Henri lloyd market report

2 1
TABLE OF
CONTENTS
1. Henri Lloyd
Heritage
Current Customer
Brand Awareness
Conclusion
2. The Young Consumer
Who is the Young Consumer
The Millennial Shopper
Young Consumer Trends
Digital and Physical Integration
3. Digital and Physical Retail
The Importance of Digital Retail
The Importance of Physical Retail
Conclusion
Technology Based Retail Experiences
Education Retail
5. Sports
Sailing Participation
Health Benefits of Sailing
Sportswear in Retail
Conclusion
Retail Stores and Online Platforms
Competitors
Competitor Analysis
Personalised Retail
The Rise of Pop-Up Stores
Info-graphics
The Future of Retail
Conclusion
6. Conclusion
7. Bibliography
Bibliography
List of Illustrations
4. Retail Trends and the future
Story Telling Through Retail
Seamless Customer Experiences
3.
5.
6.
8.
10.
11.
13.
14.
16.
18.
20.
22.
24.
25.
27.
28.
29.
30.
31.
32.
34.
36.
38.
42.
44.
45.
46.
Conclusion48.
51.
55.
Brand Market Gap11.

2 3
Market leaders in technical sailing and lifestyle apparel Henri
Lloyd has paved the way for all modern foul weather
clothing, setting the standards throughout the generations
for performance, comfort and style.
Founded in Manchester, England by Mr. Henri Strzelecki and
managed by his son’s Martin and Paul since the 1980’s, the
British specialist-clothing brand has pioneered the
development of modern foul weather clothing technology
and design. Starting from the very early days with Mr. Henri
the company introduced a number of design firsts which
are now accepted as industry standards including; the first
ever Bri-Nylon® garment with hand taped seams, the first
integral safety harness. Among innovations were the first
non-corrosive zippers made of nylon, the introduction of
Velcro closures in waterproof garments, the hand taping of
seams as an alternative to varnishing and the incorporation if
Gore Tex waterproofing.
The use of Gore Tex alone went through over 22,000 hours
of round the world testing at sea before it was first sold to
customers in Henri Lloyd high performance breathable four
weather gear in 1994. Henri Lloyd is one of three brands
from across the world to pioneer Gore Tex in sailing clothing.
Henri Lloyd’s association with the world’s sailing elite
includes working with the early pioneers of solo
circumnavigation and exploration Sir Francis Chichester, Sir
Robin Knox-Johnston, Sir Alec Rose, Sir Ranulph Fiennes and
over the past twenty years with Sir Ben Ainslie, quadruple
Olympic Gold Medallist.
In 2004 Henri Lloyd embarked on a three-year
partnership with BMW Oracle racing supplying cutting
edge fabrics and innovative design solutions. In 2005
they partnered with the Clipper Round the World
Yacht Race as their technical clothing supplier. In 2009
Henri Lloyd became the “official supplier of clothing
and footwear technology” of the Brawn GP formula 1
team as part of a commercial partnership.
During the first years as an up and coming lifestyle
brand, Henri Lloyd collaborated with the renowned
Italian designer Olmes Carretti; the aim was to
combine Henri Lloyd’s heritage and British attitude
with Italian design flair. The new collection blended
innovative materials with natural fabrics, traditional
skills and an extraordinary use of colour. In the mid
1990’s Britain was at the centre of the next fashion
revolution when Henri Lloyd launched Black Label,
a sophisticated collection featuring Italian inspired
sportswear with technically innovative fabrics. In
2010 they launched Blue-Eco, the worlds first infinite
loop recycled sailing apparel. In 2011 they launched
shockwave, the worlds only fully integrated and
modular system for protective foul weather clothing.
Today, Henri Lloyd products contain a unique blend
of heritage, modernity and technical excellence
whilst always staying true to the sea. Inspired by
heritage and developed with innovation, a brand
alive with possibility.
Heritage
1. Henri Lloyd
Heritage
Current Customer
Brand Awareness
Retail Stores and Online Platforms
Competitors
3.
5.
6.
8.
10.
11. Competitor Analysis
Brand Market Gap11.

4 5
26 – late 30’s year old: - The competitive male urbanite
The competitive male urbanite is a sporty and active
professional who has or is buying a house and settling
down with a partner. He has an above average salary,
is prepared to spend money to look good and is aware
of fashion trends. Sport (or hobby) takes up a lot of his
spare time and acts as escapism from his daily routine,
work is a big priority in his life and he is often busy. The
competitive male urbanite is part of a dynamic social
circle and is both culturally and socially aware. He tends
to be brand loyal and trusts brands with a heritage as
authenticity and quality is important to him.
The competitive male urbanite has many influences that
affect his purchases from the retail environment and
customer service to what his peers are saying and doing,
advertising, magazines, websites and blogs. He drives a
nice car such as a BMW, VW or Audi and holidays are
important to him opting for a long haul vacation at least
once every 2 years while city breaks and activity holidays
(ski, snowboard, surfing) are both frequent.
Current Henri Lloyd Market
I study people, I respect
people, I love people. I’m
always busy, I’m always
creative. I’m eager and
hungry for knowledge.
- Henri LLoyd
“
“
Late 30’s – 55 year old: - The comfortable mid life male
The comfortable mid life male is likely to have children
who are a little older and these days he has more time
to himself. Although he is active he‘s more likely to have
a gym or club membership than be involved in sport
competitively. The comfortable mid life man is financially
secure with a large disposable income; he is practical,
pragmatic, well informed and intelligent. Customer
service is important and plays a key role in his purchasing
decisions; he tends to gravitate towards specialist brands
that offer the best of a certain product.
In terms of Henri Lloyd’s current customer within the UK, the brand has split them up into catergories and
described below. This focuses on a generalisation of the ‘ideal’ Henri Lloyd male customer.

6 7
In order to understand the brand and the awareness that they hold I conducted a survey asking 50 men,
with a range in occupancies, age and also gender, to be able to see what it is they know about the brand,
how they communicate with them and how they’d describe the brand.
The first question asked was age, which was split into
5 categories as you can see below. The large majority
was with the age bracket of 16 to 22 with 48% of
responses followed by 30% of responses falling into
the 23 to 30 options. This indicates the awareness that
they have amongst the Millennial Consumer that is
higher than the 21% of consumers aged between 31-
51+. Following this was I asked if they’d heard of Henri
Lloyd before, 76% of people asked had which again is
good indicating their awareness across the board.
To understand how exactly they had heard about
Henri Lloyd I asked whether it was through stores, an
interest in sailing, family and friends or social media
platforms. 59% of responses said that they had heard
it through seeing it within stores whilst no responses
said that they had heard about the brand through an
interest in sailing. This leads me to believe that the
vast majority has an interest in the leisure side of the
brand. In addition to this 15% had heard about the
brand through Social media that again is interesting
to see how the younger consumer use social media to
build their knowledge of brands through shared posts,
news feed and recommendations. I also wanted to look
at how many of these consumers had been within the
stores or the concession and only 24% of those asked
said Yes whilst 76% of them hadn’t ever been within
a store. I want to try and understand how I can get
these consumers within the store and inside of the
retail experience.
The below survey asks how the respondents would
describe Henri Lloyd using buzzwords within Henri
Lloyds vocabulary, 5 people opted to skip this ques-
tion due to not knowing who the brand was. The
top leading answers within this were Classic (45%),
Practical (36%) and Athletic (25%), which represent
the core aesthetics of the brand.
Surprisingly only 4% said that they would
describe the brand as innovative however this could
be due to the lack of investigation they have behind
the brand. They perhaps aren’t involved within
sailing so are unaware of the technology and
innovation behind the garments.
Following this I asked how they would describe the
target market of Henri Lloyd using three categories
to separate them, two of which are used by Henri
Lloyd to describe their consumer. The vast majority
described the Henri Lloyd target market as “The
comfortable Mid Life Consumer” Aged: 39-55+
which is quite strange considering that when asked
about the awareness of the brand and the
consumers ages they predominantly fell with
the idea of the “Millennial Consumer” or the
“The Competitive Male Urbanite” as Henri Lloyd
described them. This asks the question of, if they
are aware of the brand at this age, why would they
not consider themselves as the consumer for Henri
Lloyd? This thing brings up the idea of how Henri
Lloyd can target this demographic.
AGED:
16-22
48%
AGED:
23-33
30%
AGED:
31-40
9%
AGED:
41-50
6%
AGED:
51+
6%
THROUGH SEEING IT IN
STORES
59%
THROUGH AN INTEREST IN
SAILING
1%
THROUGH
FAMILY
15%
THROUGH
FRIENDS
11%
THROUGH
SOCIAL MEDIA
15%
HENRI LLOYD’S STYLE IS
CLASSIC
45%
HENRI LLOYD ‘S STYLE IS:
PRACTICAL
36%
INNOVATIVE
4%
HENRI LLOYD ARE
VISIONARY
PIONEERS
7%
DISTINCTIVE
10%
ATHLETIC
25%
AGED 39-55+
THE COMFORTABLE
MID LIFE CONSUMER
52%
AGED 15-33
THE MILLENNIAL
CONSUMER
19%
AGED 26-38
THE COMPETITIVE
URBANITE
35%
BRAND AWARENESS
Figure 1.1: McGowan, R. via Survey
Monkey, (2015). Henri Lloyd
Consumer Survey: What is your age?
Monkey, (2015). Henri Lloyd Consumer
Survey: How did you hear about Henri Lloyd
Figure 1.3: McGowan, R. via Survey Monkey,
(2015). Henri Lloyd Consumer Survey:
How would you describe Henri Lloyd?
Survey: Who would you describe as
the target market for Henri Lloyd?

