The document discusses market segmentation and how retailers can target different consumer groups. It focuses on segmentation of the adult female Generation Y market. Five distinct segments were identified: recreational discount seekers, recreational quality seekers, trend setting loyal, shopping and fashion uninterested, and confused time/money conserving. The segments differ in how they approach shopping based on factors like price sensitivity, brand loyalty, enjoyment of shopping, and confusion over product choices. Retailers can use this segmentation information to better target each group through tailored marketing, products, pricing, and in-store experiences.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
This document provides an overview and analysis of American Apparel, a vertically integrated apparel manufacturer, distributor, and retailer. It discusses the company's history, operations, products, distribution channels, target market, competitors, and macro environment. It also analyzes the US apparel industry and market trends. The document then provides recommendations for an integrated marketing strategy, including repositioning the brand, increasing digital marketing and e-commerce, improving inventory management, and implementing a "Back to Basics" advertising campaign. Financial projections anticipate increased sales and profits resulting from the recommendations.
Case Study on American Apparel
By Liza Bain, Aaron Brown-Kert, Andrew Hyde, Maxie Winick and Mark Gronowski
For Marketing Management Class
Use for educational purposes only
Payless ShoeSource is a large footwear retailer founded in 1956. While it was once widely known for inexpensive shoes, declining sales in recent years prompted a rebranding effort. The marketing plan aims to reposition Payless as a family brand by focusing on emotional connections through "Mommy and Me" campaigns. Proposed changes include a brighter logo, eco-friendly packaging, standardized international store designs, and a cleaner website interface to appeal to millennials. The goal is for Payless to be seen as the one-stop shop for shoes for all ages and occasions.
Payless Shoe Source aimed to reposition itself as a fashion-focused retailer offering on-trend styles at value prices. It developed a public relations strategy using fashion influencers like editors, celebrities and talk shows to gain attention. Payless sponsored causes like Susan Koman to raise brand awareness through media coverage of the partnership, helping drive sales of related products. The efforts helped Payless successfully reposition its brand message and reach its target audience.
The document describes The Closet, a proposed fashion aggregator website. It would centralize users' favorite fashion blogs, news, stores and media in one personalized space. Users could customize their experience like an outfit. The site would save users time by keeping them informed on trends. Revenue models would include advertising, affiliate marketing and sponsored content. The target audience is female fashionistas. Competitors include fashion blogs, news sites, magazines and apps but The Closet aims to offer superior personalization.
This marketing plan proposes tactics to help American Apparel achieve three objectives by the end of 2014: 1) Create a music festival with 10,000 attendees generating $1 million in revenue, 2) Increase their online community by 20%, and 3) Improve their brand image by 80%. The main tactic is a social music festival in September 2014 offering fans a unique experience. The festival aims to showcase the brand's positive values while increasing sales and engagement. Key elements of the plan include targeting millennials, leveraging technology and omni-channel experiences, and addressing challenges in the apparel industry through innovation.
Victoria's Secret is a lingerie brand that was founded in 1977 by Ronald Raymond with a focus on personalization and creating a sophisticated shopping experience. The brand targets fashion-conscious females aged 25-40 and expanded its target demographic in 2004 with the launch of the Pink line targeting younger women aged 18-24. Victoria's Secret differentiates itself through its use of supermodels, annual fashion show, focus on intimate apparel, brand loyalty programs, and innovative bra technologies.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
This document provides an overview and analysis of American Apparel, a vertically integrated apparel manufacturer, distributor, and retailer. It discusses the company's history, operations, products, distribution channels, target market, competitors, and macro environment. It also analyzes the US apparel industry and market trends. The document then provides recommendations for an integrated marketing strategy, including repositioning the brand, increasing digital marketing and e-commerce, improving inventory management, and implementing a "Back to Basics" advertising campaign. Financial projections anticipate increased sales and profits resulting from the recommendations.
Case Study on American Apparel
By Liza Bain, Aaron Brown-Kert, Andrew Hyde, Maxie Winick and Mark Gronowski
For Marketing Management Class
Use for educational purposes only
Payless ShoeSource is a large footwear retailer founded in 1956. While it was once widely known for inexpensive shoes, declining sales in recent years prompted a rebranding effort. The marketing plan aims to reposition Payless as a family brand by focusing on emotional connections through "Mommy and Me" campaigns. Proposed changes include a brighter logo, eco-friendly packaging, standardized international store designs, and a cleaner website interface to appeal to millennials. The goal is for Payless to be seen as the one-stop shop for shoes for all ages and occasions.
Payless Shoe Source aimed to reposition itself as a fashion-focused retailer offering on-trend styles at value prices. It developed a public relations strategy using fashion influencers like editors, celebrities and talk shows to gain attention. Payless sponsored causes like Susan Koman to raise brand awareness through media coverage of the partnership, helping drive sales of related products. The efforts helped Payless successfully reposition its brand message and reach its target audience.
The document describes The Closet, a proposed fashion aggregator website. It would centralize users' favorite fashion blogs, news, stores and media in one personalized space. Users could customize their experience like an outfit. The site would save users time by keeping them informed on trends. Revenue models would include advertising, affiliate marketing and sponsored content. The target audience is female fashionistas. Competitors include fashion blogs, news sites, magazines and apps but The Closet aims to offer superior personalization.
This marketing plan proposes tactics to help American Apparel achieve three objectives by the end of 2014: 1) Create a music festival with 10,000 attendees generating $1 million in revenue, 2) Increase their online community by 20%, and 3) Improve their brand image by 80%. The main tactic is a social music festival in September 2014 offering fans a unique experience. The festival aims to showcase the brand's positive values while increasing sales and engagement. Key elements of the plan include targeting millennials, leveraging technology and omni-channel experiences, and addressing challenges in the apparel industry through innovation.
