INTEGRATED MARKETING COMMUNICATIONS EXPLORED · In Digital Marketing Needs Firm Commitment, Chaffey [2014] advises “the SOSTAC planning framework (Situational analysis, Objectives,

INTEGRATED MARKETING COMMUNICATIONS EXPLORED


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COMMUNICATIONS EXPLORED

Gloverall: Brand Perspectives in a Global and Digital World

Looking beyond authenticity to deliver a successful

integrated marketing approach in an age of omni-media and

digital?

Karen Ryan

[email protected]

Senior Lecturer

BA (Hons) Fashion and BA(Hons) Fashion Branding and Communication

Arts University Bournemouth


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ASSIGNMENT CONTENTS:

INTRODUCTION

PART ONE

1.1 Situation Analysis

1.1.1 Company

1.1.2 Competitors

1.1.3 Customers

1.1.4 Collaborators

1.1.5 Climate

PART TWO

2.1 Identify the strategic challenge - analysis and objectives

2.2 E-communications brand objectives

PART THREE

3.1 Formulate, analyse and optimise strategic alternatives

3.2 Proposition and e-marketing mix

3.3 Market and product positioning

3.4 Content management

3.5 Customer acquisition and retention

3.6 Social media marketing

PART FOUR

4.1 Implementation - tactics, actions and control

4.1.1 Investment and Budget

4.1.2 Risk assessment/resourcing

4.1.3 Execution timeframe

4.1.4 Potential success or failure/ success factors for managing change

4.1.5 Measure and Report/measurement and testing

4.2 Conclusion

PART FIVE

5.1 Appendices

I – Key financials

II – Competition income statement

III – You tube transcript

IV – Example of web image content

V – Social media real time tracking

5.2 Glossary

5.3 Reference List


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Gloverall: Brand Perspectives in a Global and Digital World

Looking beyond authenticity to deliver a successful integrated

marketing approach in an age of omni-media and digital?

Introduction – This report explores integrated digital marketing communications [IDMC]

using a case study of the iconic and authentic British outerwear brand Gloverall. It

explores the changing face of their IDMC landscape and particularly the current and future

implications for communications and the channels of communication in a digital age.

In terms of structuring the report, two complimentary models are used, the SOSTAC

Model [Smith 2011] and the RABOSTIC IMC Planning Cycle [Pickton & Broderick., 2011]

with key topics explored across the report [See Figure 1]. The RABOSTIC model has a

structured approach in order to identify how integrated marketing communications are

planned, organised and managed.

The SOSTAC model developed by PR Smith [2011] is simple and logical and lends itself

to building digital marketing plans. In Digital Marketing Needs Firm Commitment, Chaffey

[2014] advises “the SOSTAC planning framework (Situational analysis, Objectives,

Strategy, Tactics, Action and Control), invented by P.R. Smith should be carried out

regularly as the digital marketing landscape changes rapidly.”

Figure 1: Gloverall report structure [Ryan 2017]

Pickton & Broderick’s

RABOSTIC Model

Research

Audiences

Budget

Objectives

Strategy

Tactics

Implementation

Control

Situation analysis

Objectives

Strategy

Tactics

Actions

Control

Where are we now?

Where do we want to be?

How do we get there?

What tactical tools to use?

Which action plans needed?

How do we manage process?

PART ONE


PART TWO

2.1 Identify the strategic challenge

– analysis and objectives

PART THREE

3.1 Formulate and analyse

strategic alternatives

PART FOUR

4.1 Implementation

- tactics, actions and control

PR Smith's

SOSTAC® model

GLOVERALL

Report

PLANNING

Questions

REPORT STRUCTURE


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PART ONE (750 words) 1321

1.1 Situation Analysis –

The situation analysis is intended to provide a background about Gloverall together with

an overview of its current situation within the competitive environment. It uses several

methods of initial marketing analysis which covers the internal organisation and micro and

macro environments, the 5 C’s [1.1.1 – 1.1.5], SWOT [See Figure 2] and PESTEL

analysis [See Figure 6].

Figure 2: A graphical representation of SWOT analysis in relation to Gloverall [Ryan 2017]

1.1.1 Company

Founded in 1951 from the words Glove & Overall, the Gloverall duffle coat has gained iconic

status as a design classic with coats manufactured at their custom-built factory in

Northamptonshire. Over the last 60 years Gloverall has become a respected and loved

British outerwear brand. Gloverall has gone from a family owned business to a global brand

exporting to more than 40 countries worldwide and their export sales received recognition

and awards across the 1960’s to the 1990’s. Gloverall is a public limited company and is

owned by E. Land Int. Co. based in Shanghai. The parent company also own a number of

sister companies including: the luxury Italian accessory brands, Coccinelle Spa and


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Mandarina Duck and a number of traditional knitwear, kilt and regalia companies based in

Scotland and Canada.

In 2016 Gloverall’s’ overall pre-tax profit was 4.25 million with net sales of 4.5 million and

export sales accounting for around fifty percent. Whilst profit has increased over the last five

years by almost 100%, net sales have decreased by almost half and advertising and

commercial costs were reduced significantly in 2016 [See Appendix I and II]. The main focus

of Gloverall’s sales are through their e-commerce platform. However, with online growth in

the UK expected to take 29% of the market by 2010 [PwC 2016] it would make financial

sense to remain focussed on their online platform.

Gloverall’s market comes under the “premium lifestyle segment” and they produce ‘single

product heritage’ [PwC 2016]. Men’s and boyswear has been the main focus however

Gloverall have expanded in recent years to include: women’s, children’s and accessories. In

terms of market position and pricing Gloverall are around the mid to luxury end of the brand

pyramid model [See Figure 3] with a men’s and women’s classic duffle coat retailing at

£399.00.

