University Assignment Portfolio

Kamal Miah
University of
Hertfordshire
Assignment Portfolio
Including:
Advertising, PR and Mobile Business

2
ADVERTISING STRATEGY - New product launch = 90%
Link to presentation -
http://prezi.com/6cjaj9me0rne/?utm_campaign=share&utm_medium=copy&rc=ex0sh
are
The Situation
Innocent sell 100% pure fruit smoothies, fruit juice and “veg pots” and also a range of
kid’s products (Mintel, 2013). They recently identified a gap in the branded fruit pot
market (Lanschutzer, 2013). Coca cola increased stake in Innocent to 90% (Price,
2013), which lead to consumers questioning the brands positioning.
Goals & Objectives:
Overall Goal – Successfully manage Innocent’s brand extension into the fruit pot
industry
Objectives:
• Short term (17/11/14 to 15/12/14) – Ensure Innocents Social networking sites
increase in engagement by 10% individually (Facebook 417000, Twitter
187000, Instagram 29000 and Pinterest 3900)
• Medium term (17/11/14 to 29/12/14) - Target consumer to have the
opportunity to see the campaign a minimum of 3 times (OTS).
• Long Term (17/11/14 to 29/12/14) – To gain 7% of market share in the fruit
pot market
Target Audience:
Psychographic targeting: Customer Profile - Family and home, and caring for them,
tend to be at the centre. For those living alone, friends take the place of family.
Security conscious - wary of crime, violence and terrorism and the environment.
They are always looking for new ways to improve themselves and establish good
habits, whether it be exercising more, dieting or developing skills such as cooking
from scratch. Have a strong internal sense of what’s wrong and right and like to feel
they are making a difference in the world. They have access to the internet at home
and on mobile devices (Rose, 2011 and Lanschutzer, 2013).

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Product: Innocent Sharepot
Logo change and tag line:

5
TV advert link:
https://www.youtube.com/watch?v=dXfzsnUqiB0
Out of Home mock ups - pre launch furniture
Out of Home mock ups - Door advert (2 pots split when doors open)

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Online mock ups: Innocent Site

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Online mock-ups: Social Media

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Evaluation:
- Ensure Innocents Social networking sites increase in engagement by 10%
individually (Facebook 417000, Twitter 187000, Instagram 29000 and Pinterest
3900)
- Interactions for the social media campaign (likes , comments, hash tag usage
and YouTube views) (Price, 2013).
- Analyse website traffic (Visits, where from, repeat visitors, blog post) (Nielsen
Online, 2014).
- Target consumer to have the opportunity to see the campaign a minimum of
3 times (OTS).
- TV: Ratings of the shows that we advertised during. - Number of viewers. Also
Sky Ad smart is measured through cost per impression (CPI) (Fill et al, 2012 and
Sky Media, 2014).
- OOH: Route measuring system (JCDecaux, 2013 and Route, 2014).
- Sampling: Number of samples and feedback from
online surveys.
-To gain 7% of market share in the fruit pot market.
- View quarterly market reports (Lib, 2014).
- Sales of product. Biggest way to measure ROI (Yap, 2011).

11
ADVERTISING CONCEPTS & CAMPAIGNS - Creative Brief - 70%
1) The Client & the Campaign
The current ‘above the line’ advertising campaign chosen for this creative brief is the
Volkswagen Polo: ‘Stay in safe hands’ ad campaign. The Volkswagen Group is one of the
world’s leading automobile manufacturers and the largest carmaker in Europe (Volkswagen
AG 2012). This campaign consisted of a 90 second spot TV commercial and it is supported by
digital and cinema activity (Eleftheriou-Smith 2012). The TV commercial is an emotional ploy
to attract fathers, as it follows the relationship of a father and his daughter from the first
day he brings her home, to the day she leaves for university and he gives her keys to her
first car: VW Polo. The advert includes many milestone moments in a father/daughter
relationship such as her first steps, teaching her how to ride a bike and her first boyfriend.
The ad itself has no speech or narration and just consists of music by Sniffy Dog, with the
main lyrics being ‘I’ll watch over you’. All these factors work together to make an advert that
sucks the audience in and leaves them emotional at the end.
2) The Advertising Agency
The advertising agency that holds and is currently managing the campaign is DDBUK, also
known as Adam & Eve DDB. DDBUK is a leading communications agency made up of people
from many different sectors such as advertising, digital, shopper marketing and events
(Adam & Eve DDB 2012). DDB UK has many main roles within its agency which include
executive creative director, copywriter, art director, account director, senior account
manager and planner (Campaign Live 2012). DDBUK have many clients such as Volkswagen,
John Lewis, Skittles and Sony. They are an agency with expertise in ‘advertising, digital,
direct and experiential, creating everything from large scale global to niche social media
campaigns’ (Creative Showcase 2012). Creative Showcase (2012) goes on to say that DDBUK
approach their work as a team, all with the same aim and that aim is to be the most creative
integrated agency in the world. IPA (2012) states that ‘DDBUK has been the most awarded
agency in the world since 1999’ and has more recently won gold in film for their ‘long wait’
spot for John Lewis (Campaign Live 2012).

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3) The Creative Brief
Client & Brand Volkswagen Polo Project Name VW Polo Campaign
Project Owner VW Job Number 00000000
Media Mix TV, Cinema & Online Budget 00000000
Briefing Date n/a Creative due n/a
1. THE TASK... why we are here:
What is the client’s business objective?
For Volkswagen Polo to raise the sales for this particular product, to close the gap on
competitors as insight shows VW are behind (Polo Driver 2012). Also to reinforce the
position that VW Polo is small, tough and reliable after the negative responses from the
previous Polo advert (Lucas 2010). Finally, to emotionally attach consumers to the Polo as
has been done before with the VW Passat ‘The force’ campaign (Gregory 2011). The reason
behind making the consumers emotionally attached is that it will build relationships with
the customers and will also promote customer loyalty in the long term. Peppers & Rogers
(2011) say that attitudinal loyalty is in the customers ‘state of mind’ and emotionally
attaching them to the VW Polo will give them a willingness to choose VW over its
competitors.
Who is the target audience?
Consumers, who are preferably looking for their first car, whether it’s for themselves or for
their children. In relation to the Mosaic UK (2009) consumer groups, the target audience
should be type B05, described as ‘mid career climbers’. They are families with children of
secondary age or older. The targeted family will be up to date with all the latest technology
and will focus much of their leisure time on the family, whether it is doing activities together
such as shopping, trips, day outs or merely staying at home together, grouped around the
television. Ideally they live in ‘small detached houses on modern estates in the suburbs of
provincial cities’ (Mosaic UK 2009). The buying of a first car is a scary and exciting time in the
lives of both the parents and children so the campaign should target families with close ties
that will see this as a milestone in the relationship between them.
How will success be measured?
Via a combination of hard measures, soft measures and buzz measures (Business Perform
2012). A hard measure that may be used is number of sales after the campaign is launched
compared to number of sales before. This is the biggest way to measure returns on
investment (ROI) as it will show whether the campaign has met the business objectives (Yap
2011). This will also show if the campaign is in fact building relationships and therefore
receiving more loyalty from customers. Soft measures that could be used are qualitative
research such as surveys and questionnaires (Marketing Donut 2012). This will give actual
consumer responses to the advertising campaign. Finally the buzz measures that can be
used are: the number of likes on the YouTube and the number of times the advertisement
has been shared on social networking sites such as Facebook and Twitter (Yap 2011).