Victoria's Secret is a lingerie brand that was founded in 1977 by Ronald Raymond with a focus on personalization and creating a sophisticated shopping experience. The brand targets fashion-conscious females aged 25-40 and expanded its target demographic in 2004 with the launch of the Pink line targeting younger women aged 18-24. Victoria's Secret differentiates itself through its use of supermodels, annual fashion show, focus on intimate apparel, brand loyalty programs, and innovative bra technologies.
Macy's needs to evolve its mobile app and online presence to better compete with online retailers. The team proposes replacing the current Macy's app with "M by Macy's", which would personalize the shopping experience for each customer. They outline three action points: 1) "My Rack" allows ordering items to try on in-store; 2) barcode scanning provides product information and recommendations; 3) "My M.A.P.'s" guides customers to items in-store. They also propose in-store "Trend Racks" and digital displays to promote popular items and the new app features, strengthening customer connections to the Macy's brand.
The document provides an overview of industry and company trends for Macy's. Regarding industry trends, it notes that traditional retail shopping is declining while value-oriented stores and online shopping are growing in popularity. For Macy's specifically, it states that while other brands have seen positive sales growth and increased customer traffic, Macy's has experienced declining sales and foot traffic. It also summarizes that Macy's current marketing messages do not tie together well and make the brand feel remote and non-inclusive. Competitive analysis shows that Macy's needs a unique communication strategy to distinguish itself from competitors. The solution proposed focuses a new concept on highlighting Macy's long history and role in consumers' lives from events to sales,
Victoria's Secret launched its PINK line in 2003, targeting young women aged 18-30. PINK focuses on loungewear, sleepwear, and intimate apparel. It uses a fun, playful brand image and introduces new products every 3-4 weeks. PINK has seen success through its marketing in fashion magazines, websites, and campus campaigns with spokesmodels and pop stars. However, some have critiqued PINK's marketing for possibly promoting an unrealistic dress code or attitude to younger consumers.
This document proposes launching a new "Diamond Line" accessory brand under Victoria's Secret. It provides market size data, projected sales and profit figures for handbags, clutches and watches. It outlines the brand name, slogan, logo and target demographics of affluent younger women. Test marketing ideas are proposed, including having models prototype products and launching a fashion show and advertising campaign to promote the new line's elegance and affordability. Customer feedback would be gathered through post-purchase surveys.
This document is Holly Virginia Sweezey's professional portfolio. It outlines her education, including graduating from the Fashion Institute of Design & Merchandising, and experience in areas like marketing, merchandising, and business. Her portfolio provides details on coursework and projects related to target market analysis, branding, and creating marketing campaigns. It also includes a case study analyzing strategies for Macy's to expand their private label offerings in men's activewear.
Forever 21 is a major American fast fashion retailer known for providing trendy styles at affordable prices. It currently operates over 500 stores worldwide. This document outlines Forever 21's history, brand identity, target customers, competitors, cultural and fashion trends, and proposed plans to launch an activewear line. The line aims to attract young customers on a budget by delivering trendy, affordable, and functional activewear inspired by current styles blending athletic and casual looks. A six-month buying plan and assortment plan by size are also presented.
This document discusses brand positioning and extended brand positioning. It begins by defining key elements of brand positioning including brand essence, brand key, target audience, benefits, competitive environment, reasons to believe, and brand positioning statement. Examples of brand positioning statements are provided for different brands like DWL, Sunsilk, and Asus. It then discusses how brands can extend their positioning by exploring new target audiences, benefits, competitive environments, or values while staying aligned with their brand essence. Both successful extensions like Nintendo Wii and failures like New Coke are examined. The document emphasizes that brand extensions should follow a brand's DNA and not dilute the existing positioning.
Econ Project - Victorias secret power pointbwellington
Victoria's Secret markets bras and underwear to appeal to younger generations. It has over 1,000 stores for easy access and catalogs/websites for at-home purchases. While it faces competition from other brands, opportunities exist to expand into new markets and lines. However, sales can decrease due to weather, prices, or controversies. The document discusses creating a holiday line targeting the 2013 Christmas season to become the top selling collection and sell 1 million items by 2014. Marketing strategies include fashion show endorsements and pricing items high initially with coupons.
Victoria's Secret was founded in 1977 and acquired by Limited Brands in 1982. Limited Brands transformed Victoria's Secret into a brand for women's intimate apparel. Victoria's Secret now has over 1,000 stores in the US and targets middle-aged women ages 20-40. It also has a younger-focused line called PINK. Victoria's Secret uses extensive marketing including its annual fashion show, print catalogues, and social media to promote its brands. While very successful, it also faces criticism for sexualizing young women.
Payless ShoeSource is a large footwear retailer with over 4,000 stores. It was founded in 1956 and is now owned by Collective Brands. The summary identifies two main problems: 1) an inefficient sourcing process due to a single distribution center and 2) a broad portfolio of underperforming brands. Strategies to address these problems include modernizing the distribution center, giving employees incentives to improve efficiency, and consolidating underperforming brands to reduce costs. The objectives are to decrease unnecessary spending by 5% and strategically review the brand portfolio by the end of 2012.
The target market for "New to You Consignment Boutique" is college students attending the University of Alabama. Specifically, the target customer is female students between the ages of 18-22 who need clothing for school, parties, formals, and other social occasions. As college students, they seek affordable outfits and value designer brands. The store will attract both customers consigning expensive clothing as well as budget shoppers buying name brands at reduced prices. The business will be located near campus to serve the large student population and their varying schedules and seasonal clothing needs throughout the year.
Victoria's Secret South Korean Market Entry Strategy Taylor Clayton
This presentation outlines an international market entry strategy for my International Marketing course at Pepperdine University. The report was completed with three other classmates, and provides an international market entry strategy for Victoria's Secret to South Korea. The content of the report is the result of a collaborative effort, however, I was responsible for the PowerPoint composition. Our Professor, Dr. Frank Sadighian, praised the report, noting that we exceeded the necessary deliverables.
