Emartin 618 w9 Final Project

Emily C. Martin IMC 618 Final Project

Final Project

Emily C. Martin

West Virginia University

IMC 618

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Index

Executive

Summary…………………………………………….3

Company

Background………………………………………..4 - 11

Situation

Analysis………………………………………………..12 - 16

Core Problem

Statement……………………………………..16 - 19

Key

Publics…………………………………………………………..1

9 - 27

Primary & Secondary Messages

Campaign

Goals…………………………………………………..27-28

Campaign

Objectives…………………………………………..28 - 31

Campaign

Strategies…………………………………………….32 - 39

Public Relations

Tactics……………………………………...40 - 49

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Evaluation Plan ……………………..

……………………………50 - 53

Personal

Assessment……………………………………………53 - 55

References………………………………………………………

……56 - 59

Examples of Current PR

Tactics………………………….Appendix A

Examples of Suggested PR Tactics….........

…………..Appendix B

Calendar of PR

Activities…………………………………….Appendix C

Executive Summary

A difficult macroeconomic environment contributed to the lackluster performance of the retail

sector in the previous three years, with the ongoing financial turmoil, record unemployment

levels, and a severe pull-back in consumer spending. After a weak close of the 2010 retail year,

the 2011 economic outlook is slightly better. Economists call for an increase in personal

spending, supporting estimated growth of 3.5% to 4%. Unemployment is expected to decrease

from 9.8% to a 9% (IB Times, 2011). Extensions of “Bush-era” tax cuts and the 2% payroll tax

cuts are expected to spur consumer spending. Standard & Poor’s (S&P) Equity Research projects

a 10% increase in on-line spending. Consumers will turn to companies that cater to customer

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service and allow for easier shopping. Innovations within the retail industry will raise consumer

intentions to spend, creating improved customer relationships (IB Times, 2011).

During the current recession, clothing retailers targeting the Baby Boomer generation were hit

hardest. Targeted clients who once had available expendable incomes are nearing retirement and

have been affected by the economic bust. Boomer women are not spending as they were

previously able and retailers catering to the group are focusing on marketing and improved brand

images to regain attention. Expanded styles and variety have proven to attract attention;

however, results are not as profitable as intended across the board (Brooks, 2011).

Talbots has always been synonymous with quality and classic apparel pieces. The company’s

customer service standards remain superior to the average retailer. Unfortunately, potential

Generation X consumers have attached a dated persona to the company. Compared to

competitors Talbots has received a dated, frumpy perception. It has proven to be a challenge for

Talbots to move forward as modern and fashionable while still holding the basic principles of

quality, service, and style. This continues to pose a problem for Talbots as established above: the

traditional Baby Boomer customer is no longer shopping as she had in the past and the potential

Generation X customer does not envision Talbots as a brand for her. Thus, Talbots is in a unique

position where a complete integrated Public Relations campaign targeting key publics is

necessary.

Company Background

Talbots was founded in 1947 by Nancy and Rudolf Talbot in

Hingham, Massachusetts. The two opened a women's clothing store in a white clapboard house

which still serves customers today. Talbots currently operates 580 stores in 47 states and utilizes

a multi-channel approach, integrating web and catalog sales. Talbots’ product assortment

includes ladies apparel (misses, petites, and womens), shoes and accessories. Within the past

three years, the brand has attempted to reinvent its image by leaving dated, frumpy styles behind

and adopting a design-led vision of fashion clothing appealing to the 35+ woman

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(talbotsinc.com, n.d.). The company has seen declining sales in recent years, posting 2009 Sales

of $1,235,632 million (Thetalbotsinc.com, n.d.).

Talbots 2009 Annual Report explains their stance: “We believe that a majority of our customers

are high-income, college educated and employed primarily in professional and managerial

occupations, and are attracted to the brand by our focused merchandising strategy, personalized

customer service, and continual flow of high quality, reasonably priced updated classic

merchandise” (Thetalbotsinc.com, nd.).

Talbots entered the recession in a dire position. The company was debt-laden as a result of

acquiring J.Jill, spending $486.5 million. In an attempt to reduce debt and overhead costs,

Talbots sold their sister company for significantly less than they paid, absorbing a loss of $442

million in 2008. Talbots entered into a creative financing agreement with BPW, a special-

purpose acquisition company, resulting in unloading their debt and opening credit to continue

operations (Holmes, 2010). Currently, Talbots’ balance sheet is in a better position compared to

three years ago.

Talbots marketing portfolio consists of limited paid communications via traditional mediums.

They have relied heavily upon events and publicity to reactivate lapsed customers and attract

new customers. Adopting the “Tradition Transformed” mantra, Talbots intended to communicate

updated products to appeal to Baby Boomer and Generation X consumers. The re-launch of

www.talbots.com improved ecommerce traffic and modernized Talbots on-line. Direct marketing

represented 17% of Talbots sales in 2009. Internet sales represented 70% of the direct marketing

effort results. 36.6 million catalogs were distributed the same year, resulting in an increased

response rate from existing and lapsed customers. Traditional television and print advertising

were eliminated throughout 2008 and 2009 in an effort to decrease spending, investing those

monies to other less expensive forms of communications (Thetalbotsinc.com, n.d.)

P roduct, Service & Issues

Talbots is an excellent retailer with a refreshed vision according to current fashion trends. In

order to be a competitor in the women’s retail environment, the company has redesigned the pant

fit, improved the denim assortment, and most recently revamped the jacket collection. These

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http://www.talbots.com/


efforts have resulted in a modern fit and fashionable assortment targeted at the 40+ woman.

Brand image has become an emphasis for Talbots as well. In order to modernize, the logo was

changed in 2007, followed by the clothing labels, packaging, store visual standards, and

associate dress code. All visual elements of the “old” Talbots were eliminated in an attempt to

reenter the market in a modern posture. The sales force has been trained to compliment the new

brand image. Associates underwent a revised sales training program and continue to receive

dress code improvements based upon catalog looks. Following the company initiative to portray

a cohesive image, associates are encouraged to emulate the catalog and fill the role as trusted

fashion advisor (Thetalbotsinc.com, 2010).

Unfortunately, consumers are not responding as expected. Traditional customers felt abandoned,

while the targeted consumers couldn’t forgo their previous perceptions. Comparable sales

continue to fall and traffic has followed suit as a result of the still-suffering economic state. In

addition to surrounding issues, Talbots has refrained from mass-marketing. While the company

has gained varied media attention, not all of it has been positive. The image of previous Talbots

styles continue to linger, affecting traffic from potential customers.

I ndustry

Technology advancements have impacted the retail fashion industry, but have yet to reach

Talbots. The internet has become the main consumer communication. However, advancements in

the retail sector will undoubtedly impact fashion e-retailers in the near future.

Augmented Reality (AR) allows consumers to virtually try-on items via computer

images. Currently, many eye wear and accessory retailers utilize this technology. H&M, a

younger fashion target, began using the program for the iPhone in November 2010. Users

upload virtual outfits to a “lookbook” on their Facebook page (Greene, 2011).

Customer relationship management will factor into consumer spending. Macy’s has

utilized a “My Macy’s” program allowing stores to stock items based upon local

spending and consumption patterns (Scott, 2011). Retailers are expected to follow suit to

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improve customer service based upon healthier store assortments. These programs allow

product distribution based on localized demand, improving sales and markdown margins.

Facebook and viral consumer promotion have impacted the retail industry. With adults

joining the social network, retailers are optimizing opportunities to harbor relationships

with those who share favorite items with friends (Grau, 2009). Social media outlets allow

companies to impact consumer relationships immediately: to resolve customer

complaints, respond to positive feedback, launch new products, and inexpensively

communicate promotional activity (Scott, 2011).

(Grau, 2009)

P romotions

Talbots has utilized limited marketing since 2007. The company has relied heavily upon PR and

product placement in magazines such as Lucky, InStyle, & O. Many celebrities including

Michelle Obama, Jean Chatzky, Joy Bauer, and Linda Evangelista have been spotted wearing

Talbots. While product placement efforts have proven to create best-selling items, and social

media has helped develop a more meaningful bond between the company and consumers, there

is still much to be done. Email marketing is also used, which is not a new tactic to reach

consumers. According to Responsys, Inc. retail emails hit an all-time high in 2010. The average

consumer received 152 emails from each retailer with which they are associated (Brown, 2011).

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Key marketing expenditures include catalog production and distribution as well as purchasing

prospective customer lists. With a distribution of 20 catalogs per customer per year, Talbots has

improved its reach, creating increased exposure. However the retail sector is highly aggressive,

sharing inflated promotional activity and competitors continue to hold market share. Promotional

sales activity includes slashed prices on past season merchandise, Point of Sale discounts, points-

based reward programs, and coupon distribution. None of these tactics are innovative in the

industry, leaving Talbots in the same promotional position as competitors.

M arket Share

The 2010 holiday season started strong, with positive sales and traffic through Black Friday

weekend. Closer to the end of the holiday season, sales dipped again, forcing retailers to take

large price cuts and heavier promotional activity (Brooks, 2011). Talbots announced a larger

than expected cut in earnings per share for 2010 Q4 based upon weak response to merchandise

styles and decreased traffic in the last two weeks of December. The announcement is yet another

indication that Talbots' plan to regain customers lost during the recession is failing (Associated

Press, 2011). Talbots stock compared to Ann Taylor and Chico’s is far from static. The

following chart indicates the erratic growth and decline. Currently, Talbots stock is significantly

lower in value, sitting at $6.20 per share, while Ann Taylor is $21.79 and Chico’s value is $11.05

as of January 24, 2011.