8 9
Retail stores and online platforms
Henri Lloyd currently have 7 directly operates stores which
are split between city and coastal stores. The City stores
predominantly focuses on the lifestyle collections, the main
one being Manchester as it isn’t near the coast or sailing.
This store allows them to have fun with the brand and stock
items such as the Black Label Collection that perhaps they
couldn’t stock within concessions or the coastal stores. The
Manchester store is also the store that Henri Lloyd consid-
ers as the ‘flagship’ store with it being in the city where the
brand was founded. They then have the coastal stores
which stock both the sailing apparel and the lifestyle brand
as well which are the majority of the stores down by the
coast of England. In addition to this they currently have 14
House of Fraser concessions across the UK that stock the
lifestyle collections.
The Henri Lloyd website is a good access in to Henri Lloyd
world as it has graphic and vivid images as well as an easy
navigation. They also have within this, an online journal
that explores inspirations and innovations within the brand
and celebrate their work. This is a pivotal part of their
website as it adds a personalized approach to the brand
online, it allows consumers to relate to them and really
delve into the processes behind the brand.
Like most brands Henri Lloyd also have all of the major
social media platforms such as, Facebook, Twitter and
Instagram where they regularly post imagery to engage
the audience and appeal to them widely. In addition to this
however they have their Vimeo account that allows the
brand to upload graphic footage about the heritage, any
events that have taken place and also brand knowledge
that teaches and educates their consumer on the brand.
It allows Henri Lloyd to showcase the core of their brand
through this in a much more lifelike approach.
Recently Henri Lloyd have appointed a social media
marketing role allowing them to have a stronger focus on
this aspect than they have before. It will allow consumers
to have another level of interaction with the brand as well
as allowing the brand to have a bigger role within this field
and interact with their consumers on a daily basis.
33.5K
likes
6.7K
Followers
1.6K
followers
31.8K
Page Views
177
subscribers

10 11
Competitors
Ralph Lauren
Ralph Lauren has a similar market positioning to Henri Lloyd
with a lot of their concession stores being opposite or next
to Henri Lloyd concessions stores in House of Fraser. Ralph
Lauren is considered competitors for both the UK and
International markets. Ralph Lauren sells Men’s, Women’s
and Children’s Apparel as well as accessories, Fragrance and
home furnishings worldwide. The company began in 1967
when Ralph Lauren founded it. Similar to Henri Lloyd, Ralph
Lauren is a heritage sportswear brand with a premium
clientele. They have a mass following being established
internationally however their core lies in America
(Ralphlauren.com: 2015).
They are a premiere global player in design, distribution and
marketing. They have a lot of investment in their wholesale
market where they sell a lot of their products to department
stores that allows them to still maintain control of the
business. Through this the company can target a larger range
of customer through the relationships that they have built
with stores globally. Currently the Ralph Lauren brand is
worth 7.1 billion USD according to their Forbes profile.
Henri Lloyd isn’t the only heritage brand within the UK and they have high competition within this
market. Henri Lloyd stated that their competitors as heritage brands such as Ralph Lauren, GANT,
Tommy Hilfiger and Lacoste.
GANT
GANT is a luxury-clothing brand of American Heritage
launched in New Haven in 1949. GANTS products are
available from retailers and at signature GANT stores
through the world offering Menswear, Womenswear,
Childrenswear as well as a product range of home, time,
fragrance, footwear, underwear and eyewear licenses
which are incorporated under the GANT brand. Similar to
Henri Lloyd and Ralph Lauren, GANT offers a sportswear
aesthetic which is reflective of athletic sports incorporat-
ing the heritage of the brand. (GANT: 2015)
GANT have a strong social media presence offering
unique content and ‘sneak peaks’, which are specific to
their customer. GANT are also stocked in a lot of depart-
ment stores again allowing them to reach a larger range of
clientele and appeal to an international audience. GANT
are stocked in 54 countries that include the UK, USA and
additional European markets.
GANT’s main business concept focuses on building
profitability and brand equity through efficient brand
management and a low risk wholesale retail marketing
concept. GANT aims to further it’s growth in major cities
by launching directly operated stores. They also intensi-
fy their global marketing by promoting their growth and
brand recognition by enhancing their various franchises
and licenses.
Lacoste
Lacoste was launched in 1933 and is a French clothing
company that sells high-end clothing, footwear, perfume,
leather foods, watches, eye wear and most famously,
polo shirts. The company can be recognized by their
green
Crocodile logo, Réné Lacsote, the company’s founder
was nicknamed ‘the crocodile’ by fans because of his
tenacity on the tennis court. Lacoste, similar to Henri
Lloyd, are known due their sporting heritage particular
within
Tennis. They then launched their fashion/lifestyle brand
that allowed them to appeal to a wider customer within
the business.
In the UK their retail strategy is within wholesale but
mainly directly operated stores however internationally
they can be found in globally known department stores.
Lacoste offer unique products within their field offering
quality. They represent themselves in over 120 countries,
again offering that same global status as Henri Lloyd,
Tommy Hilfiger, GANT and Ralph Lauren.
Tommy Hilfiger
Tommy Hilfiger is American fashion apparel, design,
fragrance, Retail Company offering consumers high
end products including men’s, women’s, Childrenswear,
sportswear, denim and a range of licenses products such
as accessories, jewelry, watches, fragrances and home
furnishings. Tommy Hilfiger was founded in 1985 and
became popular in the U.S. after its launch continuing to
gain popularity throughout the 1990s. The brand can be
found globally in department stores and specialty stores
as well as their expanding network of freestanding retail
stores worldwide. Tommy Hilfiger have a brand presence
in more than 90 countries and more than 1000 retail
stores in North America, Europe, Central and South
America and Asia (Tommy Hilfiger: 2015).
Tommy Hilfiger have a large brand vocabulary and
advertising which is proven to be very popular amongst
their
consumer. They offer original content on all platforms
interlinking interests, influences and heritage in every
aspect of their brand in order to create a coherent voice
and brand image. Tommy Hilfiger was acquired by PVH
Corp. in 2010 and now has more than 17,000 associates
worldwide. Global retail sales of the Tommy Hilfiger
brand were 6.4 billion USD (2014)
(Tommy Hilfiger: 2015).
Each of Henri Lloyd’s competitors has a similar approach in
terms of distribution of the brand. All of the brands have
both directly operated stores and also concession stores
with a retail strategy catered to each of these. This is similar
to Henri Lloyd and how they present their selves. Ralph
Lauren and Tommy Hilfiger have a larger net worth allowing
them to promote their brand on a larger scale than what
Henri Lloyd would be able to however that doesn’t mean
that they can do their promotion better. They compete on
a larger scale meaning that their audience expects more
from them also allowing the promotion that they do to be
limitless.
To secure the future Henri Lloyd customer the brand needs
to look at how they can target this customer. They already
excel within the innovation and technology of the brand
creating unique pieces with in depth research that lies
behind them however perhaps this isn’t showcased as well
as it could be.
When asked how consumers would describe Henri Lloyd
the main answers were classic, practical and athletic
where as when research is conducted into the brand and
their aesthetic it would be described and innovative and
as visionary pioneers. To connect the customers to these
ideals they must communicate this with their consumer by
educating them with the research and modes behind
the brand.
With Henri Lloyd however they have to be considerate of
each aspect and their audience, because those who are
buying the brand may not necessarily want something that
is over the top when it comes to promotion. Henri Lloyd
take a much more subtle marketing approach by getting
involved within the local environments and communities
surrounding their stores creating a more personal
relationship with their customer. Parallel to this you have
Ralph Lauren who promotes every aspect of their brand
within the public eye allowing consumers to follow each
aspect of the brand.
In addition to this creating a coherent voice from digital
to physical that again will allow Henri Lloyd to create a
coherent voice between each aspect of their brand. It
will also connect the story of Henri Lloyd online vs. Henri
Lloyd offline. This will be developed through out the
report as it is explored through retail trends, the young
consumer and the importance of digital and brick and
mortar stores.
Brand Market Gap
Competitor Analysis

12 13
2. The YounG CONSUMER
Who is the Young Consumer?
Young Consumer Trends
Conclusion
The younger consumer, also known as “Gen Y consumers”
and “Millennials”, has a profound impact on the future of
retail, providing the next opportunity for revenue growth.
Technology has fundamentally changed the way in which
we shop – the Internet has given us more choice and
more information about prices and product than ever
before. Smart phones have now become a daily necessity
in the lives of the Gen Y allowing consumers to gather any
information they need wherever they are allowing them
to evolve into a super connected savvy consumer accord
to retail strategist, Richard Millard (2014). Technology has
fuelled the way that young people connect to retail and
retailers altering the spaces in which they serve.
Retail Week stated that two thirds of 18-24 year old’s
put ‘better online experience’ in their top priorities for
improving customer experience. The Millennials value
the personalization of the online experience more high
highly and are therefore more likely to interact with the
brand via multiple outlets such as social media and email.
However, this being said, how does the young consumer
communicate with the physical retail space? Richard Millard
believes that the younger generations tend to rank the
in-store experience as less important with only 48% of
18-24 year olds start their shopping journey in-store
compared to 60% of the older generation.
With this however comes a small class of “super shoppers”
who increasingly use tablets and smartphones to make
purchases and behind nearly three quarters of the money
spent in shops in the UK. Research found that young
professionals make the biggest contribution of spending
and it was these influential shoppers who were more likely
to research products online before visiting a store than the
average customer accord to Jerrard Smyth, researcher for
Digital Marketing (2014). The use of online forums and
website was used prior to purchases in store meaning that
the value of the purchase can be up to 50% more than if
the customer used just the one channel.
An investigation into online and store shopping by eBay
and Deloitte found that two thirds of all shoppers now
consult a number of retail sources before they make a
purchase of more than £100 (Smyth: 2014). This allows
for those brands that celebrate innovation within their
clothing to stand out, brands like Henri Lloyd who invest
a lot of time and experimentation into the development
of their design and their technology.
Tanya Lawler, Vice President of eBay in the UK stated
“Customers are in the driving seat and are pushing
retailers for ever higher standards of service and greater
convenience. Customers fully expect your store and
online channels to be joined up and can have little
patience if they aren’t. For example, they want collect in
store or return via the store even if they bought online”
(Lawler: 2014).
Ian Geddes, Partner at Deloitte, said “Compared to other
consumers, these so-called ‘supper shoppers’ account for
a larger share of spending, use a wider range of resources
to research purchases and they do this using a greater
variety of channels. Our study suggests that retailers
can target this valuable group through a broad presence
over a range of channels.” (Geddes: 2014). This indicates
that it’s about joining together all channels to create a
coherence and same level of customer experience and
care through each aspect of the brand, whether that is
online or through the psychical store. However what
needs to be addressed is how this can be done in a way
that integrates the new consumer along with the current
existing customer whilst remaining true to the brand and
the story that goes along with them.
Who is the young consumer?
13.
14.
16.
18.

