1. 1
Marketing Strategy Report and
Communication Plan to Realise
The Potential of Very In The Denim
Industry.
Rebecca L Pow
N0589552
FMBR20001

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I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the
conduct of this project.
Signed (student) ………………………………………………………………………

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-Introduction & Methodology ... 4
-Brand History ... 6
-Brand Mission ... 7
-The Macro Environment
1) PEST Analysis ... 8
2) Macro Trends ... 10
-Online Fashion Retail:
1) Market Health ... 12
2) Denim Overview ... 14
3) Denim: Price & Product ... 16
- Micro Trends and Innovation ... 19
-Future Thinking: Trends 2016 ... 22
-Competitor Analysis ... 24
-Brand Positioning ... 30
- Financial Analysis and Performance ... 32
-Brand Health ... 33
-Consumer Segments ... 36
-SWOT Analysis ... 38
- Killer Insight ... 40
-Brand Objectives and Strategy ... 44
-Website Development ... 45
- Visual Merchandising ... 46
- Customer Relations ... 47
- Product Range ... 48
-Communication Objectives ... 51
-The Concept ... 52
-Implementation ... 54
- Timeline ... 62
- Budget ... 64
-Measure and Review ... 65
- Appendix ... 66
-Bibliography ... 76
- References ... 78
- Illustrations ... 79
Contents
Where are we now? Situational Analysis | Part 1
Where do we want to get to? The Future | Part 2
How will we get there? Communication Plan | Part 3

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Introduction
This report will focus on a 3 year Marketing Strategy for Very.co.uk including a detailed 1 year tactical
communication plan; to realise the potential for Very in the denim market. An online creative
campaign has been developed to articulate how Very can hope to achieve the objective to be the No.1
online denim retailer in the UK. Appendix 2.2 demonstrates the strategic path this report follows.
Fig. 1

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Methodology
The strategy is research led. Combining exploration and evaluation of the current denim market; online retail
health and future trends, reccommendations will be suggested.
Data will be reviewed throughout to gain understanding of the industry and build a comprehensive picture
of the Very consumer. This will guide and support ideas and recommendations. Both academic and media
sources are used to inform thinking, leading to a strategic yet creative and commercially viable plan. Primary
research firstly helps to understand the needs and desires of the market.
Primary Research
• Presentation from head of womenswear buying at Very.co.uk
• Consumer questionnaire – 103 respondants
• 8 Consumer Interviews
• Competitor Store Observation
• Product Reviews
Secondary Research
Secondary research adds depth to data and allows cultural, economic and trend variables to be explored on a
greater scale; allowing for analysis on the impacts they have on consumer behaviour and understanding the
denim market.
• Mintel Online Retailing Reports
• Drapers Denim 2015 Trend Research
• Articles
• Journals
• Documentaries
• Blogs
• Research Studies

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Brand History
Under the Shop Direct umbrella: Very.co.uk launched in July 2009 as a fun, friendly online
department store that aims to make style more accessible.
The big idea behind Very.co.uk is: whatever you do, do it in style. (ShopDirect 2015)
With a history of innovative advertising campaigns and successful brand collaborations, Very.co.uk are
in a prime position to penetrate the denim market. Shop direct have a 1.8% market share in UK denim
sales (driven by Very) and as a category it’s a bestseller across Men and Women.
Fig. 2

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Brand Mission
Brand Essence
“Our ambition is to become a world class digital retailer,
offering our customers the best and most personalised
shopping experience they can find.”
(Shop Direct 2015)
The Very brand is defined by 3 unique values that differentiate them from the competition. Zook (2011)
suggests a brand is a holistic experience that stretches the physical into the psychological. Very personify this
theory through their communication and branding. Very.co.uk sells more than just products. It sells style and
confidence.
Every brand, collaboration and product involved with Very is aligned and communicated through their
personality. It is the essence of the brand that motivates consumer and employees alike.
Stylish. Innovative. Fun.
Values:
•Offering each customer an experience as unique as she is, dedicated to personalisation and innovation.
•Style and quality commitment.

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The Macro Environment
Political:
•Pressure from the government, charities and consumer to reduce waste through the fashion supply
chain.
•Cuts in Tax Credits may result in more spending on credit
•Hygiene and pollution issues in Xintang, China affecting denim production
•Import Tax Rates- are subject to change and influence profit margins when manufacturing overseas.
•Increase in cotton prices cause dispersion of denim manufacture emerging from unsustainable China
to Bangladesh, Parkistan Vietnam and Turkey meaning the bargaining power of supplier’s decreases.
•New initiatives ensuring that cotton is being produced in a more sustainable way.
Economic:
•Consumer confidence in Online retailers becoming more certain
•Women remain less confident about their financial situation than men: UK consumers are increasing-
ly turning towards value denim products
•Public sector cuts have seen women become savvier in shopping habbits, creating a tougher
environment for clothing retailers.
•Climate changing and warmer, later winters affecting sales in denim in Autumn which impacts cash
flow
•Retail margins being compressed as costs of labour and competition intensifies
•High demand and low supply for cotton leading to price increase
Social:
•Content is king – sharable and engaging online content is powerful to brands
•The fad of personalisation is still persisting suggesting a longer term trend
•Ecommerce expected through social with option to buy buttons and visual search features
•Increasing accessibility to purchase paparazzi photographed outfits seen on celebrities, via social
media and apps.
Technological:
•E and M-commerce is the fastest growing retail market in Europe (Retail Research 2015)
•Technology in denim fabrics becoming increasingly important and noticeable to consumers
•Product detail importance growing, for example pocket size perfect for the latest Iphone.
•Sustainable denim is a growing trend for 2016 with emphasis on an advanced manufacturing process
to use less water
•Brands are beginning to experiment and develop hemp, flax and jute products as a viable alternative
to traditional denim. Taylor (2015)
PEST Analysis
To understand the market Very Denim is operating in and identify key drivers for change in industry,
analysis of the external environment must be considered.

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Key Implications for Very:
•Consumers seek transparency from brands to leverage trust therefore reviews and recommendations and
a positive social responsibility are imperative.
•Own label products will be favoured in trend lead styles due to the cheaper price point and desire to be
fashion forward. Therefore offering a larger own brand value collection and select classic styles at a higher
price point for more of an investment buy is likely to satisfy the Very consumer.
•Manufacturing of denim needs to be transparent and sustainable to keep up with innovative brands and
campaigns such as Levi and H&M’s conscious.
•Very Denim must be easily accessible on mobile and with multiple delivery options
•Political issues such as the hygiene and pollution in areas where denim is densely produced could cause a
rise in price of production. Tight control of budgets and forecasting is therefore crucial for growth of denim.
Fig. 3
Fig. 4
Fig. 5

