The document outlines a brand strategy for The Gentleman's Journal magazine. It identifies problems with the current positioning, which tries to appeal to both aspirational and inspirational readers but ends up pleasing neither. The strategy recommends focusing on either the aspirational 24-30 year olds or the inspirational 30-45 year olds. It also suggests better defining the target audience and developing a coherent brand identity, image, personality and equity to improve the magazine's competitive positioning.

1. THE GENTLEMAN’S JOURNAL
BRAND STRATEGY
TEAM 9
Daniel Rodriguez
Gabriela Aparicio
Danielle Potts
StephanieWong
Andreina Pestana
Laman Riaz

2. CONTENT
1. CURRENT POSITIONING
2. PROBLEM IDENTIFICATION
3. BRAND ANALYSIS
Customer Analysis
Competitor Analysis
Brand Audit
4. BRAND STRATEGY
Brand Meaning
Brand Identity
Brand Personality
Brand Image
Brand Equity
5. RECOMMENDATIONS
General
New Positioning
Business Model
Brand Architecture
BrandTracking

3. 1.CURRENT POSITIONING

4. 1.CURRENT POSITIONING
The Gentleman’s Journal is currently positioned in way that while it reaches its market it is
due to its presence on shelves and the existing connections of Rocca Media rather than the
desire of the elite to purchase it because they know it is only for them. The purpose of the
journal is to serve as a “bible” for the modern man with a classic, refined, and an exclusive
lifestyle. However, it appears that the publication is too available and the website too
aspirational which leads an average reader to believe there is nothing about the publication
that differentiates it from other men’s magazines. Any young man who shares an interest
with the elite the magazine is meant to target can pick it up and “feel” like one of the
successful people it covers. The fact that the Gentleman’s Journal only advertises the most
exclusive and premium products is not enough to cause it to stand out from its competition.

5. 2.PROBLEM IDENTIFICATION

6. 2.PROBLEM IDENTIFICATION
Gentleman’s Journal has a unique opportunity to restructure and focus its branding strategy for a more
complementary and targeted reach to help realise its advertising efforts and grow its subscription base.
Currently there is some dissonance in its brand positioning. The target market is too broad, and jumps
between two different groups: the aspirational vs. the inspirational. The aspirational are the younger
men, aged between 24-30. They haven’t reached the level of elite, and may never reach it but have the
desire to play the part of its influencers. On the other hand, we have those who have achieved the level
of inspirational and want to continually be inspired and informed about relevant news and trends that
reflect their lifestyle and identity. These powerful and high-status individuals tend to be a bit older,
ranging from 30-45. As a result, Gentleman’s Journal’s does not have just one distinct and coherent
voice but is split into two. The content tries to keep both parties happy but instead there is a divide in the
writing style and subject matters. By not having a clearly defined target group and a complementary
voice, content and style to match it, Gentleman’s Journal strays toward its lesser competitors GQ and
Esquire, publications that try to please everyone and end up being too broad and scattered. Evidently,
GJ would benefit from building a more focused and targeted strategy around its core values and the
readers who reflect that. Lastly, there is a disconnect between the target market and the advertisers that
Gentleman’s Journal wants to acquire revenue from. Better advertising cohesion is necessary as well as
identifying a specific audience for GJ to achieve a more targeted advertising effort.

7. 3.BRAND ANALYSIS

8. The Gentleman’s Journal man is sophisticated, classic,
elegant, ambitious, and educated. They are successful
entrepreneurs, CEO’s and MD’s who come from diverse
industries. Although they lead busy lives, they have affluent
taste. They are interested in fashion, timepieces, art, real
estate, travel and cars, however they prefer to buy investment
pieces rather than make impulse purchases. Therefore, they
like to be educated and informed about burgeoning trends in
the market to stay current.
CUSTOMER
ANALYSIS