2: THE INSIGHTS… the perspective, underlying truth:
What is the key consumer insight?
Mosaic UK (2009) suggest that the targeted mosaic type for VW Polo, (mid career climbers)
mostly watch television as a family, in the evening as part of what could be seen as a
bonding activity. This could be used to help make intra media decisions such as media
channel and choice of position in the media. Research shows that fathers are playing a more
important role in modern families. Snoad (2012) says research ‘found on average 48% of
dads share all responsibilities with their partners.’ This insight suggests that fathers are
playing a bigger role in modern families and therefore could play a bigger part in the
campaign.
What is the key product or Brand insight?
Volkswagen itself means the people’s car and the VW brand is known to have a humble ‘for
the people’ origin Mikklesen 2010). In spite of its move into the luxury cars department,
many still see VW as a brand with independent values (Mikkelsen 2010). VW Polo itself has
been positioned in consumers’ minds as small but tough throughout the years (Duncan
2008), however the previous Polo campaign that tried to reposition the Brand as ‘beautiful’
as well and this was criticised by many (Lucas 2010). This suggests that the previous
campaign possibly targeted the wrong audience for the car and that this campaign should
go back to the basics of small but tough.
What is the key industry or category insight?
VW Polo is currently 8th in the UK’s top 10 best selling cars (Polo Driver 2012). However their
direct competitors, Ford Fiesta and Vauxhall Corsa, are 1st and 2nd both with over double the
sales for the current year. This shows that VW have a lot of catching up to do in the industry
and this campaign can help boost their sales. Research also shows that online videos play
an increasingly vital role when a consumer is purchasing a new automobile, as “over 54%
watch online auto videos during the research process (Netpop Research 2011). Therefore it
will be beneficial to include a digital aspect to the campaign.
3. THE CREATIVE… guiding the response:
Based on the insights above, what is the single minded thought to be brought to life?
The VW Polo is a safe, tough and reliable car that no parent will hesitate in buying for their
children as first car. This campaign needs to change the target audience from previous Polo
ad campaigns as the most recent campaign was not very successful (Lucas 2010). Based on
insight, fathers could be targeted as they play more of a role in families than given credit for
(Snoad 2012). The campaign needs to reinforce all the small but tough qualities that are so
loved about the Polo, however it is also important to tell a story that draws people in
emotionally and in a way that viewers can relate to (Thinkbox 2012, Binet & Field 2007).
How will the target audience be motivated, or why will they care?
The target audience will care as the aim of the campaign is to draw the viewers in
emotionally. They will be motivated by the perception of VW as the people’s car (Mikkelsen
2010). The campaign needs to tap into the feelings of being a parent and exploit emotions
such as love, the need to protect and provide for their children (Stenson 2004). Also the
message could be reinforced in the music choice placed in the campaign. The audience may
also be motivated by the fact that the latest VW Polo was ‘declared the European Car of the
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Year 2010 and the 2010 World Car of the Year’ (Central Contracts 2011). If the campaign
successfully manages to do these things then they will care as an effect of the
advertisements, even if they did not care before.
What should the personality of the Brand be?
The personality of the brand in this campaign should be one that reflects the values of the
target audience (families), such as love, safety, protection and comfort (Stenson 2004). The
brand should be perceived as one that prioritisies safety highly and that should be reflected
in the campaign as the VW Polo has to be reinforced as safe, tough and reliable. The brand
personality should also show that it cares and realises that a first car is an important
milestone in parents and their children’s lives, so the personality needs to be relatable.
What are the mandatory’s to be included?
The strap line, "Stay in safe hands. Polo. Small but tough" (Thinkbox 2012), in all media
channels. The VW brand logo must also be seen at the end of any aspect of the campaign
along with the saying ‘Das Auto’ which is German for ‘The Car’ (Hall 2007). This has been a
tag line for many VW campaigns and these mandatories will ensure the consumers relate
the campaign with the brand VW.
Word Count: 1,313 (including all headings) and 1,178 (without headings).

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PR CONCEPTS & CAMPAIGNS - Crisis Management - 72%
“Discuss the role public relations plays in crisis management and the key rules in
dealing with the media in a crisis. Give examples of one or more organisations that
have successfully carried out crisis management and at least one organisation with
poor crisis management”.
According to Borodzicz (2005), a crisis is an incident that is expected to result in an
unstable and possibly dangerous situation, affecting an individual or group. This
essay will be looking at how a crisis could affect an organisation and the role of
Public Relations (PR) during a crisis. Secondly, it will also be discussing the key
rules for PR whilst dealing with the media in a crisis, analysing how PR’s should
engage effectively with the media. Finally, the essay will be studying organisations
that have had previous success in crisis management and ones that have
encountered crisis management failures.
According to Riley (2012), there are 5 stages to a crisis. The stages are; pre crisis,
warning, crisis point, recovery and post crisis. It is important for an organisation to
have action plans for each step of this crisis model to deal with it successfully (Riley
2012). The way in which an organisation deals with a major event that threatens to
harm its organisation, stakeholders and/or the general public is more commonly
known as crisis management (Seeger et al 1998). This shows that organisations
may face unpredictable situations that could endanger factors such as; finance,
commercial performance and even its most valuable asset, its reputation (Coombs
2007). A crisis affects the whole organisation; however it is mainly down to the PR
team to avert the crisis. One of the main roles of public relations in crisis
management is to prepare the company for a crisis (Coombs 2007). In today’s day
and age, with news and information travelling faster than ever, it is important for a
company to be well prepared for any crisis (Neptune 2011). The past decade has
seen a blossom in social networking sites and Neptune (2011) says that 26% more
consumers are likely to complain about products/services than say something
positive. Coombs (2007) agrees with this and states that this makes it all the more
important for PR to answer questions about the crisis quickly and also to seek
possible ways to turn the crisis into an opportunity. This suggests that public
relations need to make sure that their crisis manuals are constantly being updated as
times change. Magee (2010) has said that, “The internet has allowed everyone to
speak out about a story, and can make an issue globally accessible in an instant.”
So therefore it is important to make sure the crisis manual will work in today’s society
and not in the past.
Jefkin’s 3P’s model (prevention, preparation and provision) is a way in which PR
could successfully implement their role in crisis management. According to
Flanagan (2009), the prevention procedure should be based on anticipating what
could actually go wrong for the company. This is to avoid situations that cause the
organisation to have regrets and start using terms such as, “if only we had done”
(Flanagan 2009), The PR team’s role is to prepare the organisation for crisis and