14 15
Millennials – born between 1980 and 2000 – are both
the 20th century’s last generation and its first truly
digital one. The old century/new technology consumer
gives pause to marketers attempting to understand
and connect with this key demographic. Accenture, a
management consultancy focusing on digital strategies,
technology and operations, conducted a global market
research named “Who are the Millennial shoppers?
And what do they really want?” written by Christopher
Donnelly and Renato Scaff which focused on the
shopping behaviours of 6,000 consumers of which 1,707
were Millennials, by looking at 60 retailers worldwide
in order to determine whether they were providing the
customer experience that this generation demands.
Millennials have earned a reputation for viewing the
world through a uniquely digital lens however results
found some remarkable similarities between them and
their predecessors: the Baby Boomers (born from 1946
to 1964) and Generation X (born from 1965 to 1979),
(Donnelly: 2014). On average 89% said having access to
real-time product availability information would influence
their shopping choices whilst 36% of those surveyed
from all three generations said they will go online to buy
from a retailers website if they want a product when
the store is closed (Donnelly: 2014). This indicates the
connection that the consumers have with the brands and
the importance of the relationship with their customer
and the openness that they should have when it comes
to telling the customer about the product it self.
To reflect customer demand retailers need to customize
their offering across channels in the ways Millennials want,
which typically boils down to providing better, faster and
more memorable service. Retailers also need to integrate
their operational elements so that they can have a single
“conversation” with customers, not one that change from
digital to brick-and-mortar stores (Donnelly: 2014).
According to Advertising Age, Millennials between the
ages of 17 and 34 are expected to spend more than £200
billion annually starting in 2017 and £10 trillion in their
lifetimes. These young, powerful, digital natives number
1.7 billion—60 percent of them in Asia accord to consumer
research agency Nelson.
Millennials say they are willing to pay more for products
from companies that do business in ways that are genuinely
sustainable (Klein: 2014). They are digital natives, but they
still see the value of brick-and-mortar stores, where they
can try products in person. How we engage the Millennials
however is the question, the evolving world of digital
captivates them on a daily basis so the retail strategy
needs to be continuously changed in order to adapt
them. At the forefront of our minds we have to make sure
however that we don’t exclude the existing customer in
order to get the Millennials attention. We must make sure
that any new strategies incorporate what is already
working for our current customer whilst integrating new
modes of personalization that the Millennials need from
their retail experience.
Whilst Millennials may have a larger disposable income,
they don’t part with their money easily and they want to
know that the when they do it’s on something
worthwhile that was created in the right way. Innovation
with fabrics and design matters to the Millennials and
by finding a brand that offers this allows them to build
a deeper connection and build a relationship with them
that they will always fall back on.
Millennials are a savvy online customer but that isn’t to
say that they don’t go to brick-and-mortar stores. Many
members of the digital generation actually prefer visiting
stores to shopping online because they want to be
able to touch it and pick it up. They want to be able to
invest in something that is going to pay off without the
disappointment of the item being badly produced or put
together.
Many Millennials hone their shopping skills on the
Internet checking product ratings and reviews, or
feedback on retailers; this allows them to confirm that
both product and vendor provide the best value and
service. They expect the same level of service online
and offline and this covers prices and promotions. When
it comes to shopping 68% of all Millennials demand
an integrated, seamless experience regardless of the
channel. That means being able to transition effortlessly
from smart phone to personal computer to physical
store in their quest for the best products and services
(Scaff: 2014).
Many Millennials seek a personalized view when it
comes to shopping, they want to feel like the brand
listens to what they want and knows who they are. They
don’t want to be bombarded with something that lacks
anything less than loyalty. Millennials still like brick-
and-mortar stores, they can be an exceptionally loyal
customer with 69% saying that when it comes to their
favourite retail store, a “closed” sign doesn’t change their
mind with 28% saying that they’ll return to the store the
next morning (Scaff: 2014).
In order to reach the Millennial on social media a brand
must become a routine part of their conversation when
it comes to product information. The goal should be to
create positive buzz, simply having a presence on social
media isn’t enough – the aspiration should be to become
the topic of conversation for all the right reasons.
Accenture believe that retailing driven by the Millennials
and future digital generations will change more in the
next five years than it has in the last 50. That’s because
consumer uptake of new communication technologies
has continued to compress over the past 125 years. In
order to continuously engage the Millennials, retailers
must become seamless in all aspects of their brands
whilst remaining true to who they are (Accenture:
2014). Being seamless means that they must deliver a
consistently personalized, on-brand experience for each
individual customer, at every touch point.

16 17
With the Millennial consumer comes a series of trends that have evolved as they have, compiled
together they create five key trends which focus on marketing towards the Gen Y consumer. Below
is a compiled list from Forbes, Neilsen and PM Live.
Young consumer Trends
We often describe Millennials as the
digital native group of consumers
raised with technology. Since this
group is so accustomed to having
technology support every aspect of
their lives, it is obvious that brands
must leverage technology to have a
fighting chance. Easier said than done.
Millennials know how to sniff out the
“bells and whistles” and “cheap tricks”
when brands attempt to incorporate
technology. The automotive industry is
not immune to this.
Emotional Benefits: We often talk
about the Millennial desire to “do
good” for the world. As Millennials
are natural multi-taskers, we often
observe this behaviour in correlation
with purchasing decision. More often
than not, Millennials choose brands
whose values align with their own.
This is why we see “idea” brands that
stand for a cause consistently winning
with this group. They want to create a
personalisation with their retailers and
brand, to connect with them as best as
they can, to feel that they’re heard.
Happiness and health: Until recently,
talk of happiness, health and the
millennial mindset has been a matter
of anecdote and conjecture. But a new
online study titled “Adult Millennials
and Health” conducted by Allidura
Consumer, GSW and Harris Poll in
May and June of this year, puts data
behind the hypotheses. When analysing
responses from more than 3,500
millennial teens and adults, as well as
genXers and baby boomers, we found
that almost all millennials (97%) place
a premium on happiness and a similar,
overwhelming majority (95%) say that
health is paramount. Linking health and
happiness at the very tip of the value
pyramid has profound implications for
brand marketing and communications.
Facebook more or less has dominated
Social Marketing since its origination,
but other brands have begun finding
ways to engage younger demographics
better than Zuckerberg’s social
behemoth. In fact, three in ten
Facebookers say they have “un-liked”
a brand within the last 30 days and 38
percent of 16-24 year olds have done
the same. This ratio is worse than
Twitter and even Google+. The social
media giant is still the go-to platform
for millennials. However, a greater
emphasis will be placed on content
and brands will seek out new and
more engaging places for their content
to live. The faster brands are able to
respond in real-time to consumers, the
faster they will convert them into loyal
brand partners.
The economic downturn has caused
many consumers to re-evaluate what is
actually important on a more personal
level. Four out of five consumers,
across all generations, indicate they
are becoming more aware of personal
relationships instead of personal
possessions. Many consumers are
looking for new relevance in every area
of their lives by searching for a deeper
sense of purpose and connection, with
almost two-thirds over 45 stating they
want to build a sense of community in
their lives.
Tech
Immersion
Emotional
benefits
Happiness &
Health
Reimagination of
social marketing
Finding
balance
01 02 03
04 05
Millennials demand to be active participants in the consumer journey. Driven by advancements in
digital and mobile technology, Millennials are demanding to be a part of the process. The type of
participation Millennials want to engage in breaks into three types:
1. 2. 3.
Millennials want to
co-create the
products and
services that you
sell.
Millennials want to
co-create the
customer journey
or the customer
experience.
Millennials want to
co-create the
marketing which
goes beyond social
media.
Emerging opportunities
20%
Core opportunities
75%
5%
The base of the pyramid (75%) includes all core
opportunities and proven successful campaigns. These
are the things your brand is doing today. The middle
of the pyramid (20%) is designated for emerging
opportunities. These are important for acquiring new
customers and further engaging core customers—things
your brand looks to do in the near future. Finally, the top
of the pyramid (5%) is reserved for your brand’s “blue
ocean” ideas. These are ideas that some might deem
“unpredictable” or “erratic”.
These top of the pyramid ideas are game changers if
executed properly. The problem with “blue ocean” ideas
is that can it seem like a gamble. With this schema of
ROI, the top of the pyramid cannot be measured by a
traditional ROI approach. Brands need to understand
that rolling the dice on that five percent investment in a
“blue ocean” opportunity is what will keep you relevant
with today’s consumers.
Figure 2.1: millennialmarketing.com, (2013).
Pyramid millennial marketing