Figure 3: Basic Fashion Hierarchy Model [amended from Posner 2012, p.13]


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Authenticity and heritage is intrinsic to Gloverall’s brand value proposition and remains

one of its key USP’s whilst competing with ‘premium lifestyle’ brands outlined below.

1.1.2 Competitors

Barbour originated in 1894 and like Gloverall their roots are based around British heritage

and lifestyle/countrywear clothing for men, women and children. They are historically

known for their classic wax jackets and operate largely from their South Shields factory

and headquarters.

Barbour have twenty-one stores in the UK, including several outlets; a wide range of

stockists and an e-commerce selling platform and have a global presence in over forty

countries worldwide.

At end of year April 2016 Barbour’s pre-tax profit was 28 million with net sales of 204 million

and export sales accounting for almost fifty percent. Their profit and net sales have increased

by almost 100% over the last five years and advertising and commercial costs have doubled

over the past five years [See Appendix I/II]. Barbour are positioned in the mid to luxury sector

[See Figure 3] with a men’s and women’s classic wax jacket retailing at £249.00.

Originating in 1907, Belstaff [famous for their waxed-cotton Trialmaster jacket] developed

a heritage around British sporting events, expedition and exploration and produce

collections for men’s, women’s and kidswear. Belstaff have fourteen stores: in the UK,

New York and Germany and sell globally through their web platform to Europe,

Australasia, South East Asia and the Middle East.

Belstaff recently appointed a new CEO and creative director to re-focus the brand on a

modern consumer. Previous brand re-inventions had faltered and the company have

taken a strategic decision to position prices 30 percent lower going forward, and have cut

company costs by 40 percent [Ahmed, 2017].

At end of year Dec. 2015 Belstaff’s pre-tax profit were down 37 percent at 5.4 million with net

sales of 7.8 million. Export sales and advertising and commercial costs were not available


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[See Appendix I/II]. Belstaff are positioned in the luxury sector [See Figure 3] with a men’s

and women’s classic wax jacket retailing at £595.00.

Original Montgomery date back to the 1890’s and have grown with an almost identical

history as Gloverall producing the classic duffel coat originally for the military, trading on

an authentic British heritage. Owned by Montgomery Outdoor Clothing they sell through

their e-commerce platform currently to the UK, Italy, United States and Germany.

At end of year Dec. 2015 Original Montgomery’s assets were assessed to be 1.3 million [See

Appendix I/II]. Export sales, advertising and commercial costs were not available for analysis.

Montgomery Outdoor Clothing also run a separate online platform, Duffle Coats UK which

promote the same range and pricing. In terms of market positioning and pricing Original

Montgomery are about the same mid-level of the market as Gloverall [See Figure 3] with a

men’s and women’s classic duffle coat retailing at £195.00.

Figure 4: A graphical representation of the competitive positioning map in relation to

Gloverall [Ryan 2017].


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1.1.3 Gloverall’s Customers

Customers - have evolved from predominantly menswear to men’s, women’s and kid’s

which should have potentially widened Gloverall’s customer base. However, advertising

social media and feedback tends to be male dominated [See Appendix V].

Demographics – Gloverall’s target customers are generation X 34-54 [Pelsmaker.,2013

refers to this age range as 30-40], an affluent, urban professional, currently male

dominated with opportunities for growth in women’s and kidswear.

Advertising B2C is currently through the web site and social media channels, some B2B

advertising occurs through trade shows and through many short-term collaborative

ventures [See Figure 5]. B2C communications could be targeted more cohesively to

potentialise the online experience, website and e-store design. B2B communications

could be strengthened by building relationships with aligned brands and licensees for

longer term growth and investment [see 1.1.4].

• Market size and potential growth – There is enormous potential for engaging a

wider target market [as mentioned above].

• Customer wants and needs – the customer wants good quality based on an

established design classic and needs reliable outerwear clothing but also

associated products.

• Motivation to buy the product – customer incentive is largely based on

originality, quality, authenticity and heritage but could develop the brand attitude

to widen the current segments and appeal to more micro segments.

• Distribution channels (online, retail, and wholesale) – Gloverall retail B2C via

their online web platform and B2B selling wholesale through trade shows [Jacket

Required – London] to independent retailers.

• Quantity and frequency of purchase – the nature of the product dictates a small

and infrequent purchasing behaviour and is largely seasonal. There is much

potential for product diversification including personalisation and garment care.

• Income level of customer – the predicted level based on analysis of social media

interaction and sales is an average HHI of £80,000 AB and A, B, C1.

https://www.boundless.com/marketing/definition/channel/

https://www.boundless.com/marketing/definition/frequency/


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1.1.4 Collaborators

Gloverall has worked with a number of potential partners, influencers and collaborators

[See Figure 6], and attended trade shows and briefed outside agencies to produce

marketing and promotional material. This has been a largely scatter gun effect over a

number of years not reflected by ROI [See Figure 5]. Implementing and IDMC plan would

help Gloverall to plan and invest over the longer term to develop licensing, and more

beneficial collaborative relationships.

Figure 5: A chronological timeline in relation to Gloverall’s net sales [including export] and

advertising costs [Ryan 2017]

1.1.5 Climate

Lastly in order to fully understand Gloverall’s business climate and see where there is

potential for change, the report analyses the external environmental factors that could

affect the business going forward through a PESTEL analysis:


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Figure 6: A graphical representation of PESTEL analysis in relation to Gloverall [amended

from Thomas & Housden 2017, p.146]


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PART TWO (1,500 words) 1588

2.1 Identify the strategic challenge - analysis and objectives

Whilst the situation analysis gave an overview of the internal, micro and external factors

relating to Gloverall [supported by SWOT, PESTLE and 5c’s framework], the report now

critically considers and evaluates those concepts, alongside supporting frameworks and

models in order to provide a theoretical context for the analysis. What are the strategic

options? Whilst also hi-lighting the strategic issues and challenges that face Gloverall.