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The National Retail Federation's (NRF) and advisory firm KPMG indicates an optimistic 2011,

resulting in 41% of retailers intending to increase domestic store expansions, up from 25% in

2010. Executive director of the NRF, Katherine Mance explains "It's quite obvious retailers are

anxious to put the recession behind them and build upon their customer service initiatives,

enhance their mobile platforms and even grow their footprint. As we move forward in 2011,

retailers will strive to keep costs low, but will also continue to focus on providing positive and

unique shopping experiences for their customers." (Scott, 2011). Cost reduction and spending

will continue to be a focus for retailers into 2011, in a survey, 58% said cost reduction/cost

containment will continue to be company-wide initiatives (Grannis, 2011).

C ompetitive Dollar Sales in 2009:

Competition

C hico’s FAS, Inc.

Chico’s FAS. is a 25 year old specialty retailer of privately branded clothing, intimates,

accessories, and gift items. The Company operates over 1,074 specialty stores, operating under

the names Chico's, White House | Black Market, and Soma Intimates. Chico’s brand currently

operates 651 boutiques, 347 White House | Black Market boutiques, and 76 Soma Intimates

boutiques (Chicos.com, n.d.). Through their multi-channel structure, the company generated

$1.713 billion in sales for the year 2009 via all three brands. Advertising and promotional

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activity includes: a loyalty program; direct mail marketing, email, and local calling campaigns;

national print & broadcast advertising, internet and direct phone sales; social medial PR &

community outreach programs (Dyer, 2010).

Chico’s underwent a quiet transformation in 2010. While Talbots has

touted its changes, Chico’s silently refined their product. From the popular Traveler line of matte

jersey separates, to eclectic accessories, and a redesigned denim collection, Chico’s reinvented

their product. Their image as an earthy, funky, store for middle-aged women has transformed to

a polished, detailed, whimsical brand. Chicos offers options to shop online, through catalog or in

stores. Price distribution is comparable to Talbots ranging from $20 bracelets to $179 jackets.

Chico’s distinctive sizing uses international sizing: 0 (size 4-6), 1 (size 8-10), 2 (size 10-12), and

3 (size 14-16), and occasionally offers one-size-fits-all, small, medium and large. The relaxed

clothing allows stores to utilize this method of sizing, offering a wide selection of clothing

without investing in a large amount of sizes within a single style (Dyer, 2010).

White House | Black Market, founded in Baltimore, Md,

originated as a boutique only offering shades of white products, named White House. In an

extension, the subsequent stores mimicked the notion and a black version of the store opened,

named Black Market. Eventually the two merged, resulting in the name being combined. Today,

the store continues to offer black and white merchandise with pops of seasonal colors

(whitehouseblackmarket.com, n.d.). The brand focuses on separates, dresses, and accessories and

has expanded into bridal wear marketed to the 25 + woman with a moderate to high income

(Dyer, 2010). Size distribution includes 0 to 14 and specialty size, 16. White House | Black

Market products are available in stores and through whitehouseblackmarket.com. The brand

offers selections varying in price from $24 tee shirts to $398 leather jackets and $498 wedding

dresses, very comparable to Talbots price points (whitehouseblackmarket.com, n.d.). White

House | Black Market generated $489.6 million in 2009, marking a 10.8% increase in sales to the

previous year (Dyer, 2010).

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A nn Taylor Stores Corp.

Ann Taylor stores have been a go-to for career women since 1954. Their polished name-sake

division, Ann Taylor, is a staple for career women. The feminine styles of dresses and suiting

have been an attractive challenger for the Talbots brand. The Ann Taylor brand is represented by

two brands with four channels of distribution: Ann Taylor Stores, LOFT, Ann Taylor Factory

and LOFT Outlet. Ann Taylor Stores Corporation operates 894 Ann Taylor, Ann Taylor Factory,

LOFT and LOFT Outlet stores, as well as online at AnnTaylor.com and LOFT.com

(anntaylorstorescorp.com, n.d.). Kay Krill, president & CEO of the company describes the brand:

“At Ann Taylor Stores Corporation, we are committed to meeting the evolving needs of women

who want feminine, stylish and versatile fashions that offer great quality and value and that

inspire women to look as beautiful as they feel. Ann Taylor clients place a premium on how they

are perceived and we strive to serve as a trusted advisor to help women with their entire

wardrobe needs” (anntaylorstorescorp.com, n.d.). Net Sales for the combined brands totaled $1.8

billion in 2009 (Krill, 2010). The company communicates with its customers through national

and regional advertising, direct mail marketing, and in-store presentation (Krill, 2010).

The new Ann Taylor offers beautiful, luxurious, refined

fashion. In line with the competition, Ann Taylor also began an initiative to modernize styles and

create a more appropriate vision for today’s woman. Ann Taylor operates 320 stores across the

United States, as well as online at anntaylor.com (anntaylorstorescorp.com, n.d.). Ann Taylor

sizes range from 00 to 18 including regular, petites, and tall. Price points range from $24 tank

tops and accessories to $298 purses and $198 jackets (Anntaylor.com, n.d.). Sales for the

segment of stores in 2009 decreased 30% compared to the previous year, totaling $456.579

million (Krill, 2010).

Ann Taylor LOFT stores were an extension of the traditional Ann Taylor

stores, originating as an outlet division offering products designed solely for the outlet customer.

The division offers less expensive casual apparel, shoes, and accessories in misses and petites

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http://www.anntaylor.com/

http://loft.com/


http://loftoutlet.com/

http://www.anntaylor.com/custserv/storelocator.jsp?form_state=findStoresForm&division=ATF&address=&city=&state=&zip=

http://www.anntaylorloft.com/



sizes 00 to18 in regular, petite, and tall. Price points range from $14.50 tee shirts to $138 suiting

jackets, slightly below to even with Talbots’ average ticketed prices (Anntaylorloft.com, n.d.).

Kay Krill explains: “LOFT has carved out a successful niche in the women’s apparel market by

providing high quality; casual fashion at great value…LOFT has a loyal clientele who depend on

the brand to be their trusted style advisor (Krill, 2010).” Sales for LOFT decreased 12.7% in

2009 compared to 2008, resulting in $939,909 million (Krill, 2010).

J .Crew

J.Crew Group, Inc. is a multi-channel retailer of women's, men's and

children's apparel, shoes and accessories. The company operates 220 J. Crew retail stores, 9

crewcuts and 20 Madewell stores, J. Crew catalog, jcrew.com, madewell.com and 85 factory

outlet stores (J.crew.com., n.d.). The company generated $1,428 million in 2009 and will be

going private in 2010. J. Crew has agreed to be purchased by TPG Capital and Leonard Green &

Partners for some $3 billion (Hoovers.com, 2010).

The modern and edgy retailer is a newer competitor for Talbots. Since Talbots’ brand

reinvention, customers have compared styles to those of J.Crew. Shared consumers vary in age

from early 20s to late 40s. Lauren Hutton became their most recent spokesperson, relating to an

older category of consumers. Product categories range from casual to occasion dressing and most

recently wedding dresses. Prices remain high compared to Talbots’: $18 cotton tanks to $1,500

dresses. Women’s sizes available include 00 to 16 in regular, petite, and tall (J.crew.com, n.d.).

Situation Analysis

Considering the recent economic situation, the company has re-designed and re-targeted their

styles toward the “forty-ish” woman concerned with portraying a fashionable image. Talbots

marketing budgets were cut drastically during the recent recession. As a result, the company

attempted to communicate the changes to customers via direct marketing (catalogs), email, and

product placement in print and television. These efforts have proven unsuccessful resulting in

decreased loyalty among traditional customers and unconvinced potential customers.

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S trengths

Company strengths rely heavily upon the established image as a quality retailer. Luckily, Talbots

has been a retail fixture relying upon consistent company image longer than most competitors.

Its reputation precedes its modified image and has carried the company through crisis.

Talbots has a strong history among a select customer base. The brand is highly

recognizable among competitors due to visual presentation and customer service.

Talbots is known for a strong tradition of quality and has proven to stand by their product

in their return policy (Talbots.com, n.d.). Although the product is known to be of

impeccable quality, the prices have remained consistent among full-price competitors.

Talbots is known for excellent customer service and selling training. Industry-wide,

Talbots sales associates are recognized and heavily recruited due to strong selling skills.

Internal training and education programs are excellent and have contributed to the strong

corporate culture.

While Talbots has updated their styles to become more fashion-forward and design-led,

the company has allowed for an expanded customer demographic base among female

shoppers to a wider age range and fashion sense.

W eaknesses

Strengths

Highly recognizable brand among

retailers.

Competitive price points for the quality of the

product.

Excellent customer service and service

standards.

Updated, fashionable styles allow for further

reach to customers

Excellent internal training programs

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Weaknesses have surfaced for Talbots as a result of the financial crisis in the United States. In

order to compete and continue operations, executives made the decision to update the image,

allowing for a more competitive stance among retailers.