18 19
Conclusion
It’s important for Henri Lloyd to engage the younger
consumer, the millennial shopper, as they are the future
of their brand. In order to generate awareness they must
apply certain marketing and retail tools within all realms
of their brand to create coherence through out. As
Cisco mentioned, technology has become a pivotal role
within the Young Gen consumer evolving the way that
they shop and purchase products. It also changed the
way that we communicate with brands allowing us to
delve into the history behind products and brands and
compare one brand with another instantly.
This meant that personalization of retail experiences
evolved with many Millennial consumers opting for
something that is tailored to them and what they like.
This is utilized through social media and online retail but
can ultimately be transferred into the brick and mortar
store. This is something to be explored within the next
sections to fully formulate an understanding of the retail
trends and expectations behind the future of retail.
For a brand like Henri Lloyd that already have such a
strong history and story behind them, it is important for
them to reiterate it with their consumer and make them
aware of it through multiple touch points. They must
connect to the brand fully on every channel so that any
consumer, old or new, can connect to the heritage and
understand the background therefore influencing them to
purchase.
As stated in the Scaff report, many millennials prefer to
physically visit a store to understand an item, to physically
touch it and pick it up, even try it on. But this doesn’t
necessarily indicate a purchase, many millennials then
go home to purchase products. This therefore opens
the question of how a brand like Henri Lloyd can get
customers into a brick and mortar store, intrigue and
excite the younger consumer without necessarily pushing
purchases within the store.
Henri Lloyd needs to be able to target the needs of the
millennial consumer to create brand awareness and brand
loyalty amongst them whilst offering them something
from an experience that they can’t currently find from
their competitors.
Digital and Physical Integration
3. Digital and Physical Retail
The Importance of Digital Retail
The Importance of Physical Retail
Conclusion25.
24.
22.
20.

20 21
Retail has undergone some of the most significant
changes in the sector’s history, with increasing numbers
of consumers shopping extensively across the value
spectrum. Although consumer sentiment has returned to
positive territory for the first time since 2008, changes in
buying behaviour are evident, with the average fashion
retail consumer now regularly using up to five channels
to do their shopping. And, since multichannel and digital
growth will only continue to thrive in importance, retailers
will need to continue to look at ways of investing in their
digital strategies in order to stay ahead of the competition.
To be able to engage customer’s in-store, retailers must
invest in effective digital retail experiences that aim to
provide the best possible customer experience. The
shopping experience needs to “amaze and amuse them,”
says a department store director.
The Fashion Retail report highlights ways in which retailers
can innovate to improve their store experience. Areas of
focus include visual merchandising and store windows,
but a key marketing tool is digital signage. 80% of brands
experienced up to 33% in additional sales through the
use of digital signage according to the Nielson Consumer
survey, “Millennials are seeking the fountain of youth”.
The use of digital engagement and entertainment in-
store will help increase dwell time and satisfaction of the
shopping experience. By implementing digital signage
to retail stores, retailers can deliver targeted messages
to customers in real-time, with the option of integrating
iBeacon technology, Queue Management and Video Wall
Syncronization to drive in-store traffic and leverage sales
(Wakelin: 2014).
“Today’s fashion store environment has to work
increasingly hard to meet consumer expectations and
many executives interviews for (The Fashion Retail) report
believe that investment and innovation needs to focus
on providing the best possible customer experience” –
Fashion Retail 2014 Report
The digital consumer has forever changed the contours of
the retail industry. Traditional retailers and manufacturers
have no choice but to embrace the e-commerce and the
digital revolution. In order to remain profitable and thrive,
retailers must adopt an integrated business approach with
a solid digital strategy.
STRATEGIC FORCES DRIVING DIGITAL TRANSFORMATION OF RETAIL
In order to understand the struggle between traditional and digital strategies in the retail industry, we need to understand
the key forces driving the digital transformation, and how retailers are reacting to and adapting to these forces.
PROVIDING A TRUE OMNI-CHANNEL EXPERIENCE TO CONSUMERS
While it’s unlikely most customers have heard of or understood terms such as ‘Omni-channel,’ they do expect a seamless
experience across various retail formats and touch points. Increasingly, customers are opting for a wider variety of channel
combinations, and enabling new channels can be challenging for many retailers when it comes to brand communication,
supply chain, logistics and customer service. An integrated digital strategy becomes critical to address these challenges.
DIGITAL TRANSFORMATION FOR RETAILERS
Integration of digital strategies can be executed in stages as long as there is a larger vision and a broad strategic
framework for the overall digital strategy. This broader digital strategy has to be driven by the entire retail organization. It
needs to be part of the transformation. Factors to consider include:
ENABLING THE DIGITAL CULTURAL
SHIFT
Digital transformation is much more than
opening an online store or launching
a mobile app. Traditional hierarchies
and departments that used to exist in
stores all need to change and become
integrated through the digital.
FLEXIBILITY AND ADAPTABILITY
The digital world is highly dynamic and
constantly evolving. The strategy needs
to have a long-term vision that can be
adapted as the needs of the organization
change and new technologies emerge or
become more mainstream.
ADOPTING AN INCLUSIVE DIGITAL
STRATEGY
Retailers need to integrate the digital
strategy with manufacturers, vendors and
other partners by showcasing value and
business benefits.
OBTAINING AN UNDERSTANDING OF
THE NEW AGE “DIGITAL” CUSTOMER
More and more, shoppers are becoming
multi-channel, and their needs are
evolving very rapidly. Understanding their
needs and the whole digital engagement
process is critical for retailers. Retailers
that operate in multiple geographies need
to understand there will be significant
variations in consumer needs and
behaviour. For instance, some regions
offer cash on delivery for online sales.
01 02
03 04
The importance of
digital retail

22 23
Brick-and-mortar stores remain a vital element of
multichannel shopping, though it is one that must evolve
to fit with consumers’ radically reformed shopping habits.
According to research firm Conlumino, the value of sales
influenced by stores, as well as made through stores, will
be more than £42bn by 2017.
As well as being a hub for direct sales and click-and-
collect, brick-and-mortar stores are becoming most
important for inspiration, influencing purchasing decisions
and buying behavior across other channels.
“An immersive in-store experience is acknowledged by
retailers as increasingly important in the face of online
and, particularly, mobile retailing” according to the Fashion
Retail 2014 Report ‘The future of fashion retail in a digital
age’.
Within this same report, in association with retail week,
Editor-in-Cheif Chris Brook-Carter said “What’s clear from
the view of all retailers interviewed for this report is that
the brick-and-mortar store in the fashion world is more
than alive and well; it remains and will remain and integral
and essential part of shoppers’ multichannel experience.”
Consumer’s research into a product before purchasing
however it’s the in store experience that locks in the sale.
Consumers want to try the product first, feel the quality
of the product. They also want to understand the brand
better through this, connect to the staff, the story of the
product and the atmosphere of the brand prior to making
purchases. By stripping away the physical retail you strip
away the core of a brand.
While e-commerce is rapidly growing, particularly on
mobile – eMarketer forecasts worldwide business-to-
consumer e-commerce sales will increase by 20.1% - not
all commerce will shift online. The clicks-versus-bricks
debate is wearing thin as more retailers embrace an Omni-
channel retail approach. With eBay and Amazon having
both experimented with physical retail concepts, and
Google also reportedly planning a museum-style concept
store in New York, even the most successful digital brands
recognise the importance of physical retail.
People still love to shop as a social occasion, family day
out or even holiday, but there is a crucial distinction
between the act of shopping and where a purchase is
made, says David Womack, executive creative director at
R/GA. He explains that retail serves a number of complex
functions beyond moving merchandise.
The retail experience is an incredible part of the
consideration process, it is just where they do
transactions that will shift.
A concept store that leverages technology effectively
can close the loop between digital and physical,
overcoming the problem of attributing online marketing
to offline sales. As we are able to have single view of
the customer from digital to retail, this will change the
nature of the physical retail experience. Stores will
become more like galleries (Shearman: 2014)
James Brown, Head of European Retail Research at JLL,
examines the changing space and location requirements
by retailers for stores and distribution as predictions say
that 20% of total stock is likely to become surplus to
requirements.
Within London, international retailer demand for the
right space in the right location has fuelled record
rents in the city centre, and the capital continues to
benefit from its sought-after position as a prime global
destination for those retailers looking for a platform to
expand further into Europe. In fact, rents in more than a
third (39%) of the top 200 UK retail locations (including
London) are at, or exceed pre-crash levels in 2008. Some
areas, described as ‘pockets of gold’ – such as Oxford,
Bath, Brighton, Colchester, Winchester and Edinburgh
– have strong fundamentals and constrained supply and
are seeing focused demand from retail and food and
beverage operators looking to make the most of these
conditions (Brown: 2014).
Click and collect has implications on storage
requirements as well, both for goods to be collected and
to be returned. It is estimated that up to 25% of existing
UK retail sales will go online by 2020 and JLL believes
that over time, up to 150 million square ft. of space
across the UK (20% of total stock) is likely to be surplus
to modern retailing needs in its current form. This
means that there is a percentage of existing physical
retail space which is currently obsolete across the UK in
certain locations.
While it might not mean that there is too much space
in total, it is certainly the case that existing space is
not optimised; in terms of how it is used or where it is
located. That said, stores are not going anywhere and
they will continue to play an important role in terms
of marketing and showcasing the brand, developing
and maintaining customer loyalty, delivering great
service and perhaps most importantly, selling products.
Not all retailers are looking to downsize; they are
considering solutions that are ‘ﬁt for purpose’ in this new
increasingly virtual world (Brown: 2014).
The importance of
Physical retail
OFFLINE TO ONLINE
Of Adults
49%
bought clothes online in
2014
Of Retailers
65%
would like to be a
pickup destination for
orders placed on brand
websites
Of Customers
59%
say they would
purchase more from
brands that provide
in-store pickup for
orders
Statistics take from CMO Exclusive “15 Mind-Blowing Stats About Retail” 2014.