Reflecting on the research models: SWOT and PESTLE in the situation analysis, the report

highlights Gloverall’s key issues using Okonkwo’s [2007] luxury business fashion model

[See Figure 7]. This model is similar to the SOSTAC and Rabostic models but uses

graphical representation to simplify the objectives and strategies and works well for new

and existing businesses [Okonkwo 2007].

Figure 7: Gloverall’s current situation aligned to the luxury fashion business model

[amended from Okonkwo 2007, p. 272]

In Luxury Fashion Branding [2007], Okonkwo discusses the luxury sector who seemingly

have an aversion to marrying the creative and business needs of a company together and

leave strategic planning to chance. Some lack of strategic planning is evident, reflected

CURRENT SITUATION

Core

competences

Luxury

consumer

Luxury

competition

Brand equityUnique/niche

product

Authenticity &

Heritage

Distinctive Intelligent Discerning Sustainable

Local/Global Diversification E-commerceAccessibility

/Availability

Global Export

recognition


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through Gloverall’s web content, image optimisation, customer and social media

connectivity.

In terms of core competences, Gloverall are an iconic brand with a ‘single product heritage’

making them highly equitable in terms of attracting investment. In Marketing

Communications, Pelsmaker [2013] uses the hypothesis that if a recognised brand is sold

it is often the brand equity that would generate an income and not necessarily the sale of

the nuts and bolts: buildings, machinery, etc. Based on this analogy the positive

competencies for Gloverall are listed below:

• They attract customers based on their historical authenticity and heritage.

• They have a strong ‘Britishness’ or cultural appeal particularly in Japan and China;

their narrative could be curated further for the modern consumer [see Appendix

III].

• They have received many accolades over the years for export, although this is less

apparent since the millennium.

• Their manufacturing and production facilities are mainly based in the UK. The single

product heritage’ has features that make it unique; all attractive to the luxury

customer.

If we analyse the luxury customer in Okonkwo’s model [2007] and align it to Gloverall’s

target audience the similarities are:

• Distinctive and original

• Intelligent

• Discerning

• Ethical attitude.

The strategic challenges for Gloverall [See Figure 8] are the following issues and

objectives:

• Increasing existing sales and expanding the single product area

• Producing cohesive content and image across platforms

• Driving new business, attracting and keeping customers

• Building influencers, partners and collaborators


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Figure 8: Gloverall’s strategic challenge aligned to the luxury fashion business model


These strategic objectives closely align themselves to Chaffey’s RACE framework which

is a digital strategy frequently used to assess online business [Chaffey 2014]. The

following example uses the RACE framework with Gloverall’s key objectives with the

SOSTAC digital marketing planning objectives in italics [Smith 2011]:

Reach - reach new prospects through amplification

Search engines, social networks and blogs

• Increasing existing sales and expanding the product area by optimising the most

effective channels to build an audience

• SEO, increasing links and improving display position.

• Reputation management

• Controlled social media with engaging and frequent activity

Inter-Act - encourage interaction to produce new leads

Web site, blog, community and interactive tools

• Producing cohesive and inspirational content and image across the web site

• Analyse customer interaction and other KPI’s using analytical tools e.g. google

analytics.

• Calculate ROI and revenue

STRATEGIC CHALLENGE

Gloverall

Issues

Gloverall

Challenges

In-cohesive

brand image

and content across

communications

Maintain sales

across existing

product areas

Increase existing

sales and expand

product area

Produce cohesive

content and image

across platforms

Customer

engagement

and acquisition

Drive new business

attract and keep

customers

Build influencers,

partners and

collaborators

Establish Links


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Convert - conversion, using social recommendations

E-commerce process, product, price and promotion

• Driving new business, attracting and keeping customers

• Update and re-design website

• Increase multiple visits

• Look at marketing options, email etc.

Engage - encourage customers to act as advocates via sharing, recommendations

Customer advocacy

• Building influencers, partners and collaborators

• Create and share customer experiences.

• Feedback and satisfaction analysis.

This framework is explored further using SMARRT objectives and KPI’s to analyse how

Gloverall can achieve these goals, where there are gaps, and which marketing activities

they should optimise as part of their strategic plan going forward.

In terms of Increasing existing sales and expanding the product area the competition has

mastered the domestic market, and have expanded globally; diversifying their product

from one distinctive piece i.e. the wax jacket, to expanding their range to include a wider

range of products that appeal to their existing target market whilst also attracting new

customers including the nuclear/blended family; men’s, women’s and kids. This is an area

Gloverall need to strategically plan in terms of complementarity, sourcing, production and

marketing effectively. The KPI’s for measuring these outcomes effectively online are:

• Visits

• Unique visitors and fans

• Bounce rate

• Brand mentions/share of voice

• Outreach: influencer contacts

When it comes to producing cohesive content and image across platforms, Gloverall

could attract a wider market share and attract micro segments by improving their website

and social media content. Presently Gloverall [in comparison to their competitors Barbour


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and Belstaff] look visually weak, with unplanned creative content across the website and

social media channels. Gloverall have in the past initiated agency campaigns with

Egelwick & Webb and Vast Digital [as outlined in the chronological timeline, see Figure

5] and have recently revealed a web re-launch for A/W 2017. The KPI’s for measuring

these outcomes effectively online are:

• Visits to product page

• Add to cart

• Bounce rate

• Pages per visit

• Product page conversion

In terms of driving new business, and attracting and keeping customers, Gloverall have

competition in the same market [Belstaff and Barbour] and also the threat of substitute

competitors [Old Montgomery and Dufflecoatsuk], however according to Byron Sharp

[2010] most brands share the same pool of buyers as their competitors, therefore

Gloverall need to be distinctive more than conventionally differentiating themselves from

their competitors. The KPI’s for measuring these outcomes effectively online are:

• Conversion rate

• Unique visitors and fans

• Average order value

• Revenue or goal value per visit

• Audience share

Building influencers, partners and collaborators means Gloverall needs to identify

engaged customers and nurture them as advocates. Smith and Zook [2011] point out that

“a small irregular buyer who posts ratings and reviews could influence another 100

people”, whilst Byron Sharp [2010] believes attracting new customers [penetration] is

more important than building on light usage. The KPI’s for measuring these outcomes

effectively online are:

• Repeat conversion rate

• Frequency

• Active customers

• Social engagement


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• Reviews

• Complaints

• Satisfaction

Figure 9: Social media KPI pyramid [Ryan 2017]

Previously the report discussed Okonkwo’s [2007] theory that many companies in the

luxury sector leave strategic planning to chance. This report hopefully goes some way to

reflect Gloverall’s key issues, and where they could successfully implement a digital

strategy going forward.

2.2 E-communications brand objectives

A good model to specifically analyse digital goals for e-communication in the short and

long term is Pelsmaker’s model [See figure 10]. It hi-lights four specific digital marketing

goals: generating brand awareness, shaping brand image and brand attitudes, generating

trials and creating loyalty. These could be all be applied and adapted to suit Gloverall’s’

future lDMC plans as suggested in Figure 10.

In order to build Gloverall’s business model it must be brand specific but also needs to be

flexible in order to accommodate and company and market changes.

SOCIAL MEDIA KPI PYRAMID

RevenueReputation,CSAT

ShareofVoice,Resonation,WOM,SupportResponse,InsightsIntake

Clicks,Fans,Followers,RT’s,Views,Check-ins

CSAT[customersatisfaction],WOM[wordofmouth,RT’s[Re-tweets].


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Figure 10: Gloverall’s brand specific digital marketing goals [amended from Pelsmaker’s

model 2013, p.487].

The following table, [Pelsmaker 2013. pp.59] explores the brand equity components and

benefits, which Gloverall scored highly on in key competencies [p.12] and could exploit

further as part of any digital strategic planning. These components of brand equity are also

supported in similar models by academics, Chaffey [2011] and Aaker & Joachimsthaler

[2009].

Figure 10: Gloverall’s Brand equity components and benefits [amended from Pelsmaker

2013, p.59]

DIGITAL MARKETING GOALS

Generating brand awareness to reinforce the brand via owned online

advertising, generating content sponsorship, licensing and social media

marketing.

Shaping brand image to gain distinctiveness/differentiation from their

competitors via online advertising, e-mail marketing, mobile marketing and

online competitions.

Generating trial to gain new customers and competition through online

advertising, e-mail marketing, mobile marketing and online competitions.

Creating loyalty by influencing customers buying behaviour via email

marketing, online communities and online loyalty programmes.

BRAND EQUITY COMPONENTS

& BRANDING BENEFITS

Brand Equity Components Benefits

Brand awareness • Brand in evoked set

• Influence on attitude and perceptions

• Signal of substance/commitment

Product performance/perceived

quality

• Price premium

• Differentiation/positioning

• Reason to buy

• Brand extension potential

Imagery associations (user type,

brand personality, history, feelings)

• Differentiation/positioning

• High price premium

• Reason to buy

• Brand extension potential

High brand loyalty • Reduced marketing costs

• Attracting new customers

• Time to respond to competitive threats


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Gloverall draw heavily on their cultural authenticity and Britishness. With a strong brand

equity, Gloverall could promote a shift in brand attitude, drawing on their alternative

history. Over the decades, musicians and politicians with a strong stance [in terms of their

beliefs] have worn the duffle coat. This promotion of new imagery associations could

make Gloverall’s product more distinctive from their competitors and create a stronger

brand personality.

Brand extension potential exists for Gloverall as brands such as Toast and Hush [who

originally both sold pyjamas as their single product offer] have cleverly expanded their

ranges to include relaxed lifestyle clothing and accessories which complement their

existing brand essence. Brand extension potential exists, and there is a massive

opportunity to expand the range to include products that complement the outerwear

market sector, including accessories and diversification of material weights to span the

seasons more effectively in order to achieve growth.

In terms of Gloverall growth and acquisition in the future, Toast and Hush both originally

sold on-line, Toast now has a small range of stores in key geographic locations that

access their target market and Hush are building a range of concessions within John

Lewis and pop-ups in target towns which has improved accessibility and growth of their

domestic markets.

Gloverall’s web content needs to synchronise image, product and availability. Recently

the accessories home page featured watches with no product availability to support the

promoted product, there are many examples of pixelated product shots on the main page

and value/mass market catalogue style images on the product pages. This inconsistency

could result in low expectations, a disappointing customer experience and the possible

result of customers defecting to their competitors.

All of these factors are important in terms of brand development and customer

engagement and relate closely to any gaps, consumer insight and attitudinal behaviour

previously discussed.


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PART THREE (1500 words) 1375

3.1 Formulate, analyse and optimise strategic alternatives

In this section, the report further assesses the issues facing Gloverall and identifies any

significant gaps, alongside consumer insight analysis to better understand Gloverall’s

customer and their organisational attitudes and behaviours, using tactics including the e-

marketing mix, the communications mix, and social networking.

Figure 11: Gloverall detailed report structure [Ryan 2017]

A major influence on any brand/product/ performance is the organisational structure and

attitudinal response of how a brand is managed. In Marty Neumeier’s, The Brand Gap

[2006] he uses three basic models to demonstrate how most companies approach brand

management and integrated marketing communications:

1. Outsourcing the brand to a one-stop shop

2. Outsourcing the brand to an agency

3. Stewarding the brand internally

As with many brands Gloverall have sporadically used a combination of these. The first

two models, whilst proving efficient and unified put any responsibility in the hands of the

Research

Audiences

Budget

Objectives

Strategy

Tactics

Implementation

Control

DETAILED REPORT STRUCTURE

Situation analysis

Strategy

Tactics

Actions

Control

Where are we now?