Talbots changed its entire brand image. The company features younger models in,

updated fashions, and modernized visual aesthetics in all points of communication

including the website, catalog, and stores.

Due to the economic down-turn, Talbots cut marketing budgets to save operating dollars

(Thetalbotsinc, 2010). The lack of exposure has weakened presence among competitors.

PR efforts lack effective follow-through. Inconsistent efforts have proven effective in the

short-term, but fail to add value in the long-run. Fleeting notions of brand representation

has created a confusing identity for the company.

Changing styles and brand image have left traditional customers feeling betrayed. Other

customers who were unfamiliar with the brand are confused by conflicting perceptions

of the company. The inconsistencies have decreased competitive credibility, leaving

consumers questioning Talbots’ motives and authenticity.

These weaknesses have resulted in decreased brand value. Share-holder equity has

declined steadily, customer confidence is down, and store traffic has decreased

consistently over the past year resulting in lower-than-expected sales volume.

O pportunities

Weaknesses

Changed brand image & product,

confusing to publics

PR follow-through with exposure

methods is weakLow brand value

Lacking credible identity among

potential customers

Limited marketing budget

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Considering Talbots’ weakened brand image, there are many opportunities for increased

customer loyalty, improved brand image, and heightened sales volume. Through the above

opportunities, the company can solidify its position among competitors and restore credibility.

Talbots must create a relevant brand vision among key publics. Currently the brand is in

“fashion limbo” creating an ambiguous identity. Customers find the styles too youthful or

too mature. Talbots relevance to the consumer will allow for increased respect and traffic.

Along those lines, Talbots must communicate a relevant fashion presence in the retail

industry. While styles are based upon a design-led vision, the clothing has not been

portrayed in the media as modern and fashionable.

Key publics recognize the weak relationships with Talbots, resulting in decreased

exposure and sales. Talbots must harbor meaningful relations with publics. Given

improved rapport, Talbots can look to a stronger bond resulting in a profitable future.

By improving relationships with media, Talbots will be portrayed as relevant and credible

to key publics. Improved relationships with key media personalities, stylists for television

and print, writers and bloggers will result in positive interpretations of the brand,

decreasing criticisms of reinvention efforts.

Increased traffic and sales will only result from increased exposure. Talbots must

consistently follow-through with public relations efforts. The company must be shown in

a positive light and consistently monitor exposure to provide damage-control should a

negative situation occur.

Opportunities

Relevant brand vision for audience

Create stronger relationships with

key publics…

Increased sales through driving

traffic to all channels

Communicate fashion relevance in

industry & among

competitors.

Increased brand & product exposure in

marketplace

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T hreats

Talbots stands in a crowded marketplace. Many threats have evolved as a result of its transition

into an even more crowded competitive environment. The company must address these issues

directly, improve relations and operations to be a relevant competitor for target market dollars.

Among competitors Talbots is challenged to stand out from the crowd. Other retailers

have strong bonds with customers, strictly due to consistency. Talbots has stepped ins

facing known competition already catering to an apathetic consumer. As customers

switch between stores, this allows an opportunity to connect and capture market share by

harboring valuable relationships.

Talbots’ updated identity has negatively impacted relationships with loyal customers.

There may not be an inexpensive, simple strategy to recapture this disgruntled group.

Due to a lack of PR follow-through, Talbots has lost credibility among media contacts

and those who follow such exposure. Solid opportunities for consistent exposure have

been neglected resulting in negative value from these attempts.

Competitors offer similar product at highly aggressive price points. Promotional sales

activity lacks creativity, untimely reaction has proven detrimental to sales and customer

loyalty. Talbots was once known as a high-quality retailer of women’s clothing.

Competitors improved construction and materials to directly challenge that competitive

edge. Marketing efforts have waned for Talbots while other retailers have created more

exposure for themselves.

Threats

Crowded marketplace,

stronger relationships

between competitors & customers

Impacted customer relationships

Lost credibility among media & PR

contacts

Highly aggressive price points, quality, & marketing efforts

among retail competitors

Emerging technologies among

competition with higher cash flow for

expenditures

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Technology in the retail industry continues to improve. Other retailers use modern

improvements to capture a higher section of the market by providing efficient, satisfying

customer experiences (Greene, 2011). Until Talbots increases cash flow, they cannot

afford advances (Associated Press, 2011).

Strengths:

Highly recognizable brand Competitive pricing& quality

Superb customer service standards

Updated styling appeals to broader customer base

Excellent training programs

Weaknesses:

Publics confused by updated brand image & product offering

Inconsistent PR follow-through

Decreased brand value

Low credibility among potential customers

Limited marketing budget

Opportunities:

Relevant brand vision for audience Create stronger relationships among

key publics

Increased sales and traffic

Establish relevant stance among competitors

Increase brand & product exposure

Threats:

Crowded marketplace with stronger relationships between key publics & competitors

Negatively impacted customer relationships from changes

Lost credibility among media

Highly competitive environment in a crowded marketplace

Incompatible tech expenditures-

lacking funds to update

Core Problem

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Talbots’ reinvention efforts have been hindered by an ineffective and unorganized

communication plan including lack of consistency and follow-through geared toward key

publics. The competitive marketplace has created a climate of immediate necessity to

improve Talbots’ image through intensive PR efforts in order to prove the company image

and restore profitability.

I ssue I

Limited marketing exposure attributes to the lack of communication among key publics. Talbots

uses very little marketing among competition to discern itself from the masses. As established

above, Talbots PR efforts are inconsistent and fail to maintain reliable communications.

S olution:

In order to increase communications between Talbots and consumers, the company must

utilize consistent, integrated marketing communications. Thorough efforts must be

maintained to consistently communicate the brand vision.

I ssue II

Since Talbots’ fashions have changed, the company has assumed an inconsistent image.

Credibility and loyalty has come into question among key publics. Talbots is struggling to

establish a convincing personality and win back disgruntled customers through product offering.

Existing customers at one time felt a strong sense of loyalty: Talbots understood their style and

fit needs. When the fashions were updated, many felt it was a personal attack on their fashion

sense. They feel betrayed, confused, and frustrated (Brooks, 2011). These feelings have become

evident through decreased spending and infrequent visits to stores.

S olution:

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Launch an intensive reconciliation initiative. Reintroduce the classics through

familiar means: catalog and store interactions. Clearly explain changes, benefits of

those changes, and reasons behind them, and reiterate what will still work for her.

Potential customers are overwhelmed by the competition. They have a negative perception of

Talbots and are not loyal to the brand. They do not believe in the changes yet and will be

difficult to move past established opinions.

S olution:

Create a focused campaign to target the “forty-ish” consumer. The new face of

Talbots will speak directly to them, attend events, and promote the brand through

intensive communication efforts.

Product placement and Talbots personality features in relevant mediums including

Vogue, Real Simple, InStyle, and People.

Generate an exhaustive “Tradition Transformed” initiative highlighting women of all

generations wearing the new styles, focusing on personal style and individual fashion

sense. This will attract media attention by highlighting the value of the individual.

Media professionals have been critical of Talbots. They continue to be skeptical of the

transformation and question the motivation. Talbots has not proven to be a credible competitor,

so the media continues to report negatively on the progress of the makeover. There is a strong

brand bias based upon the previous image. The current image has been a difficult sell, but media

professionals do hold an affinity for Talbots’ heritage and vision.

S olution:

Offer key media professionals free product. This will expose them to Talbots’

brand experience when choosing their items. The excellent interaction with the

brand will be service and fashion-oriented. The media professional will be asked

to blog or comment on the product, the brand, and their experience. This will

increase exposure, promote interest, and ideally convert brand advocates.

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Promote consumer-aimed initiatives through these mediums. Once the initial

relationship is established, the professionals will feel a greater responsibility to

Talbots, resulting in increased positive commentary.

Continue previous product placement efforts, with focused follow-through to

improve relations and ensure consistency throughout the PR process.

Key Publics

T raditionals: Existing Customers

V ALS Characterization:

Achievers – Traditionals have high monetary and information resources, are

status-oriented and communicate status by style and brand-association

Fulfilleds – Traditionals have high resources financially and are principle-oriented

professionals or retirees with the opportunity to spend time and money to

express personal style

D emographic Profile:

46-70 + years old

Career-oriented / Retirement-focused

Middle to upper-income – preparing for retirement by saving

Educated

Home-owner

P sychographic Profile:

Community-minded

Family-oriented

Brand loyalists when a company is found to be worthy of commitment

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In money saving mode – to prepare for later retirement years, shopping discount stores

and shopping less often (Nielsen, 2009)

Concerned with aging and burdensome financial spending on healthcare

M otivating Self-Interests:

Status communications through possessions and interests

Involvement in family and community

Lifestyle of comfort and self-fulfillment

Identify personal style with age-appropriate fashions

E xternal Influences:

Public figures: prominent individuals of similar age & interest

Media: traditional media (television & print) and a growing section social media

Competitors: retailers who confirm they recognize and value her as a customer

C urrent Relationship Status:

Existing relationships have not been upheld through the reinvention. Many Traditionals feel they

have been ignored by the company and left for a younger customer. Employees and Traditionals

have formed excellent relationships through past interactions. The current climate of the brand

has created decreased loyalty. While a certain percentage of women have allowed their personal

style to evolve with Talbots product, a large amount of Traditionals have revolted against the

styles of the past two years. Talbots has not directed marketing or relationship-mending efforts to

the Traditionals, resulting in decreased spending among this group.