24 25
Marketers are struggling to implement an effective
Omni-channel approach with their customers. It’s not just
the increasing number of digital touch points between
brands and customers making it difficult for marketers to
keep a single view of the customer, but it’s also a challenge
to align customer’s digital interactions with their physical
presence in stores.
An emerging technology, called proximity beacons,
can help marketers get a full view of the customers by
connecting the digital and physical worlds. Beacons are
small and cheap devices that can be powered for years
by a single coin cell battery. They can interact wirelessly
(using a wireless technology such as Bluetooth® Smart,
which is sometimes called Buetooth Low Energy) with
mobile devices by showing notification messages and
making apps aware of their proximity to the mobile user.
The buzz around beacons comes from recent news
by Apple that announced the iBeacon products and
introduced support in iOS7, and Google following up
by adding Bluetooth Smart support with Android 4.3,
although a few companies like Estimote or Kontakt had
already started to make and sell their Bluetooth beacons.
The combination of beacons, smartphones and mobile
apps is potentially very powerful for marketers. After all,
95% of commerce still occurs in the store* and 79% of
shoppers who own a smartphone use their phones while
in a physical store. (Adobe: 2014)
The most promising opportunnity that beacons offer to
marketers is to bridge the gap between digital and physical
channels, which is the main challenge to establishing
an Omnichannel marketing strategy. By tying digital
information to physical places, marketers can finally obtain
a single view of the customer between online and offline,
and offer an excellent buying experience along the entire
customer journey and across all possible interaction means
(digital and physical).
In retail stores beacons can turn a mobile app into
a virtual personal shopping assistant that welcomes
the customer at the front door and offer help with
recommendations, detailed and up to date information
on products in the nearby, couponing and discounts
targeted to their preferences and buying profile, up to
dynamic pricing and even payments without queuing, as
PayPal has recently announced.
Some big retailers have started to experiment with
beacons. Walking into Macy’s stores in New York or
San Francisco customers automatically get notifications
on their iPhones from a shopping app which can make
specialized offers depending on where they are in the
store. Apple has also installed iBeacons in all its own
retail stores in the US to drive marketing campaigns
through the Apple Store app.
Think of the opportunity to push contextual information
to customers while they’re shopping and to connect
proximity data to a single client profile as if they were
shopping online. This let brands offer a unique customer
experience by pushing highly targeted and valuable
contents to a visitor, influencing behaviours and
decisions, increasing conversion and reducing the risk of
showrooming.
And this is just the beginning as the possibilities offered
by beacon-enhanced retail locations are endless and
they will influence brands to rethink and redesign
customer journeys. But not just for big retailers: a
beacon costs between £30-75 and it’s all it takes to
get analytics from shopping preferences, make product
recommendations and offer discounts to customers
even in a small shop. And in a few years they will
become significantly cheaper as their popularity grows
(Valle: 2014).
Digital and physical
Retail integration
Conclusion
Henri Lloyd currently has both digital and physical retail.
They communicate their brand story and ethos within both
platforms however it isn’t integrated. They currently don’t
showcase their online and offline platforms as a whole entity
that creates a level of disconnect with their consumers.
An amazing part of their ‘digital’ realm is the way that they
showcase the brand. It allows consumers to understand
aspects of clothing and reasons behind designs and
components on products. This is a highly interest concept
as it allows consumers to understand the brand and educate
themselves on the product that they are buying into.
As stated a lot of retailers will be venturing online putting
more money into their digital retail strategy but for a brand
like Henri Lloyd who focuses on the tradition of products
and innovation behind the brand, the physical store is the
best way to showcase this. Whilst consumers need both the
physical and digital, they still want to create an Omni-Channel
approach that is seamless and progresses as the brand does.
The fashion retail report states that 80% of brands
experiences 33% in additional sales through the use of digital
signage whether that’s through visual merchandising or store
windows. It’s a way for interaction to take place and a way for
vivid and graphic imagery to be portrayed in a way that you
couldn’t through print. This is something to be considered in
the physical Henri Lloyd stores that will finalize the level of
engagement in order to secure the future consumer of
Henri Lloyd.

26 27
Technology Based Retail Experiences
Education Retail
Personalised Retail
The Rise of Pop-Up Stores
Retail Interaction with HL Consumers
Conclusion
4. Retail Trends and the future
Story Telling Through Retail
Seamless Customer Experiences
Consumers are seeking new waves of narrative brandscapes
and back-stories so that they can connect to their brand.
With the growth of Social Media, consumers are attempting
to define their identity and unique appeal when it comes to
the brands they are choosing.
Story telling is a way for consumers to connect with brands;
consumers are learning how to adapt themselves into the
new mould. It isn’t only marketers however who are doing
this, marketers are also embracing storytelling by breaking
up a brands story over multiple media channels so that each
medium makes a special and unique addition to the brands
‘whole story’ as a way to engage and inspire consumers.
These stories are creating rich and immersive canvases for
consumers enabling them to interact in different ways in
every aspect of their lives.
A report from LSN:Global reported in their Macro trend
“Fraction Marketing” (2014) that brands will create narratives
that last forever, continued and adapted by brand loyalties
via social media platforms. They will cede complete control
to their won. According to author Gueber, fans are key to
making never ending stories saying ‘You want your story to
deliver through its most enthusiastic audience’.
Thanks to the Internet, commerce now offers a very
different experience than it has ever before. In today’s
marketplace, consumers are increasingly comfortable
with multi-channel engagement which some refer to
as ‘experiential commerce’ or ‘contextual engagement’
(Duncan: 2014) which requires the practice of
storytelling.
Much of storytelling has an element of emotion and
inspiration. It’s not the product itself that’s inspiring; it’s
what the customer is planning to do with it. It’s about
the story that builds up to the product and the story
that continues after in order to inspire the future of the
customer.
In today’s digital age, it isn’t necessary to spend large
amounts of time or money to create impactful, inspiring
content, sincerity will always come across. What makes
content really valuable is when it’s relevant, useful and
authentic. You can involve the consumers through this
aspect of story telling by integrating user generate
content from social networks and currant content from
other online sources that customers will find interesting
and inspiring (Conradt: 2014).
Story telling
Through retail
38.
36
34.
32.
31.
30.
29.
28.
27.

28 29
SEAMLESS
EXPERIENCES
SEAMLESS
EXPERIENCES
The majority of shoppers are considered multi-channel
consumers, making it essential for apparel retailers to
continue developing a seamless and consistent experience
across mobile, brick and mortar, and online interactions. In
response, many are integrating consumer touch points by
introducing cross-channel capabilities: common examples
include allowing customers to place or pick-up online orders
in the store.
Many retailers leveraged social to engage users and
influence their merchandising decisions this year, but in
2015 companies will go beyond that and use social not just
to showcase products, but to actually sell them. The same
goes for mobile. Companies won’t just use the small screen
to “get in front” of customers (i.e. through geo-fencing
and mobile-enabled sites). In 2015, retailers will step up
their efforts by incorporating mobile into other parts of the
customer journey, including order fulfillment, payments, and
loyalty.
Over the last several years, brands have used Social media
to market their products, talk to customers and even make
merchandising decisions. The recent launches of shopping
functionalities in the social realm (i.e. Facebook and Twitters
“buy” buttons) tell us that social is going to get a lot more
shoppable in 2015. If social shopping takes off users will
be able to enjoy a more seamless shopping experience.
The clunky transition from one channel to the next will be
eliminated and purchases will be completed much faster
(VendHQ: 2015).
Seamless experiences need to be created online and in-store
and successfully pulling this off requires both a digital and
physical presence. Consumers don’t distinguish
between channels therefore they expect the same
service, products, offers and pricing online as they
do in-store and on mobile. Retailers will continue to
build omnnichannel presences to meet this customer
demand.
With more empowered consumers taking control of
how they shop, brands no longer have the power
to contain them in one channel — consumers are
completing their purchases at a time and place that
suits them, and convenience is king. Customers are
increasingly and seamlessly moving between channels,
and ROPO (Research Online Purchase Offline) and
showrooming are really just terms that refer to the
fragmentation of the customer’s path to purchase
(Saunders: 2014).
One of the most intriguing insights has been
“Seamless Customer Experiences” which shows that
digital in the retail industry is growing up. The trend
is that retailers will no longer see digital as a threat to
existing retail operations but rather looking at ways
to enhance the shopping experience by leveraging
digital shopping habits and consumer trends. In
essence changing the negative perception of ROPO
and showrooming towards a more positive outlook
to create seamless physical and digital experiences.
A seamless customer experience will be one where
customers have synchronised access to information —
both online and offline — like in-store inventory, wish
lists, customer reviews, related products, and so on.
SEAMLESS CUSTOMER
EXPERIENCE
Merchants will adopt and/or experiment with tech
innovations and figure out how they can use them to
improve the shopping experience. Initiatives to make the
cash register extinct will continue to go strong in 2015.
Cloud-based point-of-sale systems have proven that they
can outperform old-fashioned registers in all aspects
(performance, functionality, looks) and an increasing number
of retailers will recognize this and make the switch.
In addition to this Data will be more accessible and powerful.
Big Data can reveal precisely when specific customer groups
are most likely to shop and exactly what they are looking
for in terms of product, service, price etc. Retailer can make
highly targeted adjustments to staffing, product placement,
marketing displays and even prices throughout the day.
Big Data analysis can take retailers closer to providing true
“one-to-one” personalization, where the customer has a
completely tailored experience that seamlessly travels with
them across all touch points, in real time according to Dan
Berthiaume, Senior Editor at Chain Store Age, Chain Store
Age (2014).
The number of consumers adopting mobile wallets will
increase in 2015, thanks to solutions offered by Google,
Softcard and Apple. Expect less card swiping and more
phone scanning. Merchants who want to keep up with
mobile payments but are confused as to which method to
adopt can look into pynt, a smart terminal that supports
multiple payment technologies including NFC, Bluetooth,
QR codes, EMV, and magnetic stripe cards. The customer
will be able to pay using Apple Pat, Google Wallet, the
CurrentC app, or beacon technology.
Several leading apparel retailers have already invested in
innovative technologies and improved mobile applications
that enable direct communication with customers (e.g.,
product recommendations, reviews, personalised offers, etc.)
via mobile push notifications while they shop.
Given that half of consumers indicate the desire to use
mobile services while shopping in a store, these capabilities
promise to improve customer engagement with the brand
and spur incremental purchases. Since customers will be able
to navigate the store more easily, companies can potentially
rationalise labor hours without hindering sales. As retailers
invest in these new technologies, the most successful will be
those that experiment with the volume of notifications per
visit, message content, and beacon placement to determine
the strategies that optimise consumer engagement and drive
profitable sales (Howard: 2014).
Technology based
retail experiences
POS Technology
Beacons
Initiatives to make the cash register
extinct will continue to go strong
in 2015. Cloud-based point-of-
sale systems have proven that
they can outperform old-fashioned
registers in all aspects (performance,
functionality, looks) and an increasing
number of retailers will recognize this
and make the switch.
Beacons will make their way into
even more stores in the coming year.
The technology, which provides
in-store analytics and marketing
solutions for brick-and-mortar
retailers, has already generated
results for several merchants, which
is why we’re confident that beacon
adoption will continue to grow in
2015.