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Macro Trends are important to consider when evaluating the current position of Very.co.uk. These
trends specifically stimulate and affect consumer and industry behaviour, therefore impacting upon
what must be considered in the Marketing Strategy going forward.
Hyper Connected Consumer
Consumers are more often than not multi
screening: Meaning connected to multiple
devices simultaneously. Market leading re-
tailers recognised this years ago so to have
channels that aren’t fully aligned, engaging
and on brand is now a severe crisis if
expectation is to compete among well
established competitors.
“Multiple connected devices would
allow customers to be less than an arms
reach of any virtual information that they
need. Online shopping channels, digital ad-
vertising, mobile channels, and other e-mar-
keting will be highly leveraged in the coming
year.“ Singh (2014)
Transparency Is The new Green
According to Faranken (2015)
“The brands investing in building relationships
with consumers that are finding more success in
the long- and short-term”. He continues, “Brand
honesty and transparency empower the
consumer to take control of their buying
decisions unlike ever before. When brands make
it easy to acquireinformation about their
products, it tells consumers they have nothing to
hide while sending the message that they care
about the needs and wants of their customers.”
Singh (2015) emphasises that due to analytics and
data platforms, companies will be more
accountable for decisions and strategies than
ever before.
Targeted and Personalised
Advertising
Personalisation across all communication, not
just the end product is set to remain crucial in
the next 12 months, opening a debate regarding
creativity treading on a thin line against privacy
and relevance. “The onslaught of smart TVs,
connected devices and Big Data analytics will
allow advertisers to deliver targeted advertising
dynamically into broadcast programming and
the retail environment. In this way, advertising
becomes specific to each viewer/customer.”
Signh (2015)
Macro Trends

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Key Insight:
•Personalisation marketing must be further leveraged through social. Very’s ability to target consumers with
different messages persists in being a key factor in their rate of growth.
•M-Commerce must be at the core of a strategy not as a separate entity.
•Transparency in authenticity of product and brand values is expected to remain genuine. Levi offering
alterations, and Replay installing workshops in their flagships for example demonstrates brand sincerity.
•To achieve market leader in denim retail- social channels, web and advertising must be more tightly aligned
and differentiated. Consumers want only relevant products and services appearing on their newsfeeds.
(Deloitte 2015)
Fig. 6

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Online Fashion Retail: Market Health
Graph to show online retail sales stood at £43.3 billion in 2014
ES T IMATED MAR KET S H ARE O F O NLINE FAS H ION MAR KET, BY
C H ANNEL, 2 0 1 3
60.9 % MultiChannel
Retailers
25.5%
Pureplay
Retailers
10.6 %
Major
Catalogues
3.3 % Niche
Catalogues
“Consumers are increasingly appreciating the benefits offered by strong multi-channel
operators that are able to combine the strengths of selling online and in-store. Pure
plays have come to realise that if they want to be profitable need to focus on playing to
their strengths of offering convenience and breadth of range whilst working to improve
service.” (Mintel 2015)
Fig. 7
Fig. 8

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Key Insight:
• To leverage loyalty, trust must first be earned to reassure consumers of good fitting.
• Reviews and visual content online could also increase consumer reassurance.
For Very to maintain pace with Multi Channel giants such as John Lewis, a focus on emotional connection
with consumers, breadth of range and convenience will be crucial strategies for success. Zook’s (2011)
theory supports this connection focus, hereby highlighting the golden opportunity for brands to grasp is the
ladder of engagement. Driving business forward by nurturing customers to higher levels on involvement
with the brand.
Summary:
• It is emphasised that Online retail sales stood at £43.3 billion in 2014. Sales will continue to grow by 64%
between 2015 and 2020 to reach £71.2 billion. (Fig. 7)
• Figure 8 shows in 2013 pureplay fashion retailers were estimated to own only 25.5% of market share
meaning there are opportunities for growth and market share to be taken from the multichannels.
• 20% online sales are now made from mobile. Mintel suggests that M-commerce looks set to continue to
underpin the increase in online retail sales.
• 9% of online shoppers bought clothes from Very between 2013-2014 demonstrating they have a solid
position in the market.
• In 2015, online sales contribute under 13% of all retail sales but rising to 18% by 2020. Online retailing is
still a growing channel however growth has slowed in the last 2 years. It is expected as the market is
maturing that growth will continue but at a slower rate.
A challenge Very face where multichannels do not is the issue of clothing fit. Mintel (2014) reports: “One of
the main barriers to shopping online for clothes is fit and it is still a category where consumers like to try on
and see items in person. However, trust in a retailer where they already shop and previous experience of their
clothes sizes makes it easier for them to migrate online.”

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The denim market is incredibly dynamic and changes rapidly with influence from technology, catwalk
trends and season, across genders and generations. Summarised by Editd (2015) “ Denim is a huge
part of every retailer’s business, and every consumer’s wardrobe “. The rise of sports luxe and
alternative casual fabrics unexpectedly failed to slow down the growth of the UK denim market in
2015 (Editd 2015). Perhaps as a result of the Catwalk showcasing a smarter take on denim this year.
(Spence 2014).
•The denim market in in the UK is worth £1.5 billion.
•Shop Direct hold a 1.8% share in the denim market, driven by Very.co.uk
•In 2015 Skinny jeans were clearly the bestselling style
•Spend on womens jeans is up 13% from 2014
•Denim under £45 drives 62% of demand.
•The majority of consumers spend under £50 on a pair of jeans, with almost 7/10 ten adults (68%)
buying jeans at the cheaper end of the price scale. (Mintel 2010)
•78% of the women’s denim market is composed of jeans (See appendix 2.0)
•Denim’s profile has been raised for SS15, thanks to the runway collections of designers like Burberry
Prorsum, Gucci and Stella McCartney. (Editd 2015)
•Over 50’s market is growing quickly with expenditure up 10-16% in 2015. (Fig. 10)
Within the market there are clear areas of growth for own label and catwalk led styles.
“UK consumers are increasingly turning towards value denim products from the likes of Asos, House of
Fraser and Debenhams, with the market growing by 52 percent in the last 12 months, according to the
Denim Retail in 2015 report from Editd”. (Wightman-Stone 2015)
Graph to highlight the growth or decrease in Value vs Premium denim sales between 2014-2015.
Denim Overview
Fig. 9

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Fig. 10
Fig. 11

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Fig. 12
Fig. 13
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Denim: Price
It’s interesting to consider that among the claims of economy denim success, the luxury market is
growing. Euromonitor (2015) found the likes of G-Star and Diesel for example grow by 3.2% despite them
dropping from the top 10 bestselling brands online. Very should not therefore dismiss selling premium
brands but should carefully select and align brands suitable for their consumer to avoid dilution of
product selection and waste of resources and costs.
UK 2014- 2015
Economy Jeans 3.1%
Standard Jeans 2.5%
Premium Jeans 3.2%
Super Premium Jeans 3.1%
(Euromonitor in Drapers 2015)

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Fig. 14
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Denim: Product
UK Branded Vs Own Label Sales:
The data in figure 14 illustrates women are much more likely to buy own brand denim than men. Own label
womens’ jeans are a key market driver with 9.1 million sales in June-August 2015 Vs just 0.5m branded sales.
Mens own label Vs branded denim sees much less differentianton, with 4.7m Vs 1.2m respectivly.
The women’s denim market is driven by the share of jeans; (See Appendix 2.0) specifically skinny jeans. Dark,
blue, black and faded blue are the bestselling colours in both mens and women styles. (See Appendix 1.9)
Key Insight:
•Despite the growth in the denim market, Primary research highlights an important challenge facing brands:
Consumer loyalty is jeopardised when core styles or signature fits are changed which again reflects knowledge
that fit is the most important feature of jeans. A consumer survey by Econsultancy reinforced this: “Almost a
third of shoppers (29.5%) identified jeans as the trickiest product to buy online.” (Moth 2013)
•“Stretch and comfort dominate the womenswear market; and now the men’s market are taking note. They
key difference being man want an authentic, rigid denim look and the practicality. Stretch for men is an
increasing trend.” Hounslea (2015)

