involves defining the business mission, conducting a situation audit of the market and competitors, identifying strategic opportunities like market penetration or diversification, evaluating opportunities, setting objectives, developing a retail mix, and evaluating performance. Building customer loyalty, having a strong location, effective human resource management, and offering unique products or services can provide sustainable competitive advantages. The document outlines the steps retailers follow to develop and implement effective long-term strategies.
This document discusses two magazines, Cosmopolitan and Elle, and their target audiences of 18-34 year olds. It describes the psychographic profiles of "aspirers" and "mainstreamers" and how each magazine appeals to one of these groups. Cosmopolitan targets "mainstreamers" through its focus on established brands and domestic topics. Elle targets "aspirers" through its emphasis on fashion, image, and status. The document analyzes example covers of each magazine to show how they use techniques like celebrity images and cover lines to attract their intended psychographic audience.
This document provides an overview of Q magazine, including its publisher Bauer Media Group. Some key points:
- Q is a monthly UK music magazine first published in 1986 that covers a wide variety of music genres.
- It is owned by Bauer Media Group, the largest magazine publisher in Europe.
- Bauer Media aims to appeal to mainstream audiences with a wide range of magazines, websites, radio stations and more.
- As a music magazine, Q aims to cover popular artists and genres that would appeal to readers aged 20-50, across various social classes and lifestyle.
Analyzing Consumer Markets / Marketing Management By Kotler KellerChoudhry Asad
This document discusses factors that influence consumer behavior and the consumer buying process. It covers the following key points:
Cultural, social, and personal factors like age, income, personality influence consumer behavior. Cultural factors include subcultures while social factors include reference groups like family that directly impact purchasing.
Psychological processes like motivation, perception, learning and memory shape consumer responses. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. The perceptual process involves selective attention, distortion, and retention.
The consumer buying process has 5 stages - problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Consumers gather information from various sources
This document discusses factors to consider when evaluating potential retail locations. It outlines the importance of location for retailers and describes key criteria like population characteristics, transportation access, competitive situation, and more. A trading area analysis is recommended as the first step to describe and evaluate potential areas. The document then presents a model for analyzing retail trade areas that aims to maximize total demand. It provides location details, criteria weightings, and calculates distances between locations to determine the optimized site.
Introduction to Consumer Behaviour; Consumer Behaviour
and Marketing Strategy; Consumer Involvement – Levels
of involvement, and Decision Making.
Consumer Decision Process – Stages in Decision Process,
Information Search Process; Evaluative Criteria and
Decision Rules, Consumer Motivation – Types of Consumer
Needs, Ways of Motivating Consumers. Information
Processing and Consumer Perception.
Consumer Attitudes and Attitude Change; Influence of
Personality and Self Concept on Buying Behaviour,
Psychographics and Lifestyles, Impuse Buying.
Diffusion of Innovation and Opinion Leadership, Family
Decision Making, Influence of Reference Group
Industrial Buying Behaviour– Process and factors, Models
of Consumer Behaviour – Harward Seth, Nicosia, E& D,
Economic Model; Introduction to Consumer Behaviour
Audit; Consumer Behaviour Studies in India.
1. The document discusses digital marketing strategies of breakfast cereal brands like Kellogg's Special K, Weetabix, and Jordans Cereals towards consumer engagement in India and other markets.
2. It analyzes the brands' target groups, consumer insights, brand promises, and communication approaches on social media platforms.
3. Key learnings for Quaker include exploring app development, partnerships, campaigns for kids, influencer marketing, and improving its online shopping experience.
This document summarizes key concepts in brand positioning and brand audits. It discusses determining a brand's points of parity and points of difference compared to competitors. An effective brand positioning clearly defines the target market and competitive frame of reference. A brand audit examines both internal and external perceptions of a brand to understand its sources of equity and recommend strategies to maximize long-term value. The audit involves inventorying brand elements, exploring consumer perceptions, and identifying strengths, weaknesses, and opportunities.