30 31
With research indicating that 78% of consumers feel that
personalized content has led to a deeper relationship with
a brand (Wearesquare.com:2013), there is understandably
a clamor for companies to adopt a more personal approach.
Customers are increasingly demand a more tailored service
that more appropriately meets their needs according
to online company mycustomer.com in their article
‘Personalisation: How to build a successful strategy’ written
by Neil Davey and Jaye Taylor, Marketing Executive at Retail
Assist.
In the last decade, digital technology has given retailers
the ability to forge a personal relationship with customers,
enabling an increased understanding of what customers
want, how they shop, their stage in life, tastes, habits and so
on (Taylor: 2014). Personalisation, when done right, correctly
identifies visitors and targets them with content that is
more likely to engage them and to spur on a purchase.
Delivering relevant product offers and personalised content
to customers is how relationships can be established, giving
customers what they want and putting them in control.
It is apparent that personalisation is already beginning to
shape the retail landscape, but there are still some stumbling
blocks to overcome. Not least of these is the fact that there
does need to be upfront investment in the IT infrastructure.
“Getting personalisation right requires an all-or-nothing
approach,” warns Dave Peters, CEO and founder of
Emagine. “The aim of personalisation is to foster a
better customer relationship that is rooted in value
and relevance for the individual; marketing to one, not
many. It’s about understanding a customer’s needs and
preferences and connecting with them in a manner
that suits them in order to extract maximum customer
value and protect the relationship. However, this
involves upfront investment in critical enablers such as
business intelligence infrastructure, data feeds, analytical
resources and a multichannel campaign execution
platform. Doing this without a robust strategy in place
and without a checklist of goals to measure against
would be a wasted investment.” (2014).
The true benefits however are further reaching than the
internal ones; by taking a well thought out and planned
approach you deliver consistency for the customer and,
in an environment where shoppers engage with a brand
in store, online, mobile, mail they really are shopping the
brand not the channel, they want your brand to treat
them in a consistent way. Consider the effort and cost
of a well thought out marketing campaign to get a VIP
shopper back in store, only to have them ignored at
point of sale or stood in overly long queue or facing lack
of stock.
Personalised Retail
Customers don’t care about our products or services;
they care about themselves. If we buy into this, then we
must also accept that the majority of the information we
produce for marketing purposes. Content must be based
on fulfilling our customers’ needs and interests, so that
they come to build a trusted and emotional connection
with our brands.
Content needs to help us sell more, lower expenses, or
create happier customers. Customers know this, and our
content marketing strategies are built around achieving
these goals. But the more we educate them or entertain
them, the more they don’t mind being sold to (Pulizzi:
2013)
Aids to help education of a brand through retail are Pop-
Ups. Pop-up stores have evolved into effective outlets
for brands and retailers of all sizes and categories to
generate excitement, drive awareness and even expand
their businesses. Some of the most buzzed about retailers
today, such as Birch box, Warby Parker and Bonobos,
got their start in brick-and-mortar by opening pop-ups
(Fiorletta: 2014).
As more pop-ups are opened, more brands and retailers
are willing to share their overall value and success. In fact,
research from Storefront, an online marketplace for brands,
artists and entrepreneurs to rent store space, confirms
that for every dollar a company spends on pop-up rent,
they can make seven more dollars on income.
“There’s an application of pop-ups for just about
anyone,” said Tristan Pollock, Co-Founder and COO at
Storefront, in an interview with Retail TouchPoints. “A
lot of the stores we’re seeing are centred on emerging
or established brands looking to grow their businesses.
It allows the brands to educate their consumers through
the retail space, sharing their story and background and
inspiring consumers through this education” (2014).
Education Retail

32 33
For years, pop-up shops have been embraced by merchants
that sell seasonal products but retailers of all sizes are
now levering these limited-time stores to pique consumer
interest, drive brand awareness and test their business in
new markets. In addition to this Landlords are also warming
up to the pop-up concept, due to traffic surge some
neighbourhoods get when new stores open and the chance
that they can turn a short-term lease into a long-term
opportunity.
“The more traffic a pop-up gets, the more people it brings to
the space” – Katherine Hill, Director of offline at BaubleBar,
“both parties benefit. The company gets the space and the
landlord will get prospective clients who may want to rent
out the space for their own purposes” (Lee: 2013).
Brands that plan, launch and maintain pop-up stores with
the right strategies will find that they are valuable tools for
experimentation, branding, advertising, storytelling and
demand generation. “One of the most captivating features
about pop-up retail stores is their ability to pique consumers’
curiosity and satisfy their desire for novelty,” noted a Spire
Research report. “The pop-up retail model is such that it can
be present in a district for a short period of time, before it
disappears and resurfaces weeks or months later. When it
resurfaces, the store can be completely re-furnished with
an entirely new format and set of merchandise, providing
consumers an alluring element of surprise.”
Since pop-up stores are temporary, they are a cost-effective
way for retailers to test products in specific markets, as well
as experiment with new in-store strategies.
“A lot of brand marketers and retailers will take the
opportunity to look at pop-ups and do research,” said Bryan
Duffy, EVP of Sales and Marketing at MKTG INC. “They’ll
do things like product testing, consumer insight and launch
limited-edition items. In a finite period of time, you can
garner qualitative and quantitative measurable results.” (Ross:
2013).
Pop-up stores also are an effective way to tell the story of a
brand and make it more tangible to consumers — which can
be a challenge for pureplay eCommerce retailers. “We see
about half of the people who walk in to our pop-up shops
have never heard of our brand before,” Hill explained. “ It’s a
very strong customer acquisition channel for us.
It’s our one chance to get new customers and explain
who we are, what we’re all about and what we can offer
them.” Shoppers who visit the BaubleBar pop-up shop
also often bring friends, she added, which helps amplify
the brand to more prospective customers.
An example of this is through popular pop up shopping
mall, Box Park, who have hosted individual pop up
shops to the likes of Nike, Puma, GAP and Urbanears.
The success behind this is that it allows consumers and
retailers to create something new and exciting. Puma
launched their concept TWENTYONE where they had 21
styles of footwear on sale at any one time and every 21
days it changed around, this was based on their container
number. It allows retailers to push the boundaries of their
retail strategies and showcase their innovation through
this already innovative concept without taking the risk of
opening an individual pop up or a new concept store.
In another example, luxury ready-to-wear and lingerie
brand Fleur du Mal saw success with a pop-up shop in
New York City.
Jennifer Zuccarini, Founder of Fleur du Mal stated in an
interview with retail touch point that “A pop-up store
can show products in reality. People can touch and feel
fabrics, try things on. Seeing items online is never going
to be as effective as walking into a room and seeing it
all there. We’re a new brand so people are discovering
us through the pop-up shop. We have organic shoppers
that just walk past the store and think ‘I have to go in
there.’ There’s no such thing as organic shopping online.
People have to try and find you in some way.” (2014)
“It’s just a really innovative time,” said Michael Harvey,
COO of e-Commerce Strategy and Implementation at
Corra, an e-Commerce agency. “We’re going to see
bigger pop-up shops, micro-pop-up shops and pop-up
malls. The impermanence allows retailers to keep trying
new things.”
Pop-up stores are emerging as valuable tools that
incorporate both marketing and retail into a temporary,
cost-adjustable package. A retailer can choose to play it
safe with a quiet, low-overhead store to garner interest,
or they can execute a full-blown advertising campaign.
The flexibility of the pop-up allows vendors to explore
these options in scalable ways.
The Rise of
Pop- UP Stores