I ntentions:

Re-establish Talbots as a brand that cares about the original customers. In doing so, the company

will address fashion and style tactics that will allow the Traditional to create an image of classic

elegance and casual style by wearing flattering transformed basics. Ensure the Traditional knows

Talbots is still her style advisor and cares about her image.

M essage Strategy:

Primary Message: “Tradition” is just as important as “Transformed”

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o Secondary Message: Recognize her loyalty while incorporating updated styles to

her wardrobe

Primary Message: Talbots can still make you look beautiful, no matter what age you are

o Secondary Message: “It’s not an age, it’s a stage”

Primary Message: Allow Talbots to put a current twist on your personal style

o Secondary Message: Make the new fashions your own style

F utures: Potential Customers

V ALS Characterization:

Experiencers – Futures who have high financial resources, are action-oriented

when faced opportunity to express style, and are disposed to taking

risks to communicate identity

Achievers – Futures who have high resources monetarily and socially and are

status-oriented

Strivers – Futures who lack the monetary resources of Achievers but are equally

status-oriented

D emographic Profile:

29-45 (Generation X)

Early to middle career – concerned with retirement funds

Middle income – entering peak earning years

Educated – many still hold heavy student loans

Home-owner or renter

Young families – most with children under 18

P sychographic Profile:

Style-focused

Family-oriented

Price-conscious

Peer-competitive

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Focused on providing for family & future planning (PriceWaterhouseCoopers, 2010)

On-line lifestyle – social media, shopping, research, managing finances

M otivating Self-Interests: Beauty – she wants to identify with an attractive presence

Social acceptance – she wants peers to support her fashion choices

Fashion presence – she wants to be credited with a stylish identity

Individual style – she is confused as to what style is age-appropriate for her

E xternal Influences: Peer opinions

Fashion influencers – celebrities, magazines, television, designers, stylists

Social media—blogs, facebook, youtube

Economy – recessionary recovery

C urrent Relationship Status:

Potentials are overwhelmed by competition. They have a negative perception of Talbots and are

not loyal to the brand. They will be difficult to move past established opinions. Potentials see

Talbots as a mature brand for “older” women. They have grown up watching their mothers and

grandmothers shop Talbots and find it difficult to identify with their perceptions of the clothing.

Often, Potentials defy the fashions based upon previous experiences. Talbots has touted their

transformation, Potentials have not found it to be appropriate for their lifestyle. This is largely

due to the fact that the images portrayed in company PR efforts do not match the store

experience. The fit has been matronly in the past and Potentials have been difficult to convince

of the modernized construction.

I ntentions: Create a personality for the brand that allows the Future customer to form a comfortable

relationship with Talbots. Persuade her to try on the product, and entice her with quality and

service. Sales and promotional activity will promote the brand in an affordable, value-driven

manner. Futures must be persuaded to view the company in a new light and eventually be

converted to brand advocates

M essage Strategy:

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Primary Message: Talbots is appropriate for any style, regardless of age.

o Secondary Message: Not your mother’s (& grandmother’s) Talbots

Primary Message: Talbots’ prices are competitive among other retailers and the

quality and service is superior.

o Secondary Message: You get what you pay for

Primary Message: Talbots is a stylish retailer who offers various fashions to appeal

to a wide range of women with varied interest.

o Secondary Message: Make the styles your own.

E mployees (Corporate & Field Teams)

V ALS Characterization : Believers – Field Managers are principle-oriented professionals without extensive

corporate resources

Experiencers – Executive Managers have high company resources, are action-

oriented and are disposed to taking risks

Makers – Sales Associates who action-oriented but have low resources

D emographic Profile: Educated

Varied ages : late 20s to upper 60s

Middle to upper income

Employee demographics vary widely

P sychographic Profile: Competitive –sales generation & among crowded retail environment

Customer-service oriented – “Trusted Advisors” create lasting relationships

Professional – high regard for company direction & business ethics

Fashion-focused

Dedicated – many associates hold lengthy careers with the company

M otivating Self-Interests: Promotion within company

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Hourly and incentive pay (non-commissioned), contests create competitive store

environments and personal achievement

Passion for fashion and staying trend-right

Recognition from peers and management

E xternal Influences: Retail competitors – attention to competition allows educated selling skills

Fashion industry influencers – celebrities, designers, stylists

Media power – trade publications (WWD), women’s magazines, television, fashion

websites, social media, blogs

C urrent Relationship Status: Talbots associates are dedicated to the company vision. Extensive training programs have been

implemented to create a consistent brand experience within all points of customer contact. While

Talbots encourages dedication to the brand, some long-tenured individuals have struggled with

the transformation. Recruiting, hiring and training efforts have identified brand-right individuals

who represent the transformation appropriately. Employees understand their role as brand-

ambassadors. These individuals are proud of their association with the company and support

initiatives. They understand current fashion trends and communicate that knowledge,

establishing themselves as style consultants and trusted advisors.

I ntentions: Create a cohesive environment to communicate the brand vision of Tradition Transformed. Train

and identify opportunities for increased internal communications to include all employees in

brand initiatives. Maintain open lines of contact among corporate and field associates to promote

positive internal relationships.

M essage Strategy: Primary Message: Communication is essential to understanding brand initiatives

o Secondary Message: Consistent communications

Primary Message: Consistency within the brand representation is crucial

o Secondary Message: Consistent brand representation

Primary Message: All associates must be brand ambassadors, representing the company

appropriately in all points of contact with key publics

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o Secondary Message: Consistent customer service

I nfluencers: Social Media & Traditional

Media

V ALS Characterization: Actualizers – Influencers with the most power among publics

Fulfilleds – Influencers who have high resources among the industry and are

principle-oriented professionals

Achievers – Have high resources among the industry and are status-oriented in

accordance to opinion and commentary

Experiencers – have high resources within the industry, are action-oriented in

reference to stating opinions and sharing information and are disposed to

taking risks when approached with enticing opportunities

D emographic Profile: Educated

Varied ages: 25-65

“Mid-career or higher” (Vocus & Solis, 2010)

Demographic information regarding Influencers is variable.

P sychographic Profile: Consumed by news and information

Opinionated & critical (constructive & negative)

Able to be persuaded by other Influencers

Technological confidence

Strategic & timely

On-line & interactive among the social media conversations

Authentic, passionate about the platforms covered

Honest & relevant to audiences (Vocus & Solis, 2010)

M otivating Self-Interests: Informing their publics of current industry trends.

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Establishing themselves as industry influencers

Personal style and fashion adherence

Intellectual and professional advancement

Concerned with content of information as well as context

E xternal Influences: Exposure to competitive relationships – competitive PR efforts

Fashion influencers – designers, celebrities, and stylists

Public response to communications

C urrent Relationship Status: The media have been critical of Talbots recent ventures. Relationship with influencers within the

social and traditional media is variable. Fashion influencers have nurtured an apathetic

relationship. Talbots’ heritage has formed a respectful association among fashion industry

insiders. However, the transformation has been highly exposed as challenging and even

unattainable by some. Others have promoted the brand since its inception and continue to

endorse efforts.

The challenge is to convert hesitant influencers into supporters and maintain positive

relationships with advocates. To win-over this group, Talbots must create a strong dialogue of

honesty, commitment, and sincerity. In this case, the media- reporters, television personalities,

news and magazine writers, bloggers, and social media influencers- are definitely a necessity to

persuade Potentials to give Talbots a chance. The Talbots PR department has attempted to

promote new product to influencers via television exposure, gifted items to social media

influencers, and print features in targeted magazines. These efforts have been received in various

ways- from surprise, delight, skepticism, to indifference.

I ntentions: Create a relevant image among industry influencers via traditional and non-traditional

communications. It is imperative to create a credible, relevant position within the fashion

industry through highly publicized influencer opinions. Solicit support from these individuals

and maintain the relationship to establish the consistent identity of a viable fashion retailer.

M essage Strategy:

27


Primary Message: Convince fashion influencers Talbots is a relevant, current fashion

entity

o Secondary Message: Talbots is on-trend

Primary Message: Revitalize their faith in Talbots and promote the brand through

positive communications with other key publics

o Secondary Message: Talbots is a worthy of praise

Primary Message: Pique interest among influencers to create buzz surrounding the

brand and product

o Secondary Message: Talbots will heighten credibility if included in

communications.

Goals

G oal 1: Create an organized, effective, consistent communications plan geared toward key publics

in order to increase exposure.

In order to achieve Goal I, increased communications between Talbots and key publics must

utilize consistent, integrated marketing communications. Thorough efforts must be maintained to

consistently communicate the brand vision.

G oal 2: Improve Talbots’ brand image among key publics in the spectrum of credibility, loyalty,

and personality thus placing the company in a more strategic position compared to

aggressive, competitive retailers.

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In order to achieve Goal II, Talbots will launch an intensive integrated PR and marketing

campaign focused on individual customer style and product placement. These objectives will

allow for validation of Traditionals’ fashion sense while initiating Futures’ interaction with the

brand. Placement of product in familiar and credible media will allow for increased exposure and

meaningful endorsement from fashion insiders.