This document contains an agenda and slides for a marketing ethics lecture. The agenda includes metrics on market share, market analytics, contribution margin, and a module on marketing ethics and social responsibility. Sample metrics calculate unit and revenue market share for automakers. Additional concepts cover market concentration using the four-firm concentration ratio and Herfindahl index. Contribution margin is explained using examples. The ethics module discusses scenarios and cases involving issues like bribery, conflicts of interest, and deceptive advertising. An assignment on conducting a SWOT analysis for an internet video streaming market is outlined.
JCPenney asked O-STATE Advertising to develop an integrated marketing campaign to acquire, retain, and increase spending among female customers ages 25-34. O-STATE conducted primary research including interviews, focus groups, and surveys to understand this target audience and their perceptions of JCPenney. Key findings showed that while the target sees JCPenney as their grandmothers' store, they enjoy finding bargains and creating fashionable outfits. The research also revealed that JCPenney stores and products align with what the target desires in a department store.
Victoria's Secret Pink targets 18-30 year old fashionable females. It was introduced in 2004 and is the largest segment of Limited Brands. The document outlines the 5-step buyer decision process: need recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. It discusses the concept of aspirational groups and both positive and negative consumer attitudes toward Pink. Finally, it explores how Pink plays a role in the self-concept of preteens, teens and young adults by making them feel more mature, oriented around fashion, and individualistic.
This document provides an overview of the Macy's department store company including a brief history, business model, organizational structure, and SWOT analysis. Macy's was founded in 1858 and is known for its flagship store in New York City and the annual Macy's Thanksgiving Day Parade. The company operates over 800 stores across the US and employs over 175,000 people. It generates revenue through its business-to-customer retail model selling a variety of brand name products. The organizational structure consists of divisions, regional leadership, and corporate oversight. A SWOT analysis identifies Macy's strengths in branding and advertising but also weaknesses such as declining profits and lack of diversification.
The document outlines a marketing campaign plan for Arizona Iced Tea to target college students aged 18-24. The 9-month campaign aims to raise brand awareness by 10% and expand sales by 5% in this demographic. Key tactics include launching a website for students to vote on a new flavor and can design, increased social media presence, and installing vending machines on college campuses. The campaign's success will be evaluated by measuring increased social media engagement, website visits, and sales of Arizona products to this target audience.
The marketing plan summarizes K.H.A.N, a new clothing line inspired by Mongolian culture and history. K.H.A.N will target young adults aged 16-35 through affordable, unique clothing designs sold initially online. The plan outlines strategies for social media promotion, online advertising, product giveaways to influencers, and a potential physical store in New York City. Key goals are to increase brand awareness and capture market share through high-quality products at competitive prices while celebrating Mongolian traditions. Performance will be evaluated based on sales, customer feedback, and return on investment from promotional activities.
This document discusses marketing strategies targeted at Generation Y females for Kohl's department store. It provides background on Gen Y demographic trends and shopping preferences. It then analyzes Kohl's existing strategies and proposes three new marketing suggestions: celebrity-endorsed ads targeting Gen Y, in-store services for Gen Y customers, and creating a Kohl's style blog. Research was conducted surveying 30 Gen Y women, finding the highest support for the style blog idea. A mock-up of a potential Kohl's blog is presented, along with sources cited.
This report summarizes research on the shopping behaviors of Generation X males in order to provide design recommendations for Ben Sherman stores. Key findings from primary research including accompanied shopping trips showed that Gen X males prefer self-service shopping and have a high need to touch products before purchasing. They also rely on social approval when shopping. Recommendations include a click-and-collect fitting room, digital fitting room mirrors, and a shirt vending machine to aid convenience-focused shopping behaviors.
Macy's needs to evolve its mobile app and online presence to better compete with online retailers. The team proposes replacing the current Macy's app with "M by Macy's", which would personalize the shopping experience for each customer. They outline three action points: 1) "My Rack" allows ordering items to try on in-store; 2) barcode scanning provides product information and recommendations; 3) "My M.A.P.'s" guides customers to items in-store. They also propose in-store "Trend Racks" and digital displays to promote popular items and the new app features, strengthening customer connections to the Macy's brand.
The document provides an overview of industry and company trends for Macy's. Regarding industry trends, it notes that traditional retail shopping is declining while value-oriented stores and online shopping are growing in popularity. For Macy's specifically, it states that while other brands have seen positive sales growth and increased customer traffic, Macy's has experienced declining sales and foot traffic. It also summarizes that Macy's current marketing messages do not tie together well and make the brand feel remote and non-inclusive. Competitive analysis shows that Macy's needs a unique communication strategy to distinguish itself from competitors. The solution proposed focuses a new concept on highlighting Macy's long history and role in consumers' lives from events to sales,
Victoria's Secret launched its PINK line in 2003, targeting young women aged 18-30. PINK focuses on loungewear, sleepwear, and intimate apparel. It uses a fun, playful brand image and introduces new products every 3-4 weeks. PINK has seen success through its marketing in fashion magazines, websites, and campus campaigns with spokesmodels and pop stars. However, some have critiqued PINK's marketing for possibly promoting an unrealistic dress code or attitude to younger consumers.
This document proposes launching a new "Diamond Line" accessory brand under Victoria's Secret. It provides market size data, projected sales and profit figures for handbags, clutches and watches. It outlines the brand name, slogan, logo and target demographics of affluent younger women. Test marketing ideas are proposed, including having models prototype products and launching a fashion show and advertising campaign to promote the new line's elegance and affordability. Customer feedback would be gathered through post-purchase surveys.
This document is Holly Virginia Sweezey's professional portfolio. It outlines her education, including graduating from the Fashion Institute of Design & Merchandising, and experience in areas like marketing, merchandising, and business. Her portfolio provides details on coursework and projects related to target market analysis, branding, and creating marketing campaigns. It also includes a case study analyzing strategies for Macy's to expand their private label offerings in men's activewear.