researching the most unlikely of incidents that may occur, which is a major part of
prevention in this 3P model (Jefkins 1998). The second P is preparation and this
involves numerous steps to ensure the company is well prepared for a crisis (Jefkins
1998). These steps include; forming a crisis committee, which includes the CEO
and other important people in relation to the organisation and having a detailed plan
of procedure to put into action in case of a crisis (Flanagan 2009). The final P is
provision and this is where information and action plans are provided to those
concerned, from stakeholders to employees (Jefkins 1998). This will help PR teams
to successfully implement their role during a crisis as it will enable the organisation to
expect the unexpected and divulge the correct information.
Communication is a key part of managing a crisis successfully for the public relations
team. There is a model companies can follow called ‘The 5C’s of effective
communication’ (Emerge 2013). The first C suggests focusing on the audiences
needs and concerns and the second C; clarity says to allow no room for
interpretations or assumptions whilst communicating (Emerge 2013). The third C
control and by this it means remain in control of the situation and what you are
communicating, while the fourth C advises the communicator to be confident when
delivering the message (Emerge 2013). The final C in the model states that the most
competent person must handle the situation in order to resolve the crisis (emerge
2013). According to structural functions systems theory, communications plays a
major role in crisis management (Managements Study Guide 2012). This is where
there must be ‘a correct flow of information across all hierarchies’ and regular
contact with subordinates is essential (MSG 2012). Dunker (2012), states that
communication is important as it allows an organisation to react quickly to the crisis
and most crucially, to stay in control. Schmidt (2010) has said that, internal
communication are overlooked and must be dealt with properly as well as
communicating well with the public, both media and general public. This leads to
the next topic of how a PR team should deal with the media during a crisis. When it
comes to dealing with the media during a crisis there are many rules public relations
should follow in order to be successful. The first of which is, set up a media
headquarters as it allows a venue for the press to gather their information about the
crisis. Clark communication (2013) states, that it is important to give the media all
the information as possible, as they will get it anyways. However if a media
headquarters is set up, it allows you to give out this information in the way you want
it to be perceived and not through other inaccurate sources.
Another key rule whilst dealing with the media is to be prompt, give full information to
the media and most importantly, to stick to the facts (Hodges 2012). Giving out
information to which you are not sure of can only lead to negative responses and the
media will perceive you as merely speculating and trying to cover up the truth
(Durning 2010). Durning (2010) also states that during a crisis it is important for the
face of the company, most likely the CEO, to come out and address the media.
When the face of the company communicates with the media it is important that they
show concern for the situation, do not be defensive, stay calm and co-operate with
the media (Durning 2012). This is because it is crucial to get the media on your
side, as they are the ones that are going to be reporting the crisis the rest of the
world. Coombs (2007) states, that no organisation communicating with the media
should use the phrase ‘no comment’. This is as once that phrase is used; most
people assume that the company is guilty and trying to hide something. Clark
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Communication (2013), agree with this and say that this phrase may show a lack of
concern for the subject.
There are many ways of dealing with a crisis and several rules and regulations to
ideally follow, in order for an organisation to successfully come out of a crisis. An
example of an organisation that has successfully overcome a crisis, in recent history,
is Burger King. Burger King faced a crisis when an employee of theirs, posted a
picture of himself standing in lettuce on the 4Chan website (Rand 2012). This crisis
was successfully managed as Burger King acted swiftly, using the internet to track
down the store and employee at fault (Poston 2012). The sacking of the employee
was also shared across social networking sites to show consumers the issue was
resolved, and in fact the whole crisis was averted within 24 hours (Poston 2012).
Teoh (2012) also states that Burger King’s manager of global communications sent a
statement to the press, informing them about the resolution and reinforcing that
Burger King have a zero tolerance policy against food safety. This suggests that
Burger King had a crisis response plan which allowed them to react as quickly as
they did. It could also show that their plan was up to date as their crisis was social
media driven and their responses to customers online were efficiently dealt with
(Poston 2012).
Burger King dealt with this crisis successfully, however not all organisations have
had the same success. For example when Starbucks came under fire for their tax
evasion, the way they handled it made matters worse (Baker 2012). The main
factor which let down Starbucks was the time in which they handled the situation.
Ritson (2012) states that the crisis first occurred in October 2012, however their
response came in mid November, over a month later. Their response was also
flawed, the Starbucks CEO sent an open letter to consumers which left them angry
and confused as the organisation failed to accept the blame, yet they still offered
remedies (Ritson 2012). Another reason why this organisation was not successful
in dealing with the crisis was the fact that although the CEO sent out the letter, most
of the press coverage had pictures of the chief executive (Ritson 2012). Ritson
(2012) goes on to say that this was perceived negative as it showed a lack of
concern by the CEO to the consumers of Starbucks, whether intentional or not. This
example of poor crisis management shows how hard it is for companies to get it
right, and also how crucial it is from them to be prepared for any eventuality.
Starbucks did many things right in trying to deal with the crisis yet were heavily
criticised (Baker 2012). For example, they declared regret and even come up with a
solution to the crisis, which was to pay extra tax (Ritson 2012 & Baker 2012). They
also responded to the tax evasion, which many other companies ignored such as
Google and Amazon, yet they faced the wrath of the public and not the others
(Ritson 2012).
In conclusion, this essay has looked at how a crisis can affect an organisation in
numerous ways which may include; its finance, its commercial performance and its
reputation. The public relations team therefore have an important role in crisis
management as the rise in social media has made it even harder now, to respond
and deal with a crisis successfully. The PR team’s main role in crisis management
is to prepare the organisation for all situations and they can do this by using Jefkin’s
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3P model of prevention, preparation and provision. They must also communicate
efficiently internally as well as externally to the media. The key rules when it comes
to dealing with the media are; having a media headquarters, giving out information
quickly, sticking to the facts and to get the media on your side by showing concern
and being cooperative. This essay has also showed how crisis management can be
successful, in Burger King’s case, by acting swiftly having a plan ready for any crisis.
It has also showed example of poor crisis management with Starbucks, as they had
a slow response and didn’t communicate well with consumers.
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PR CONCEPTS & CAMPAIGNS - Press Release - 70%
Press Release
Release Date: 20th February 2013
Sony to unveil next generation console
Sony are holding a press conference to unveil the release of their next generation of
gaming consoles, to follow up on their latest one, called the PlayStation 4. Sony plan
to show off what the PS4 can do in the press conference, as well as elaborating on
its features. The PS4 will be revealed in New York on the 20th of February 2013, with
the actual console set for a Christmas 2013 release.
The Hammersmith Ballroom in New York is set to be the destination for Sony’s
revelation. However, the conference will also be streamed free worldwide on the
official PlayStation website and other gaming sites, such as ign.com. The
PlayStation 4 has been in production for 6 years and has many features unique to
the console.
The new PlayStation Dual-shock 4 controller is also set to be unveiled, which is
significant to a better PS4 experience as it has a touchpad that includes a ‘share’
button. This button allows users to connect to social networking sites, upload game
clips straight from the machine and also to connect with Smartphone’s which
enables an ease of chat.
Sony is set to show what the console is capable of by previewing first party games
such as; Drive Club, Killzone: Shadow Fall and Braid. Sony also plan to unveil the
new Gaikai cloud system that allows all games to be digital. Shuhei Yoshida (Sony
President) has said, “We're shifting our platform more and more to the digital side.
PS4 will be similar to PS Vita in that every game will be available as a digital
download”. Gaikai will also allow friends to connect to each other’s machines, to
spectate or even take control.