34 35
I wanted to understand, from a consumer’s perspective, how they
interact with brands, particularly how the Henri Lloyd customer
interacted with brands.
I asked the Henri Lloyd consumers what made a retail experience in their
opinion. The highest-ranking answer was Customer Service that had a 76%
response from the audience. Following this was Atmosphere within a store
that came out with a 65% answer. This allows me to understand what it is the
Henri Lloyd customer wants from their retail experience so that it can be fully
integrated within their strategy.
Following this I wanted to understand, based on the trend
research that I had done, how the Henri Lloyd consumer
typically communicates with a brand. The options were,
directly through their store, within their concession stores,
online and through Social Media. The two top answers were
directly through their own store (36%) and online (39%).
Following this I asked the Henri Lloyd consumer how they
think that the existing store experience could be improved
allowing them to have more than one answer. The top three
answers within this were; conveying a message within the
store (53%), Innovation with the store making it stand out
(58%) and finally a more visual approach (68%).
WHAT MAKES A RETAIL EXPERIENCE?
CUSTOMER SERVICE
76%
RETAIL INTERACTION WITH HENRI LLOYD
CONSUMERS
TECHNOLOGY WITHIN THE STORE
6%
PERSONALISATION
32%
STORY
21%
ATMOSPHERE
65%
MUSIC
26%
GRAPHICS & IMAGES
21%
PRICE
29%
HOW DO YOU COMMUNICATE WITH BRANDS?
DIRECTLY THROUGH
THEIR OWN STORE
36%
WITHIN THEIR
CONCESSION STORE
15%
HOW DO YOU COMMUNICATE
WITH BRANDS?
ONLINE
39%
THROUGH SOCIAL MEDIA
9%
HOW COULD THE HENRI LLOYD STORE EXPERIENCE BE IMPROVED?
CUSTOMER-BRAND RELATIONSHIP
37%
CONVEYING A MESSAGE WITHIN
THE STORE
53%
INNOVATION WITHIN THE STORE
58%
GRAPHICS & IMAGERY
68%
MUSIC
68%
By doing this I am allowing the consumers opinions to
be heard and this will then be showcased within the new
approach to the retail strategy. The consumers will be able
to see this investment within their opinions and will be
able to see these ideas being brought to life within each
outlet of the brand.
This supports the trend of Multi Channel consumer
experiences. If the Henri Lloyd customer is communicating
with the brand through both these outlets they need to
continue to create a seamless experience and open up on
both aspect so that they mimic what they’re doing online
as well as offline and integrate the two.
(2015). Henri Lloyd Consumer Survey: What
do you think makes a retail experience?
(2015). Henri Lloyd Consumer Survey: How
do you typically communicate with a brand?
Figure 4.3: McGowan, R. and via Survey
Survey: How do you think Henri Lloyd
could improve their store experience?

36 37
Changing consumer shopping tastes and expectations are quietly transforming the retail industry.
Shoppers Increasingly crave instant gratification, one-of-a-kind merchandise and are cozying up to
the idea of borrowing goods versus buying them. Technological innovations and a hyper-connected
world have significantly influenced consumer behaviours and expectations.
Bashar Nejdawi, president of Ingram Micro Mobility, North America, a provider of technology and
supply chain services, detailed what he pinpoints as the three seminal consumer expectations
fuelling this shift in the retail landscape: instant gratification, borrowing and customization.
In addition to wanting to know as
much about products and services
as possible and having the ability to
quickly exchange an older model,
consumers also want to ensure
products are tailored to their individual
lifestyles and preferences. For
example, miAdidas allows consumers
the ability to create their own shoes
online with personal designs, pictures
or logos. Retailers of the future will
need to ensure that their supply chains
are also evolved enough to handle the
demand for custom orders.
Apparel retailers are ahead of the
curve when it comes to who is
more successfully building a new
retail model that addresses these
new consumer demands. But there
is massive potential for consumer
electronics retailers and other verticals
to step up and meet the challenge. In
today’s retail climate the electronics
retail store of the future will also sell
smart apparel — picture a winter coat
with a built-in smart watch.
Additionally, stores of the future will
emphasize selling experiences and
lifestyles over products.
Customization Selling Experiences
over Products
02 03
Sales representatives can outfit you
with a fitness tracker that reads your
oxygen levels and heart rate to test
your performance and wellness on
an in-store obstacle course. Although
consumers are testing out the product,
they are also getting a glimpse into
what their experience would be with
that product in their day-to-day lives
(Thau: 2015).
One of the most frustrating parts
of in-store shopping, is waiting in a
line to check out. More retailers will
follow retail pioneer Apple’s lead with
its EasyPay self-mobile checkout. The
customer find what he or she needs,
scan it, selects a payment method
and finalize the transaction, without
waiting in a line or talking to an
associate if not needed. As consumers
become increasingly comfortable with
contactless payments, the ability to
control when and where the checkout
happens will become more prevalent.
SELF-CHECKOUT 2.0.
05
Previously a customer might have
searched to no avail in a store for
a sales associate for help in finding
a size or answering a question.
Levering mobile applications, retailers
will maximize staff resources and
enhance the customer experience by
allowing shoppers to virtually request
assistance.
Through point-of-service applications
or mobile or tablet devices, sales
associates will instantly and
automatically access a shopper’s
ON-DEMAND CUSTOMER
SERVICE.
06
profile, customer preferences and
buying history to provide a better
and efficient experience. Predictive
analytic’s will be leveraged to know
what a customer wants before he
or she asks for it. From the floor,
associates will be able to order out-
of-stock items seamlessly and select a
shopper’s preferred delivery method
while also making personalized
recommendations on other products.
To compete with Amazon, eBay and
other vendors with short-wait and free
deliveries, more retailers will offer a
menu of flexible fulfillment options,
whether it’s a preorder and pickup in
a store or shopping in a store offering
free home delivery.
OUT-OF-STORE, OUT-OF-
HOME SHOPPING AND
FLEXIBLE FULFILMENT.
04
In the palm of their hands, consumers
are carrying around their own big
data tools. They can scan bar codes
and compare prices, check reviews or
snap a picture and ask their friends for
advice. Consumers have more power
than ever before in the shopping
experience and as a result, companies
will provide rich information and
social capabilities optimized for every
screen, while integrating scanning and
other tools to unlock content in their
apps. Customers will shop around and
more retailers will take broader steps
toward transparency.
POWER TO THE CONSUMER
01
On-Demand Customer Service
Kate Spade Saturday pop up allowed consumers to interact with
the brand whilst offering personalised services such as same day
delivery to wherever you want within an hour.
Customization
Genes@co-op Café at Barneys New York allowed consumers to
shop, eat, drink and read articles and content from their journal,
The Window. The concept also offered a take away service.

38 39
Conclusion
Story telling is a part of positive retail experiences and
it’s something that Henri Lloyd showcases through their
retail stores. Continually suggesting the sailing heritage
to customers through décor and also through product.
Lisa Doulas, Marketing Director and Henri Lloyd stated,
“For us it’s important, you’ve got the heritage and you’ve
got products that are still in the collection today and
now they’re relevant to todays market. We’re doing a
lot more story telling as a form of, here’s the story and
how it’s relevant for today. It’s what customers want,
customers love that story, I’ve been in stores before
where customers are looking at a product and staff
member has told them a little bit of story and they really
buy into” (Douglas: 2015).
For Henri Lloyd to progress as a brand and compete
to gain awareness with their younger consumer, they
should consider adapting some of the core retail trends.
Henri Lloyd already fulfil some of the touchpoints with
there retail stores. One of which is the concept of
personalisation retail. When I’d spoken to Lee who is the
Store Manager in Croydon we discussed this concept of
personalization and relationships with customers.
“I keep a personal directory of our regular customers
who come in and you’ll find that with each concession
because it’s quite an intimate way of selling and each
concession will have regular buyers. We’ll have someone
who comes in and spends £400-500 at a time on Henri
Lloyd stuff but in order to achieve that sale we’ll tend
to let them know when we get a new line in or a new
product which we think they might like, we’ll give them
a call and let them know and create that relationship
because it’s quite a personal thing. We’ll ring them and
say we have a new jacket that we can reserve for you to
try it on or we can send images on email and that’s what
works for us.
Over a period of time you find that those people come
in every month and they spend a lot of money with
you if you take the time to understand their needs and
personalise the service so that’s what we focus on. In
the bigger stores I’m not so sure if they have the same
approach but I know that there will be a way that they
personalise the service” (Lee, Manager at Henri Lloyd
Croydon: 2015).
This is a perfect example of how a brand can connect
and create last relationships with consumers. However
in addition to this it’s about how you create similar
experiences with new customers so that they then
become the ‘regular’ customer. The future of retail
suggests that retailers will begin to create a flexible
fulfillment when it comes to delivery of items. This idea
of preordering items to store or offering home delivery so
that the paths of online and offline retail slowly begin to
merge is a way that Henri Lloyd could do this.
A huge player with the new retail formats is pop up shops
and this is something that Henri Lloyd has explored
previously. To push their boundaries and appeal to the
millennial consumer Henri Lloyd can create something that
celebrates and also encapsulates the change in the retail
market. By pinpointing key trends amongst consumers and
listening to what it is that their consumer wants it allows
them to become a key player in innovation within the retail
field as well as carry on being innovators within the sailing
aspects.
Education and technology based retail is also a big factor.
It will allow not only current customers but also new
customers learn about the importance factors behind
Henri Lloyd. It will also let them understand the key
components of the brand and what it is about the brand
that is innovative. Technology allows Henri Lloyd to again
draw in the younger consumers which is something that
can help them secure the future generations of consumer.
Sportswear in Retail
5. Sports
Health Benefits of Sailing
Conclusion46.
45.
44.
42.