Forever 21 is a major American fast fashion retailer known for providing trendy styles at affordable prices. It currently operates over 500 stores worldwide. This document outlines Forever 21's history, brand identity, target customers, competitors, cultural and fashion trends, and proposed plans to launch an activewear line. The line aims to attract young customers on a budget by delivering trendy, affordable, and functional activewear inspired by current styles blending athletic and casual looks. A six-month buying plan and assortment plan by size are also presented.
This document discusses brand positioning and extended brand positioning. It begins by defining key elements of brand positioning including brand essence, brand key, target audience, benefits, competitive environment, reasons to believe, and brand positioning statement. Examples of brand positioning statements are provided for different brands like DWL, Sunsilk, and Asus. It then discusses how brands can extend their positioning by exploring new target audiences, benefits, competitive environments, or values while staying aligned with their brand essence. Both successful extensions like Nintendo Wii and failures like New Coke are examined. The document emphasizes that brand extensions should follow a brand's DNA and not dilute the existing positioning.
Econ Project - Victorias secret power pointbwellington
Victoria's Secret markets bras and underwear to appeal to younger generations. It has over 1,000 stores for easy access and catalogs/websites for at-home purchases. While it faces competition from other brands, opportunities exist to expand into new markets and lines. However, sales can decrease due to weather, prices, or controversies. The document discusses creating a holiday line targeting the 2013 Christmas season to become the top selling collection and sell 1 million items by 2014. Marketing strategies include fashion show endorsements and pricing items high initially with coupons.
Victoria's Secret was founded in 1977 and acquired by Limited Brands in 1982. Limited Brands transformed Victoria's Secret into a brand for women's intimate apparel. Victoria's Secret now has over 1,000 stores in the US and targets middle-aged women ages 20-40. It also has a younger-focused line called PINK. Victoria's Secret uses extensive marketing including its annual fashion show, print catalogues, and social media to promote its brands. While very successful, it also faces criticism for sexualizing young women.
Payless ShoeSource is a large footwear retailer with over 4,000 stores. It was founded in 1956 and is now owned by Collective Brands. The summary identifies two main problems: 1) an inefficient sourcing process due to a single distribution center and 2) a broad portfolio of underperforming brands. Strategies to address these problems include modernizing the distribution center, giving employees incentives to improve efficiency, and consolidating underperforming brands to reduce costs. The objectives are to decrease unnecessary spending by 5% and strategically review the brand portfolio by the end of 2012.
The target market for "New to You Consignment Boutique" is college students attending the University of Alabama. Specifically, the target customer is female students between the ages of 18-22 who need clothing for school, parties, formals, and other social occasions. As college students, they seek affordable outfits and value designer brands. The store will attract both customers consigning expensive clothing as well as budget shoppers buying name brands at reduced prices. The business will be located near campus to serve the large student population and their varying schedules and seasonal clothing needs throughout the year.
Victoria's Secret South Korean Market Entry Strategy Taylor Clayton
This presentation outlines an international market entry strategy for my International Marketing course at Pepperdine University. The report was completed with three other classmates, and provides an international market entry strategy for Victoria's Secret to South Korea. The content of the report is the result of a collaborative effort, however, I was responsible for the PowerPoint composition. Our Professor, Dr. Frank Sadighian, praised the report, noting that we exceeded the necessary deliverables.
This document contains an agenda and slides for a marketing ethics lecture. The agenda includes metrics on market share, market analytics, contribution margin, and a module on marketing ethics and social responsibility. Sample metrics calculate unit and revenue market share for automakers. Additional concepts cover market concentration using the four-firm concentration ratio and Herfindahl index. Contribution margin is explained using examples. The ethics module discusses scenarios and cases involving issues like bribery, conflicts of interest, and deceptive advertising. An assignment on conducting a SWOT analysis for an internet video streaming market is outlined.
JCPenney asked O-STATE Advertising to develop an integrated marketing campaign to acquire, retain, and increase spending among female customers ages 25-34. O-STATE conducted primary research including interviews, focus groups, and surveys to understand this target audience and their perceptions of JCPenney. Key findings showed that while the target sees JCPenney as their grandmothers' store, they enjoy finding bargains and creating fashionable outfits. The research also revealed that JCPenney stores and products align with what the target desires in a department store.
Victoria's Secret Pink targets 18-30 year old fashionable females. It was introduced in 2004 and is the largest segment of Limited Brands. The document outlines the 5-step buyer decision process: need recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. It discusses the concept of aspirational groups and both positive and negative consumer attitudes toward Pink. Finally, it explores how Pink plays a role in the self-concept of preteens, teens and young adults by making them feel more mature, oriented around fashion, and individualistic.
This document provides an overview of the Macy's department store company including a brief history, business model, organizational structure, and SWOT analysis. Macy's was founded in 1858 and is known for its flagship store in New York City and the annual Macy's Thanksgiving Day Parade. The company operates over 800 stores across the US and employs over 175,000 people. It generates revenue through its business-to-customer retail model selling a variety of brand name products. The organizational structure consists of divisions, regional leadership, and corporate oversight. A SWOT analysis identifies Macy's strengths in branding and advertising but also weaknesses such as declining profits and lack of diversification.
The document outlines a marketing campaign plan for Arizona Iced Tea to target college students aged 18-24. The 9-month campaign aims to raise brand awareness by 10% and expand sales by 5% in this demographic. Key tactics include launching a website for students to vote on a new flavor and can design, increased social media presence, and installing vending machines on college campuses. The campaign's success will be evaluated by measuring increased social media engagement, website visits, and sales of Arizona products to this target audience.
The marketing plan summarizes K.H.A.N, a new clothing line inspired by Mongolian culture and history. K.H.A.N will target young adults aged 16-35 through affordable, unique clothing designs sold initially online. The plan outlines strategies for social media promotion, online advertising, product giveaways to influencers, and a potential physical store in New York City. Key goals are to increase brand awareness and capture market share through high-quality products at competitive prices while celebrating Mongolian traditions. Performance will be evaluated based on sales, customer feedback, and return on investment from promotional activities.