Objectives

O bjective 1:

Increase Talbots’ exposure among key publics by 50% during the

Face of Talbots campaign over a one month period by releasing

500 separate messages to key publics in order to collect 500,000

votes in the five week selection period of the campaign.

o Hold a contest for customers to choose the new face of Talbots

o Include a social media outlet to create viral attention. Fans of Talbots on

Facebook will vote for one of four women chosen to represent the brand by the

company. Selections will include:

Celebrity spokesperson - Juliann Moore, the current face of

Talbots, will be available for votes. She has been welcomed by key

publics in her new role as a brand representative thus far.

A Talbots Regional Director – District Managers (who are

directly under RDs) will vote among peers to select the most

representative RD of the brand internally.

A Traditional Customer – A woman who represents the

consumer group who has been loyal to the brand and allowed their

29


fashion to evolve with Talbots’ vision. Store associates will nominate one

customer from each district. PR & Marketing executives will choose the

customer to represent the group.

A Media Influencer – This will improve relations with media

professionals & create buzz among the specialized group. PR &

Marketing executives will choose the MI.

o Gives customers the chance to interject their vision for the brand

o The new representative will be highly involved in all brand channels including

catalog, web, social media, events, and guest blogs.

o The selection of the candidates will represent all key publics. Regardless of who

wins, customers will feel an affinity, given their involvement in the process.

Employees will be highly involved in the selection process, continuing a sense of

pride and support for brand initiatives. Media influencers will gain a sense of

connection with the brand through their inclusion in the selection process.

o Success will be measured by the increased traffic patterns over the contest period

to the Talbots Facebook page. Also, the total number of votes will allow for an

effective count of the influence of this objective.

O bjective 2 :

Create 20,000 positive media impressions among media influencers,

build repeat visits to Talbots among MI followers within the next 12

months in order to increase Talbots exposure among key publics by

30%.

30


o Offer Media Influencers free product to attract and maintain interest. Ten Media

Influencers will be selected each season (Spring, Summer, Fall, & Holiday) to

include a full year of product representation in the media.

o Media Influencers will choose an entire outfit from Talbots’ latest line that

represents their personal style. In doing so, they will provide a view relative to

their readers and followers.

o MIs will include pictures of the outfit and feature their changed perceptions of

the brand within their medium.

o Talbots employees will provide excellent customer service to assist the MI. In

doing so, this will be yet another point of connection the MI can include in their

testimonial.

o This objective will appeal to the MIs as well as those potential customers who

follow them. Promotion codes will be offered to followers for talbots.com.

o The objective will be measured by direct clicks to www.Talbots.com from

bloggers websites, and promotion codes used from the print media.

O bjective 3:

Drive 500 customers to each store location hosting the two day

“How Tradition Transforms” events in their locations, converting

30% of each day’s traffic to purchase and collecting 50% more new

customers while producing 20% increase in sales during the period.

o Generate an exhaustive “How Tradition Transforms” initiative highlighting

women of all generations wearing new styles, focusing on personal fashion sense.

This will attract media attention, creating a positive image of Talbots among all

targeted consumers by highlighting the value of individual style.

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http://www.Talbots.com/


o The campaign will be placed in 12 large regional malls and lifestyle centers that

house a Talbots store. A styling area will set up in common areas where key

seasonal items will be styled into two outfit versions: Tradition & Transformed.

The stylist will discuss with the visitor how to make the look work with her

lifestyle while providing tips and styling tricks

o Through the “How Tradition Transforms” initiative, an intensive reconciliation

effort will be focused toward Traditionals. Educate the established customer

about styles that still work for her. Clearly explain the changes, benefits of those

changes, and reasons behind them during the personal interactions.

o In-store events and personal shopping experiences will further convince the

Traditional that Talbots still offers an attainable style for any woman.

o Create a focused campaign to target the Future, “forty-ish” targeted consumer.

The new face of Talbots as well as MIs involved in the product giveaway

initiative will speak directly to customers, attend events, and promote the brand

through intensive communication efforts.

o Measurement will be derived from increased spending and traffic during promos

and key events. Traditional spending and new customer capture can be tracked

through Talbots POS system. Numbers will be compared to sales in the previous

year. Media impressions will be counted to verify positive exposure.

O bjective 4 :

Increase Talbots exposure 30% among print mediums through product

placement within targeted magazines over a 12 month period, driving

40% sell-through on featured items.

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o Product placement and Talbots personality features in mediums including

InStyle, O, People, Real Simple, Vogue & Women’s Wear Daily.

Intense media representation in first blast: Holiday 2011.

Continued seasonal placement in InStyle, Real Simple, & O.

o Continue efforts for product placement, with focused follow-through to improve

relations and ensure consistency throughout the PR process among media

professionals.

o Media placement will be measured by increased traffic to stores and

www.Talbots.com coupon and promotion code usage. Individual codes will be

placed in each medium to track effective conversion of readers to shoppers.

Campaign Strategies:

T raditionals: Existing Customers

M essage Strategy: Primary Message: Talbots understands that “Tradition” is just as important as

“Transformed” so we will ensure our aim is to make you feel included in all of our

efforts.

Secondary Message:

o Recognize Traditionals’ loyalty while incorporating updated styles to her

wardrobe.

o Talbots has been a trusted fashion supplier for 60+ years. It never intended to

become Traditional. The intention was to uphold Traditions. Difference:

commitment to the traditions of customer service; fashion relevance; impeccable,

flattering clothing; quality products; friendly environments; comfortable

33



atmospheres. Traditional in the fashion world implies becoming invested in the

same habits and styles, avoiding change even as customers change, and ignoring

industry innovations.

o Nancy Talbot founded her namesake

store as a result of feeling pent into an

unfashionable family business,

Johnny Appleseed (Kenedy, 2009).

She branched out in a time of

conventional clothing and offered

highly fashionable, relevant pieces to consumers. For a time, the company fell

into a rut of avoiding change and trapped itself into a matronly image. With the

original vision of Mrs. Talbot, the company is currently pursuing her vision,

branching away from the “lost days” in which many customers found a fashion

comfort.

Primary Message: Talbots can make you fashionable, no matter your age.

Secondary Message:

o Age-appropriate, fashionable styles are available in all channels of distribution.

Well-trained customer service associates are on-hand to educate shoppers

regarding fit, care, and style appropriateness.

o Models in the catalogs and Talbots.com represent a wide age range. This confirms

the ability of the company to appeal to the fashionable woman, regardless of age.

These two models are wearing

34


the same suiting group (in different colors). Proof that styling a look dictates age-

appropriateness.

o The only age the shopper needs to be concerned with is Talbots’ 64 years. Trust in

the company who has dressed her for 60+ years; it won’t steer her wrong. Talbots

has reinvented its fashion relevance – proof the consumer can do the same.

o Fashions are updated, stylish, & current…not trendy, not youthful.

Primary Message: Allow Talbots to put a current twist on your personal style

Secondary Message:

o Make the new fashions your own style. Allow yourself to adapt fashions to fit into

your personal style.

o Talbots style advisors are employed & trained to make you look your best. Put

your trust in their vision & expertise. Stylists are honest & want the shopper to

look her best – not only for the shopper’s sake, but for Talbots’ sake as well.

o Nancy Talbot (1980) described Talbots’ philosophy: "Our customer wants to

conserve what is good and right for her in fashion ... she knows what is becoming

to her. She doesn't want change for the sake of change, but rather she adopts those

styles and looks that become her and her life. She dresses to please herself rather

than to keep up with the latest styles. We look for clothes that are timeless

because they are ladylike, simple but not contrived, gimmicky or extreme, smart

but not faddy, fashionable but not funky – chic and understated, the hallmarks of

good taste."

Theme:

“It’s not an age, it’s a stage”

F utures: Potential Customers M essage Strategy:

35


Primary Message: Talbots is appropriate for any customer style, regardless of age—

don’t be afraid to tell them you look beautiful and it’s from Talbots.

Secondary Message:

o Not your mother’s (& grandmother’s) Talbots

o Talbots’ fashions are relevant and completely subjective. When a customer

can take a piece of

clothing, make it

more fashionable

and integrate it into

her wardrobe, the

store from which it

came is irrelevant.

The fashion purpose

for the item is the

significant point.

Michelle Obama

creates looks based

upon various pieces, such as the image above, where she is wearing a Talbots

dress and shoes mixed with pieces from other retailers.

Primary Message: Talbots’ prices are competitive among other retailers and the

quality and service is superior.

Secondary Message:

o You get what you pay for. Quality is included in the price of the products.

36


o J. Crew, $98 WH/BM, $78

Talbots, $89 Chico’s, $79

o Client Books are kept by associates to understand customer preferences,

styles, sizes, and needs for personal as well as professional shopping needs.

The Style By Design program is focused on providing shoppers with a

personalized experience to save the consumer time and frustration by

providing wardrobe options and consultations.

o Even in a negative economy, customer experience is a high priority for

consumers, with 60% often or always paying more for a better experience.