The document provides an overview of frameworks and tools for conducting a situational analysis as part of strategic marketing. It discusses the 5 C's analysis framework which allows managers to understand customers, the company, competitors, context, and collaborators/complementers. It also covers Porter's Five Forces analysis and other tools such as scenario planning, market structure analysis, and timeline cause-and-effect analysis. The situational analysis information is then organized and prioritized through a SWOT analysis to identify critical strategic factors.
This chapter discusses fieldwork and data collection in marketing research. It covers the selection, training, supervision, validation and evaluation of field workers who collect data. Field workers are selected based on qualifications like communication skills, appearance and experience. They undergo training in techniques for initial contact, asking questions, probing, recording answers and terminating interviews. Supervision involves quality control, sampling control and preventing cheating. Fieldwork is validated by re-contacting respondents. Evaluation looks at costs, response rates and data quality.
Leveraging secondary brand associations to build brand equity
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (17th May 2014)
Demand chain management aims to integrate marketing and supply chain functions to create customer value. It involves:
1) Integrating demand and supply processes to ensure customer needs are met.
2) Managing digital integration and cross-functional relationships between marketing and supply.
3) Configuring the value system to design customer-centered supply chains that meet differing customer needs.
The document presents the findings of a marketing research project conducted for a jewelry company. Secondary research, focus groups, and surveys were used to understand consumer attitudes, identify the target market, explore perceptions of the company's products, and make recommendations. Key findings included that people aged 20-45 were most interested in jewelry as gifts, and expected to purchase items priced under £20 offline. The recommendations were to differentiate products, target consumers aged 20-40, improve quality and design, and sell through both online and offline channels.
Crafting the Brand Positioning
Developing & Establishing a Brand Positioning
Points-of-difference
Points-of-parity
Brand Mantras
Communicating Category Membership
Consumer Desirability Criteria for PODs
Deliverability Criteria for PODs
Differentiation Strategies
Positioning and Branding a Small Business
This document discusses various strategies for positioning a brand, including:
- Quality positioning - Focusing on a specific area of quality or expertise to differentiate from competitors.
- Value/price positioning - Emphasizing either a high-end or value-priced offering while ensuring quality.
- Benefit positioning - Highlighting the unique benefits of a product or service to appeal to consumer needs.
- Demographic positioning - Targeting brands towards specific age groups or genders.
- Competitor positioning - Establishing superiority by directly comparing to other similar brands.
- Cultural symbol positioning - Leveraging cultural icons to associate a brand with certain values.
Measuring Sources of Brand Equity -Brand ManagementAqib Syed
Measuring the sources of brand equity.
The use of social media platforms and websites to promote a product or service. (Wikipedia)
Refers to techniques that target social networks and applications to spread brand awareness or promote particular products. (Techopedia)
A brand is a name, symbol or design that identifies a seller's products and differentiates them from competitors. Building a strong brand creates value for both consumers and companies. For consumers, brands provide quality assurance and make decision-making easier by relying on past experiences. For companies, brands establish legal protection, generate customer loyalty, allow premium pricing, and become valuable assets. Successful branding teaches consumers who the product is for, what it does, and why it should be chosen over others. The scope of branding can extend beyond physical goods and services to people, places, organizations, and ideas.
The document discusses key concepts related to marketing services. It defines services and their unique characteristics such as intangibility, inseparability, and variability. It also covers the 7 P's of the service marketing mix - product, price, place, promotion, people, process, and physical evidence. The document categorizes different types of services based on what is processed (people or objects) and the nature of the process (tangible or intangible actions). It also discusses service positioning, encounters, and the purchase process for services.
The document provides an overview of customer relationship management (CRM). It discusses how CRM is a comprehensive strategy and process to acquire, retain and partner with selective customers to create value for both the company and customer. CRM leverages technology, strategic planning, marketing techniques and organizational development tools to build internal and external relationships that increase profits and productivity. It also examines the CRM lifecycle and different CRM programs focused on continuity marketing, one-to-one marketing, and partnering/co-marketing.
This document discusses retail strategy and the strategic planning process for retailers. It defines a retail strategy as identifying the target market, retail format, and bases for competitive advantage. The strategic planning process involves defining the business mission, conducting a situation audit of the market and competitors, identifying strategic opportunities like market penetration or diversification, evaluating opportunities, setting objectives, developing a retail mix, and evaluating performance. Building customer loyalty, having a strong location, effective human resource management, and offering unique products or services can provide sustainable competitive advantages. The document outlines the steps retailers follow to develop and implement effective long-term strategies.