9. The GJ man is roughly between 25-35 years old, he is fit,
athletic, well-groomed, enthusiastic about his ideas, and pays
attention to details. He leads an active lifestyle, with heavy
interests in sports such as football, sailing, polo, cricket, golf,
tennis, and Formula 1 racing. He also makes time for luxury
holidays, traveling to hotspots such as St. Tropez, Monaco, the
Hamptons and Dubai for vacations. Cars also play a huge part
in his investment purchases, with luxury purchases ranging
from the everyday BMW to a fast-paced Ferrari. In terms of
shopping, he prefers retail channels that are more exclusive,
frequenting high end department stores, boutiques,
showrooms and utilizing personal shoppers and online retail.
This reflects his motivations of keeping up-to-date and on
trend in a discreet, sophisticated manner and his values of
having high quality goods.
CUSTOMER
ANALYSIS

10. COMPETITOR
ANALYSIS

11. The three main competitors identified were Esquire, GQ, and
Monocle. All three are men’s lifestyle magazines targeting
ages between 25-50, with Monocle addressing the older
portion of the age spectrum. Esquire and GQ have a global
platform and a similar focus in men’s interests including
fashion, travel, and world affairs. Monocle also has a global
platform with its top markets being the US, UK, Australia,
Canada, Singapore, Germany, Hong Kong, Portugal, France,
and Italy. Monocle targets the older prestigious male who is
primarily concerned with world affairs and living a high-end
lifestyle. Monocle is also the most exclusive of the three
publications as its readers are by invite only. GQ, Esquire, and
Monocle are positioned as competition against GJ because all
three address similar content aimed at almost the exact same
target market. There is little variation or differentiation. They
compete on brand name and consumer preference.
COMPETITOR
ANALYSIS

12. COMPETITOR
ANALYSIS
Aspirational Exclusive
Modern
Classic
THE GENTLEMAN’S JOURNAL

13. BRAND
AUDIT
Shanghai
NewYork
Dubai

14. Shanghai
Luxury buying in China is closely linked to the display of one’s own spending capacity,
while the NY consumers show greater affection for brands, Moreover, Wu Chinese and
Mandarin languages prevail as barriers for the English GJ editors. The average luxury
spendings are dropping and maintaining in negative in the past two years. Entering to
Shanghai wouldn’t be recommended for GJ and instead, it could be suggested to
reinforce its positioning in Hong Kong, which is heavily influenced by the British style and
there is also a high cluster of old money magnates.

15. NewYork
New York City is one of the most trending market in the luxury industry, if not the top one.
The new growing generation of young entrepreneurs and professionals making millions of
dollars on a yearly basis and the emerging middle class as aspirational masses, are
making up around the 27% on the luxury market, which grows at a fast rate of 7% per
year. In addition, NYC is formed by 47.5% male population, offering a great audience for
GJ’s.

16. Dubai
The United Arab Emirates, and more specifically Dubai, has the second highest GDP in
the Gulf Cooperation Council. The luxury industry was valued over $5 billion in 2014 with
a compound annual growth rate of 7%, as for New York, and it is considered as the
country with the highest standards of living conditions in the world. Men in Dubai are
more liable to impulse luxury purchases and they, as a population, actually represent a
ratio of 2.5 men per 1 woman.

17. 4.BRAND STRATEGY

18. In order to generate a meaning for the brand, the literal
meaning of three words will develop the essence of
Gentleman’s Journal. The aim is to enable the GJ brand as a
daily record of news and events of a personal nature,
designed for and by the chivalrous, courteous, sophisticated,
knowledgeable and honorable man with a social position of
wealth and leisure.
By founding the desired brand perception, the brand meaning
will be instilled in the customer’s mind at a conscious and
unconscious level. The implementation of the brand
perception design into every touching point with the consumer
will lead into a more complete, captivating and meaningful
story resulting in engaging consumers.
BRAND
MEANING