(Zaibak, 2010).

o Michelle Mandell, former Talbots’ VP discussed customer service, explaining

the company ensures customer interactions are personalized to ensure service

is "distinctive and memorable." (Young, 2006).

o Purchases are more likely to be based upon impulse at specialty stores versus

other types of retailers. “47% of female respondents stated that they bought on

impulse at a specialty retailer, while 42% made the same claim for mass

retailers.” When asked if reduced prices were influences in the purchase-

decision making process. ( Lifestyle Monitor, 2005)

Primary Message: Talbots is a stylish retailer who offers various fashions to appeal

to a wide range of women with varied interest.

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Secondary Message:

o Make the styles your own. Talbots has fashions to fit every aspect the current

woman’s lifestyle.

o Look beyond the stigma of the “old” Talbots. Seek the fashion quotient in the

pieces, don’t consider the label.

o Previous generations have enjoyed Talbots, but the company currently offers

fashionable pieces appropriate for women of all generations.

o Other companies have overcome dated images and appealed to generation

gaps: Coach, Burberry, Ralph Lauren…By positioning as a multi-generational

retailer, Talbots can create a loyal customer base of women in all age ranges.

Theme:

“Wear it like no one is watching.”

E mployees (Corporate & Field Teams)

M essage Strategy: Primary Message: Communication is essential to understanding brand initiatives.

Incorporate employee efforts in PR initiatives to further communicate to other key

publics the revived Talbots brand image.

Secondary Message:

o Internal communications must be effective to establish educated teams. Messages

must be informational and clearly stated to establish significance.

o Information must be timely and passed down in an organized, open manner.

o Ongoing discussions emphasize the commitment to the brand image. Initiatives

must signify the importance of the changes. Enforcing messages often will

reiterate the importance of the new program.

38


o Maintained training programs ensure on-going development. Selling/product

information, and styling/ fashion workshops are highly important and will

establish Talbots as a resource for personal shopping.

Primary Message: All associates must be brand ambassadors, consistently representing

the company appropriately in all points of contact with key publics

Secondary Message:

o All channels must represent the brand vision to communicate the revitalization:

visual merchandising, customer service, associate dress code.

o Stores must be visually appealing, welcoming, and stylishly wardrobed to

communicate the transformed brand image of fashionable classics.

o Consistent customer service standards must be maintained among all stores and

points of contact.

o Associates are expected to represent the brand according to the dress code,

enforcing their positions as style advisors. This includes emulating looks from

catalogs and Talbots.com in order to adhere to the brand vision.

o “The embodiment of retail workers can be seen to vary between store brands.

Whether workers wear a form of uniform or model current stock, the embodiment

of workers is part of the branding of the stores.” (Pettinger, 2004).

o In addition to representing Talbots while at work, being a brand ambassador

includes promoting the brand while in other environments. Associates are

encouraged to carry business cards to encourage Potentials to visit stores or

Talbots.com when appropriate.

Theme:

“Brand-filtered personal style”

I nfluencers: Social Media & Traditional Media

39


M essage Strategy:

Primary Message: Talbots is a relevant, current fashion entity. Let us change your mind

by proving our fashions are competitive in the marketplace to the point that you want to

include Talbots in your communications!

Secondary Message:

o Talbots is on-trend with other retailers. Competitors offer very similar products

with small tweaks.

o Talbots is highly committed to offering design-led groups inspired by fashion

runways. Appeal to social media influencers involved in the fashion world.

o Michael Smaldone was recruited and hired as Talbots’ Creative Director and

works in close contact with the fashion industry to ensure relevant product design.

o Mary Alice Stephenson is an advocate for the brand. She is active in Facebook

and personal blogs. She is a trusted celebrity stylist whose opinion is trusted

among fashion elite. As she endorses the product, her followers gain interest.

Primary Message: Revitalize key public’s faith in Talbots and promote the brand

through positive communications with Influencers.

Secondary Message:

o Talbots is worthy of praise. Complimentary Talbots products will be tested and

reviewed on blogs and print to enforce that fact.

o Creating buzz among other SMIs will pique interest and breed viral interest

among other key publics.

o Maintain consistent communications with media professionals to increase

exposure and endorsement of Talbots among all mediums.

o Wilson & Ogden (2008) explain “the most effective opinion leaders now are peers

and the Internet is the great equalizer for peer-to-peer communication. Viral

campaigns are a new reality because people trust others who are ‘just like’ them.”

40


They also indicate “mass media do not tell people what to think, rather they tell

people what to think about.”

Primary Message: Pique interest among influencers to create buzz surrounding the

brand and product

Secondary Message:

o Talbots will heighten credibility among other media influencers as well as their

followers when included in communications.

o SMIs & traditional influencers are trusted by other publics. The consumer seeks

and follows these informational persons based upon shared interests and beliefs.

o By including the media influencers in the Face of Talbots campaign, support will

be built around peers to become the winner. The intention is for the contest to

become viral to support the candidate while dually supporting the brand.

o Integrating marketing communications via the catalog, web, stores, and

promotional materials, increased exposure will prompt the media to increase

coverage of Talbots.

Theme:

“Influence the Influencers”

PR Tactics:

Talbots utilizes a vast array of public relations strategies and tactics. While the reach of these

efforts is varied, the strategies are not specified to each public. This is an issue of budget and

efficiency. The cost of targeting multiple publics with separate messages would be both money

and time-consuming. Given the small PR team, Talbots struggles to maintain individual

relationships among all publics. The following suggested strategies will allow for integrated

41


planning of events and initiatives that will ultimately appeal to each public in a different way.

The communications process of reaching each key public needs to be separated within key

messages in order to maximize relationship building and preservation.

T raditionals Re-establish Talbots as a brand that cares about their

original customers. In doing so, the company will address

fashion and style tactics that will allow the Traditional to

create an image of classic elegance and casual style by

wearing flattering transformed basics. Ensure the

Traditional knows Talbots is still her style advisor and

cares about her image.

C urrent Strategy: Secure the Traditionals’ commitment to the brand through

maintaining communications using familiar mediums.

C urrent Tactics: Circulate catalogs to customers who have continued to shop Talbots within the past 12

months.

Product placement in strategic mediums: Oprah,

More, Elle, and Glamour.

Corporate advertising: Use corporate advertising to

create and maintain the corporate identity by

generating a higher level of awareness.

Corporate communication campaigns through store

collateral including window banners, in-store

signage, and associate interactions

Email campaigns to consistently communicate company promotional activities sent to the

entire database of customers.

42


Social Media: Baby boomers are using Facebook to connect to people with similar

interests and preferences. The social media outlets are a way for the Traditional to relate

to the brand and converse with others of similar interest.

Videos on Talbots.com featuring Dayle Haddon, (60+ model/author) reinforcing the

appropriateness of product for her age group.

S uggested Strategies: Re-establish the corporate identity and solidify relationships among Traditionals by creating a

pertinent and appropriate strategy satisfying all of her fashion needs.

S uggested Tactics: Increased inclusion in external mediums – Feature images of Traditionals in PR packets

sent to applicable mediums (Oprah, More) to reinforce the stance that the relationship has

not been lost.

Email – Directly targeted to the Traditional customer-instead of generic, mass-emails sent

to the whole customer database.

Events – Hold events that include Traditionals while incorporating fashionable styling.

Web exposure – Feature Talbots on external websites of particular interest to the

Traditionals. The Dayle Haddon videos are excellent to speak directly to the Traditionals

but there is not enough exposure for her to find the video unless she knows to go to

Talbots.com. Direct her to the site or feature this tactic via familiar mediums on-line.

Face of Talbots initiative – Include Traditionals in the Face of Talbots campaign to

solidify the commitment to the key public. They have the chance to represent the brand.

Provide “scripts” for associates to email and text messages existing customers to create

interest without consuming the customer’s time. This would allow the customer to

immediately respond to personal messages sent.

Provide sales associates coupons to hand out throughout the shopping center or in

everyday interactions with a promotion code to drive interest and shopping intentions.

Associates must commit to reflecting the current brand image while distributing this

collateral to ensure consistent representation.

43


P otentials

Potentials continue to be an elusive target for Talbots. While they

are using various mediums to reach out to the public, the issue

continues to be a challenge in capturing their attention.

C urrent Strategy: Build interest and commitment through creating a current and

socially acceptable image of Talbots among the Potentials. Create

a personality for the brand that allows the Future customer to form

a comfortable relationship with Talbots. Futures must be

persuaded to view the company in a positive light and eventually

be converted to brand advocates

C urrent Tactics: Social Media – Potentials have been directed to social media outlets to create a deeper

relationship with Talbots. By interacting with the brand in more personal venues,

Potentials can identify with Talbots and understand the merchandise as well as service.

o Facebook – conversations are welcome and unfiltered on the site. Talbots

addresses all necessary comments to provide crisis intervention or to push a

positive conversation forward.

o Blogs – The Potentials are computer and internet-savvy. They track blogs and

social media. Talbots has Red Chair Confessions, the company supported blog

and other SMIs have promoted the brand recently. This is a familiar medium that

is attractive to Potentials as an updated

and current venue for exposure.

Red Chair Confessions, the

Talbots blog was started by a

Talbots employee and gained

extensive attention from fellow

44


bloggers. In an attempt to gain insight to what Tradition Transformed

means to different people, a contest was designed to artistically represent

the new initiative.

o Style websites – Style.com, WWD.com, mystyle.com, stylelist.com are just a few

of the sites that have featured Talbots in recent months.