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Summary:
To summarise; both online retailing and the denim market are growing.
•The critical price point of £29.36 is the average selling price of department store jeans and £45 for
the average mid market online jean price. (Rogers 2015) Very therefore must focus on price strategy for
core denim pieces within this competitive window.
•Shopping habits in 2015 saw women are more willing to buy denim from multiples, and men from
premium brands.
•Catwalks influence mid market trends, so forecasting trend and styles that will be in demand is
crucial to gain respect as a sincere denim retailer. (Geoghegan 2015)
In the UK, the emphasis on the premium/luxury market has shrunk considerably as the mass and
value markets take over. See Fig. 9 (Editd. 2015) Furthermore, own brand labels have seen a sharp
increase in demand, with styles trickling down from the catwalk being the driver behind this. Primary
research suggests; when it comes to trend lead styles such as flares or coated denim, they are likely
to try a cheaper pair before investing in a more premium pair, if the style appears to stay on trend for
longer than 1 season.
It can be identified there’s a clear gap in
the product offering at Very for
development of their own label Brand V.
Research shows that 2015 was a strong
year for own brand sales and with Very’s
product offering being so minimal, this is
an opportunity that should not be missed
during 2016.
Key drivers in the denim market can be
summarised as:
•Own brand womens jeans
•Strong and growing demand from the over 50’s
segment
•Willingness to buy denim from multiples
rather than premium denim specialist.

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Fig. 15
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Micro Trends & Innovation
Looking at denim trends will provide insightful information for buyers and inform what specifics the
marketing objectives need to be based upon.
•New stretch fibre fabrics from market leaders are redefining the standard of authentic denim with
a snug fit and softness, whislt being produced using less environmentally damaging raw materials.
•Fit and cut of jeans is the most important factor. Very’s bestselling womens are a dark blue skinny
and mens are a mid blue slim leg. (See Appendix 1.1)
•WGSN identify Eco Active and Sustainable Denim emerged as trends in 2015 and are likely to build
momentum. (Taylor 2015)

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Fig. 16
Fig. 17
Fig. 18
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Emerging Trends:
Sustainable Denim &
“ To meet consumer demand,
producers face the challenge of
creating technologically
advanced fabric at affordable
prices.”
Hounslea (2015)

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Fig. 19 Fig. 20
Fig. 21
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“This trend combines a strong explorer attitude a with world
traveller sensibility, while taking indigenous influences from
faraway places. Standard-issue military styling informs signature
details such as bellows pockets and functional fastenings, while a
bohemian edge adds a delicate, hand-crafted touch. Drawing on a mix
of vintage and deadstock utility references with heritage crafts and
textiles, the theme presents a collection of items with a storied aesthetic.”
Leverton (2014)

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Fig. 22
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Future Thinking : Trends 2016
Predicting denim trends and industry issues allows for implications to be reviewed and opportunities
sought out.
As the Spring shows rolled out, something became very clear when it came to the denim we were
seeing: ’90s jeans are coming back in a big, slouchy, wide-leg way. We’re talking raver/skater girl but
more refined. Bishop (2015)
•Wide Leg, Turn-ups and floral printed denim is expected to filter through to the high street in 2016.
•Stretch for Men is an increasing trend – complimenting the rise in workout wear for casual wear.
Hounslea (2015)
•Pop Up stores, concept flagships, in store workshops and above and beyond service are key factors
the big denim brands are leveraging to differentiate themselves.
A key challenge for Very will be connecting with the consumer
enough, to shift existing shopping habits. Visiting independent stores
to buy denim is the currently the preferred method.
(See Appendix 1.0)
The Macro Trend of Transparency also filters through into production. Taylor (2015) highlights: “As
producers of one of the most toxic products manufactured today, denim brands are realising the
increasing importance of mills and laundries in minimising the harmful effects of creating denim.
Every aspect of manufacture is now being scrutinised, from more ecologically friendly wash
technologies to recycled yarns, eco-friendly dyes and socially-responsible working conditions.”
For Very an increased awareness of sustainability and ethical performance could be emphasised to
demonstrate socialresponsibility through product offering and big label brands.

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Fig. 23 WGSN AW16 Recommended Range
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Growth Drivers
•Stretch and comfort in mens jeans are catching up with the innovations seen in womens ranges. New fabric
technologies are driving the market and high stretch jeans are a must for shoppers. (Mcgeoghan 2015)
•Fabrics such as J Brand’s Serious Black with fade resistant technology drive black denim sales at Selfridges.
(Mcgeoghan 2015)
•Super Skinny styles still provide biggest sales, driving sales is the versatility of denim and the want for the
classic jean that fits perfectly. (Donna Ida cited in Mcgeoghan 2015)
Issues
•Primary research highlighted a reoccurring issue when consumers buy denim. Most consumers have to
compromise on either fit, colour or shape.
•New Eco brands emerging have strong USP’s and quickly gather support from consumers of influence, Very
face the challenge of competing with more Niche brands with loyal consumers as the market grows.
•Tejura in Hounslea (2025) admits price resistance from retailers can be a challenge to get some of the most
technologically advanced denims on order books. As denim consumers rank the fit and quality as more
important than price, Very consumers may not be too sensitive to price changes if other factors excel.

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Competitor Analysis
Very face strong competition in the Denim market and will continue to do so as it grows. Rogers (2015)
highlights that as this demand for denim increases and consumers become more confident and
adventurous, the challenge is on for specialist denim brands to win back market share from multiples.
Technological innovations are also bringing new competition to the market, emphasising sustainable
and eco friendly materials and manufacture. (See appendix 1.7)
For the majority of consumers, a way to experiment with trend lead styles such as big flares is to opt
for cheaper retailers such as Boohoo.com and Asos rather than spend more at denim specialists. This
is in stark contrast for 2014 when Diesel topped the charts. (Rogers 2015)
It’s important to therefore appreciate the rapidly changing scene of the denim market and brands who
lead are recognised to react quickly to trends and have a clear personality and muse for their designs.
UK’s Top 10 Bestselling Brands
Online
1.BooHoo
2.Asos
3.New Look
4. 7 For All Mankind
5.Topshop
6.River Island
7.J Brand
8.Oasis
9.South
10.Dorothy Perkins

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The biggest Retailers in the current UK market are:
Key Insight:
• At number 1 ASOS are selling 40 brands of denim ranging in price from £14.99 to £295. Key players for
them are Scandinavian brands such as Cheap Monday and Dr Denim. Rogers (2015)
• Brands quickest to respond to catwalk trends attract the early adopters and influencers, which in turn,
influence the majority.
• Clear mutual strengths among market leaders is their wide brand recognition, innovative marketing
strategies and focus on consumer lifestyle.
• Primary research informed that it’s Levi’s store environment, quality product and customer service that
drives sales instore.
UKLUXURY/PREMIUM
1. Farfetch
2. House of Fraser
3. Debenhams
4. Very
5. Littlewoods
UK MASS/VALUE
1. ASOS
2. House of Fraser
3. Debenhams
4. Very
5. Littlewoods
From a marketing perspective brands
performing well have focused on specific
segments and consumer groups to deliver
relevant and engaging campaigns to
highlight their point of difference. Aldenton
(2015) reviews:
“The most interesting denim campaigns this
season come from brands that have
demonstrated engaging themes or concepts
and have been chosen according to the
criteria of creativity, casting and concept.”