19. BRAND
MEANING
Instinctive
Subconscious
Conscious
1
What do they feel?
2
How do they feel?
3
Why they should feel it?
“ GJ makes me feel
a rush of adrenaline.
When I read GJ, it makes
me feel audacious,
exclusive and
competent…”
“ GJ is more than just a
magazine. It is a peer to
peer discussion. When I
read GJ I am truly
familiarised with the
complexity of the
content…”
“ I am a subscriber of GJ
because I am distinctly
informed of the most
relevant content of my
lifestyle…”

20. The brand perception is built within three main stages. The first
one is the most unconscious, which is related to the instant
feeling of the brand when it is used. The second is set at an
operative level, which relates to the way the target customer
feels every time they read GJ. The third one is the most
rational. It sets the reasons why the customer read the
magazine. Moreover, the brand perception will serve as a
guideline to produce and empower the user experience every
time the user has contact with the brand.
BRAND
MEANING

21. BRAND
IDENTITY Salience
Resonance
FeelingsJudgements
ImageryPerformance
Sponsored events
Welcome gift leather
journal
Personalised attachment
Exclusive, elite, elegant, premium content and product, limited
availability, personalised, premium lifestyle brand.
Sophisticated
Special packaging
Reliant on the history of the most
iconic gentleman
Quality materials, well-write &
relevant content, sophisticated
design, premium price.
Posh, smart,
classy, high class,
superior,
sophisticated,
stylish, prestige.
The
finest magazine
Credibility: renowned
writers, photographers,
editors, exclusive
brands
Superiority: unique
content & product

22. Relationship Self Image
Reflection
Personality
Physique
Culture
BRAND
PERSONALITY

23. Relationship Self Image
Reflection
Personality
Physique
Culture
The personality prism (Kapferer’s 92) defines GJ in both internal and external dimensions. The prism will
delimit the values of GJ and the type of relationship is aimed to achieve with the target. Due to the fact that GJ
is a high prestigious magazine, it is important to generate a close and personal relationship. Gentleman’s
Journal will be known for being more than just a magazine, it will be seen as a peer to peer relationship. As if
the high societies are speaking, relating and relying to an equal.

24. Relationship
Close Relation
Personalised
Long lasting
Exclusiveness
Trustworthy
Timeless

25. Physique
High quality content
Peer to peer
communication
Men’s magazine
Relevant News

26. Personality
Sophisticated
Well-educated
Elegant
Charming

27. Reflection
Doesn’t like to show-off.
He buys things not to
please others but to please
himself.
Mantra: “Manners
make the man”

28. Self Image
Polite
Cultured
Classy
Connected with
the values of an
English Gentleman

29. Culture
Base: British man
International
Stylish
Prestigious
Royalty

30. BRAND
PERSONALITY
Sincerity
Excitement
CompetenceSophistication
Rugeness
RELIABLE
INTELLIGENT
SUCCESSFUL
UPPER CLASS
CHARMING
CONFIDENT
GJ falls in two categories: sophistication and competence.
The consistency on communicating these traits will lead to a
better recognition and projection of the brand with its readers.

31. BRAND
PERSONALITY

32. Core Desire: Freedom to find
out who you are by exploring the
world.
Goal: Experience a more
authentic and fulfilling life.
Gift: Autonomy, ambition, ability
to be true to one’s own soul.
Core Desire: Prove one’s worth
through courageous and difficult
action.
Goal: Exert mastery in a way
that improves the world.
Gift: Competence & courage.
Explorer Hero

33. “Promise: To deliver an exclusive, elegant
and relevant content about premium
lifestyles.”
BRAND
IMAGE

34. Gentleman’s Journal is all about evoking class, sophistication
and intellect. The brand represents quality written content for
the multi-faceted individual. It is about excellent, high
relevancy content for the modern gentleman who fancies
himself as an in-the-know and educated consumer. The
publication is the epitome of a well-rounded media outlet,
where consumers can find the most current inspirational and
aspirational content that embodies the classic, cosmopolitan
lifestyle they lead themselves. GJ is a place of influence,
where top of the line products, guides, news, interviews and
other ideas intersect to impact its readers to be the cultivated
and refined gentleman they are. Gentleman’s Journal allows its
consumer to command the attention of others in a svelte way,
by keeping its reader well-informed, innovation-facing, and up-
to-date with all the knowledge a modern gentleman should be
aware of.
BRAND
IMAGE