§ Low sales across existing product area

§ In-cohesive brand image and content

across communications

§ Customer engagement and acquisition

Where do we want to be?

§ Increase existing sales and expand product area

§ Produce cohesive content and image across platforms

§ Drive new business attract and keep customers

§ Build influencers, partners and collaborators

How do we get there?

§ E-communication goals

§ Generating brand awareness

§ Shaping brand image and brand attitudes

§ Generating trial

§ Creating loyalty

What tactical tools to use?

Which action plans needed?

How do we manage process?

PART ONE


PART TWO

2.1 Identify the strategic

Challenge - analysis and

objectives

PART THREE

3.1 Formulate and analyse

strategic alternatives

PART FOUR

4.1 Implementation

- tactics, actions and control

PR Smith's

SOSTAC® model

Pickton & Broderick’s

RABOSTIC Model

GLOVERALL

Report

PLANNING

Questions


21

agency, and lacks any parity or control. The third combination allows the brand to have

complete autonomy with the luxury of stewarding the brand internally, many marketers

promoted external pre-the millennium.

The following graphic uses Neumeier’s third model to illustrate an integrated marketing C

team, and uses the RACE model to hi-light the key challenges:

Figure 12: A graphical representation of the IMC Team in relation to Gloverall [amended

from Neumeier 2006, p.59]

3.2 Proposition and e-marketing mix

In terms of hi-lighting significant gaps and also clear opportunities, these are explored

using Smith’s 8 P’s [Chaffey & Smith 2013], including the 8th P for ‘digital partnering’.

Product – To extend their current product offer [accessories, watches, seasonal

outerwear] and customise their single core product [the iconic duffel], and offer

personalised, new life and end of life services enhancing customer relationships and

engagement.

COMPANY

ADVERTISING

RESEARCH

IDENTITY

POPDISPLAYS

SUPPLIERS

PROMOTIONS

PACKAGING

BRANDSTRATEGY

PRODUCTDESIGN

NAMING

PUBLICATIONS

WEBDESIGN

PUBLICRELATIONS

EXHIBITS

EVENTS

ANNUALREPORTS

DIRECTRESPONSE

CREATIVESERVICES

Identityandbrandstrategy– R - Drivenewbusinessandattractandretain

customers

Productdesign– A-Increaseexistingsalesand

expandproductarea–valueproposition

WebdesignandcreativeservicesC - Producecohesivecontentandimageacrossplatforms[seecontentmanagementp.18].

Events– E -Buildinfluencers,partnersandcollaboratorsthroughsocialmediachannels


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Price – To promote, and not undermine the core and expanded product area whilst

promoting sale/discounted products in a discretionary format. De Pelsmaker in Marketing

Communications [2013] said “good marketing can be defined as avoiding the price tool

as much as possible”, therefore replacing the tab ‘outlet’ with a more discretionary

‘archive’ link to make sale products more attractive.

Place – in terms of user experience and connectivity, the site and social media send

mixed messages and the current product shots and model images are not aligned to the

luxury target market. Models, diversity, still life photography and image optimisation could

all be improved.

Promotion – A social media plan is essential as a baseline social media study [Appendix

V] hi-lights potential issues. Gloverall need to distinguish which products they want to

promote through the use of social media based on product availability, establishing

market share and growth.

People – Re-evaluating how social media content is managed, web site navigation, and

electronic customer relationship management [Okonkwo, 2007].

Process – Over the course of this report our case study brand ‘Gloverall’ started to update

their website on 1st September with a new landing page, look book and optimised images,

including design and font. Innovative digital solutions are attractive to gaining new

customers to the site and retaining existing customers but only if the message is

integrated. The web site development is a positive development although integration is

key across the e-commerce channels.

Physical Evidence – An IMC strategy going forward should allow more analysis of

customer interaction, SEO and web insights across the website and social media to fill

gaps and potentialise opportunities.

Digital partnering - Particularly developing relationships with Influencers that Gloverall

customers know about and respect [bloggers]. Link partners that Gloverall can co-operate


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with to help SEO and advertising partners that Gloverall can build a strategic, long-term

relationship with for example [fashion publishers]

Figure 13: A graphical representation of the 8 P’s of Marketing in relation to Gloverall

[amended PR Smith 2011]

In terms of a preferred model the report has previously referenced Okonkwo’s luxury

fashion business model [2007] to illustrate the current situation and strategic challenge.

The next model illustrates how to formulate and analyse the strategic alternatives, which

summarise and align to many of the outcomes from the 8 P’s and the marketing mix.

THE 8 P’S

THE DIGITAL

MARKETING MIX

Target

Physical

• Experience of brand

• Online experience

• Customer engagement

Process

• Customer focus

• Innovative digital

solutions

Promotion

• Brand

uniqueness

• Social media

Marketing

Product

• Brand

• Quality

• Design

• Diversification

• Personalisation

• Availability

Price

• Superior quality

• Value

• Positioning

• Discounts

Place

• Retail

• Wholesale

• Local-Global

• Search engine

visibility

• Connectivity

People

• Culture/image

Digital

Partnering

• Collaboration

• Licensing

TargetCustomer


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Figure 14: Gloverall’s strategy alternatives aligned to the luxury fashion business model


3.3 Market and product positioning

One of Gloverall’s key challenges is to increase existing sales and expand the product

area. This is a key challenge that could provide a positive online value proposition [OVP],

and offers a strategic alternative. E-Business and E-Commerce Management

[Chaffey/Ghosh 2011 p.407], suggests that product development adds ‘value’ to existing

products and ‘digital value’ to the customer. A strategic product development plan would

attract new advocates, generate new sources of revenue and complement the existing

product offer, resulting in:

• Building an audience/online community which would support the existing brand

and make the brand distinctive from their competition [also aligned to a social

media strategy].