Product Placement in strategic mediums:

o Television – Talbots is featured on programs reaching Potentials. Segments on

Today, What not to Wear, and sitcoms allow Talbots to be exposed in an

appropriate manner geared toward the Potentials.

o Print – Exposure in magazines Real Simple, InStyle, People StyleWatch, Vogue,

and Glamour.

Media influence among targeted programs:

o Mega-market exposure – Talbots advertised in High-influence locations: New

Yorker, Dallas, Boston, Washington D.C., Chicago, and Philadelphia. The most

recent and fashionable product presentations were featured in magazines,

billboards, and television placements.

Guerilla tactics – Talbots used unexpected locations to feature product during Holiday

2011. These tactics were used to create buzz and inspire curiosity.

o Grand Central Station – Kiosk placed in the Grand Central Station terminal during

Holiday 2010 to attract attention to the brand

o Kiosk placement in DC mall – A mini-store was placed in the opposite side of the

mall from one of the largest Talbots stores. The location provided a small sample

of product that could be purchased, but was mainly used to direct traffic to the

store location to see more offerings.

45


Press Releases – Distributed through familiar mediums resulting in corporate coverage in

appropriate mediums, such as People online when Juliann Moore was launched as a new

Talbots representative.

Corporate advertising – More interesting

and visually appealing advertising has been

used to capture Potentials’ attention.

These corporate ad efforts have gained

attention from SMIs and

competitors resulting in increased brand

exposure.

S uggested Strategy: Create a personality for the brand that allows Potentials to form a comfortable relationship with

Talbots. Futures must be persuaded to view the company in a new light and eventually be

converted to brand advocates.

S uggested Tactics: Sales and promotional activity will promote the brand in an affordable, value-driven

manner.

Reach out to Potentials via How Tradition Transforms events – By holding the events in

shopping center common areas, people who would not generally be exposed to the brand

would be greeted with Talbots’ event as passers-by. Interested, the Potential will visit the

Talbots in that center.

Continued MI exposure – As exposure increases, Talbots will become a fashion fixture.

Potentials will perceive the brand as credible and applicable to their lifestyle.

Guerilla tactics—During peak promotional times, PR activities and holiday periods, place

numerous Talbots paper shopping bags in high-traffic areas of shopping centers. This will

increase awareness of the brand and create curiosity driving traffic into stores. Along the

same lines, place numerous highly fashionable “potential-type” women throughout the

shopping centers reading the Talbots catalog to draw attention to the brand and pique

curiosity for the assortment, driving traffic into the stores.

46


M edia Influencers:

Media Influencers may be one of the most challenging publics to

win. Fashion influencers have nurtured an apathetic relationship.

Talbots’ heritage has formed a respectful association among fashion

industry insiders. However, the transformation has been highly

exposed as challenging and even unattainable by some. Others have

promoted the brand since its inception and continue to endorse

efforts.

C urrent Strategy: Provide exposure opportunities via traditional methods to attract

attention to the brand through media influence over key publics

C urrent Tactics: Blogs – Talbots has been covered recently due to Julianne Moore’s connection with the

brand. Commentary has been positive recently. This needs to continue in order to

establish this is not just a temporary stance for Talbots.

Magazine editors – Talbots’ PR team has

established and maintained positive

relationships with fashion editors. This

connection has been a way of solidifying

product placement in appropriate media.

Television – Talbots has been featured in many

programs from Desperate Housewives to the

Today show. Product placement within

sitcoms is not always identifiable, but on talk television, items have been used for “make-

over” segments and fashion trend topics.

47


Press Releases – Talbots releases information to the media when there are significant

events involving the company (the recent reveal of the Concept store in NJ & Juliann

Moore representing Talbots). Crisis communications are rarely released, and goodwill

efforts are not covered significantly.

Corporate advertising – Advertising from Talbots has been limited to print and web

efforts. The attempts are intended to create buzz from all key publics, in hopes of media

coverage. These efforts need to be made specific for each key public instead of general.

S uggested Strategy: Create a relevant image among industry influencers via traditional and non-traditional

communications. It is imperative to create a credible, relevant position within the retail industry

through highly publicized opinions of these influencers. Solicit support from these individuals

and maintain relationships to establish a consistent identity as a viable fashion retailer.

Convert the hesitant influencers into supporters and maintain positive relationships with

advocates. Create a strong dialogue of honesty, commitment, and sincerity. In this case, the

media- reporters, television personalities, news and magazine writers, bloggers, and social media

influencers- are definitely a necessity to persuade Potentials to give Talbots a chance.

S uggested Tactics: Product give-away – This will entice the MI to try the product without personal

investment. The exposure to the brand environment in stores and the product will provide

a pleasing personal experience.

Involvement in the Face of Talbots initiative – opportunity to become the face of Talbots

will drive the MI to become engaged with the brand.

Press releases and invitations to Tradition Transformed events – Create an affinity toward

Talbots through inviting MIs to events

E mployees:

48


Talbots communicates with employees intermittently according

to their objectives. Daily communications are sent via email and

voicemail regarding operational direction. However, PR

communication updates are sent only when tactics include the

efforts of the stores organization. Consistent releases regarding

corporate PR efforts would be beneficial to keep associates up-

to-date on all efforts, not just those in-stores.

C urrent Strategy: Communicate with associates on an as-needed basis. Important

communications for the support of PR initiatives is typically

communicated through stores email. Celebratory communications are also relayed when Talbots

is featured in mass mediums or if an influential figure is spotted in the clothing. An integral part

of communicating the brand image is conformity to selling and brand representation programs.

Quarterly store meetings are held with all associates, which usually feature a brand video

including PR initiatives.

C urrent Tactics: Email – Daily emails are sent to communicate operational responsibilities. When PR

placements are released, those

features are celebrated among the

stores organizations. Any

sightings of public figures wearing

Talbots are also sent via email to

celebrate as well.

Voicemail – Directors

communicate with the entire stores

organization via voicemail system. Occasionally, email messages (including PR

information) are reinforced through phone messages.

Videos – Executives are featured in videos played at store meetings, featuring PR

initiatives, brand directives, and special messages. Monthly brand videos are sent to all

stores providing merchandising and promotional information.

49


Press Releases – Any press releases sent by Talbots are sent to all stores (via email).

The important messages are sent to

stores in order to provide

guidance regarding any issues that

may be facing the company. The

following image is of the most

recently opened concept store in

Paramus, New Jersey. Upon

completion of the location, a

press release was issued celebrating the stylish image this new store portrays.

Newsletters – Monthly newsletters are sent from separate departments. Loss

Prevention, Visual, and operational information is sent in the mailbags to all stores. PR

initiatives are touched upon within the visual newsletter.

S uggested Strategy: Include stores associates in PR initiatives from all angles. The PR department should

communicate all efforts to stores in order for them to stay informed and prepared to discuss

initiatives with other key publics.

Utilize employees to spread Talbots’ messages through interactions in-store and within their

personal lives.

S uggested Tactics: Email – Continue to provide updates regarding Talbots sightings. Enhance this tactic by

communicating all initiatives to stores allowing them to participate in furthering the

messages to Traditionals and Potentials.

Newsletter – Distribute a monthly PR newsletter to educate stores of PR projects. This

will allow stores to further spread the messages in conjunction with the PR objectives.

This can be on-line within the stores intranet system, through email (store email systems

or associates can opt to have the information sent to their personal email), or printed.

Within this publication, provide:

o Monthly/quarterly PR calendar to maximize exposure of initiatives among stores.

50


o Articles explaining objectives, strategies, & tactics of the current PR campaign.

o Recent Talbots sightings – Influentials wearing Talbots shown.

o Company or product features in media outlets.

o A discussion of current and past PR initiatives – what was learned, how it will be

used, and the impact on future efforts.

Incentives – Programs implemented for representing the brand outside of the store.

Award associates to represent the brand through PR outputs, including charitable time

contributions, participation in local events, membership in community groups, etc.

Inclusion – Distribute responsibilities among stores to represent the brand among the

established PR objectives. (eg: For the Tradition Transformed initiative, provide a

timeline, collateral (invitations, call lists, invitation phone scripts, signage), and

involvement expectations.

For examples of Talbots’ Current PR tactics, please refer to Appendix A attached.

For examples of Suggested PR tactics, please refer to Appendix B attached.

Calendar & Budget

*Please refer to attached Excel document Appendix C

Current Evaluation

Talbots measures and evaluates PR efforts minimally. Most of the evaluation is based upon store

and website performance statistics based upon previous year statistics. The highest form of

evaluation, however, is done pre-exposure. Efforts are carefully centered on the most effectively

targeted mediums appealing to the “forty-ish” customer. However, there remains great

opportunity in evaluation of outtakes and outcomes. In evaluating the outtakes, information

harvested from awareness & retention could heavily impact the use of PR to keep the targeted

customer returning to the brand. Outcomes should be better managed in order to evaluate PR

effectiveness and relationship status among key publics.

51


Suggested Evaluation

F ace of Talbots Evaluation

O bjective 1:

Increase Talbots’ exposure among key publics by 50% during the

Face of Talbots campaign over a one month period by releasing

500 separate messages to key publics in order to collect 500,000

votes in the five week selection period of the campaign.

Exposure to the key publics will be measured in the number of Talbots media impressions (web,

print, television) featuring the contest compared to the previous month impressions among the

same mediums. An increase in impressions will be successful if that increase is 50% or higher.