This document discusses marketing strategies targeted at Generation Y females for Kohl's department store. It provides background on Gen Y demographic trends and shopping preferences. It then analyzes Kohl's existing strategies and proposes three new marketing suggestions: celebrity-endorsed ads targeting Gen Y, in-store services for Gen Y customers, and creating a Kohl's style blog. Research was conducted surveying 30 Gen Y women, finding the highest support for the style blog idea. A mock-up of a potential Kohl's blog is presented, along with sources cited.
This report summarizes research on the shopping behaviors of Generation X males in order to provide design recommendations for Ben Sherman stores. Key findings from primary research including accompanied shopping trips showed that Gen X males prefer self-service shopping and have a high need to touch products before purchasing. They also rely on social approval when shopping. Recommendations include a click-and-collect fitting room, digital fitting room mirrors, and a shirt vending machine to aid convenience-focused shopping behaviors.
Ellie England, Sales Director, Microsoft Advertising.
Ellie walks through the benefits of inclusive marketing in relation to innovation, removing barriers and how it can be used to help marketing activities resonate with target audiences.
This document discusses conducting audience research for media products. It provides information on measuring audiences through demographic profiles that include factors like gender, age, income level. It also discusses psychographic profiles that examine lifestyle, attitudes and media consumption. The document outlines different audience segments classified by their values, aspirations, and responses to advertising appeals. These include mainstreamers, aspirers, succeeders, reformers, and individuals. It also discusses using a target audience grouping system to categorize audiences based on surveys of attitudes and behaviors. The goal is to help media producers better understand their target audiences.
1) Media audiences can be divided into different segments based on demographics like age, gender, income and lifestyle/attitudes.
2) Music producers and record labels are interested in the demographics of an artist's audience because it helps them market and package the artist appropriately.
3) Companies like AC Nielsen conduct extensive surveys to develop detailed demographic and psychographic profiles of audiences that classify them into different groups based on factors like interests, media consumption habits, and attitudes. These profiles help with targeted marketing.
The document discusses consumer behavior trends among different generations including Generation X, Generation Y, and the elderly. It provides information on their general characteristics, behaviors, and preferences relevant to retailers. Generation X consumers are pragmatic and brand disloyal, seeking value. Generation Y consumers are savvy, technology-oriented early adopters influenced by peers. Elderly consumers prioritize value, convenience and necessary purchases over luxury items.
This document discusses conducting audience research for media products. It provides information on evaluating audience demographics like gender, age, income and media consumption habits. It also discusses measuring audience values and how they correspond to different consumer segments like mainstreamers, aspirers, succeeders, reformers and individuals. Each segment has different values, aspirations and brands they typically consume. The document recommends defining outcomes for audience research and creating questionnaires to gather primary audience research data through methods like vox pops, online surveys and in-person interviews.
This document discusses audience research and how it can be conducted. It explains that audience research aims to understand who the target audience is for a media product and how they were addressed. Primary research methods like surveys and questionnaires can be used to gather information about audiences such as demographics (age, gender, income), psychographics (lifestyle and attitudes), and values. Audience segmentation systems help classify audiences into groups. The document provides an example segmentation system and describes its various audience groups. It also discusses how understanding audience values and aspirations can help effectively target different types of consumers.
Retail consolidation is being driven by apparel declining in importance to consumers and lifestyle driving apparel decisions. Brands have loyalty while labels only get attention, and generic labels are vulnerable to extinction. Small and mid-sized apparel manufacturers face challenges from large firms and reliance on retailers. The consumer is changing and demanding better fashion at cheaper prices, polarizing the retail landscape.
The document discusses various demographic factors that can be used to segment populations and analyze consumption behaviors. It covers gender differences in shopping preferences and behaviors. It also discusses how factors like age, income level, occupation, education level, ethnicity, and region can influence consumption patterns and impact marketing strategies. Subcultures within these demographic groups, such as generational cohorts and religious or ethnic subcultures, form their own consumption behaviors.
1. Music producers are interested in the demographics of the audience that a band attracts in order to package and market bands to fit with potential target audiences.
2. Record labels gather information about audiences such as lifestyle, attitudes, and media consumption called "psychographics" to develop marketing plans.
3. Companies like Nielsen conduct surveys to categorize audiences into groups based on psychographics to help media producers and advertisers target specific audience segments.
Building value through branding food & nutritionPeter Leighton
Branded companies tend to outperform unbranded companies financially. Brands that are consistently managed have better performance through higher margins, returns, and growth. Building brand value requires focusing on the customer experience rather than just the product. Successful brands like Starbucks have leveraged innovation and built emotional affinity through a differentiated brand platform focused on quality and integrity. Understanding consumer lifestyles and trends through research helps brands maintain relevance. Marketing should shift from product negatives to product positives and solutions that address consumer needs.
Let emerging market customers be your teachersSiddhartha Kr
This document discusses lessons that multinational companies can learn from retailers in emerging markets. It finds that emerging market consumers focus on essentials and quality over status, prefer the cheapest and best options while ignoring the middle, and make purchasing decisions in stores. Retailers adapt quickly to these consumers by aiming low for affordability, educating customers, building trust, ensuring safety, and responding flexibly. The key lessons are to approach emerging markets with openness and understand customers' realities on their journey to affluence.
The document discusses consumer behavior and the factors that influence consumer decision making. It describes the buying decision process and the various internal and external factors that shape consumer motivation, perception, learning and attitudes. These include cultural, social, personal and psychological characteristics as well as the consumer's decision making process of problem recognition, information search, evaluation of alternatives, purchase decision and post-purchase behavior.
Eye Care Marketing From Buy One Get One Free to Marketing 5.0.pptxOptical Forum
Presentation Title
Eye Care Marketing: from “Buy One Get One” to Marketing 5.0
Overview
BOGOF or simply put BOGO which are the acronyms for “Buy One Get One Free”, is one of the world’s oldest promotional techniques. It is simple and popular however today’s businesses need to progressively gamify their promotions to stand out against mediocrity and thrive in the modern professional landscape. In this lecture we will discuss with participants marketing in eye care from Marketing 1.0 to Marketing 5.0 and show some of the ideas throughout history as well as the latest ideas that distinguish this field. In the fifty minutes’ session we will also highlight additional required and optional skills to master and succeed in building competitive advantage and sustainable growth using effective eye care marketing strategies.