35. Brand Loyalty
BRAND
EQUITY
Competitive Advantage
Brand Associations
Perceived Quality
Brand Awareness

36. Brand
Loyalty
Will be developed based on the concept of exclusivity, which was built
around a detailed study of the potential membership profile. The idea is to
generate a sense of status for the members that reflect being part of a
carefully selected group of people, only these select individuals can access
the content, products, and events presented by GJ. The concept is to make
members feel special and valued so that they will continue to read and
subscribe to GJ.
Although the company is still growing, GJ has clear potential to reach the
top trending markets in the luxury industry. It is distributed in United
Kingdom, United States (NY, Hampton’s, LA, Palm Beach), Europe
(Switzerland, France and Monaco), UAE (Dubai), Asia (Hong Kong and
Singapore).
Some points to help leverage GJ’s brand equity include:
Reduced marketing costs: network expansion rather than referral process.
Trade leverage: membership invitation, personalisation (peer-to-peer
language/conversation, lifestyle aligned brands)
Attracting new customers: special exclusive events
Low purchase frequency, high exclusivity

37. Brand
Awareness
GJ will be part of a set of magazines and journals that deliver
premium content around high-end brands. However the target
positioning will not be directed to aspirational customers but
current customers (niche market).
Therefore the familiarity will be accomplished by introducing
brands that are part of high society lifestyle: Chopard, Gucci,
Mont Blanc, Patek Philippe, Hackett.

38. Perceived
Quality
Consumers confer high social status and prestige value for being part of the
Gentleman’s Journal. The main measurement for quality will be the exposed
brands accompanied with the articles or reviews. Therefore, the company has
to reflect a deep relation with the brands through exclusives releases, and “top
secret” information that isn’t trying to sell to the reader but rather to inform him
about the trends in the luxury industry. GJ indicates the best path for future
acquisitions/investments/purchases. The high quality will be offered thanks to
detailed aesthetics, renowned writers, and photographers.
Price: should be positioned within a high range over other competitors showing
that the journal information is not of easy access or low quality. Alternatively, GJ
can introduce the option in the future to allow the reader to buy a “share/stock”
and not just a magazine subscription. It will reflect the ownership of an
exclusive space that will remain until you decide to transfer or sell. Price is set
above expectations and willingness of the consumer, in order to maintain
perceived value and quality.
Availability: Following the same system of the “shares” the brand will reflect
the scarcity and limited or narrow distribution of the content.
Distribution channel: distribution partners consist of luxury hotels, private
member clubs, private air charter companies, first class lounges from various
airlines, exclusive gyms, shooting estates, high end golf clubs, art galleries,
hedge funds, private equity houses and ski chalets.

39. Brand
Associations
The main reason to buy or to be a member of The Gentleman’s
Journal is to satisfy an emotional desire. It brings together
psychosocial attributes: expensiveness, exclusivity,
uniqueness, excellent quality, craftsmanship, refinement and
physical attributes: elegance and sophistication. GJ is
associated with high social approval, and high hedonism:
status and esteem.
Pool of brands: the selection of brands to advertise will be
based on how are they perceived by the consumer segment.
Exclusivity will filter the brands for our readers, not all luxury
brands are perceived as exclusive.

40. Competitive
Advantage
The most important proprietary for The Gentleman’s Journal is
their exclusive network of consumers and associated brands
that gives them a competitive advantage.