This document discusses two magazines, Cosmopolitan and Elle, and their target audiences of 18-34 year olds. It describes the psychographic profiles of "aspirers" and "mainstreamers" and how each magazine appeals to one of these groups. Cosmopolitan targets "mainstreamers" through its focus on established brands and domestic topics. Elle targets "aspirers" through its emphasis on fashion, image, and status. The document analyzes example covers of each magazine to show how they use techniques like celebrity images and cover lines to attract their intended psychographic audience.
This document provides an overview of Q magazine, including its publisher Bauer Media Group. Some key points:
- Q is a monthly UK music magazine first published in 1986 that covers a wide variety of music genres.
- It is owned by Bauer Media Group, the largest magazine publisher in Europe.
- Bauer Media aims to appeal to mainstream audiences with a wide range of magazines, websites, radio stations and more.
- As a music magazine, Q aims to cover popular artists and genres that would appeal to readers aged 20-50, across various social classes and lifestyle.
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.
This media plan proposes a marketing campaign for Kate Spade New York to increase brand awareness and profits. The plan targets women ages 25-40 in major cities through television, magazine, and newspaper advertisements. The budget allocates funds across CBS, ABC, and Bravo television spots, as well as print ads in Glamour magazine and the Los Angeles Times. The objectives are to expand the target market and increase social media advertising.
The document discusses the negative impacts of unrealistic body images promoted in fashion magazines. It proposes creating an editorial feature for Cosmopolitan magazine with non-model women of various ages, sizes, and backgrounds to explore their perspectives on how media images affect women's body image. Conducting photo shoots and interviews, the feature aims to convey that all women are beautiful and promote acceptance of different body types to improve women's self-esteem and magazine sales.
L'oréal case - Globalisation of AMerican Beautyashwinkumarc100
L'Oréal has grown to become the largest beauty company in the world through a strategy of strategic acquisitions of companies that expand its brand portfolio and global reach. It started with acquisitions of companies in core beauty categories and has expanded over the decades to acquire brands like Redken, Maybelline, Ralph Lauren Fragrances, Helena Rubinstein, and Kiehl's. L'Oréal analyzes the strengths and weaknesses of acquisition targets to identify those with global potential to strengthen its presence in various beauty product divisions worldwide. The company's scale and decentralized structure allow it to maintain entrepreneurial agility while efficiently managing its large portfolio of brands globally.
Bauer Media Group is a large, privately owned publishing company based in Germany. They publish over 300 magazines globally, including Q Magazine, which has been published monthly in the UK since 1986. Q Magazine focuses on music and artists. Bauer uses various technologies and platforms to promote Q Magazine, including websites, social media, videos and interviews to engage different audiences. While Bauer has a large share of the music magazine market in the UK, some of their individual magazines have lower circulation numbers than competitors.
This document outlines marketing strategies to build a partnership between cosmetics brand Etude House and UK magazine Stylist. It introduces Etude House, which targets young women, and Stylist, which targets professional females aged 20-40. Three strategies are proposed: offering Etude House samples in Stylist, holding giveaways of Etude House products, and featuring a celebrity like Ariana Grande promoting the brand. A business plan suggests Etude House expand internationally and Stylist widen distribution, which could help expose more potential customers to Etude House through Stylist's promotion.
This document provides an analysis of the music magazine Q as part of a university coursework assignment. It summarizes key details about the magazine, including that it was originally called "Cue" but changed its name to "Q" in 1986 to avoid confusion with a snooker magazine. It is now published monthly in the UK by Bauer Media, which owns numerous magazines, radio stations, websites, and television channels. The document analyzes aspects of Q like its genre, ownership structure, brand ideology, competitors, and examples of front cover, contents page, and double page spread layouts. It aims to comprehensively cover the requested brief of conducting a media analysis of the music magazine Q and its publisher Bauer Media.