Presenter
Dr. Gilbert Nacouzi
Biography
Dr. Gilbert Nacouzi
Is an Optometrist by trade and did research in Entrepreneurship.
After completing his Bachelor's Degree in Optometry he studied strategy at Harvard Business School, Boston, USA
An MBA, Master of Business Administration with a concentration in Healthcare Management at Marylhurst University at Portland, Oregon USA
A DBA, Doctorate of Business Administration, and research in Business Administration, at Columbia Southern University, Orange Beach Alabama, USA.
Doctor Nacouzi has more than two decades of experience in working in the retail industry and building healthcare and eye care business models. He is the owner of Optic Nacouzi and he serves as Editor in Chief at Optical Forum Flipbook Magazine.
The document discusses quantitative and qualitative audience research methods. Quantitative research uses numbers and statistics to determine the size and characteristics of the target audience. It answers questions like how many people are interested in the product. Qualitative research uses methods like focus groups, interviews, and questionnaires to get an in-depth understanding of the audience's preferences, likes, and dislikes. Together these research methods help define the target audience and their needs to ensure the product is appealing and successful.
The document discusses quantitative and qualitative research methods for defining media audiences. Quantitative research uses numbers and statistics to determine the size and demographics of an audience. It can show how many people are aware of or interested in a product. Qualitative research provides a more in-depth understanding through focus groups, interviews, and questionnaires. This allows audiences to express their opinions in order to improve products. Profiling methods like social class, geography, psychographics, age, gender, and niche/mainstream categories are also discussed as ways to further define target audiences.
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1. Market Segmentation
Focus on article (Bakewell & Mitchell, 2003) about adult
female Generation Y consumer decision-making styles.
Who is Generation Y?
What is market segmentation?
Through market segmentation, companies divide large
heterogeneous markets into smaller segments that can be
reached more efficiently and effectively with products and
services that match their unique needs.” (Armstrong et al.,
2009, p192)
Why would a retailer use market segmentation to target
adult female Generation Y consumers?
2. Market Variables
Step 1
What are the
main variables
used in
segmenting a
customer
market?
• Benefits sought
• Brand loyalty
• User status
• Age
• Gender
• Income
• Education
• Social class
• Generation
• Interests
• Attitudes
• Values
• Activities
• Location
• Population
• Metropolitan
Geographic Psychographic
Behavioural
Demographic
3. Demographic age segments
Demographic ages
• Born before 1946 “matures”
• Born between 1946 – 1964 “Baby boomers”
• Born between 1965 – 1976 “Generation X”
• Born after 1977 “Generation Y”
Generation X
1. Few shopping channels with restricted hours
2. Restricted credit
3. Less materialism
4. Advertisement and marketing received in
traditional forms
5. Less gender-role mixing
6. Traditional family unit
Generation Y
1. Many shopping channels and unrestricted
hours
2. Creative credit opportunities
3. Greater materialism
4. Advertisement and marketing received from
ever increasing sources
5. Greater gender-role blurring
6. Increased non-traditional family units
• Differences between age segments
4. Generation Y Women – Who
they are and why study them?
Sample chosen? Adult female Generation Y – specifically students aged between 18-22 years old
Why is this group of interest?
• Elaborates on previous studies (Sproles and Kendal (1986, cited by Bakewell & Mitchell, 2003, p100))
• Financially powerful group - $97.3billion spent by teenagers annually according to Ebenkamp (1999, cited by
Bakewell & Mitchell, 2003, p96)
• Important when defining marketing campaigns – Schew and Noble (2000, cited by Bakewell & Mitchell,
2003, p96) commented that “cohort generations are argued to share a common and distinct social character
shaped by their experiences through time”
• More freedom of choice compared to 6-17 year-olds – although Moschis and Cox (1989, cited by Bakewell &
Mitchell, 2003, p97) also commented that “childhood and adolescent years are crucial in acquiring shopping
orientations”
• Women & Men - “Women hold diametrically opposed values regarding effective shopping compared with men”
(Falk & Campbell, 1997, cited by Bakewell & Mitchell, 2003, p96)
"Age has been used to segment many consumer markets” (Tynman & Dayton, 1987, cited by
Jobber, 2010, p269)
6. What do these segments mean?
Recreational discount seekers
(16%)
•Looked upon as “bargain seekers”
• Likely to shop in bargain stores
• Less “brand conscious”
• Primarily concerned with getting value for
money
• Thrive on discounted/lower priced products
Agree with: “I buy as much as possible at
sale price”
Recreational quality
seekers (33%)
•Form the largest group of shoppers
• Enjoy the shopping experience
• Exert extra effort and detail in order
to obtain quality products
• Represent a degree of brand loyalty
• Not attracted by lower priced
products/discounted products
Disagree with: “I buy as much as
possible at sale price”
7. What do these segments mean?
Trend setting loyals
(14%)
•Fashion & style conscious
•Tendency to visit same stores/buy same
brands
•Price/value conscious
•Confused by over choice
•Believe brands do not have to be well
known to be a good choice
“I keep my wardrobe up-to-date with the
latest fashion”
Shopping and fashion uninterested
(16%)
•Confident shoppers
•Time and energy conserving
•Do not find shopping pleasurable
•Price and value conscious
•Have a tendency of buying lower priced products
“I normally shop quickly, buying the first
product or brand that seems good enough”
Confused, time/money conserving
(21%)
•Confused by abundance of information on products
•Careful how they spend their money
•Not drawn to more prestigious/higher priced stores &
brands
•Prefer lower prices to higher quality
•Spend little time deciding between options
“I get confused by all the information on different
products”
“I carefully watch what I spend”
8. How would a retailer target this age group
with the information provided?