• Adding value to existing products

• Increasing the product range

In terms of market penetration [Chaffey 2011 p280], product diversification could have an

overall market effect of:

• Increasing market share growth –competing more effectively online

• Improving customer loyalty – adding value to existing products services and brand

• Improving customer value – increasing customer profitability by increasing

purchase, usage and quantity.


25

3.4 Content management

The second of Gloverall’s key challenges is to produce cohesive and dynamic content

across platforms including: website, social networks and mobile platforms to generate

customer engagement using an integrated content strategy, this could lead to:

• Exceptional quality content, and to be ‘useful, compelling and meaningful’ [Chaffey

2011]

• Improvement of customer satisfaction, experience and engagement

• Improvement of online analytics and SEO

• Ongoing support of the brand essence

This could also encompass user generated content, including:

• Customer reviews

• Customer ratings

• Customer comments

In order for this to work effectively Gloverall would need to review their organisational

processes and bring web, branding and marketing functions together to provide an

effective content strategy. This is where Gloverall could consider Neumeier’s [2006]

model of stewarding the brand internally when producing a successful digital marketing

campaign.

3.5 Customer acquisition and retention

The third and fourth of Gloverall’s key challenges are to drive new business, and attract

and keep customers and build influencers, partners and collaborators. This relies on

establishing targeted online marketing communications through digital channels using PR

and possible public-figure factor, suggested by Arora [2010] to draw customers to the

dynamic content. For Gloverall the key online digital media channels for traffic acquisition

could include:

• Search engine optimization [SEO]

• Regularly update feed/content in relation to product [relates to content strategy

managed internally]

• Online PR [low cost and good for targeting]

• Online partnerships


26

• Email marketing [data base capture which would be effective but requires data opt-

in May 2018]

• Social media marketing [low cost and micro managed internally]

And offline:

• Direct mail/look books [increase awareness but relatively costly]

• Sponsorship and licensing [invest in longer term relationships with affiliates]

• Events and pop-ups [ one off costs, short term and targeted]

Investing in online and offline communications would significantly increase the probability

of maintaining customer satisfaction, which drives loyalty and profitability [Chaffey 2011]

by:

• Increasing sales

• Encouraging repeat customers

• Encouraging repeat visits

3.6 Social media marketing

And finally, in this section the report looks at social media marketing, which is part of a

broader customer engagement strategy encompassing brand, market, product

positioning, content management, customer acquisition, conversion and retention. It has

been referenced throughout the report and would be a major part of Gloverall’s future

strategy due to its current weakness of social media engagement [See Appendix V].

Figure 15 The Honeycomb of Social Media [Kietzman et al., 2012 p.110/116].

THE HONEYCOMB OF SOCIAL MEDIA


27

The honeycomb blocks that are most pertinent to Gloverall’s current social media situation

are:

• Relationships – nurturing existing relationships and growing new ones

• Conversations - curating conversations and staying connected short updates

• Reputation – increasing the quantity of followers, views v quality endorsements and

internal organisational structure, managing the reputation.

• Sharing - common interests

In order to build a clear overview of social media functionality the following graphic

illustrates Kietzman’s [2012] seven constructs of identity, presence, relationships,

conversations, groups, reputations and sharing. This model is particularly effective as it

can be used by marketers across all channels and stages of digital planning [prior and

ongoing] using the honeycomb blocks in various formations to suit the needs of social

media channels and functionality.


28

PART FOUR – (1,250 words) 1134

4.1 Action, implementation and Control

The final part of the report outlines the action, implementation and control of Gloverall’s

future objectives and strategies. Using a combination of the SOSTAC model [Smith 2011]

and Okonkwo’s luxury fashion business model [Okonkwo 2007], Gloverall’s final Strategic

Business Model is illustrated in Figure18 and brings together the levels discussed in Parts

One to Four of the report.

Figure 18: Gloverall’s Strategic Business Model aligned to the luxury fashion business

model [amended from Okonkwo 2007, p. 276]

Level 1: Current situation

Level 2: Strategic challenge

Level 3: Formulate and analyse the strategy alternatives

Level 4: Implementation plan

Level 5: Performance and measurement indicators

GLOVERALL’S STRATEGIC BUSINESS MODEL


29

Level Four of the plan features the implementation and assessment of the internal

resources and competences for a successful digital strategy, which include:

• Investment and Budget

• Risk assessment/resourcing

• Execution timeframe

• Potential success or failure/ success factors for managing change

• Measure and Report/measurement and testing

Figure 16: Gloverall’s implementation plan aligned to the luxury fashion business model


4.1.1 Cost: Investment and Budget

Whilst the Gloverall business is managed primarily in the UK, financial support comes

from its parent company in Shanghai. With advertising and commercial costs reduced

significantly over the last five years [See Appendix I/II] Gloverall reflects the accounting

approach to the marketing mix with raised prices, reduced costs and investment cuts

[Doyle 2003, p.287].

In terms of establishing a return on investment [ROI], Smith & Zook cite Ambler’s

measurement mechanisms [2006 cited by Smith & Zook 2011] to illustrate how in

combination they provide a business with a definitive financial return. The proposed

strategy for Gloverall would use a number of performance and measurement indicators

IMPLEMENTATION PLAN

Implementation

criteriaRisk Cost Time Total

Proposal

Strategy

X XXX X XXXXX

Existing

Strategy

XX X XXXX XXXXXXX


30

[4.1.5], thus providing a combination of return on marketing investment [ROMI] and a

return on marketing expenditure [ROME].