The document provides an overview of Candie Cordova's academic and professional accomplishments in the fields of visual merchandising, fashion marketing, and photography. It then details several of her projects, including visual floorset designs, photo shoots, and analyses of spring/summer fashion trends for 2017-2018 that incorporate Native American influences. The document serves to showcase Candie's portfolio and experience across multiple areas of the fashion industry.
This log book details the research and planning done by the student for their music magazine preliminary task. It includes genre research on established music magazines to understand conventions like mastheads, cover lines, and headlines. The student analyzed the target audiences and unique selling points of specific magazines like XXL and Vibe. They looked at publishers like Bauer Media and how they have helped magazines grow. The log book demonstrates the student's understanding of relevant media theories and how magazines attract audiences through techniques like using famous cover stars.
This log book details the research and planning done by the student for their music magazine preliminary task. It includes genre research on established music magazines, analysis of conventions like mastheads and cover lines. The target audience is identified as fans of hip hop and the cover star, aiming to fulfill social and diversion needs. The unique selling point discussed is the use of exclusive interviews and headlines to pique reader interest. Research on publishers is also included. The log book documents the process of understanding magazine conventions in preparation for the preliminary task.
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.
After researching potential media institutions to distribute her fashion magazine, the author chose Bauer Media Group. Bauer publishes over 300 magazines in the UK across different genres, ages, and social classes. They also have a modern, accessible website and mobile apps. This wide reach across platforms would allow the author's younger target audience to access the magazine both online and in print. As Bauer already successfully distributes similar magazines like Q, they have relevant experience in distribution techniques. The author proposes stocking the magazine in clothing stores in addition to traditional outlets, to draw attention from fashion-interested customers. She also wants a strong online presence through a website and exclusive app to engage her primarily digital-native target audience.
After researching potential media institutions to distribute her fashion magazine, the author chose Bauer Media Group. Bauer publishes over 300 magazines in the UK across different genres, ages, and social classes. They also have a modern, accessible website and digital versions of magazines. The author believes Bauer's contemporary approach and online presence will allow her younger targeted audience to easily access the magazine. Furthermore, as Bauer already distributes magazines similar to the author's, they will have experience with the needed distribution techniques. The author plans to stock the magazine in clothing stores in addition to traditional outlets to draw attention and reach fashion-interested readers. She also wants a strong online component, including a mobile app, to maximize accessibility for her primarily teenage target audience.
Amplifying Storytelling in your Marketing PlanCarole Lamarque
The luxury goods industry is shifting focus from which markets drive growth to which channels drive growth. The luxury industry is one of the most competitive in the world, and social media is the newest battleground to develop loyalty and brand heritage, as well as to reach new segments of potential customers. In today’s complex digital world, there is an increasing number of different ways to reach customers. It makes it difficult for marketers to stay on top of this evolution and to ensure the right mediums are leveraged in function of the business and marketing objectives. Multiple clients have already given Duval Union Consulting their trust for managing their marketing projects, from strategy to implementation.
Q Magazine is published monthly in the UK by Bauer Media, the largest magazine publisher in the country. It covers a wide variety of music genres to appeal to different audiences. While its readership is mostly male, between ages 15-44, it aims to inform and entertain readers about current music industry news. Bauer Media owns several magazines and aims to target a wide audience through its different brands. Q Magazine is their best-selling music magazine.
One of the very few teenage magazines for women in India. This magazine was shut in 2009. Citing rebranding as reason for its' closure. Seventeen was a very well known brand amongst its TG with high offline visibility through shows like 'Get Gorgeous' & 'Covergirl'
The magazine industry is being shaped by forces largely outside its control, from technology and demographics to economics. Seventeen India Magazine was shut down in 2008 citing the reason as ‘rebranding’ but the real reason was that it was not doing too well financially, the sales were dwindling and over all was a loss maker for Apricot Publications.
Similar to Laura Ashley Integrated Marketing Communications Plan (Class Project) (20)
We will explore the transformative journey of American Bath Group as they transitioned from a traditional monolithic CMS to a dynamic, composable martech framework using Kontent.ai. Discover the strategic decisions, challenges, and key benefits realized through adopting a headless CMS approach. Learn how composable business models empower marketers with flexibility, speed, and integration capabilities, ultimately enhancing digital experiences and operational efficiency. This session is essential for marketers looking to understand the practical impacts and advantages of composable technology in today's digital landscape. Join us to gain valuable insights and actionable takeaways from a real-world implementation that redefines the boundaries of marketing technology.