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Fig. 24
Fig. 25
Fig. 26
Fig. 27 Fig. 28
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BooHoo
Who? Award winning fast fashion pureplay online
retailer. Penetrating the 16-30 demographic with
trend led designs at very affordable prices.
What? All clothing and accessories both Men and
Womens. Denim is a large category with 240 pairs
of womens jeans now online averaging at a price
of £20
USP?Combining cutting-edge design with an
affordable price tag

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Fig. 29
Fig. 30
Fig. 31
Fig. 32
Fig. 33
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ASOS
Who? ASOS is a global fashion destination for
20-somethings. Selling own label and brands.
What? All clothing and accessories. From budget
buys to higher end high street pieces.
USP? Famed originally for delivering celebrity
inspired looks for less. “As Seen On Screen.”
Leveraging the accessibility of dressing like the
stars.

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Fig. 34
Fig. 35
Fig. 36
Fig. 37 Fig. 38 Fig. 39
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Levi
Who? Born 1853 San Francisco. A global denim
leader and apparel company. “Cut from the best
cloth. Crafted with expert care. Designed for the
long haul.”
What? Specialist denim retailer.
USP? Innovative use of fabrics, fit and finishes in
denim. The heritage and quality cement market
position along with ethical values and moral
integrity.
Bestseller? Women’s – 700 series. Skinny in
colours dark blue and black. Men’s – Original 501
and 511 Slim fit.

29. In store. Online. Shopping 24/7.
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Fig. 40
Fig. 41 Fig. 42
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New Look
Who? British fashion brand starting from 1 store
in 1969.
What? British Highstreet Multi Fashion Retailer.
USP? Reacting quickly to the latest trends and
interpreting them in a way that’s wearable for the
girl next door.

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Brand Positioning
A perceptual map provides a visual look at the Denim market landscape. Plotting key brands against
key factor axis allows for interpretation of where perhaps there is a gap in the denim market that
Very.co.uk can penetrate. It can be interpreted as Very’s product offering is so large, the brand is left
open to a wide scope of competitors who segment more specifically. It can also be commented, the
market leaders; Levi and 7 For All Mankind specifically, are embracing the Macro trends of
transparency and personalised advertising to excel revenue and innovation. Findings from analysis at
Euromonitor, forecast brands bridging the gap between quality and trend could be successful. Stong
brand personality and creative campaigns along with a clear focus on a cohesive product
offering aimed at the core consumer will fill the gap in the market.
Denim Specialist
Classic DesignsTrend Led
Multiple Retailer

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Strong Brand Personality
Weak Brand Personality
Strong Creative MarketingWeak Creative Marketing
“…Well positioned to bridge the gap between trend-led fashion jeans and
denim specialists, perhaps creating a middle ground for consumers’ denim
purchases. In the forecast period we expect to see UK consumers looking
for the best of both worlds – affordable styles from a strong denim-focused
brand.” (Rendle 2015)

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Fig. 43
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For development of a feasible and commercially viable communication plan, Very’s current financial
situation must first be examined. Key information needed to justify the budget for strategy will be
highlighted. Shop Directs profitability has grown considerably in 2015, driven by a 21% increase in Very
sales. With profit before tax up 75% and sales up only 3% compared with 2014 (see appendix 1.2)
• Profit for Shop Direct in 2015 is £89.3 million, up from £5.4 million in 2014.
• Debtors and creditors are assumed to be manageable due to the healthy profit figure and recent
investments in selling high demand national brands; River Island, Warehouse and Miss Selfridge.
Financial Performance and Analysis
SURGE IN PROFITS Vs 2014
• Very.co.uk delivered sales growth of 21.1% with more than £850m in
sales
• Very.co.uk mobile device sales growing +51%
• Very.co.uk mobile sales are 59% of total online sales, which is 17 points
ahead of the market
• Web traffic has now broken the 1 million per day mark, landing on a
resilient and stable site
Key Insights:
It can be assumed therefore, tight control on costs have credited the company’s profitability.
Disciplined operating costs and credit lending complimented with a focus and thorough analysis on
consumers’ online shopping behaviour are factors that continue to push the growth of Very.
Very are in a strong financial position to invest in their denim. Additionally, analysing brand health
ensures understanding of where gaps occur between brand and consumer perspective.

33. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................
Fig. 44
33
Figure 44 demonstrates consumer attitudes of online fashion brands in 2014. Very is found to be associated
with low differentiation and trust. Key competitors Asos, Next and Boohoo.com arguably have better brand
health due to more positive opinions on the brands.
For Very Denim to be successful; consumers therefore need to connect with the product on an emotional
level, identifying Very Denim as having a clear personality and reinforced with a functional reason to believe.
Very should be building specific perceptions, thoughts, feelings, beliefs and experiences around the denim
range through relevant communication platforms.
Evaluating Very against Keller’s brand equity model (see appendix 1.4), it can be assumed the brand has key
areas of weakness. Building a strong bond with consumers relies upon clear the brand meaning for them.
Brand Health
Key Insights:
• Primary research results demonstrate a high level of brand awareness and association with Very and pink
box branding.
• Denim was not a product category associated with Very.
• Consumers surveyed were not engaging with Very via social media. Competitors have significantly higher
levels of engagement.

34. ..................................................................................................................................................................................................
..................................................................................................................................................................................................34
920.4k 3.7 mil 3.8
mil
85.6k 110k 385k
Are You Aware Of Very.co.uk?
Are You Aware Of The Payment Options Available
At Very.co.uk?
YES
75%
YES
18%
NO
82%
NO
25%
Primary research highlighted: (see appendix 1.0 for full results)

35. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................
Fig. 45
Fig. 46
Fig. 47
35

36. ....................................................................................................................................................................................................
....................................................................................................................................................................................................
Fig. 48
36
Consumer Segments
For a strategy to be fully relevant to the Very consumer, it’s key to focus on a muse for the brand and
specifically segment “Miss Very” at her different life stages. The current segment of females aged
25-45 is not specific enough to penetrate the denim market. Asos prove to penetrate their target
consumers through a transparent and thorough understanding of their core consumer. (see appendix
1.6) To satisfy consumer needs and deliver sustainable advantage, the brand should develop with the
consumer. The core focus for Very Denim will be on their “at 35” consumer with an understanding for
her needs in her twenties and forties/fifty’s as this is where the denim industry has seen the largest
increase in expenditure.
“She is an aspirational figure the brand have at the forefront of design and communication. Style is
important to her and she looks to brands for inspiration. She’s a savvy shopper and wants catwalk
inspired pieces, but through commercial lens as she’s a style follower rather than trend setter. She
shops by product type and if it’s right, will buy regardless of celebrity endorsement.” (Very 2015)

37. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................37
At 25: Single, works in HR 9-5 office hours, likes to party at weekends, just bought her first
house, holidays annually, loves high street brands and spends on beauty, home and
fashion every month.
Fashion: River Island, Asos, Topshop, Zara, Missguided, Lipsy
Furniture: Wilkinsons, Next, Olive Bonas, Home Bargains, Ikea, Homesense
Accessories: Insta boutiques, Online shops, Accessorize, Asos, Topshop, Primark,
Music: Chart Music
Holidays: Marbella with the girls.
Sport: Gym classes
Television: Kardashians, TOWIE, X Factor, Hollyoaks
Celebrity: Michelle Keegan, Cheryl, Bloggers and Vloggers
Cosmetics: Rimmel, MAC, Nars, Benefit
At 35: Married with a kids, working part time, still socialises with girlfriends but less frequently than
in her twenties. Makes an effort with her appearance, visits the hair salon regularly and is house
proud. She shops at Next and John Lewis aswell as Very and happily spends more on quality
products, mixing mid-market with both value and luxury.
Fashion: Next, Zara, H&M, Whistles, Warehouse, Oasis, John Lewis
Furniture: Next, Ikea, The White Company, Habitat, Ikea
Accessories: Leather handbags, quality jewellery
Music: Olly Murs, James Bay, Ed Sheeran
Holidays: Corfu with family.
Sport: Running with a ladies group
Television: Downton Abbey, Homeland, Poldark, Coronation Street
Celebrity: Jessica Alba, Kate Hudson, Fearne Cotton, Holly Willoughby
Cosmetics: Simple, Loreal, Estee Lauder, Nars
At 45: Maturing in her style and appreciative of quality time to relax and family occasions to social-
ise. She enjoys yoga and is confident in her tastes, enjoying choosing gifts for others. Preferring classic
fashion that suits her body shape rather than throw away trend lead items. Still spending on beauty
and fashion but invests in longer lasting items and quality brands than her former 25 year old self.
Fashion: Next, Hobbs, Whistles, Reiss, TK Maxx, Boden
Furniture: John Lewis, Next, Barker and Stonehouse, Specialist stores, Ikea
Accessories: Leather handbags, quality jewellery
Music: Radio 2.
Holidays: Portugal with family and city break with husband for birthdays
Sport: Running, dog walks and yoga
Television: Downton Abbey, Homeland, Poldark, Coronation Street
Celebrity: Not really interested but admires Julia Roberts and Reece Witherspoon
Cosmetics: Clarins, Loreal, Clinique, Nivea

38. ...................................................................................................................................................................................................
...................................................................................................................................................................................................38
SWOT Analysis
A SWOT analysis summarises Very’s current situation regarding the denim market.
Strengths
•Sound financial position
•Growth in last 12 months across denim
•Acquisition of popular brands including
River Island
•Tight efficiency and control of costs
•Large brand portfolio
•Analytical approach to consumer behaviour
to drive sales through personalisation and
high satisfaction
•Bargaining power of suppliers is decreas-
ing due to dispersion of denim manufacture
emerging from unsustainable China.
•Finance option allows aspirational consumer
to buy into brands.
Opportunities
•Development of own label brand (Fig.49)
•Strengthen consumer perceptions of brand
objectives and mission
•Growth in engagement and following on
social media
•Seek alternative production and manufac-
turing plants in areas of better hygiene and
greater future reliability than the un-sustaina-
ble Chinese factories.
•Greater Transparency regarding
environmental responsibility
•More imagery and contemporary develop-
ment of website to align and attract target
consumer with her favourite brands
•Adding value for the consumer in the form
of more content and service
Weaknesses
•Low awareness of brand and product offering
among target market
•Consumer “tacky” Imagery of the brand not
consistent with the quality Very offer
• Low brand trust and differentiation
•“Jack of all trades” approach, little focus on one
sector
•Target consumer not considered Very as an
option when buying denim
•Credit options are not clearly understood or
emphasised as a USP
•Some denim brands lack full collection and have
questionable positioning
•Website content could be better optimised for
SEO and user convenience
Threats
•Highly competitive retail sector
•Vulnerable to price sensitivity and substitution
from consumers
•Low loyalty from “Miss Very”.
•Without presence on the highstreet, competition
from Multi channel retailers is high
•Hygiene and pollution concerns in the region of
Xintang, China threat the cost efficiency of Very
and Shop Direct.
•Threat of new entrants is high, in the form of
brands, fabrics and manufacturing innovations
•Volatile changes in trends require leading brands
to have a short lead time and be forward thinking
•High intensity of promotion from competitors

39. ................................................................................................................................................................................................................................
................................................................................................................................................................................................................................
Fig. 49
39
Key Insights
• Very are in a good financial position with high level of brand awareness and great control driving down
costs. This means they stand in a good position to continue investing and innovating.
• Very face the challenge of identifying with their target consumer enough to change their shopping habits
from instore to online. This means brand personaility and consumer interaction can bge improved.
• Primary research identified friend recommendations were the most powerful leverage in changing
consumer behaviour and a great opportunity for Very to encourage.
• Efficiency of cost is under threat if the manufacturing costs of denim increases. This would impend the
profitability of Very denim greatly and threaten accessibility and affordability.
• New brand and innovations from Scandinavia and Asia are driving technology in fabrics and materials
which puts pressure on margins. (Hounslea 2015)

40. ...................................................................................................................................................................................................
..................................................................................................................................................................................................40
Killer Insight
All research highlights a prominent issue. Fit of jeans is the single most important
factor to both men and women, (see appendix 1.1) and the emotions
surrounding buying denim are often disappointment and compromise.
•Women are more than twice as likely as men (64% vs. 29%) to find it difficult to
find jeans that fit them properly. This is particularly the case for under-35s and
could be because they are looking for more tightly-fitting styles.
•This ties in with consumer research showing that a quarter of people dread
having to buy new jeans, particularly women. (Mintel Academic 2010)
That “eureka” moment experienced when finding jeans that
fit all criteria’s; fit, style and colour, is rarely achieved.

41. ................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................41

42. ................................................................................................................................................................................................
................................................................................................................................................................................................42
W
here
do
we
want to
get to?
|
The
Future
| Part 2

43. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................43
Having established how denim is currently an attractive market for Very.co.uk the identified
strategies will aim to reduce the “gap” (see above) in terms of where Very.co.uk currently sit in the
denim market and what it will take to be market leader.
McDonald (2015) suggests market penetration is Very’s first focus for achieveing sales growth.
Noting importantly, that methods and plans recommended are consistent with Very’s capabilities
and strengths.
McDonald (2011) Highlights four strategies to link shareholder value and excellent marketing.
1. Target needs based segments
2. Make a specific offer to each segment
3. Leverage brand strengths and minimize brand weakness
4. Anticipate the future
These points will be considered throughout Part 2 to ensure the communication plan is feasible and
focused and aligned with the identified strengths, weaknesses, opportunities and threats Very face
penetrating the denim market. Concerns and forecasts previously identified in the analysis of Macro
Environment will be considered in new strategies.

44. ................................................................................................................................................................................................
................................................................................................................................................................................................44
Objectives
& Strategty For Success
Brand Objective: No 1 Online Retailer For Denim.
The Ansoff Model (Appendix 1.5) summarises the most prominent areas where improvement is
necessary to aid in the success of achieving no 1 denim retailer status. To achieve the above
objectives in the next 3 years; the following strategies will be implemented:
Marketing Objectives:
• Increase Denim Market Share from 1.8% to 2% over the next 3 years.
• Increase the conversion from brand awareness to actual purchasing by 10% to be achieved
by 2019
• Increase range plan to a complete branded fashion forward collection; featuring sustainable
brands and full collections by 2019

45. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................
Fig. 50
Fig. 51
45
1. Website Development
Both the bestselling denim brands and top online denim retailers use imagery and key words on landing pages
to utilize SEO. The best in class are engaging yet informative and use minimal text.
Very’s knowledge and analysis of consumer behaviour and personalisation of pages is a successfully driving
sales increase however aesthetically, research suggests the website is somewhat confusing and dated. Efforts
invested into personalisation and creating a perfectly relevant shopping experience will be better
communicated with a cleaner, simpler website homepage and fewer products and titles. Larger images, a
wider page layout and interactivity make for a more modern website to compliment the digitally advanced
analytics.
Simple, well spaced, easy navigation
and full width content sliders
featured in innovative design. >>>
• Subheadings to be in an order
relevant to the customer
• Products featured on landing pages
to match items in basket or previously
bought
• Brands on homepage to be customers
favourite brands