Notes for Editors:
 PS2 was the most popular console of its generation
 PS3 was sold at £400
 24% of sales compared to Nintendo and Microsoft in 2007, rose to 43% by
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2012.
 Sony had press conferences to unveil all three previous consoles
 Pictures of the Dual-shock 4 controller and full interview with Shuhei Yoshida
available.
Contact:
Kamal Miah, 07984 625524, kamalhmiah@yahoo.co.uk

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PR STRATEGY - Comms Campaign - 78%
“A communications campaign in order to rebrand the image of Miley Cyrus”
Appreciation of the situation
Miley Cyrus is an actress and musician/recording artist (Deming, 2013). She grew up
relatively in the spotlight as she is the daughter of country singer; Billy Ray Cyrus, who is
most known for his single ‘Achy Breaky Heart’ (Hornery, 2013). Miley Cyrus first made her
acting appearances through minor roles in the television series ‘Doc’ and later, the film ‘Big
Fish’ (Molina, 2013). However, she is most known for her role in the Disney Channel show;
Hannah Montana, in which she played the lead role and also put her musical skills into
action (Greenburg, 2013).
Miley Cyrus went from; a child star in Hannah Montana, to a young talented adult singer,
with the public eye watching her development (Toomey, 2013 & Molina, 2013). She has
attempted to ditch her Hannah Montana image, which was so successful for her, in an
endeavour to rebrand herself as separate entity and adult singer (Greenburg, 2013).
However the way Miley has gone about in achieving this has led to a lot of negativity
surrounding her and her brand image, being ‘dragged through the mud’ so to speak
(Salzman, 2013).
Wallace, (2013) argues that parents do not see Miley as a positive role model for their
children and has raised the following concerns that parents have:
Miley does not care about
the fans that have followed
her since Hannah Montana.
She is providing a false
representation of young
females.
She is promoting
promiscuous activity in
order to gain attention.
This has led to a need for a communications plan to be put into action. There are many
issues that have to be addressed, such as the rebranding of Miley Cyrus’s image. Rebranding
is defined as a major change in positioning and marketing aesthetics in the
company/organisation (Muzellec & Lambkin, 2006). Miley, at present time, is very successful
in the music industry with her latest album; ‘Bangerz’ debuting at number 1 on the
billboard, selling 270,000 copies (Caulfield, 2013). However, the success has come at a price,
of her being portrayed as a negative influence on her audience by parents and critics in the
media alike (Riley, 2013).

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Definition of Goals & Objectives
In order to evaluate the success of a communications campaign, it is important to have
clear, well defined objectives (Richman, 2011). A suggested model to use whilst setting
objectives is the SMART test (Figure 1).
Figure 1: SMART objectives
Overall Aim: Successfully rebrand the negative image of Miley Cyrus.
The communications plan must meet the following objectives:
Short term: Immediately after campaign commences.
 Gain Miley positive media attention as opposed to all the negative press she has
been receiving.
Medium term: 6 months (the duration of the campaign).
 Ensure the rebranding of Miley Cyrus does not affect her sales as a recording artist
(Caulfield, 2013).
Long term: 6 months to the foreseeable future.
 Rebrand Miley Cyrus’s brand image from negativity and show she can be seen as a
positive light in the community.
 Change the public’s perception of Miley Cyrus, especially from parents of teenage
girls, who perceive Miley as a bad role model (Whitelocks, 2013).
S
• Specific
• Clear and well defined so anyone can understand them
M
•Measurable
• If they cannot be measured they are too ambiguous
A
• Achievable
• Can the objectives be done?
R
• Realistic
• Ensure sufficient skills, resources and knowledge are available
T
• Time/Cost
• Ensure there is enough time and budget to meet objectives
Source: Self-made image (Richman, 2011)