41. 5.RECOMMENDATIONS

42. Target Market
GENERAL
e-Commerce
Brands Selection
Growth Strategy
Customer Base

43. Target Market
Narrow the target market personality. In this case, we recommend sticking with the sophisticated, well-
mannered, high-reaching gentleman, therefore the voice of the magazine should match this. Having a
focused, niche market makes it easier to cater and tailor your strategy to meet their every need and profile,
rather than having a broad market and trying to do a little bit of everything. This will make Gentleman’s Journal
the go-to magazine for high relevancy content.

44. Customer Base
Once the target market has been clearly defined, the next step is to focus on increasing the customer base in
the UK. The goal is to induce higher print subscriptions through membership loyalty programs and
introducing exclusive content online. At the core of Gentleman’s Journal is its air of exclusivity. To really
emphasize this, GJ’s online magazine should showcase regular content for free but start subscriptions, or
pay-to-view options, for high exclusivity content. This can be in the form of introducing limited edition items,
sneak previews, iconic interviews, exclusive “hear it first here” news, etc.

45. Growth Strategy
Once the brand image is more cohesive and enhanced, GJ can then start focusing on a growth strategy abroad. After a
preliminary analysis of NYC, Shanghai and Dubai, we felt that GJ would be best received in NYC. With a staggering
amount of millionaires residing in the Big Apple and a flux of high society members, the style and notion of the “British
gentleman” would blend well with the old money elites and the aspiring modern gentleman. GJ should establish a
strong presence in the US market before heading to the Middle East or Asia. Due to language barriers in Shanghai, and
the high concentration of “new money” socialites in both Shanghai and Dubai, the style does not fit as well with the
vision of Gentleman’s Journal. A better strategy would be to strengthen distribution and presence in Hong Kong, which
is an area already heavily influenced by British style and standards and also with a high cluster of old money magnates.

46. Brands Selection
With Rocca Media, GJ should identify the most popular and strongest luxury brands in each locale (general
market) the magazine is currently being distributed and form strategic relationships with these brands/
advertisers. GJ can then concentrate on producing market-specific ads and content to their varying
audiences. Through this alliance, Rocca Media and GJ can help advertisers reach their desired market and
GJ can learn important insights about the luxury retail environment from the advertisers.

47. e-Commerce
In terms of e-commerce, GJ should initially fine-tune the ‘shop section’ on the site; adding more items,
features and analytics to first track the success of the online shop to see what items are popular, and to
understand the ratio of visitors to actual purchases being made. This vital information can help formulate a
better action plan to possibly move into a separate retail channel in the future. And once again, GJ should
limit e-commerce to customizable, or limited edition pieces for exclusivity and value.

48. NEW
POSITIONING
Aspirational
Modern
Classic
THE GENTLEMAN’S JOURNAL
THE GENTLEMAN’S JOURNAL
Exclusive

49. NEW
POSITIONING
Gentleman’s Journal should follow the lead of their competitor
Monocle and reserve the subscription and content of the publication
strictly for those elite who have been chosen and invited to
subscribe. Using the client database, Rocca Media has the ability to
limit the publication to only the most worthy clientele, GJ will
genuinely become exclusive as it will be very limited. Furthermore
this allows the magazine to position itself as the most exclusive
lifestyle publication aimed at young, sophisticated, successful,
entrepreneurially-minded men. No other publication occupies this
space. While the magazine could also occupy the space of
exclusive and modern, it may begin to overlap with publications
that, while they are not lifestyle oriented, cover similar information
with a heavy business background (i.e. Entrepreneur, Forbes, etc).
Entering the arena of classic and exclusive does not mean
neglecting the modern innovations and tech, rather it speaks to that
desire of following the true definition of being a gentleman in a
modern world. The classic image also speaks to the heritage of the
publication, being traditionally English which is a romantic notion
adored by the rest of the world.