Increase
leisure and
entertainment
High quality
brands
Product
educated
sales staff
Discounting
strategies
E commerce
• recreational quality seekers
• recreational discount seekers
•Shopping fashion uninterested
• trend setting loyal
• confused time/money conserving
Possible
improvements
9. Conclusion
Main variables used to segment consumer markets are geographic, demographic,
psychographic & behavioural (Armstrong et al., 2009).
Article studied (Bakewell & Mitchell, 2003) focuses on adult female Generation Y (aged 18-
22) and identified 5 distinct segments.
The findings showed that many Generation Y shoppers:
– will show a recreational shopping style
– view shopping as a leisure pursuit or a social activity
– are likely to show a materialistic/opulent shopping style
– will show consumer confusion and/or behaviours to cope with over-choice – such as
apathy/brand loyalty
Retailers can use the information here to plan their operations effectively – different
choices must be made based on the retailer’s target segment.
Limitations: survey only sampled adult female students aged 18-22 who were buying
personal goods. Sample chosen also has higher % who enjoy shopping & pursue it as a
form of recreation compared to other groups.
"The danger is, however, that the more abstract the segments become, the less
easily understood they may become by those designing marketing strategies.“
(Wedel and Kamakura, 1999, cited by Brassington & Pettitt, 2007, p116)
10. Bibliography
Armstrong, G., Kotler, P., Harker, M., and Brennan, R., 2009. Marketing an Introduction. Essex. Pearson
Education.
Bakewell, C., and Mitchell, V. W., 2003. International Journal of Retail & Distribution Management,
Generation Y female consumer decision-making styles, 31 (2), p95-106.
Brassington, F., and Pettitt, S., 2007. Essentials of Marketing. 2nd Edition. Essex. Pearson Education
Craik, L., 1999. “The rebirth of cool” The guardian, 22 October, page10-11
Goran Bergendahl ., 2002. investment in electronic commerce page3
Groppel-Klein, A ., Thelen, E., and Antretler, C., 1999. “ The impact of shopping motives on store
assessment” European advances in consumer research, vol14, and page 1-3
Jobber, D., 2010. Principles and Practices of Marketing. 6th Edition. Berkshire. McGraw-Hill Education.
Jones, Ma., 1999. Entertaining shopping experience; an exploratory investigation” journal of retailing and
consumer services vol6 no3 page 129-139
Kotler, P., and Armstrong, G., 2006. Principles of Marketing. New Jersey. Pearson Education.
Patterson, ga., 1994. Malls draw shoppers with Ferris wheel and carousels. The wall street journal.
11. Group Activity
5 Example Women
What consumer segments do you think each woman
represents?
What shopper/woman/person do you think each
brand is targeting?
What could the brands do enhance their offering to
the women?
12. Mission Statements
Topshop - The TOPSHOP girl is style conscious, independent and addicted to fashion. She goes shopping
every week in pursuit of her latest fashion fix. A whole variety of people shop with us - TOPSHOP is
visited on a regular basis by industry insiders from home and abroad including stylists, top models and
musicians.
Dorothy Perkins - The Dorothy Perkins customer base is 18-60, with an average customer age of early
thirties. She likes to look fashionable and is interested in keeping up with the latest trends. However she
also has little time for herself and is always busy either working or with her children. She trusts Dorothy
Perkins to deliver styles that will suit her and give her outfit advice on how to put the latest look together.
Marks and Spencer – “Although we sell to everybody – big, small, young, black, white – our absolute target
market is a bit older and is comfortable with traditional media. They watch terrestrial telly more than
satellite telly, they read newspapers and when they drive around they look at billboards. They are not
spending hours on the internet," (Steve Sharp, M&S Marketing Director)
Gap - Gap, Inc. is a brand-builder. We create emotional connections with customers around the world through
inspiring product design, unique store experiences, and compelling marketing. Our purpose? Simply, to
make it easier for you to express your personal style throughout your life. We have more than 150,000
passionate, talented people around the world who help bring this purpose to life for our customers. Across
our company and embedded in our culture our key values that guide our success: integrity, respect, open-
mindedness, quality and balance. Everyday, we honor these values and exemplify our belief in doing our
business in a socially responsible way.
Primark - The mission of the Primark management and staff has been to supply quality clothing at prices
perceived to offer real value.
13. Lisa
Recreational Discount Seeker
What shopper/woman/person do you
think each brand is targeting?
Primark – offers a quality product at a low price
but also has a wide range of clothes. Lisa
is a student and likes a bargain to save
money.
Top Shop – offers a stylish look which is new
and exciting at a reasonable price also has
sales on for each seasons range. Lisa
likes styles that are different, Top Shop
has regular sales and she can get a
discount with her student card.
What could a retailer actually
do to enhance their offering to
each type of type of woman?
•Offer a student discount
•Advertise in Snapfax
•Have a wide variety of clothes at
good prices
•Make sure they have sales for
each seasons clothes
•Have a celebrity endorse some of
their clothes that students can
relate to e.g Fern Cotton wearing
something cool, new and exciting.
14. Sophie
Trend-Setting Loyal
What shopper/woman/person do you think
each brand is targeting?
Top shop – Target a style conscious, independent
and addicted to fashion girl, Sophie likes to
have at least 1 outfit of the latest style.
Primark – Offer quality clothing at prices perceived to
offer real value, Sophie usually buys the lower-
priced products but also likes to keep her
wardrobe up to date with changing fashion
trends
Gap – try to make it easier for you to express your
personal style throughout your life. Sophie likes
to buy her favourite brands every time she
shops, usually from the same stores and feels
it’s important to look stylish
What could a retailer actually
do to enhance their offering to
each type of type of woman?
•Keep all clothes/products up to date with
changing fashions.
•Targeting the same segment with new
fashions/styles, as Trend-setting loyal like
to go back to same stores.
•Keep prices low, as this segment does
not value the product by the price but by
the quality.