46. ................................................................................................................................................................................................
...............................................................................................................................................................................................
Fig. 52
46
2. Visual Merchandising
To drive sales and quick conversions, visual merchandising could be personalised to each consumer,
thus maximising sales and having control on styling.
A complimentary mixture of styling product pages with page personalisation could help drive denim
sales and impulse buys. Very can build on the strengths of quality photography and behaviour
analysis to create more aspiratrional and inspiring product and landing pages.
• Outfit build features – “Wear It With” To drive Impulse sales
• Shop the look of the whole outfits and accessories features in photogrpahy
• Images of consumers wearing the product

47. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................
Fig. 53
Fig. 54
47
3. Customer Relations
Results from a primary research survey showed the preferred method of contact from brands was email and
the store/website itself. It’s important therefore to note keeping in touch with consumers via these channels
is likely to have greater levels of engagement than notifications via other platforms.
Optimizing engagement through the website traffic and driving the Very lifestyle through a blog including
interviews, inspirational images and look books would encourage loyalty, rapport with Very and more time
spent online. Emailing a newsletter blog round up to consumers will again engage and drive traffic back to the
website, via a platform they are most responsive to.
The aim is leveraging content which captures the Very lifestyle and target consumer. Bringing Miss Very to life
as if she were a person- a trendy, knowledgeable friend who you visit for inspiration and a boost of
self-esteem and light relief. Firstly to be visual and secondly consistent with other social platforms using subtle
product placement and being genuinely interesting and original, not just pushing sales.

48. ...............................................................................................................................................................................................
...............................................................................................................................................................................................
Fig. 55
Fig. 56
48
4. Product Range
An area of growth identified in Part 1 is in sustainable manufacture and innovative materials.
Very’s product offering should therefore contain a clear core collection, statement trend lead
designs and a handful of bestselling brands including their own label to be competitive among
market leaders and importantly, known for innovation in materials and manufacture.
Taking into consideration consumer habits, the bestselling brands of 2015 and the demand for
sustainability from big names it’s reccommended the product range is updated to consist of:
• 7 For All Mankind
• Very Own Label
• Topshop Bestsellers Collection
• J Brand
• Paige
Brands with little relevance and minimal product offering such as Glamorous, Supertrash and Wallis
will be removed and a focus on full, cohesive collections will be implemented.

49. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................
Fig. 57
49
Example landing page:
Very Denim

50. ................................................................................................................................................................................................
................................................................................................................................................................................................50
How
W
ill W
e
Get There?
|
Tactical Com
m
unication
Plan
|
Part 3
A clear schedule for implementing the campaign is important for efficient and effective use of
resources and a successful launch. Part 3 will see a one year campaign realised as part of the wider
3 year strategy.

51. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................
Fig. 58
51
Communication Objective:
To position Very as the online store with the best denim department and most convenient service for
women aged 25-45 within a period of the next 12 months among fashion conscious, savvy shoppers.
Background
Very are in a good financial position to build upon an already successful denim category and grow market
share. Very have opportunity to increase brand engagement through an integrated campaign to leverage
the sales on denim that is aligned with their purely digital retial experience.
The Challenge
Engage with Very.co.uk website and buy into the brand via denim. Denim notoriously is difficult to buy due
to issues with fit and styles evolving quickly.
Insight
Women want denim that fits well at an accessible price point, giving them availability to try new on trend
styles. Men want comfort and durability from trusted brands of good quality and will buy less frequently.
Noting, 65% of menswear at Very is bought by women. (Very 2015)
Solution
A campaign with a strong and engaging narrative lead by behavioural economics; that can be tailored to
each segment on each channel.

52. ................................................................................................................................................................................................
................................................................................................................................................................................................52
The Concept
Campaign Idea
A style advisor feature called The Denim Doctor will launch on the website to aid consumers in
finding their perfect denim. Using consumer behaviour analysis Very consumers can be advised as to
which pair of jeans will be perfect for them after answering a series of questions. Social media, email
and website pages will drive the use of this tool and the outcomes of stress free jeans buying -
positively embracing buying denim and changing perception of it being a stressful experience. A
hashtag and competition furthers fuels the sharability and engagement of the feature.
Narrative
The narrative for the campaign to accompany The Denim Doctor will be centred around that eureka
feeling when a pair of jeans you love fit as well as exploring what you love about your favourite jeans,
challenging consumers to find them at Very.
Key Messages
The key message will be relief and an increased association of Very with buying denim.
Emphasising how personal buying denim can be and how easy Very can make it.
PR
Press releases will be sent out to magazine journalists to accompany the campaign. Explaining how
to get involved with #VeryBestDenim and Informing press of the denim department updates at Very.
The Denim Doctor tool underpins Very’s expertise of their deep consumer understanding and
personal relevance.

53. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................53
Platform Specific Role The Detail
Website Consumer insight and personalised
shopping experience underpinning the
campaign and #VeryBestDenim
The denim doctor diagnosis. Using available
technology and tools the denim doctor survey will
allow consumers to understand which garments
will be best for them.
Instagram Share, Post, Engage #VeryBestDenim. Competiton running for 4 weeks
over launch. Consumers upload photos of them in
their favourite denim along with 3
reasons they love them to @VeryUK. £100
shopping voucher to be won by 3 participants.
Email Creating awareness and
communication. Reactivating cold
customers.
Research highlighted that email and website
communication engaged well. Alongside the
campaign therefore email will be instrumental in
driving website traffic and increasing awareness
of denim. Email will allow Very to target
consumers at specific times and on mobile and
desktop. Clickable links to product and specific
landing pages will ensure a clear call to action.
Blogger
Collaboration
Targeting figures of influence to
produce content that will increase
awareness of the denim doctor tool
and Very denim.
Tasking a handful of bloggers to use the denim
doctor and write a series of 3 posts on their
experience, reasons to love and launch of the
competition. In celebration of the new Very
Denim department, they can style their denim
inspiring readers to love theirs.
You Tube
Collaboration
As above. As above via video opposed to blog.
“57% of British adults feel more positive towards brands who generate content aimed
specifically for them.” (Seasons 2014)

54. .................................................................................................................................................................................................
.................................................................................................................................................................................................54
Phase 1:
•Denim Doctor launches on website in September 2016- Autumn sees the highest sales in denim.
Phase 2:
•Print ads and interactive ads leading to Denim Doctor landing page on Very’s Instagram and Facebook.
•4 versions of the print ad to be featured over 6 issues in Glamour, Closer, Grazia and Cosmopolitan
Phase 3:
•Blogger outreach and collaborations on content using hashtag #VeryBestDenim
1.Increases awareness of Denim Doctor
2.Strengthens association of Very with top denim brands and adds credibility if reccommended by
social media influencers
3.Engages each segment with same narrative but with differing aspirations and personailities, through
selected social media influencers. Each woman wants different qualities and features from denim.
Phase 4:
•Competition to support campaign
1.Share photo using #VeryBestDenim wearing favourite jeans and listing 3 reasons why. £100 gift card
to be won and possible invite to guest blog.
Phase 5:
•Guest Blogs written by customers on their experience of using Denim Doctor and their favourite jeans
and looks on Very.co.uk lifestyle pages.
Implementation
Webpages

55. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................55
Facebook