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Definition of target publics
Fully understanding the target publics for this campaign is crucial as Stennet, (2005) states
that it; improves customer satisfaction which in turn aids in increasing customer loyalty
and/or customer retention. In order to effectively reach target publics; it is necessary to
divide large target publics into smaller target publics using a process called; market
segmentation (Kotler, 2008).
Primary target public Females aged 13-18
Rationale  They grew up watching Hannah Montana and are still
following Miley’s movements (Chase, 2013).
 They have grown up as Miley has grown up and have gone
through the same changes, mentally and physically, as her
(Chase, 2013).
 Also they’re more likely to relate to Miley’s music (Malkin,
2013).
Secondary target public Middle aged parents of children, of which at least one child; is a
female aged 13-18
Rationale  They are the majority of the time, the ones that purchase
albums and singles from artists (Theigs, 2012).
 They have a major say in what their children listen to and
also who they perceive as good/bad role models as Makuch
(2013) states, 60% of parents ‘very closely monitor’ movies,
video games and music their children listen to.
Secondary target public Press in the entertainment industry. In particular; MTV, E News
and blog sites: ‘E Online’ and ‘TMZ’ as they are opinion leaders
Rationale  Press and opinion leaders have a huge influence on the
public’s perception of an individual or organisation (Rose &
Kim, 2011 and McCombs, 2004). It is important that the
communications plan targets the entertainment industry to
show, Miley Cyrus in a positive way to the public from the
media point of view.
 MTV are in the top 15 media companies to work for
(Goldman, 2012) and Miley’s negative brand image
escalated at MTV’s VMA awards so the campaign should
therefore target MTV (Grimms, 2013).
 E! News currently has a reach of 88m viewers and is
available at approximately 84.48% of households (Seidman,
2013).
 E Online and TMZ are in the top 10 websites for
entertainment news (Gomez, 2010).

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Proposed Strategy
Miley Cyrus’ brand image being tarnished can somewhat be seen as a crisis, therefore this
campaign must come up with a strategy that manages the crisis (Robinson, 2013).
Communication is a key part of managing a crisis successfully for the public relations team
and will be the general approach used to meet campaign objectives (Dunker, 2012). There is
a model companies can follow called ‘The 5C’s of effective communication’ which can be
seen in Figure 2 (Emerge, 2013).
Figure 2: 5C's of Effective Communication
Concern - focus on
audiences needs
and concerns
Clarity - allow no
room form
interpretations
Control - remain in
control of the
situation
Competent - most
competent person
must handle
situation
Confident - be
confident when
delivering the
message
SOURCE: Self-Made Chart (Emerge, 2013)
Durning (2010), states that during a crisis it is important for the face of the company, most
likely the CEO, to come out and address the media. Therefore, it is important that whatever
communication plan is hatched up, Miley Cyrus must play a major role in it. When the face
of the company communicates with the media it is important that they show concern for
the situation, do not be defensive, stay calm and co-operate with the media (Durning 2010).
It is crucial to get the media on your side, as they are the ones that are going to be reporting
the crisis the rest of the world and are a target public (Dietrich, 2013).
This communications plan will also take a ‘pull public relations’ (pull PR) approach. Pull PR
are activities that are based on consumers demand for online news (Porter, 2009). Singer,
(2009) states that ‘pull PR’ activities:
 Offers sustainable growth
 Makes a campaign less reliant on traditional methods of communications
 Allows consumers and media to find information easier

25
Operational Plan & Execution
The campaign will be called #MadeLikeMiley. This is to portray the key message that Miley
Cyrus is a normal human being and there are in fact millions of teenagers out there who are
‘made like Miley’ (Harrison, 2013). Consequently, at the core of the communications is an
online campaign. The reason for this is that this is the medium that attracts teenagers the
most as Segal (2013) states, 93% of teens browse the internet. The campaign will run for 6
months as Miley Cyrus has a concert planned in Israel for mid-June (Banin, 2013) and would
like the campaign completed by then. It will start with a press conference in December, as
one of a ‘press conferences’ main purposes is to; give the press full details of the campaign
(Gupta, 2005). It will finish with a UK/US tour as the final aspect of the campaign, at the
start of June.
Online Campaign
The first part is a social network campaign as 80% of teenagers use some sort of social
networking site (Madden et al, 2013; Field & Grande, 2013). This shows that targeting
teenagers through social media should be an effective method as there are a lot of them
present.
Social networking sites:
 Twitter and Facebook (Figure 3 and 4)
 Facebook is the most popular social networking site for teenagers, attracting 77%
(Madden et al, 2013).
 Twitter has also risen dramatically since 2011 in terms of teen usage (Field & Grande,
2013).
 Miley will need to be briefed in what kind of status’ to post and tweet in order to
remain in control of situation, as well as having clarity in the message being
portrayed (Emerge, 2013). This to ensure this campaign follows the 5C’s of
communications as stated previously.
 These sites will be taken over my #MadeLikeMiley for the duration of the campaign
(6 months).

A blog will also be created in order to allow teenage girls to interact with each other as well
as receive information from Miley herself. Segal (2013) states that, 60% of teenagers have
signed up to some sort of blog. This shows that this platform in particular can be used well
in order to meet the objectives of rebranding Miley Cyrus’ image by reaching the primary
target public.
26
Ask Miley Blog:
 A blog where members can directly ask questions or for advice to Miley and she will
reply. (Figure 5)
 Teenage girls can sign up and anonymously post problems or insecurities, which they
are going through. Borchard (2013), states that keeping problems bottled up is
psychologically negative, so this blog will help avoid that.
 Creates a sense of community within the teenagers and show that they are not alone
in the problems of growing up. This helps avoiding insecurity as being surrounded by
supportive people is an effective way of dealing with these situations (Borchard,
2013).
 Thierer (2012) states that; social media is a public utility and is available for anyone
to view so therefore, the entertainment press can easily view how Miley is being a
positive influence on the community.
 Meets the concern of the target publics which is one of the C’s in the 5C’s of
communication (Emerge, 2013).
 The blog will launch at the end of the press conference and will run for however long
the target audience respond to it; till there’s no longer a need for it. However, Miley
will only respond for a 6 month period due to other commitments (Banin, 2013).

Mobile Campaign
Hepburn (2013), states that; 91% of all human beings have a mobile phone, while 56% of
people own a smartphone (Shearman, 2013). This shows that the campaign having some
sort of mobile aspect to it can only be a positive as it can cater to all three target publics.
27
Made like Miley mobile sub-domain and app (Figure 6):
 Made like Miley website/blog will be available on mobile devices via a mobile sub
domain as more and more people browse the internet on these tools (Hepburn,
2013).
 A mobile app will be developed that will be available on Google Play Store and
iTunes App Store as these two platforms are the market leaders (Yerram, 2013).
 Effective in targeting teenage girls as 76% on 15-24 year old females own a
smartphone compared to 71% of males in the same age range (Malone, 2013)
 As the mobile campaign is the website/blog in mobile form; they will run in tandem.
The mobile campaign will launch after the press conference.