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
As 2023 proved, the next few years may be shaped by market volatility and artificial intelligence services such as OpenAI's ChatGPT and Perplexity.ai. Your brand will increasingly compete for attention with Google, Apple, OpenAI, and Amazon, and customers will expect a hyper-relevant and individualized experience from every business at any moment. New state-legislated data privacy laws and several FTC rules may challenge marketers to deliver contextually relevant customer experiences, much less reach unknown prospective buyers. Are you ready?Let's discuss the critical need for data governance and applied AI for your business rather than relying on public AI models. As AI permeates society and all industries, learn how to be future-ready, compliant, and confidentlyscaling growth.
Key Takeaways:
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3. 3
1. Situation Analysis
Executive Summary
We are pleased to present Laura Ashley, Inc. with our Integrated Marketing Communications
Plan (IMC). Thus, Isaac Consultants has developed a plan to increase brand awareness and
rebrand its image for Laura Ashley’s clothing line among a specific target audience we found
necessary to reach in order retake a target market that has been lost and negatively affected. We
have executed extensive research in order to create a successful IMC plan.
Background
Laura Ashley, Inc. started in London in 1953 and was inspired by Victorian English designs. It
was founded by the British designer Laura Mountney who died in 1985. Laura Mountney started
her own company by creating headscarves, table mats and napkins from natural fabrics inspired
by handicrafts displays at the “Victoria and Albert Museum” in England. Laura wanted to make
patchwork out of Victorian prints, but could not find them. Therefore, she came out with the idea
of making her own patchwork designs, which did not exist back then.
Today, Laura Ashley creates classic designs with a wide variety of home products such as
furniture, bedding, accessories and clothing for women and young girls. After many years of
successful market share among Europe and the U.S., the company decided to sell all U.S. and
Canada stores. This was due to a $48.3 million loss on January 1995 (Lyall, 2007). Consequently,
they hired chief executive Anne Iverson, an American specialist. She helped resuscitate the brand
image by hiring new designers, amplifying product categories, and investing on new designs and
ideas. She successfully repositioned Laura Ashley’s brand image in England.
Recently, Laura Ashley and Japanese retailer Uniqlo announced a collaboration combining Laura
4. 4
Ashley’s style with Uniqlo’s Japanese style. In a magazine article, “Can Laura Ashley be Edgy?”,
written by Shahesta Shaily, the collaboration was designed to create a new, contemporary, and
fashionable line to appeal to a new market without compromising Laura Ashley’s “heritage of the
brand”. This was an attempt to become more contemporary and relevant in today’s culture.
Secondary Research
However, according to Donald N. Sull’s 2005 article “Why Good Companies Go Bad”, Laura
Ashley’s early success was the reason behind their later problems as a company. In Sull’s view,
Laura Ashley was dedicated to traditional values and dress, but in a time where society was
moving towards miniskirts and women with more presence and power in the workplace, the
style lost its appeal and quickly became outdated. Donald Sull also sustains that, “The company...
continued to pursue the outdated designs that embodied an ossified view of its core values”. This
meant that Laura Ashley’s refusal to change led to their profits stagnating and eventually falling.
This idea was reinforced in a similar article entitled “Laura Ashley Seeks to Balance Change and
Tradition”, written by Sarah Lyall. “The company seemed stuck in a frilly rut,” Lyall wrote,
“unsure of how to move forward with new fashions and tastes.” During the time of this article
was written, the company was in the middle of a large business turnover. The aim was to
reposition the company’s brand from clothes to both clothes and home furnishing. Then Ms. Ann
Iverson, began closing smaller stores in favor of larger stores.