56. ................................................................................................................................................................................................
................................................................................................................................................................................................
Fig. 59
56

57. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................
Fig. 60
57
Blogger
Collaborations
• Couture Girl
• Lydia Millen
• Anouska.net
• Sarah Ashcroft
• Em Talks
• Chouquette
• Fashion Influx

58. .............................................................................................................................................................................................................................
.............................................................................................................................................................................................................................58
Print
Adverts

59. .............................................................................................................................................................................................................................
.............................................................................................................................................................................................................................59

60. .............................................................................................................................................................................................................................
.............................................................................................................................................................................................................................60
Print
Adverts

61. .............................................................................................................................................................................................................................
.............................................................................................................................................................................................................................61

62. ................................................................................................................................................................................................
................................................................................................................................................................................................62
Timeline
• Denim Doctor launces on
website.
• Send out press releases
and
gifting bloggers for review
purposes.
• Print ads and interactive
ads on Very’s Instagram and
Facebook launch to support
the #.
• New products and brands live
on website.
• Paid Blogger outreach
and collaborations on
content using hashtag
#VeryBestDenim.
• Launch behind the scenes You
Tube video from new Very
Denim Fit Guide.
September 2016

63. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................63
• Competition to support
campaign and offer
incentive for the hash-
tag. To unite consumers
helping them find their
best ever jeans.
• Gather best
consumer produced
content from
competition and
invite guest writer from
competition entries for Very
lifestyle blog.
• Review campaign success
and failiure and adapt to
year 2 of strategy.
• Release blogger and
consumer reaction
clips to unboxing
their #VeryBestDenim
August 2017

64. .................................................................................................................................................................................................
................................................................................................................................................................................................64
Budget
Creating a marketing budget ensures all costs are accounted for and can be afforded. Measuring the
success and analyzing whether investment is worthwhile is also necessary to understand ROI and can
only be done with certainty if strict budgeting is in place.
For the purpose of this strategy the percentage of sales method has been used (Zook 2011) :
5% of forecasted 900mil sales means a budget of £35 milion for Very’s marketing. 100 departments
within Very all compete for budget, with clothing being one. Out of approximately 10 clothing
departments an allocation for Very Denim therefore can be assumed as an approximate = £350,000
The overall marketing costs for the campaign comes in under budget. This gives Very greater financial
freedom and a safety net if over spending occurs or there are delays in implementation which leads
to an increase in costs.
Sensitivity +20% £455,000
Sensitivity-20% £280,000

65. .................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................65
Measure and Review
To understand if the strategy and campaign was successful, areas
can be measured and assessed. The key indicator is number of sales
and revenue which will be reviewed 1 year after launching Denim
Doctor and the campaign. Sales figures, hits on the website, social
media performance and engagement can be assessed through
analytics to measure the degree of brand awareness and
interaction from each platform. Product range can be monitored
looking at which brands sell best. If likes, following, engagement and
ultimately awareness have met the increased 10% target and
market share has grown by the estimated 0.2% it can be assumed
the strategy was successful.
Conclusion
To conclude, Very.co.uk are in a good position to penetrate the
denim market. The financial means and industry innovation are
available for the brand to excel in growing the denim department.
Key insights from research demonstrated through this strategy, show
how adding emotional value to an integrated social strategy and
focus on a solid product offering ensure the opportunity to increase
market share is achievable.

66. 66
Appendix
1.0

67. 67

68. 68
1.1 Interview Results – 8 (4 women, 4 men) participants aged 20-53 were interviewed about their denim choices.
Where do you shop for jeans?
1. Topshop
2. ASOS
3. River Island, Topshop and Asos
4. Levi
5. Topshop and Levi
6. ASOS
7. Next
8. Topshop and River Island
What brand of denim is your favourite and why?
1. Topshop, I know what I’m getting and it fits well.
2. ASOS own brand for the last couple of years, fit me well and good value
3. Probably Topshop or the choice and styles and leg length/size options
4. Levi for durability and really good cut and fit
5. Topshop for stretchy comfy denim and Levi for classic styles I will wear for longer like black skinnies.
6. I buy Levi from Asos, usually though I buy other things at the same time so just part of my order
7. I find jeans in Next are fine
8. Topshop and River Island because they are reliable
What is the most important factor when buying a pair of jeans?
1. Fit
2. The fit, must have stretch in them and be ankle grazer length because I hate rolling them up!
3. They’re comfy and fit on my waist, so annoying if they aren’t tight
4. They last well and fit well
5. They fit the best and are comfy to wear
6. Fit and comfort
7. Fit, durability, look
8. Price, style quality
How often do you buy jeans?
1. Around twice a year
2. Every 6 months or so
3. Once a year or maybe in summer I will buy a lighter or white pair
4. Every year
5. Twice a year, summer and winter if I need to
6. Once a year maybe
7. One a year
8. Couple of times a year, Summer and Winter
Where are you most likely to hear about new collections and products from brands?
1. Email from the brand or in their stores
2. On their website or maybe through bloggers I follow, or an email
3. In their store on if they email me
4. Emails, I’m on their mailing list so I hear about promotions like the Black Friday discount event.
5. On social media, then I’ll look online or in store maybe if I’m out shopping and I see an advert
6. Emails or online
7. In store when I shop
8. If I see a friend wearing a new brand I might try them, or if a blogger or You Tuber does a good review on a new brand
43%
19%
19%
19%
What is the most important factor
when buying a pair of jeans?
Fit
Comfort
Durability
Style

69. 1.2 Shop Direct profit and loss.
Source: https://beta.companieshouse.gov.uk/company/04663281/filing-history
69
Do you have difficulties finding jeans that meet your requirements? E.G. fit, budget, style?
1. I have a big bum so I struggle to find jeans that sit right round my waist along with not wanting the jeans to make my thighs
to look big- I find it’s more of a personal issue I have with jeans but the only difficulty and Topshop are really stretchy.
2. Not really, ASOS seem to nail it for me, they always get the fit and colour right- the only issue is sometimes they don't have
enough stock
3. Black jeans never stay black, they fade too quickly especially Topshop denim.
4. Not at Levi, I know my waist size and leg length so I can buy without trying as I repeat buy them a lot.
5. No, I think Topshop and River Island sizes are a good fit and true to size but in the past I’ve struggled to find a brand I am
loyal to and it can be annoying, now I know what I like
6. No I’m happy to pay for Levi’s for the quality and they do so many cuts
7. No
8. Not really, I feel like Topshop jeans were good however I always wanted to wear a belt with them so decide to look around
and found a really nice pair in Mango recently
What factors would influence you to try a new brand of denim?
1. If I love the style or a friend recommends probably.
2. If a friend likes them and recommends or I see a style I love or read a good review/blog about them
3. If I like them. Maybe if it was free delivery or a promo event I would try them if the price was good.
4. Maybe if someone tells me they have found a new brand they love, so a recommendation.
5. A review in a magazine maybe or if I’m told to try a new brand from a friend, I would trust their style
6. Just if I like the style or I see them around a lot and hear good reviews I might try if they aren’t really expensive
7. If I like them and needed them, I would buy them
8. If they did similar styles to Topshop or River Island but were cheaper, and if they had good reviews and fitted well.