Success will be measured by the increase in traffic patterns over the contest period to the Talbots

Facebook page and Talbots.com. The number of hits on these pages will be compared to

previous year traffic counts in order to determine effectiveness of the 500 messages to drive

traffic to the contest outlets.

Following the campaign, voters will be emailed a short survey measuring the connection they

feel with the contest winner. Topics in the survey will include:

(Winner) matches the brand style appropriately. 1..2..3..4..5

I feel a connection to (Winner) personally. 1..2..3..4..5

(Winner) has represented Talbots well in events and media. 1..2..3..4..5

(Winner) makes me want to shop more at Talbots. 1..2..3..4..5

I am happy with the exposure (Winner) has gotten. 1..2..3..4..5

52


M edia Influence Evaluation

O bjective 2 :

Create 20,000 positive media impressions among media influencers,

build repeat visits to Talbots among MI followers within the next 12

months in order to increase Talbots exposure among key publics by

30%.

Media Influencer acceptance will be measured by the acceptance percentage of invited MIs to

the product giveaway initiative. The MIs will be asked to participate in a short survey regarding

their experience in the store with the sales associates. Topics covered will include: visual

merchandising, customer service, style expertise, merchandise appeal, and likelihood to return to

the store as well as the brand. By measuring these factors, Talbots will be able to pinpoint

opportunities within the store and shopping environment to be improved.

Monitoring MI participants will allow Talbots to measure positive and negative reactions to the

experiences as well as follower comments regarding the initiative. Negative comments will be

subtracted from the positive comments in order to determine a positive impression score. The

total number of comments and responses will allow for a measurement of interest and perception

of the Talbots brand.

The number of media impressions will be measured quarterly among newly chosen MIs.

Exposure to MIs and their followers will be measured by direct clicks to www.Talbots.com from

bloggers websites and redeemed promotion codes featured in print and television media.

Seasonal participation in the product giveaway initiative will allow Talbots to evaluate response

to particular merchandise deliveries as well as interest patterns among targeted publics.

H ow Tradition Transforms Evaluation

53



O bjective 3:

Drive 500 customers to each store location hosting the two day

“How Tradition Transforms” events in their locations, converting

30% of each day’s traffic to purchase and collecting 50% more new

customers while producing 20% increase in sales during the period.

Measurement of this initiative will be derived from increased spending and traffic during

promotional periods and key events. Store traffic counts, sales, new customer capture, and

conversion will be compared to previous year statistics for the same period. Coupon redemption

rates and dollar sales generated will be compared to the total of coupons distributed at the event

in order to evaluate the persuasion ability to drive traffic to stores resulting in purchase. Dollar

sales generated from coupons will be tallied to determine the monetary ROI of the initiative.

Media impressions will be measured in order to evaluate the exposure efforts and coverage of the

outreach efforts. Media coverage prior to the event will be measured and positive or negative

comments will be collected and assessed post-event by monitoring social media and print.

M edia Placement Evaluation

O bjective 4:

Increase Talbots exposure 30% among print mediums through product

placement within targeted magazines over a 12 month period, driving

40% sell-through on featured items.

Monthly product placement and Talbots personality features in mediums including InStyle, O,

People, Real Simple, Vogue & Women’s Wear Daily will be measured by the number of items

featured in the magazine to the average number of Talbos products featured during the previous

three month period. Media effectiveness will be measured by redeemed codes and coupons

54


featured in each specific medium. Increased traffic to stores and www.Talbots.com will measure

coupon and promotion code redemption success. Promoted items will be measured against the

available company inventory in the specific item to determine the sell-through percentage.

Personal Assessment

Talbots has taken drastic measures to continue operations and compete within a crowded

marketplace. Commendable changes have been made to appeal to a diverse customer base.

Styles have been hailed by the fashion industry as appealing and updated. In this sense, Talbots

has done a great job of modifying product, improving their fashion quotient. Primary efforts to

promote changes were well-intentioned and began to create buzz among key publics. The

internal culture of the company has harbored an exhaustive overhaul. Associates hold customer

service and selling as core company values. Integrating the brand vision has been a long road,

but a consistent image has emerged to communicate the updated personality.

Unfortunately, as Talbots has transformed, they have poorly communicated initiatives to key

publics and created a difficult position for themselves in the marketplace. Established customers

have harbored negative feelings amid changes. Potential customers struggle to accept the

updated image. While Talbots PR efforts have emerged, the follow-through has lacked. There are

significant opportunities in completing the brand reinvention. “Tradition Transformed” is an

excellent platform to rebuild the Talbots brand.

Talbots has a strong retail history. As a result of various factors, the company failed to evolve

under previous leadership. The brand is struggling to stay relevant to key publics, mainly due to

the declining economic climate, the increasing competitive set, and the time lost while changing

the it’s image. There is great potential to regain the fashion-driven, loyal following of stylish

women: design-led fashions, revamped associate training, improved external communications,

streamlined expenses, and brand-appropriate representation through all channels. The criteria

needed to operate the business are in place. What is needed now is a method to convince the

consumer Talbots is relevant and fashion is attainable. The issue remains in targeting specific

publics with personalized messages. Talbots must maintain consistent visibility within relevant

55



mediums. The important factor in this will be follow-through. Harboring positive and meaningful

relationships with key publics will not be easily done.

The fast-paced world of retail requires strategies to be modified and improved daily, whether

changing a Press Release to appeal to a different public, or tweaking the promotional strategy

within a specific market. Talbots must enact a plan that is both proactive and reactive. Being

proactive in the retail industry will set the brand apart from competitors as an innovator, a leader.

Being reactive will establish Talbots as current, and relevant to the competition. Daily evaluation

of sales trends, competitive activity, employee insight, and consumer feedback is necessary to

fulfill these efforts. The question remains: Is Talbots able to be both proactive and reactive?

In today’s retail marketplace, success among competitors is measured by the fewest stores

closed, the smallest round of employment cut-backs, the lowest decrease in comparative sales,

and the least amount of promotions needed to continue operations. In this world of negative

comparisons, retailers with the courage to change are certainly commendable. Talbots was due a

major change. Now with such momentum, PR efforts must continue the trend and set the image

in the minds of key publics. A commitment from other channels must also commit to the brand

vision to ensure a successful integrated approach, supporting communications appropriately.

As Talbots continues to increase exposure, the brand will restore Nancy Talbot’s vision of

fashion, charm, modernity, quality, and style. By reverting to Talbots’ roots, the brand will

restore profitability and consumer confidence. I am confident Talbots can pull through this

financial crisis with an insight for the future. The manner in which the company uses this insight

will determine long-range success. Brand equity must be a focus. All internal parties must stay

true to the brand vision and commit to the platform of “Tradition Transformed.”

"We blend equal parts tradition and imagination to inspire a modern take on timeless style. It's

our passion for the classics and our love of the unexpected that allows us to create signature

looks and an innovative shopping experience that women crave." Lori Waggoner, Chief

Marketing Officer (Thetalbotsinc.com).

56


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Week 9 Assignment - Final Project: 44.0 (out of 45.0) Hello Emily, Thank you for sending

me your final project for the semester (amazing how fast these past nine weeks went by!) Thank

you so much for your kind words - I am really glad that you enjoyed the class and it was my

pleasure! You were a great student in class and I really do appreciate your involvement, hard

work, and energy that you brought each week to the class discussion and in your assignments. I

wanted to share with you a few things that I saw after reviewing your final project for Talbots.

First, I thought that your executive summary was very good - it provided a nice summary of what

to expect for this particular campaign in terms of their PR efforts. Well done. Your company

background, external environment, industry, and competitor sections were also very thorough

and strong - excellent work! Your SWOT analysis for Talbots was very through with some great

recommendations and points to take into consideration - this was one of the most detailed

SWOTs I saw so far. The audiences that you discussed were also very good as well - I thought

that you provided a great complete picture for each of these individual public groups that gives

the ready a very clear idea of who exactly these individuals are. The proposed strategies and

tactics were excellent - very strategic and creative! I thought that you provided some great ideas

and suggestions on what Talbots can do for their campaign in reaching each of these new

audiences and mediums - well done! :) Loved the suggested PR tactics that you had in your

Appendix B - these were great! :) It was great to see what Talbots was doing with their current

tactics and see what you propose they should do with your new tactics. Very well done! :) Lastly,

I did appreciate your feedback and insights in the evaluation of the PR efforts for Talbots. I

thought that you provided some great reflections and recommendations for them to consider, and

based on your campaign proposal - I think that this would be a wonderful campaign to

implement for the brand. :) Overall, I was extremely impressed with your proposal for Talbot's,

Emily. It was very well-written and researched while being innovative with its creative

strategies, messages, and tactics. I really enjoyed reading this! :) It was a pleasure having you in

class this semester – I wish you the very best in your future studies here in the IMC program at

WVU. Please stay in touch and let me know if there is anything else that I can do. Hope all is

well and have a wonderful day. Best Wishes, Karen Freberg

Professor Karen FrebergPhone: (352) 219-7915 E-mail: [email protected]

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mailto:[email protected]


Early Spring 2011Office Hours By Appointment Office Location: Farragut, TN

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Documents

Emartin 618 w9 Final Project