50. VALUE
CREATION
Magazine AdvertisersMembers
THE GENTLEMAN’S JOURNAL

51. GJ needs to have in mind that the brand performs for a two
sided market as members and advertisers link together in one
network. Because of that, different offers and values are
proposed for each market while they benefit amongst each
other. “ Value grows as the platform matches demand on both
sides.” (Eisenmann, Parker, Alstyne, 2006). When GJ
generates value for members such as high quality content and
an exclusive customer experience; value is added to
advertisers by having access to valuable targeted audience,
instant online and offline shopping experience, integrated
campaigns through Rocca Media platforms and successful
crowdsourcing with the possibility of co creating with their
most prestigious clients. (See Appendix BMC for further
explanation).
VALUE
CREATION

52. Gentleman’s Journal in the UK will always be the original.
However as the publication grows, it can leverage synergies
across all the GJ magazines worldwide. The target market
does not change much as it is very niche. For example, while
some of the content will differ, as different markets have
different interests and face different issues, architecturally the
Gentleman’s Journal UK will be the on the same brand level as
Gentleman’s Journal USA, both which fall below Rocca Media.
Furthermore, should GJ want to split the content between the
East and West Coast of the United States, it would still be GJ
sub-branded with the location, ie: “Gentleman’s Journal: West
Coast”. Maintaining the publication name in all markets is
extremely important, as the name is the brand promise. (See
appendix)
BRAND
ARCHITECTURE

53. BRAND
TRACKING

54. % Membership Subscription
Increase
% Membership Subscription
Retention
% Membership per Market
Digital analytics: Visits
tracking system for website
(ex: for every section, how
many people saw the article
as % of total audience)
% of yearly Advertising
contract renewals
A d v e r t i s e r i n v e s t m e n t
increase
New advertisers per year
Total sales across Shopping
Online (product purchase
tracking)
Members Advertisers

55. THE GENTLEMAN’S JOURNAL
BRAND STRATEGY
TEAM 9
Daniel Rodriguez
Gabriela Aparicio
Danielle Potts
StephanieWong
Andreina Pestana
Laman Riaz

56. APPENDIX

57. COMPETITOR ANALYSIS
Brand Image Quality, innovation,
cultural influence
Strengths
Target Audience
Positioning
Vulnerabilities
Worldly, informed, well-
educated
Simple, smart,
humorous, sophisticated
Exclusive, invite only
subscription
Males, age 30-50,
income of $100,000+,
high level positions
Feels old, does not issue
a digital publication
Prestige lifestyle
magazine and small
media empire targeted
towards the affluent and
elite.
Celebrities, world class
photographers, top models
Males, age 25-45,
succesful
Lost some prestige,
drop in readership.
Top men’s lifestyle
magazine informing
readers of top trends in
fashion and tech; all a
man could want for his
life.
Global brand, awareness,
support of Hearst magazine
Confident, succesful,
males, age 25-45
Drop in readership
Sophisticated and
substantial multiplatform
men’s magazine brand. It
is both a practical and
authoritative guide to
getting the best out of life.

58. BRAND AUDIT
Shanghai NewYork Dubai
Average spending dropped in 2014
by 15%, 25% gifts ( government
crackdown and conspicuous
consumption, economic slowdown)
• Increase 7% spending in business
trips
• Experiential consumption: Chinese
likes to perceive they buy more
than just a product.
• Increased Domestic Purchase
Consumer
trends
Tech
trends
Economic
trends
• Consumers seeking bargains on
quality brands however money is no
object for fine quality jewelry.
Preferred brands Cartier, Tiffany,
Armani, LV. (euro monitor)
• More liable to impulse purchase.
• 5 behavior based personas:
Super savers
YOLO experiencers
Image driven buyers
Deal hunters
Casual Spenders
• New generation of 30-40 year olds making
millions/yr in hedge funds, technology and real
estate.
• 2 main growth drivers: Emerging middle class
(“aspirational masses”) & growing # of
millionaires, make up 25-27% of luxury market
• Demographic profile: Inconspicuous,
conspicuous consumers
Indie and trend focused
Median Age of Upper West Side: 42.5
17.6% of Males making $100, 000+ in NYC
• Stable economic growth
• Focused on Attracting foreign
investment
• Less consumer confidence,
discrete spending
• Luxury in negative trend in 2014
• US wealthiest country, aggregate
wealth of $114 trillion by 2019
• Luxury market growing at average of
7% per year
• Over $5billion luxury market in 2014 with
CAGR of 7%.
• Designer apparel/footwear/jewellery and
timepieces account for 79% of luxury
spending.
• Mobile Apps : QR Code, augmented
reality, Near Field Communications
(system that allows devices to connect
with each other) Mobile paying
• Nielsen measures digital add ratings for
China
• Mobile Apps : QR Code, augmented
reality, Near Field Communications
(system that allows devices to connect
with each other) Mobile paying
• Nielsen measures digital add ratings for
China
• Over ⅓ of all credit cards in the GCC are
registered in the UAE even though less
than ⅓ of all payments are made
electronically.
• By 2019 Euro monitor International predicts
that Internet retailing will account for 3% of
all luxury sales.