Since then, Laura Ashley has expanded with some success. According to an article in Cabinet
Maker magazine titled “Ecommerce Helps Laura Ashley Sales,” Laura Ashley’s sales increased
during an 18-week period ending on June 2, 2012 by 4.1%. Web sales also increased by a
sizeable 18.8% during this same time period. The source of these increases believed by the
5. 5
company is the result of the actualization of its website as well as a mobile version made
available to their customers. Additionally, it was reported on February 13, 2012 in Home Textiles
Today that Laura Ashley partnered with Synergy Licensing, LLC. in order to explore other
product opportunities related to things such as collectibles and home items.
SWOT
Strengths:
- Laura Ashley’s clothing line has Victorian prints with re-designed modern styles, which are
appropriate for formal or casual wear for young executive women.
- Laura Ashley fills a niche for Victorian-inspired clothing and has established an audience in
women.
- In the year of 2012 Laura Ashley reported that they expanded their e-commerce into four
international markets and 24% of their total revenue is due in part to e-commerce.
Weaknesses:
- Laura Ashley strong target audience is women over 40-years-old. However, Laura Ashley is
losing market share among 25 to 35 years-old women because of a negative brand image
perception.
- The clothing line designs history include A-shape, old fashion blouses, long dresses and wide
designs that do not shape young woman's body.
Opportunities:
- Modern Victorian styles - The biggest opportunity for Laura Ashley is that they were the first
company that came out with the Victorian print designs. Being the pioneers of this type of
designs gives the company a unique, classic advantage over competition. They can expand in a
6. 6
market share if it is well re-positioned in the U.S.
- Clothing and lingerie with floral designs are on fashion and blooming in the U.S. and Laura
Ashley’s products are available in thousands of department stores in the U.S.
Threats:
- Competitors such as Ann Taylor, Bebe, and Banana Republic among many others, have an
advantage over Laura Ashley because they can sell similar, elegant clothing in their own stores
and have great market share and brand presence. Having a physical store makes products
tangible and available for public to try them on without shipping hassles. Traditional shopping
for clothing is still a preference among women in the U.S. Laura Ashley does not have its own
stores in the U.S.
- Online competitors such as Cath Kidston among thousands of others, sell similar Victorian
styles online in the U.S.
- Negative comments and reviews perpetuate Laura Ashley’s brand image and perception as
outdated and for old women.
- Fashion writers also write negative reviews about Laura Ashley. An example is when the editor
from Western Mail newspaper, Cathryn Scott, wrote that Laura Ashley was, “a fashion nightmare”
back in 2007.
Key Problem to be solved
Laura Ashley has a bad reputation and brand image of its clothing line. It is considered among
target audience as outdated, A-shape blouses, made for old English women with no modern style.
According to research, since Laura Ashley closed its stores in the U.S. and Canada, it is losing
market share in the U.S. among young women.
7. 7
2. Key Strategic Campaign Decisions
Communication objective
To increase brand awareness and change brand image by increasing 20 percent reach among
target audience by December 2015.
Target audience
Our target audience is U.S. women between the age of 25 and 35- years-old who are recent
graduates or professionals who like to dress in trendy, L.A. fashions and formal designs that are
appropriate for the workplace. These women like to use Facebook, Twitter and other social
media. They are usually single, professional women who like to visit Nightclubs on the weekends,
but work during the week. They take their career very seriously and like having a good
professional image. They prefer to buy formal yet fashionable styles that are still youthful.
Brand position
Reposition Laura Ashley as “The unique & elegant Victorian L.A. style of today’s fashion” among
target audience.
Campaign strategy
By creating a trendy L.A. fashion brand image we will increase reach among our target audience
for Laura Ashley’s clothing lines.
8. 8
- We will enhance this image the same way it is being done in the UK and Europe. We will use
the new trends and designs that are popular in the UK.
- Celebrity endorsement: we will advertise these new trends and create a new brand image by
using Anne Hathaway as our celebrity endorser. She will promote Laura Ashley’s new
youthful and classy look. These new image will increase the demand for the clothes in high-
end stores like Macy’s and Nordstrom. This approach could also lead to future demand for
stores to reopen in the U.S.
- We will redesign Laura Ashley U. S. website to create a modern appeal toward our target
audience.