70. 70
Boohoo.com- Case Study
BooHoo’s SS14 adverts failed to boost sales as predicted and was a disap-
pointing year for marketing ROI(See Appendix). A lack of differentiation and
innovation that once was identifiable as BooHoo contributed to the campaign
not being instantly recognisable as BooHoo and customers not converting.
“Boohoo is not as good at proactively triggering that engagement with cus-
tomers, it hasn’t effectively created the same level of dialogue that some of its
competitors have managed.” (Faull 2015)
In contradiction the SS15 #WeAreUs was a huge success, having realigned
with consumers. CEO Carol Kane commented “Our marketing focus for this
year is very much about developing brand loyalty by reinforcing our DNA and
creating an emotional connection with our digitally native consumer, while
still delivering messaging focused on the brands fun, inclusive and individual
approach.” (Goeghegan 2015)
Consumer focus and engagement was at the heart of the campaign. It includ-
ed a social platform on the Boohoo site where shoppers are encouraged to be
their own stylists, share images, music, health and lifestyle tips talking to one
another on social media. Chart Topping song Years and Years features in the
ad, further reinforcing their nod to the lifestyle of their BooHoo consumer.
Kane futher explains: “We’re very good at profiling our audience and for us
it’s about being really inclusive as a brand. Our ultimate aim is to sell clothing,
but we are also a destination for fashion where consumers can hang out, go
to our social channels, watch our videos and come to us for inspiration. We do
find that people who engage with the content on our site are more likely to go
through to sale.”
Keller’s Model – Applied from primary research of the target market aged 25-45.
Imagery – A housewife brand, frumpy clothes, celebrity ranges, tacky.
Performance – Femenine, department store, discounted brands
Judgements – New brand, Quick, good bargains,
Feelings – Low levels of brand pride and social approval, a bit cheesy, light hearted
Resonance – Low loyalty, lack of connection with brand and fellow consumers, family brand, safe
Salience – High brand awareness among women, inoffensive TV campaigns,
1.3
1.4

71. Increasing Technological Newness
IncreasingMarketNewness
71
1.5 Ansoff Matrix – Identifying course of action.
1.6 ASOS Target Core Customer

72. 1.8 Sustainable Denim: New Brands
72
1.7 Tech Savvy 40+ Consumers. Marketing Week Article.
40-plus women: Putting age before reason
Women over 40 are largely ignored by marketers. With research showing they control 80 per cent of the UK’s wealth, companies
dismiss them at their peril. By Lucy Tesseras on 13 Mar 2013
Women over 40 are tech-savvy and one in two is the chief earner
Mature women are often overlooked by brands, which tend to target a younger, seemingly more stylish demographic. But when
you consider that 93 per cent of women aged 40 to 60 make all or most of the financial decisions in households, it might be time to
reassess.
It is often said that age is only a number and nothing could be truer of today’s middle-aged women, according to the latest research
carried out by IPC Media as part of its GenerationYNot! initiative, which finds that there are 8.5 million women in this category,
spending an average of £92bn annually.
“It’s all about attitude,” says IPC director of insight Amanda Wigginton. “Women over 40 are not dinosaurs. They are very switched
on and incredibly tech savvy. One in two is the chief income earner in their household and they are 90 per cent more likely [than
those under 40] to earn over £40,000.
“They are responsible for 80 per cent of the UK’s wealth, so it is a huge demographic. And as we’re an ageing population, their
importance is only going to increase.”
Older women are also twice as likely to have an opinion about the economy. Since many have been through a recession before, they
are less worried than those who are younger: 44 per cent of women aged 40 to 60 say they are “worried” compared with 47 per
cent of women in general.
This category is also realistic about the rate of recovery, with only 12 per cent expecting the economic situation to be better next
year and 34 per cent anticipating their family finances will remain the same. “These are confident women,” says Wigginton. “They
are very much in control of their spending and finances. And because they are so financially aware they have a very pragmatic and
practical view of the economy.”

73. 1.9 Top Selling Colours
2.0 Denim Styles
73

74. 2.1 Emerging Trends: Sustainable Denim
2.2 Macdonald Strategic Plan Template.
74

75. How Very.co.uk campaign reached five million people with help from MSN
Related Links
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Background
Part of the Shop Direct family, Littlewoods Direct rebranded its online catalogue to Very.co.uk in July 2009.
Designed with internet savvy customers in mind, the website (www.very.co.uk) gives consumers the opportunity to shop across a variety of product
areas, including fashion and footwear to home and electrical, plus clothing ranges by designers and celebrities including Holly Willoughby, Fearne
Cotton, Steve Jones, Jasmine Guinness and Denise Van Outen.
To contribute toward its rebranding, Very.co.uk approached Microsoft Advertising with a brief to drive brand awareness amongst its online target
audience of women aged 25-44 who value: prompt delivery, easy to place orders, well organised website, high quality products and a good value
for money.
Strategy
Drawing on its research and in-depth understanding of online consumer behaviour, Microsoft Advertising proposed a campaign that would run
across MSN, a particularly popular platform amongst women aged 25-44.
Since 1995, MSN has become one of the world’s most influential news and entertainment portals, reaching 69% of the UK’s internet audience with
a total of 28.9 million unique users a month (Comscore May 2011).
Using behavioural and demographic targeting, the campaign was designed to maximize user engagement and interactivity with this audience. The
campaign was made up of two key elements- display advertising and an editorially-led content partnership- with a view to improving brand aware-
ness and encouraging user engagement, resulting in increased traffic to Very.co.uk.
Very.co.uk’s existing brand strategy is to engage customers in creative content using social media, including its VBlog and interactive online maga-
zine. It also uses print to showcase ranges, inspiring customers with the latest looks from the catwalk and offering special deals. Bringing exclusive
MSN content together with the portal’s scale and expertise was a natural fit for the brand’s strategy.
Implementation
Microsoft Advertising designed and built a Very.co.uk content hub on MSN called ‘Fashion Clinic’, which featured an editorial campaign lasting five
weeks and drove traffic to the campaign’s microsite. The content partnership included:
Editorial links on the MSN Homepage and ‘editor’s picks’ to drive traffic to the content hub
Editorial features including ‘user’s dilemmas’, product galleries pulled from Very.co.uk, online polls, and ‘test yourself’ quizzes to drive engagement
and participation
An advertising feature on MSN Life & Style linking to Very.co.uk
Weekly galleries featuring products from the Very.co.uk site
A Very.co.uk MSN homepage takeover drove MSN users to Very.co.uk. In addition, behavioural and demographically targeted display advertising
was served throughout the MSN in order to maximise the effectiveness of the campaign and reach Very.co.uk’s specific target audience.
Results
By combining targeted advertising with high-reach activity such as the MSN homepage takeover and the Fashion Clinic content hub, Very.co.uk’s
MSN campaign reached 4.9 million people and 429,000 of MSN users who viewed the online campaign went on to visit Very.co.uk.
In total, 11.7% of women aged 25-44 who saw the campaign went on to visit Very.co.uk in the month after exposure, a result which exceeded
expectations and demonstrated the campaign was highly effective- a far higher visit rate than women 25-44 who didn’t see the campaign (2.6%).
The average number of pages viewed per person on Very.co.uk increased following exposure to the MSN campaign, with the average time spent
on the site also increasing by 7% amongst women 25-44.
Overall, the campaign increased brand awareness by +7% to 84%
The online advertising awareness questionnaire indicated that the campaign had increased advertising awareness by +6% to 52%
The content partnership drove brand favourability up from 29% to 63% and increased recommendation up by 14% to 49%
54% of people that engaged with the campaign said they would tell other people about the Very.co.uk microsite
2.3 How Very.co.uk campaign reached five million people with help from MSN
Oct 11, 2011
75

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