59. BRAND PERSONALITY
Brand Archetypes will be used to
develop GJ’s timeless story and heritage
across cultures and markets at an
unconscious level. When defining a
differentiator in specific archetypes by
appealing universal human needs, the
brand would be successfully introduced
into a global expansion (Mark & Pearson
2001). The GJ personality falls into two
archetypes: Explorer and hero. Even
though they differ, the core desires
revolves around being true to oneself
through applying mastery and freedom
to experience authentic adventures

60. BUSINESS MODEL
Value Proposition
Costs structure
Key Partners
Key Resources
Key Activities Stakeholders
Channels
Customer relation
Revenue Streams
Connects premium
brands with the world’s
most worthy exclusive
clientele. Delivering
selected, high quality
content about premium,
exclusive brands and
lifestyle trends.
Multi-sided model
Readers: most wealthier,
sophisticated men in
world metropolis.
Advertisers: luxury
brands with an exclusive
perception within
different markets (niche
market approach).1. Awareness
Events
2. Evaluation
Events
3. Purchase
Website
Mobile App
Dedicated personal assistance
This relationship involves dedicating a
customer representative specifically to an
individual client (Advertiser or reader). It
represents a deep and intimate type of
relationship developed based on trust
(reader) and strong contracts (advertiser)
for a long period of time.
Editorial & Writing
Distribution
Members contacting & filtering
Event management
Platform management
Human
Exclusive editors
Network manager: Harry
Designers
Intellectual
Brand copyright
Readers list
Event Managers
Top Venues
Luxury Brand Managers
Distributors (Magazine -
Shop)
Investors
Top social influencers,
leaders
4. Delivery
Print magazine
5. After sales
Events
Sales force
Platform management
Event launch
Editorial and designing
Salaries
Whole Membership - Fixed pricing
Segmented Advertising - Flexible pricing
Online Shop

61. BRAND ARCHITECTURE
Corporation
Master Brand
Branded
Companies of Division UK USA
Categories
Publishing News Event
Brands
Online & Offline
Social Video
Platform
Online
Sub-brands
UK US HK*
* Recommended Brand Architecture

62. REFERENCES

63. REFERENCES
Aaker, J. (1997, August). Dimensions of Brand Personality. Journal of Marketing Research , 347-355.
Batten, A. (2013, January 3). UAE Luxury Goods Market Boosted by Strong Taste for Designer Clothing.
Euromonitor . Euromonitor.
Bennett, E. (2014, March 26). Slide Share: Archetype Overview with Brand Examples and Character Compass.
Retrieved June 2015, from Slideshare: http://www.slideshare.net
Brand Image. (2014, June 04). BLOG: Driven By Meaning: Uncovering the Three Layer of Perception. Retrieved
June 2015, from Brand Image: http://www.brand-image.com
Carr, T. (2013, May 2). Article: BGC--Four Trends Driving the New Age of Luxury . Retrieved June 2015, from
Luxury Daily: http://www.luxurydaily.com
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