School Bus Tour
Sedghi (2012) states that; over 30’s are more attracted to charities and would donate more
in comparison to under 30’s. This shows that having a charity as a partner of the campaign
would be an effective way of targeting parents of teenage girls.
28
Chosen Charity YouthNet
Rationale YouthNet already specialise in using
technology such as; blogs, videos and articles
with the aim of helping young people
(YouthNet, 2013).
Miley will fund a bus that goes around schools in the UK (Figure 7) to give advice to
teenagers with insecurities which can emulate the 4YP bus in Enfield and Haringey (Cyp
Now, 2003).The team will travel from school to school, with specialist therapists on board.
As this campaign is partnered with YouthNet, the team will consist of people from this
organisation, as they are already qualified (YouthNet, 2013). The bus will go around schools
from January 2014 till the end of April 2014 as reports show that self-harm among teenage
girls rise during this period of the year (Young Minds, 2011 & Mental Health Foundation,
2006). This will meet the concerns of the target publics of this campaign, which is part of the
5C’s of effective communications (Emerge, 2013).

US/UK Concert Tour
In order to get the secondary target public to change their perception of Miley Cyrus, she
will be going on tour across the UK and US. The tour will be a positive for the primary target
public, however will also show the secondary target public that Miley is doing something
positive for the community as all profits will be donated to the partnered charity; YouthNet
(Sedghi, 2012). Figure 8 shows the dates and venues for the tour. Tour merchandise will also
be developed in order to sell at the venues; profit will also be donated to YouthNet (Figure
15).
29

30
Costing
Actions Cost
Online Campaign Purchase of Domain £10.99 per annum (123-Reg,
2013)
Website Developer £29,000 average salary (Total
Jobs, 2013)
Social Media Manager £37,500 average salary (Total
Jobs, 2013
Mobile Campaign App Development £10,000 - £250,000 (Thomas,
2012)
App Maintenance £37,500 average salary (Total
Jobs, 2013)
School Bus Tour Bus Purchase & Running
costs
£8,500 (Holdsworth, 2013)
Youth Workers
Volunteers (YouthNet, 2013)
Total Cost
£654,010.99 per annum
maximum
The online campaign requires a website for the Made Like Miley blog to be incorporated
into. 123-Reg, (2013) shows that; purchasing the domain ‘madelikemiley.com’ will cost
£10.99 per annum. However the website would still require development and Miley Cyrus’
social media sites will need managing. Consequently this campaign will hire a website
developer and social media manager, for a joint cost of £66,500 per annum (Total Jobs,
2013).
As for the mobile campaign; the mobile sub domain and mobile app will be need to be
developed as well as maintained. Centred on research, (Thomas, 2012) a mobile app can
vary greatly; depending on what type of app is required. Figure 11, shows how much
different app’s can cost and as the Made Like Miley app necessitates online community
integration; the app will cost a maximum of £250,000. Total Jobs, (2013) states that the
average salary for an app maintenance employee is: £37,500.
Holdsworth, (2013) claims that; a bus carries the price of £345,500 for an average lifetime of
14 years. As this campaign only requires the bus for a 4 month period; this price has been
used as a guide and the maximum cost for this campaign will be £8,500. As for the advice to
be given on board these buses; YouthNet, (2013) already have qualified employees who
have volunteered for this role as the Made Like Miley campaign will only be beneficial for
their organisation.

31
Type of App Costs
What you get?
Simple table based app £1,000 - £4,000 - GPS Locators
- Social media integration
Database app (Native on
device)
£8,000 - £50,000 - Same as above
- Better app logic
- Easier usability
- In app purchasing
Gaming Application £10,000 - £250,000 - Same as above
- Gaming code
- Gaming centre
- Online community
integration
Figure 10 does not include the cost of the UK/US tour as it is perceived as a separate part of
the campaign. Based on research (Beck, 2010) the average Miley Cyrus tour costs £15m,
which will be used as a guide for the Made Like Miley tour. This may seem expensive,
however as Forbes (2013) states; Miley Cyrus has a net worth of $150m (£93m) so therefore
can afford to fund the campaign. Also Billboard Magazine (2011), show that Miley Cyrus’
previous tour had a gross revenue of over $66m (£40m), so she will not only make her
money back but also generate a lot of funds for the charity.
Evaluation/Assessment
In order to have a successful campaign, objectives must be met and there needs to be
criteria set out to observer how success will be measured (Macnamara, 2011). The results
must be measured against the objectives in order to analyse success (Sterlin, 2011).
Short term objective:
Gain Miley positive media attention as opposed to all the negative press she has been
receiving.
- How it will be assessed:
 Check the entertainment industry for press coverage on campaign to examine
whether it is positive. Main sites: MTV, TMZ and E Online.
Medium term objective:
Ensure the rebranding of Miley Cyrus does not affect her sales as a recording artist.
 Calculate the number of tickets sold for each venue and overall revenue made for
the tour.
 Compare Miley Cyrus’s future albums; post the campaign with her previous album
sales (Caulfield, 2013).
Long term objectives:
- Rebrand Miley Cyrus’s brand image from negativity and show she can be seen as a positive
light in the community.

- Change the public’s perception of Miley Cyrus, especially from parents of teenage girls,
who perceive Miley as a bad role model.’
 Check the amount of traffic on the blog/website and the amount of users who sign
up and post on the blog (Tart, 2011). Twitter (2013) and Facebook (2013) show that,
Miley Cyrus already has huge numbers on these sites, however numbers can be
compared before the campaign and after to see if there is an increase or not.
 Assess the number of downloads from each app store, which will give an insight into
32
how popular it is (Mihailovski, 2012 & Kim et al, 2013).
 Google Play store and iTunes app store allow users to submit reviews about the app,
so therefore the app store provides us with feedback for the app such as strengths
and weaknesses of the campaign (Applause, 2013 & Robson et al, 2013).
 Keep in touch with the teens who visit the help bus by getting them to sign up to the
blog and observe their progress.

33
MOBILE BUSINESS - Benefits of a mobile presence - 86%
INTRODUCTION
The Cisco's Visual Networking Index Global Mobile Data Traffic Forecast Update
claims that there will be more mobile devices on Earth than people by the end of
2013 (Murphy 2013). This shows how important it is, now more than ever, for an
organisation to have a mobile presence.
This report will be split into two parts. Part one will look at how beneficial a mobile
presence is for JD Sports, who at present time have only a limited mobile presence.
It will look at the mobile subdomain of JD Sports and analyse how effective it is. This
report will then go on to look at the benefits a mobile application has, such as speed,
higher usage, visibility and why these are good for JD Sports.
Part two of this report will be look at the type of application (app) which JD Sports
can develop in relation to their business goals. This will lead on to a competitor
analysis with ASOS, and will explore how JD Sports can get a competitive
advantage. Part two will also look at the typical development journey for apps and
cost effective ways of developing them, ranging from professional developers to
outsourcing. Finally, part two will thoroughly analyse what JD Sports will have to do
to build a successful app and also provide a mock-up for the app.