4.1.2 Risk Assessment

Referencing the implementation plan the proposed strategy is based on stewarding the

brand internally [Neumeier 2006] with key appointments to address Gloverall’s strategic

challenges, and align business roles in order to achieve a holistic IMC outcome:

Content/Marketing manager [Av. salary £34,429 per year]

• Market awareness and lead generation[SEM/SEO]

• Social media and events

• Plan and develop web site content

• Analytics and engagement metrics

• Compliance [legal and data]

Ass. Brand Manager [Av. salary £32,116 per year]

• Raise brand awareness

• Develop and implement strategies to increase sales

• Build partners and alliances

• Analyse data

• Follow market trends and present creative ideas

Product development and manufacture [existing post]

• Increase existing sales and expand product area using existing manufacturing and

sourcing frameworks.

Investment in these roles would balance out the ROI over the long term as they would

lower the risk and manage the product/brand more efficiently in the future.

4.1.3 Execution timeframe

The proposed strategy of dynamic content across integrated channels of communication

would generate customer engagement within a shorter time period and generate

customer loyalty over a longer period. The existing strategy, although needing less


31

investment carries a greater risk; using external agencies with no guarantee of customer

acquisition or increased sales, and weakly managed channels of communication.

4.1.4 Potential success or failure

In relation to Okonkwo’s implementation plan, the 7S framework [Okonkwo 2007, p. 275]

is a useful metric for a luxury brand such as Gloverall; it implements factors for managing

change and reviews capabilities relating to e-business which could potentially lead to

success. Developed by McKinsey and the Boston Consulting Group in the 70’s there are

several adapted versions by other academics but the principles remain and are based on

shared values:

Figure 17: Gloverall’s 7S Framework [amended from Okonkwo 2007, p. 275]

4.1.5 Performance measurement indicators

Many of the SOSTAC’s plan, SMARRT objectives and KPI’s outlined in Part Two would

be subject to further rigorous testing and measurement to achieve Gloverall’s key

strategic objectives. The key performance, testing and measurement indicators relevant

to Gloverall’s strategy would include Okonkwo’s Level Five model [Okonkwo 2007, p.

275], which uses the Balanced Scorecard, 7-S Framework [4.2.4] and Brand Asset

THE 7S FRAMEWORK

Shared Values

Strategy

Structure

Style

Staff

Skills

Systems

Strategy• Annualplanningapproach• ManagingbudgetsandROIStructure• Integrationofstaffingacrossteams• InsourcingVoutsourcingSystems• Processes,planning,sharing• DigitaleffectivenessSkills• Distinctskills• SpecificapproachesStaff• insourcingVoutsourcing• recruitmentandretention• developmentandtrainingStyle• e-commercestrategy• culturalstyleandinfluence


32

Evaluator. And in addition, the DAGMAR model [Pelsmaker 2011 p.156] and the RFM

model.

Figure 17: Gloverall’s implementation plan aligned to the luxury fashion business model


The balanced scorecard by Kaplan and Norton [1993 cited by Chaffey 2011 p. 274] is a

performance metric tool and is particularly useful for Gloverall as a B2C e-business as it

focuses on the internal structure. This method of measuring internal performance can be

used to evaluate and reflect Gloverall’s organisational approach using four perspectives:

• Customer perspective – acquisition, retention and satisfaction.

• Internal perspective – processes, R&D, procurement, lead times.

• Financial perspective – online channel, revenue, margin and cost.

• Innovation and growth – sales, employee and shareholder value over time.

Alternatively, the Dagmar model [Pelsmaker 2011 p.156] can be used to define

communications goals and manage advertising results; this would be particularly effective

in relation to Gloverall’s product expansion and monitoring sales, frequency and repeat

business. It also has a number of goals and objectives that can be customised to suit the

challenges highlighted in the SOSTAC plan outline [See Figure 11].

To measure customer engagement, including acquisition and retention [life time value

LTV] web analytics and software data can be used to analyse and track customer

satisfaction, loyalty and profitability using the RFM model [response scoring model]:

• Recency of purchase

• Frequency of purchase

PERFORMANCE MEASUREMENT

INDICATORS

Performance

measures7-S

framework

Balanced

scorecard

Brand

asset

evaluator

DAGMARRecency

Frequency

Monetary


33

• Average amount spent on purchase

In terms of brand equity and consumer experience, Y&R’s Brand Asset Valuator [BAV] is

a quantitative model used to assess brand equity and customer experience [Y&R 2017].

Using database analysis and unique web analytics the BAV model measures the following

factors:

• Differentiation - measures the degree to which a brand is seen as different from

others.

• Relevance - measures the breadth of a brand’s appeal.

• Esteem - measures how well the brand is regarded and respected.

• Knowledge - measures how familiar and intimate consumers are with the brand

The RFM and BAV models could also be used to identify Gloverall’s most loyal customers.

4.2 Conclusion

If Gloverall can integrate digital marketing communications there will be a number of

potential benefits suggested by Linton and Morley [1995 cited by Yeshin 2003, p.407]

including creative integrity, consistency, greater precision and cost savings, to name but a

few.

The element of consistency is as important as any, and developing and implementing an

integrated marketing strategy will a degree of centralisation as suggested by Grein and

Gould [1996 cited by Yeshin 2003, p.412] will be key. Whether Gloverall focus on an

internal team structure or a combination of internal and a single agency/media specialist,

they will need to deliver a cohesive message as Yeshin [2003, p.409] said, “ensuring all

the contributors work to the same set of objectives and deliver a cohesive message to the

consumer”.

Gloverall’s success will be derived from adopting a strategic IDMC plan such as the

Strategic Business Model [See figure 18] to improve a holistic approach across channels

of communication. and make the brand more impactful for the future.