•Introducing new styles, as this segment
likes to have at least one outfit of the
newest style.
15. Alison
Shopping and Fashion Uninterested
What shopper/woman/person do you
think each brand is targeting?
Top shop – Target a style conscious, independent
and addicted to fashion girl, Alison show’s a
total lack of enthusiasm when making her
purchasing decisions, so instead she will look
for the first product that interest’s her instead of
shopping around to buy into the “latest trends”.
Marks and Spencer – Quality of clothing isn’t of great
importance, instead Alison will opt to purchase
the lower priced products.
Gap – try to make it easier for you to express your
personal style throughout your life. Alison has
no brand loyalty, or fashion style preference,
she hopes for an easy shopping experience in
order to make it as quick as possible.
What could a retailer actually do to enhance
their offering to each type of type of
woman?
Floor assistants to point the consumer in the
right direction for what they need
Limit queue’s as much as possible by
providing the necessary number of till
staff
Shopping and fashion uninterested do not
enjoy the shopping experience, and are
not fashion conscious so instead the
retailer should concentrate on providing
excellent customer service
Providing clothes at a reasonable value
16. Megane
Recreational Quality Seeker
What shopper/woman/person do you
think each brand is targeting?
Top shop – Target a style conscious, independent
and addicted to fashion girl, Megane feels being
fashionable and stylish is very important to her.
She isn’t overly attracted to discounts or
cheaper products, where Top shop is almost
seen as ‘middle of the road’ when it comes to
price comparison.
Marks and Spencer – Megane likes to make an extra
effort to buy the best quality and she doesn’t
mind spending a bit extra for these quality, well-
known products/brands.
Gap – try to make it easier for you to express your
personal style throughout your life. Megane
likes to buy her favourite brands every time she
shops, usually from the same stores and feels
it’s important to look stylish.
What could a retailer actually do to
enhance their offering to each type
of type of woman?
Keep all clothes/products up to date with
changing fashions.
Targeting the same segment with new
fashions/styles, as the Recreational Quality
Seeker like to go back to same stores.
Recreational Quality Seekers enjoy shopping so
retailers should try and improve the leisure
experience included with shopping. (e.g. cafes,
nail extensions, etc)
Supply a selection of prestigious brands and
emphasise the quality and fashion aspects of
their merchandise
17. Donna
Confused, Time/Money Conserving
What shopper/woman/person do you
think each brand is targeting?
PRIMARK
The mission of the Primark management and
staff has been to supply quality clothing
at prices perceived to offer real value, as
donna prefers to buy the lower priced
and not well known higher priced brands.
What could a retailer actually do to
enhance their offering to each type
of type of woman?
clear and simple merchandise monetary
and economic information
trained and/or fashion conscious sales
assistants
simplified shop layout
varied discounting strategies
Editor's Notes
Notes for group presentation on marketing segmentation.
Question 5
How would a retailer who was targeting this particular age group be able to use the information provided?
Findings with this research showed that two of the main group’s recreational quality seekers and recreational discount seekers who make up 49percent of this segmentation both saw shopping as a leisure and social activity. Retailers could then consider introducing more fun into shopping. Jones (1999) suggests that there are four resources at the disposal of retailers.
Retail price / selection / store environment / sales people
Examples such as levis stores in the usa have DJ towers, “chill out “ zones and moveable fixtures.(craik 1999) also closer to home for instance braehead shopping centre has an ice rink, food courts , nail bars, seasonal entertainment for the kids i.e. Santa’s grotto and fun fairs outside ect.
The generally accepted notion within the industry is that such entertainment centres can substantially extend a shopping malls draw, lengthen shoppers stay and increase revenues for the tenants(retailers).(Patterson 1994).
Working with the traits reminders on the left of the presentation slide.
Retailers could benefit from offering a range of quality well known brands possibly utilising shop window space if available to emphasise the prestigious lines of merchandise and introducing their own higher priced line targeting the quality seeker and other brand loyal. 1in 2 adult female generation y pursue quality even if it implies higher costs.
Product educated or market aware sales staff most likely being first public contact point can assist confused or time conscious consumers with what they’re looking for, give advice on up and coming fashion trends, other products that may be of interest and alternative quality merchandise to suit their budget.
Discounting strategies such as dedicated shop floor space or a “bargain corner “could be employed to target discount seekers or the price/value conscious. Bargain shoppers or smart shoppers are known to enjoy the challenge of achieving price savings and/or product gains giving rise to speculation that price intrest has become a dimension to characterise a new lifestyle (groppel-klein 1999). Other strategies Inc customer contact on future sales or monetary savings, discount/loyalty card. Also discount seekers are more like to purchase merchandise of a hire value if there is a perceivable discount.
The internet has become and is continuing to revolutionise how companies create value for customers and build and maintain customer relationships. (pearsons200?) Retailers could benefit from ecommerce in many ways from a worldwide market place to lower cost of sale expense, for instance the segment shopping/fashion uninterested, shopping online they save time and energy less time doing a task they don’t like. Customer base (a register over earlier customers, present customers in combination with detailed sales records.( goran bergendahl 2002) The fashion and style conscious can be kept up to date with new session ranges coming into stock, prices and promotions the possibilities are endless .
Reference sheet
PATTERSON, GA (1994, june22) malls draw shoppers with Ferris wheel and carousels. The wall street journal
JONES MA (1999) entertaining shopping experiences; an exploratory investigation” journal of retailing and consumer services vol6 no3 page 129-139
CRAIK, L (1999) “The rebirth of cool” The guardian, 22 October, page 10-11
GROPPEL-KLEIN, A, THELEN, E. and ANTRETLER, C (1999).
“The impact of shopping motives on store assessment” European advances in consumer research, vol14, and pp 1-3
GORAN BERGENDAHL (2002) investment in electronic commerce pp3
PEARSONS, GARY ARMSTRONG, PHILIP KOTLER, MICHAEL HARKER, ROSS BRENNAN (200?) marketing an introduction page 25