34
PART I
JD SPORTS CURRENT MOBILE PRESENCE
More and more interaction is occurring on mobile devices, with 77% percent of the
world’s population being active mobile subscribers (Walters, 2011). At present time,
JD Sports (JDS) have a mobile sub-domain for consumers but lack a mobile
application, which limits the company’s potential and results in them missing out on
possible competitive advantage (Local Thunder, 2013). Fig 1 shows how the JDS
mobile site is set out.
Fig 1: JD Sports Mobile Sub Domain
Source: Self-made screenshot of site via mobile.
Whilst browsing the JDS mobile site, it is apparent that the customer journey is not
as effective as it could be. A customer journey is described as the path customers
take to reach their goals and is important in improving the customers’ experience
(Oosterom, 2010). The JDS mobile site has the typical journey that follows the
pattern: ENTRY > BROWSE > BUY > SHARE > ENGAGE (Lecture 3, 2013).
However it does not take full advantage of many mobile enabled features. For
example, the mobile site does not allow zooming using a smartphone’s multi-touch
feature.
JDS have included low resolution images on the mobile site in order to make the
website faster (Knoche et al, 2009). However, the image quality is poor and requires

the customer to delve in deeper to the site to view products properly. Consequently,
this adds more steps to the customer journey. All of this suggests that JDS need to
optimise their mobile presence and one way they could achieve this is by building a
mobile app.
35
BENEFITS OF A MOBILE APP
Source: Self made image
Fig 2: Mobile App Benefits
Krum, (2010) says that. “The multitude of small programs that can be installed after
market on phones are grouped and called mobile applications”(2010:133) A mobile
app differs from a mobile site in the way it is downloaded from an app store and from
then on it is native to the device on which it is installed (Narayanasamy, 2010).
For a company such as JDS, creating a mobile app can reap many benefits as once
downloaded, the app is constantly on the user’s phone (Walters, 2011). This in itself
creates many positives for the organisation. For example, it increases visibility and
exposure to customers, as it is always present (Mobile App Loader, 2013). A huge
benefit a mobile app has over a mobile site is that it is faster and furthermore it
functions offline (Nielsen, 2012). This suggests that it will be easier for JDS to
connect with on-the-go customers. It fits the lifestyle of many people in an impatient
society, as it takes the ‘wait’ out of mobile (Walters, 2011).
With every year passing, mobile app usage has been rising so much that it has
started to challenge television usage (Cutler, 2012). Studies from Flurry (Fig 3)
show that consumers are spending 127 minutes per day on mobile apps, compared
to 168 minutes watching television. This suggests that now is the right time for JDS
to develop a mobile app, as its usage is on the rise.

Web vs. Mobile app vs. TV
94
180
160
140
120
100
80
60
40
20
A distinctive advantage that mobile applications have are; ‘push notification’. Awakin
(2012) says that, “Push notification allow you to send messages to all the people
who have your app on their phone or tablet”. This is a benefit as push notifications
have a 97% read rate in comparison to a 4% read rate for email (Walters, 2011).
Mobile App Loader (2013) states that mobile apps can build relationships with
customers and enhance brand loyalty. This matches the strategic goals for JDS as
Krum (2010) states:
“Well-known brands generally have different goals than lesser-known
companies. Their objectives are more focused on maintaining brand equity
and building brand loyalty, which can be done very effectively with mobile
marketing”. Krum (2010:29)
This proposes that if JDS were to build a mobile app, they can focus on building
brand loyalty. For example they can reward customers who repeat purchase, by
sending out exclusive offers and promotions through push notifications (Walters,
2011). JDS is a sports retailer and their main use for an app will be to make it easier
for customers to buy their goods. In relation to mCommerce, mobile apps have a
slight edge over mobile sites (Fig 4).
36
70 72 66 70
127
162
168 168
0
Dec 2010 Dec 2011 Dec 2012
Web Browsing
Mobile Apps
TV
Fig 3: Web vs. Mobile app vs. TV usage
Source: Self- made chart (Flurry Analytics, 2012)

Fig 4: Consumer Purchasing Methods
Source: Self-made graph (Davies, 2012)
Fig 4 shows that 61% of consumers purchase items through an app, compared to
60% of consumers who purchase items direct from a website. This may not seem
like a big difference, but difference is not to be disregarded as it shows that
purchasing through apps is increasing, while purchasing through mobile sites is
decreasing.
37
PART II
TYPE OF APP
When developing the application, JDS needs to first look at what type of app they
want to build. There are four types of apps for businesses and they are as seen in
Fig 5.
Type of app Description
Marketing Promote the product/service and increase brand
awareness
Support Support your product – increase user experience
Internal use Help staff perform their jobs more efficiently
Generating income An app that is part of the business model, sole
purpose is to make money
Fig 5: Type of App

Source: Self-made table (Austin, 2013)
JDS will require an app that is a mix between one that generates income and one
that is there for marketing reasons. An example of this is the ASOS mobile app that
is basically a streamlined version of the ASOS website, with all the benefits of a
mobile application (ASOS 2013). This type of app will allow JDS to sell their products
on the app as well as promoting products and direct consumers to the site and even
to the stores.
Looking at the ASOS mobile app, there are many features incorporated within it (Fig
6). These features make the app successful, judging from personal use. However
there are certain things missing which JDS can look at and use to ensure their app is
better than the competition.
38
Fig 6: ASOS App Analysis
App features: Does the ASOS
app
integrate them:
Multi-touch
Location based
services
Accelerometer
Voice recognition
Brand consistency
Tapping spaces
Support available
Synchronisation
Social links
Reduced text entry
Clear ‘call to actions’
Source: Self-made image from personal use.