34

PART FIVE

5.1 Appendices

Appendix I – Key Financials


35

Appendix II – Competition income statement

HQ

locatio

n a

nd

co

un

tyC

om

pa

ny A

ctiv

ityS

ale

s £

mP

rofit £

m‡

Sta

ffY

ea

r en

d

South

Sh

ield

s T

yne

and

Wear

UK

18

70

J. B

arb

our &

Son

s L

td.

Clo

thin

g m

anu

factu

rer

20

42

810

07

April 2

016

Lo

ndo

n

UK

19

79

Bels

taff In

tern

atio

nal

Ltd

.

Clo

thin

g m

anu

factu

rer

7.8

5.4

82

Dec 2

01

5

Vic

toria

Austra

lia

18

98

Driz

a-b

one

Clo

thin

g m

anu

factu

rer

8.6

Co

mpa

ny

incom

e

sta

tem

ent

N/A

25

April 2

016

North

am

pto

nshire

Shang

haiP

are

nt C

om

pany

UK

195

1

Glo

ve

rall P

LC

.

Clo

thin

g m

anu

factu

rer

4.5

4.2

562

Dec 2

01

6

Le

iceste

rshire

UK

200

3

Mo

ntg

om

ery

Duffle

Ltd

.

Clo

thin

g m

anu

factu

rer

Curre

nt

Assets

1.3

Cu

rrent A

ssets

1.3

7D

ec 2

01

5

Le

iceste

rshire

UK

200

3

Duffle

Coats

UK

[sub

sid

iary

of

Mo

ntg

om

ery

Duffle

]

As a

bo

ve

As a

bove

As a

bo

ve

As a

bove

Lo

ndo

n 2

002

Lo

ndo

n T

raditio

n P

LC

.E

xem

pt u

nd

er

the

sm

all

com

pan

ies a

ct

0.8

78

Not k

now

n2

016

CO

MP

ET

ITIO

N IN

CO

ME

STA

TE

ME

NT

‡ P

rofits

= o

pera

ting p

rofits


36

Appendix III – YouTube transcript

The British are iconic, always have been It comes down to heritage

It’s in their blood It’s a badge worn with pride

It’s all about quiet dignity Never spoken always seen Understated yet celebrated

Women with no time for hype Men that have no truck with trends People who know their own minds

And tread their own paths Individuals, independent, self-assured, self-confident

With discerning taste and an eye for the classics They admire craftsmanship in all its forms

Never overwhelming, and never overwhelmed Their brand unites them, understands

They have a shared history, a mutual respect Like them their brand is British, understated, dignified and defiant

The pioneer of classic British style The home of the original British duffle

The Gloverall of England

You Tube., 2017. Gloverall: Iconic British Design. You Tube [online] 9th Nov. 2015.

Available from: https://youtu.be/0CW0ZaEy8TQ. [Accessed 26th July 2017].


37

Appendix IV

Example of image content on Gloverall web site [pre-Sept 2017]

Example of image content on Gloverall web site [post-Sept 2017]


38

Appendix V – Social media real time tracking

SO

CIA

L M

ED

IA

RE

AL

-TIM

E T

RA

CK

ING

So

cia

l Med

ia S

tatu

s a

nd

inp

ut

Sep

tem

ber 2

01

7.

Glo

vera

ll

Ins

tag

ram

Glo

ve

rall

Face

bo

ok

Ba

rbo

ur

Insta

gra

m

Ba

rbo

ur

Faceb

oo

k

Bels

taff

Ins

tag

ram

Bels

taff

Fac

eb

oo

k

Num

ber o

f follo

wers

5,1

09

30

247

k4

15k

14

4k

25

1k

Num

bers

of p

osts

46

8to

tal

20

1,8

81

tota

l3

02,0

78 to

tal

30

Num

ber o

f re-p

osts

78

00

00

Hig

hest

nu

mbe

r who

partic

ipate

in

sessio

ns/p

osts

17

042

17.8

k1

.1k

5,5

00

35

3

Num

ber w

ho m

ade

com

pla

ints

/dis

satis

fied

-0

-3so

me re

plie

s

may h

ave b

een

filtere

d o

ut

-0som

e re

plie

s

ma

y h

ave

bee

n

filtere

d o

ut

Fre

qu

ency o

f vis

its

Typ

e o

f peop

le w

ho

vis

it the s

iteA

B

A, B

, C1

AB

A, B

, C1

80%

M / 2

0%

F

AB

A, B

, C1

AB

A, B

, C1

50%

M / 5

0%

F

AB

A, B

, C1

AB

A, B

, C1

95

% M

/ 5%

F


39

5.2 GLOSSARY

Term Definition

AMA American Marketing Association

BAV Brand Asset Valuator

B2B Business to business

B2C Business to consumer

BSC Balanced scorecard

CRM Customer relationship management

CSAT Customer satisfaction

DAGMAR Defining advertising goals for measured advertising results

HHI House hold income

ISC Warner’s index of status characteristics

IMC Integrated marketing communications

IDMC integrated digital marketing communications

LTV Life time investment

OECD Organisation for Economic and Co-operation Development

ONS UK Office for National Statistics

OVP Online value proposition

PR Public relations

RACE Reach, act, convert, engage.

RFM Recency, frequency, monetary value. A response scoring model

ROI Return on investment

ROME Return on marketing expenditure

ROMI Return on marketing investment

RT/RP Re-tweet/Re-post


40

SEM Search engine marketing

SEO Search engine optimisation

SME Small to medium size enterprise

SOM Share of the market

SOV Share of voice

SOSTAC Situation, objectives, strategy, tactics, action and control

SRC Self-reference criterion

STP Segmentation, market targeting, differentiation, and positioning

TGI Target group index, a marketing and media survey est. 1969

WOM Word of mouth


41

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Documents

INTEGRATED MARKETING COMMUNICATIONS EXPLORED · In Digital Marketing Needs Firm Commitment, Chaffey [2014] advises “the SOSTAC planning framework (Situational analysis, Objectives,