- Social Media, we will create social media platforms such as Facebook, Twitter, and Pinterest
accounts to interact and have a benchmark for evaluation of image success among our target
audience. We will use its website and social media pages to feature its new trends and
designs.
2. Message Strategy
Message objective
Our message objective is to increase 20 percent media reach by December 2015 toward our
target audience with the message that features Laura Ashley’s as the representation of the LA
Victorian style in today’s fashion.
Key consumer insight
We will be matching Laura Ashley’s features of its new and fashionable clothing designs with our
9. 9
target audience tastes and preferences touching the motivations behind them, which are fashion,
elegance, formality and tendency to seek for the LA latest trends.
We will get our target audience to perceive Laura Ashley as the top fashion line that they will
want to wear and be seen in. When they wear the brand we want them to feel like they too can
look like movie stars.
We will change the negative image that many young women have of Laura Ashley and create an
association with youthful, fashionable, and celebrity status clothing.
We will match Laura Ashley’s new, elegant and fashionable clothing designs with our target
audience tastes and preferences. Our celebrity endorser will grab the attention of our target
audience.
Since our target audience likes to wear chic, conservative clothes, Laura Ashley can perfectly
satisfy our target audience with its new designs as already done in the U.K.
The use of targeted traditional and social media will be used to communicate appealing
messages that target the motivations and insights of our target audience.
Big Idea
Our slogan is “Be a Star! With Style and Elegance in Today’s L.A. Fashion”. The Acronym LA will
represent our desire image and will also be our acronym for Laura Ashley. This will create an
emotional, inspirational and psychological appeal of Laura Ashley’s clothing line. These words
will associate the brand with Anne Hathaway to reinvent our brand image and grasp the
attention of our target audience. We will put our slogan in our advertisements, U.S. website, and
on our Facebook, Twitter and Pinterest platforms.
10. 10
Message Design and Execution
Message Design
Our message will have a soft sale appeal and drama format for a video commercial featuring
Anne Hathaway. The message will say the following: “Be a Star! With Style and Elegance in
Today’s L.A. Fashion, Laura Ashley.” With the visit us on Facebook and Twitter logo at the bottom
of the screen (See storyboard in appendix).
We have also prepared a mock drawing of what the real print ad will look for the magazine’s ad.
The Execution
On the video ad, Anne Hathaway is walking on a street which is covered with flowers and fallen
autumn leaves in some small town wearing Laura Ashley’s new clothing line when a message
appears: “Be a Star!” then she has flashbacks in her mind where she sees herself walking on a red
carpet in Hollywood surrounded by lights, cameras flashing and a crowd of people. She is
wearing the same clothes as before and then another message appears saying, “With Style and
Elegance…” then a message appears on a white screen saying, “in Today’s L.A. Fashion Laura
Ashley”. It’s logo will be right at the center and at the bottom of the screen will appear the
message “Visit Us on Facebook, Twitter and Pinterest”. The character she portrays is a regular
girl of about 25-years-old. She imagines herself as a celebrity instead of who she actually is. But,
because of the clothes that she is wearing she actually feels like a celebrity. This video will be
posted on Facebook, Twitter, Pinterest and the Laura Ashley’s U.S.A. website.
11. 11
4. Media Plan
Media objective
We will use a target reach objective to get 20 percent of our target audience by December 2015.
Therefore, we will persuade our target audience to change their views of Laura Ashley and see
the brand as having trendy, fashionable, formal (for work) and an L.A. trend.
Media strategy
We will update the Facebook, Twitter and Pinterest pages constantly for Laura Ashley, which will
have special promotions and links to the Laura Ashley USA website. Similarly, we will also
update the USA website with the latest trends and styles which will also have a Facebook,
Twitter and Pinterest plugin to link them and links among all social media platforms. We will
use SEM (Search Engine Marketing) efforts such as Google Places and Google AdWords to draw
media traffic toward our website and social media platforms and run promotions during the
campaign aimed to enhance rebranding. As mention before, the video ad will also play in all
online media. We want responses through our interactions in social media from our audience by
inviting them to share pictures of themselves rocking Laura Ashley merchandise. We will have
Anne Hathaway tweet from our official Laura Ashley twitter account about Laura Ashley updates
and new designs. Part of our contract with Anne Hathaway will include the representation on
Laura Ashley’s in her official Facebook and Twitter accounts.
