Nike started in 1962 and has grown into a global brand worth $11 billion annually. NikeTown London opened in 1999 and gets around 3 million visitors per year, with one in five people making a purchase. The store aims to create a destination that tells the Nike brand story and encourages loyalty through interactive and engaging experiences that bring the brand to life for customers.

1. RETAIL THEATRE: BRINGING THE BRAND TO LIFE

2. NIKE: WHO ARE WE?

3. WHO ARE WE?:

4. Started in 1962 with $500 Based on a handshake between two men Aim to make running shoes suitable for runners

5. Now has revenues of $11billion Operates in 160 countries with 24,300 employees Brands including Nike, Converse and Cole Hann

6. ” If You Have a Body You Are An Athlete” n

7. NIKETOWN LONDON: WHAT DO WE DO?

8. Opened 1999 by Michael Jordan Approx 3million visitors per year 68,000sqft over four floors

9. Running club – 200 per week attend 160,000 units of stock 260 staff 1 in 5 through the door leave with a purchase

10. Our mission statement: Deliver premium consumer experiences at every touch point

11. NIKETOWN LONDON: WHY DO WE CREATE THEATRE?

12. WHY DO WE CREATE THEATRE?: Create a destination – drive footfall Tell the Brand story Better understanding of the Brand Encourage loyalty Encourage performance

13. RETAIL THEATRE: HOW DO WE DO IT?

14. HOW DO WE DO IT?: In store-communication

16. HOW DO WE DO IT?: Use athletes as ‘heroes’

18. HOW DO WE DO IT?: Attract & engage through visuals

20. HOW DO WE DO IT?: Make the Store an interactive experience

24. HOW DO WE DO IT?: Make the Store ‘live’ through events

29. HOW DO WE DO IT?: Remember the mission

31. RETAIL THEATRE: IS THAT ENOUGH?

32. HOW DO WE DO IT?: Our people are true to the brand

35. BRINGING THE BRAND TO LIFE: WHAT WOULD WE DO?

36. WHAT WOULD WE DO? : Know our ‘market’

37. WHAT WOULD WE DO? : Know our ‘market’ Understand their needs

38. WHAT WOULD WE DO? : Know our ‘market’ Understand their needs Know the competition

40. WHAT WOULD WE DO? : Know our ‘market’ Understand their needs Know the competition Understand your point of difference

41. by Colin Trask , contributor * • 03 Jan 2006 Although the number is dwindling, there are those who recall the days of milkmen, gas station attendants and bank tellers. Now, we take care of most of those jobs ourselves, and seem happy to do it. There are few areas of our economy that haven’t been touched by the growing self-service industry. And, it’s not something that’s being forced on the customer by budget cuts and lower overhead. More and more people just prefer to do it themselves. What has transformed the shopper’s mindset from a desire to be waited on to a desire to serve himself? Peter Honebein has made it his business to find out. As a learning psychologist and instructional designer, he has accumulated 10 years experience designing software products and training programs for customers and employees. Along with Roy Cammarano, he has written "Creating Do-It-Yourself Customers: How Great Customer Experiences Build Great Companies." Honebein sees the self-service industry drawing on five types of do-it-yourself customers. The first is the transactional customer who is willing to carry out the transaction role of doing business. The next is the traditional customer ; this is the classic DIY kind of guy: he fixes it, builds it and renovates it himself. Third is the conventional customer . This customer is the co-creator of product value, where all products are viewed as services and — through use of the product — the customer becomes a co-creator of its applications. Fourth is the intentional customer who wants to be in on the design phase. This customer shops Build-A-Bear stores, designs his own basketball shoes at NikeID.com or builds her own Barbie online. Lastly, there’s the radical customer . This type discovers new ways to use a product; ways that weren’t even intended when it was designed. iPOD is one example; it was intended for music but those radical customers wanted more, so now we have pod casting. According to Honebein, the trick for businesses is determining what type — or combination of types its customers are and to design a system that satisfies them. Look at your business through the eyes of your customer type and address operations to that type. Betting on self-service Looking at business through the customer’s eyes was the challenge facing Tim Yeltin, director of new development for Charlson Broadcast Technologies (CBT), a Northern Kentucky that has been bringing IT innovations to the horse racing industry since 1985. The psychology of self-service

42. WHAT WOULD WE DO? : Know our mission statement

43. WHAT WOULD WE DO? : Know our mission statement Make sure our people know it and believe in it

46. WHAT WOULD WE DO? : Know our mission statement Make sure our people know it and believe in it Don’t ‘fake’ it

47. WHAT WOULD WE DO? : Know our mission statement Make sure our people know it and believe in it Don’t ‘fake’ it Diversify and enhance but don’t lose sight of your core purpose

48. WHAT WOULD WE DO? : Create ‘heroes’

50. WHAT WOULD WE DO? : Create ‘heroes’ Become relevant to our ‘market’

51. WHAT WOULD WE DO? : Create ‘heroes’ Become relevant to our ‘market’ Create a marketing calendar

52. WHAT WOULD WE DO? : Create the right environment

56. WHAT WOULD WE DO? : Create the right environment Embrace technology

57. WHAT WOULD WE DO? : Create the right environment Embrace technology Make it interactive

58. WHAT WOULD WE DO? : Create the right environment Embrace technology Make it interactive Break the barriers – encourage talk!

59. Man Vs Machine – What are the implications of a cyborg society? The psychology of speed dating‚ the origin of magical beliefs and London’s first media-arts festival launches

60. WHAT WOULD WE DO? : Focus on features and benefits

61. WHAT WOULD WE DO? : Focus on features and benefits Communicate them clearly

62. WHAT WOULD WE DO? : Focus on features and benefits Communicate them clearly Ensure relevant content

63. WHAT WOULD WE DO? : Focus on features and benefits Communicate them clearly Ensure relevant content ‘ Right product, right place, right time’

64. WHAT WOULD WE DO? : Know the mission statement

65. WHAT WOULD WE DO? : Know the mission statement And make sure it informs all you do

66. RETAIL THEATRE: BRINGING THE BRAND TO LIFE