39
COST EFFECTIVE SOLUTIONS TO DEVELOP APP
Developing a mobile application involves a typical journey, which is known as the
development journey (Willow Tree, 2013).
Fig 7: Development Process
Source: Self-made image (Zproductions, 2013).
One way in which JDS can develop the app is by using professional development
programmes, such as the Apple iOS developer programme, Android developer and
Blackberry developer. The benefits of each can be seen in Fig 8.
Fig 8: Professional Development Programmes
Developer Cost Benefits
Apple $99/year - Provides a complete eco-system for
developers, the hardware, operating
systems and development tools that allow
app building
- Allows testing and submission to app
stores
Android $25/year - Provides sessions covering the latest
Android features
- Provides support and includes
templates/guides
- Allows testing and submission to app
stores.
Blackberry No fees - Supports different platforms and
frameworks
- Allows testing through simulators found
online
Source: Self-made table (Apple, 2013, Android, 2013, Blackberry, 2013 & Pfitz, 2012)
.
Another way JDS can develop their app is by using non-developer programmes such
as App Mark and My App Builder. This option comes at a higher cost as although
App Mark is free to start it requires a $199 submission fee and $499 if the app is
under a branded name (Lecture 6, 2013). These types of app development are self-developing.
This can be seen as a negative because they therefore require
knowledge on app building such as codes, HTML5 and XML files, which some
organisations may not have in-house (Thomas, 2012).

To overcome these barriers, JDS may have to outsource to develop their app.
Outsourcing is the process of assigning a business’ project to another organisation
outside of the business (Wise Geek, 2013). There are many outsourcing companies
that will develop an app for JDS such as; oDesk, Freelancer and eLance (oDesk,
2013, Freelancer,2013, eLance, 2013). Benefits of outsourcing include the fact that
you need only give a clear specification of what is required and then leave the
organisation to meet your deadline (Thomas, 2012). It is also less time consuming as
the outsourced company is more than likely to have vast experience in building
mobile apps (Sea Shore Partners, 2011). A downfall of outsourcing is that price
ranges vary wildly and depending on what type of app you want built, it can cost up
to $250,000 as seen in Fig 9 (Thomas, 2012).
Fig 9: App costs
Source: Self-made table (Thomas 2012).
For JDS, the suggested route to take would be to outsource the development of their
app. This is because their limited mobile presence suggests that they do not have a
lot of experience in mobile optimisation and app development. Also for JDS, the high
costs of outsourcing should not affect the decision as they have revenue of over
£800m (Investis, 2011).
40
JDS MOBILE APP
MOBILE ENABLED FEATURES & BRAND CONSISTENCY
Based on personal usage of apps and competitor analysis, there are certain aspects
JDS will have to explore in order to build a successful mobile application. For
example, they will have to take advantage of the smartphones features, such as
accelerometer. Accelerometers are motion sensors in the phone that determine the
orientation of the phone (Krum, 2010). This means that the app should have the
ability to be perceived both horizontally and vertically, as seen in Fig 10.

The app should also allow the user to zoom; this will be done using the smartphones
multi-touch feature (Fig 11). Mobile Burn (2013) states that, multi touch allows two or
more fingers to be used on the screen at one time. Another mobile enabled feature
the app should incorporate is location based services. According to Social Quick
Starter (2011), ‘location-based services use the geolocation functionality of a smart
phone to provide people with information and entertainment’. For JDS, this function
should allow users to locate their nearest stores. Many smartphones have voice
recognition as a feature but not many apps take full advantage of it. JDS can use
voice recognition to allow users to speak their search instead of type. These features
can be seen on Fig 12.
JDS will also need to keep a brand consistency to develop a successful mobile
application. Athey (2011) states that branding is the emphasis on logos, symbols,
41
Fig 10: JDS Mobile App Horizontal
Fig 11: JDS Mobile App (Use of multi-touch)

names, designs and slogans that people identify with a company/product. It is
important to have this branding consistent across all products, even a mobile
application as people are more likely to purchase from an organization that they are
used to and fell they can trust (Gamino, 2013, Athey, 2011).
42
Fig 12: JDS Mobile App
CUSTOMER JOURNEY
To have a smooth and quick customer journey there are many things that JDS will
need to take into consideration, such as the synchronisation of the different pages
(homepage, landing page, product pages) and also to simplify the app as much as
possible (Turner, 2011). To do this JDS must make sure that there is only key
information on the landing page and things such as reviews, descriptions and more
images are kept separate, as seen of Fig 13. Also, reducing text entry will allow for a
more simplified page and the user can reach their desired destination page quicker
(Turner, 2011).

It is important for the JDS app to have ‘tapping spaces’ (Fig 12). Leggett (2011)
states that, the human finger is not as precise as a mouse and when touching a
Smartphone, parts of the screen are tapped and not direct pixels. Therefore it is
important for the app to allow tapping spaces to aid the user navigate the interface,
as a mistap leads to a more time consuming customer journey (Leggett, 2011).
Another important feature JDS’ mobile app should include is clear call to action
(CTA) buttons as seen on Fig 12. A CTA is a graphic on a website/app that prompts
the user to click and continue their customer experience (Yerian, 2011). Finally, to
make the app more effective JDS should include social links to sites such as
Facebook and Twitter (Fig 12). This will give the user the option to share products
with other consumers, consequently promoting the brand and raising awareness
(Rocheleau, 2013). The typical customer journey for JDS can be seen on Fig 14.
43
Fig 13: JDS Mobile App (Product page synchronisation)

44
Fig 14: JDS Mobile App (Typical Customer Journey)
CONCLUSION
Part one of this report has looked at the current mobile presence of JDS and come to
the conclusion that its mobile presence is not as effective as it can because of the
following:
 The customer journey of its mobile subdomain is poor, as the steps taken to
get to the users desired destination is too time consuming
 Does not take full advantage of the mobile enabled features such as multi-touch
and accelerometer
 Poor image quality
From these findings, the suggestion is that in order for JDS to optimise their mobile
presence, they must build a mobile application, and the fact that mobile application
usage is rising supports this suggestion. This report looked at the benefits which a
mobile app provides, such as increased visibility, ability to function offline and push
notification, all of which demonstrated that JDS had much to gain from developing an
app.
The second part of this report analysed the different types of apps out already, such
as a marketing app, a support app, an internal use app and an app that generates
income. This report found that JDS should build a hybrid app that markets its
products and also generates income. This was compared to competitor ASOS’s
mobile app, which performs these purposes. However, ASOS’s app did not integrate
a lot of features. Therefore, this competitor analysis demonstrates how JDS may
gain competitive advantage. A detailed research was completed to find the best path
for JDS, in order to develop their app, and outsourcing was the answer because an
outsourcing company will have the expertise required and cost is not an issue for
JDS. To finalise the report, everything previous was taken into account to draw up a
mock JDS mobile app and factors such as brand consistency, accelerometer and a
smooth customer journey were shown visually.

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