We will create a hashtags like “#Ucanwearit2” which will be used so that we can create
awareness of our trends among her followers.
Magazine ads in Vogue print and online versions will have the call, “Follow us on: [Twitter icon]
12. 12
[Facebook icon]”. Additionally, we will provide Anne Hathaway with Laura Ashley clothing to
wear to events such as movie premieres, charity events and award ceremonies to create further
buzz. We will measure insights from Facebook and Twitter as well as from the Laura Ashley
U.S.A. website to keep track of our increase and evaluation during the execution and final results
until the campaign resumes. We are doing this because it is the most cost effective measure our
goal of 20 percent reach of target audience.
Vehicle selection
We will mainly use social media sites such as Facebook, Twitter and Pinterest to reach our target
audience; online advertising such as Google Adwords; and place ads in magazines, aimed to our
target audience, such as Vogue, InStyle and Elle.
Using social media during the campaign will help remove the exposure barrier that the company
currently has and will create engagement and response insights to evaluate campaign
throughout its execution and evaluation phases. The use of traditional media and public relations
tactics will motivate the target group and change their image perception about Laura Ashley. If
they start seeing celebrities that they relate to, they’ll want to wear Laura Ashley as well.
Scheduling
We believe it is best to use the continuous strategy because the majority of our advertising
campaign vehicles need constant updates, especially Facebook and Twitter. The new Laura
Ashley advertising campaign should debut January 2015. Vogue, InStyle and Elle magazine
publish new issues every month, so we will plan to have a Laura Ashley ad in every issue for the
next year up to December 2015. We expect that the buzz created from the magazines will lead
people to the Facebook, Twitter and Pinterest pages.
13. 13
Budget Allocation
According to Laura Ashley’s annual report, the company made a profit of 19.3 million pounds,
which converts to 30.9 million US. Dollars. We will use 15% of this to fund our advertising
campaign (approximately $4.635 million). Most of the budget will go to securing Hathaway’s
services, perhaps $3.25 million for her appearance in our ads and participation in our campaign.
In addition, she would receive Laura Ashley merchandise for free to wear to big events such as
movie premieres or award ceremonies. The remaining $1.385 million will be allocated to the ads,
with 60% going to the creation of the video ad and 40% going to the creation and publication
costs for magazine ads. Part of our budget will cover salaries for social media and account
planners employees who will be constantly updating our Facebook, Twitter and Pinterest pages,
evaluating results and crafting messages to constantly target the media objective and main
objective.
5. Conclusion
We expect all of our efforts will increase brand awareness of the rebranding of our image for
Laura Ashley, Inc. as we target 25 to 35-year-old women who are in the business world. This will
consequently increase sales and the final goal of Laura Ashley, Inc. which is to change its brand
image and increase awareness by 20 percent reach among our target audience in the USA by
December 2015. By using different tools such as its U.S. Website, Facebook, Twitter and
Pinterest, online and traditional advertising we trust we will reach our communications
objective. These steps should increase brand awareness and improve its image resulting on an
14. 14
increase profits for Laura Ashley, Inc.
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Ashley, 2012. Laura Ashley Corporate Information. 2012. 24 Oct. 2012.
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ort_Jan_2012.pdf >
"Laura Ashley Inc. Taps Synergy Licensing As Agent To Expand Into New Categories."
Home Textiles Today 33.5 (2012): 16. Business Source Complete. Web. 24 Oct. 2012.
Lyall, Sarah. “Laura Ashley Seeks to Balance Change and Tradition”. The New York
Times. (1997) Web. 24 Oct. 2012. Retrieved from
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MONGET, KARYN. "Laura Ashley Intimates To Launch." WWD: Women's Wear Daily
201.74 (2011): 3b-1. Business Source Complete. Web. 24 Oct. 2012.
Scott, Cathryn. “Laura Ashley Goes Back to Its Design Heyday. but Please, Don't
Resurrect Any of These Fashion Nightmares” Western Mail (2007) Web. 24 Oct. 2012
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