40 41
You’re beckoned by the
power of the ocean, the
push and the pull of the
tide. You’re a modern day
pioneer - Henri LLoyd
“
“

42 43
The sailing sport is influenced by both female and male participants with long term trends continuing to
show a gradual reduction in participation to both core boating activities. In almost every activity male are
more active than females however, this can be demonstrated below.
Male FeMale Total UK
23%
7%
2%
1%
2%
22%
5%
1%
1%
1%
23%
6%
1%
1%
1%
3%
1%
1%
1%
1%
2%
0%
1%
0%
1%
3%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%
1%
0%
1%
0%
0%
1%
1%
1%
0%
1%
1%
1%
0%
1%
0%
23,804
5,971
25,247
6,946
49,051
12,917
Any Activity
Any boating Activity
Any sail-boat Activity
any sail-boat racing
motor boating/cruising
Canoeing
water skiing and wake-boarding
small sail boat activities
rowing/sculling
windsurfing
using personal water-craft
motor boating/cruising
yacht cruising
power boating
small sail boat racing
canal boating
yacht racing
uk adult population (000s)
unweighted base
Here we can see that 7% of males participate in any boating
activity where only 5% of females participate. The stronger
categories amongst these are Canoeing, Yacht Cruising,
Power boating and Small sail boat activities which make up
5.9% of male participation boating activities. This strongly
suggests the core groups within males and where the
passion lies.
The next step falls under age groups and is split into
the ‘Boomers’ born between 1945-1964, ‘Gen X’ born
between 1965-1979, ‘Gen Y/Millennials’ born between
1980-1999 and finally ‘Gen Z’ born 2000+. The graph
below indicates that in terms of water sports (including
sailing) the largest participation group is the Gen Y/
Millennials with 17% coming from this category.
Born between 1945-1964
Boomers
10%
Gen X
13%
Gen Y/Millennials
17%
Born from 2000+
Gen Z
14%
The benefits here are that the boating activities and sporting largely appeal to the
younger consumer over the older consumer allowing room from growth and brand
expansion for Henri Lloyd. It also means that there is room for expansion in terms
of activity and how they can deeply involve the brand within the young millennial
consumer.
This final graph splits up the location of activity for any boating sport participation
showing the demographics that they are strongest in. 16% of boating activity takes place
along the south coast of England where you have places like Portsmouth and Hasting.
12% takes place in the South West of England and 10% takes place in areas such as
Blackpool, Birmingham and Lowestoft.
As you can see also, 7% of the activity comes from London, this however due to the
location and the lack of waters within London it demonstrates the passion of the
community. Whilst they might not be out on the waters every weekend they still
participate but not at much of a lesser percentage than those near to waters. This
indicates the room for expansion within the area catering boating to a community
through product, advertisement and education that perhaps they aren’t currently getting.
Figure 5.1: bcu.org,
(2014). Water sports
participation survey:
Participation by gender
Figure 5.2:
physicalactivitycouncil.
com, (2014). Sports
participation Report
2014: Participation by
Generation
Figure 5.3: bcu.org,
(2014). Water sports
participation survey:
Participation by Location

44 45
A recent study from Health Fitness Revolution listed the health benefits surrounding sailing discussing the
improved fitness benefits surrounding the sport. Below is a list of all of the health benefits which surround
sailing.
The activities that sailing consists
of are pulling and hosting of sails to
manoeuvre a boat or a yacht- all of
which adds to your muscle strength,
shoulders and back.
Muscle Strength and
endurance
01
Sports like running, swimming,
basketball, and soccer have been
shown to reduce the risk of
hypertension, obesity and other
heart illness. Sailing, like these other
intense sports can also improve your
cardiovascular health. This is because
of the large amounts of oxygen uptake
that happens when you engage in
strenuous physical activities.
Cardiovascular
fitness
05
Being out on the water puts you on
a good mood not just because of the
calmness of the water but also because
of the saltiness of the air. A body
chemical called serotonin largely affects
the varying moods of a person. The
saltiness of the sea air is composed of
charged ions that help in the body’s
oxygen absorption which in turn results
to a more balanced levels of serotonin.
The more balanced your body’s
serotonin levels are, the happier you’re
going to be.
Mental wellness and
peace
07
The motion and sounds of the
swooshing and splashing of water, the
rhythmic movement of the yacht and
the sound of the wind in the sails can
all affect brainwave patterns. This in
turn relaxes and soothes a busy and
highly stressed out mind.
Relaxation
02
The various tasks associated with
sailing also helps improve your flexibility
and agility. Activities like pulling lines or
hosting sails can significantly improve
your hand and eye coordination skills as
well as your motor skills.
Agility
04
Because many people today are chronic
multi-taskers, they should develop a
deep sense of concentration. With
the ultimate goal of staying safe while
on board, sailing enhances a person’s
ability to focus even with multiple tasks
at hand.
Concentration
03
To effectively control a boat, the
captain and his crew must act as
unified unit. To do this they need to
learn how to communicate effectively
especially through non-verbal means.
You can also have a good sense of
cooperation and teamwork when you
go on a sail boat. Everyone on board
has a crucial role to play in order to
keep the ship afloat.
Communication
06
Health benefits of sailing
The sportswear market is currently worth £5.8bn growing
3.2% in 2014, outperforming the total UK clothing and
footwear market by 0.4% in a report by Verdict Retail titled,
Retailers are right to tackle the UK sportswear market in
2014 written by Honor Westnedge. Riding on the success
of the London Olympics and recognizing a gap in the market
for greater choice within sportswear, retailers are investing in
and greater showcasing this sector.
With inflation, the lure of leading sports discounters and the
raised profile of the Olympic track & field events boosting
demand. Sports specialists are facing more pressure from
the growing share of clothing specialists, as more high street
brands such as H&M, ASOS, Primark and Next develop
their own-brand fashionable sportswear ranges which are at
affordable prices.
In response to the greater competition from high street
retailers and in effort to protect their proposition from
the discounters, many more sports brand are focusing on
opening their own retail stores and restricting stock supplied
to sports retailers. An example of this is global sports labels
such as Nike, Adidas and Puma who have started to create
a stronger physical store presences by taking control of their
own store operations, resulting in further competition for
non specialists.
A variety of factors are contributing to a rise in net worth
of the sportswear apparel market with sports retailers
sustaining their monopoly worldwide. In an article produced
by Yahoo UK Finance titled, Increasing consumer interest in
sports apparel as ‘everyday’ clothing sees Nike retain global
industry lead, written by Amy Sandys, she stated that in
the UK, swimming enjoys the most participants at 3million
(Sandys: 2014); football, athletics and cycling coming in at
second place with around 2.25 million regular partakers
(Sandys: 2014), which leaves the question of sailing sports,
who participates in them and how many people participate
in them.
The increased awareness of the health benefits surrounding
regular exercise and increased participation has correlated
positively with a general overall increase in the amount of
disposable incomes people are enjoying (Sandys: 2014).
A higher affordability, those participating in sports are
demanding better quality, higher performance and more
well designed products, which allow them to be worn in
‘everyday’ situations.
The emphasis on the versatility of the clothing, comfort
factor, style and fit of the sportswear and ultimately
its place in the increasingly sports-friendly fashion
world, consumer demand has given rise to a new style
of sportswear in which design is nearly as important
as purpose. Yahoo Finance released a study showing
that out of the top 13 sportswear retailers, including
manufacturers from the US, China and Italy, Nike
retained the global lead in terms of revenue with Adidas
coming in second and the V.F Corporation coming in a
third. Nike achieved 12% of the market share in 2013;
for Adidas, their share was reduced from 13.2% to
12.6% in 2012 (2014).
Market fragmentation in the sportswear industry has
allowed Nike to target iconic brands such as Converse
All Star, who they now own; market innovation,
such as this tapping in the lucrative ‘fashion’ sports
apparel industry, saw Nikes orders for branded shoes
and clothing ruse by 14% between January – April
2014 (Yahoo: 2014). By teaming together attractive
designs with innovative technological performance
advancements it allowed Nike to emerge as top on ‘The
World’s Most Valuable Sports Brands 2014’ list which
Forbes published (2014).
Here are the leading athletic brands with a wider
audience and appeal however they provide innovation
and wear ability to their consumers through their day-to-
day lives. These brands provide practicality but also style
and continue to shock and surprise their consumers
through each new release and brand communication.
So next it is important to find out the key demographics
within sporting to understand whether their consumers
are of the same age bracket to understand what does
and doesn’t work in terms of talking to this group.
Sportswear in retail

46 47
These statistics back up the ideas that have been stated
already throughout, the Gen Y consumer/Millennial
consumer has a strong interest within both sports and also
sailing allowing Henri Lloyd to have growth within this
market and appeal to these younger sailing pioneers.
Through examples, Henri Lloyd can look at brands such as,
Nike and Adidas, as strong retail models who have appealed
to their audience through new and exciting terms by creating
something innovative amongst their consumers. Obviously
their market is different from that of Henri Lloyd with them
having a larger reach within their athletic sporting fields
however through the power of retail they have stretched
themselves past their target demographic of sports fans.
What’s interesting here is the health benefits that surround
the sailing sport which perhaps could be used as a
key influence towards their demographic and future
customer. Henri Lloyd as a brand can reiterate this
to their consumer to appeal to them on a much more
conscious level and integrate the idea of educational
retail.
A raising concern for the Millennial consumer are
the health factors behind each aspect of their
life, whether that’s through food, sports, clothing
choice and product purchases. By Henri Lloyd to
acknowledging this within their brand and showcasing
their ethics and the health benefits behind sailing it
will allow them to appeal to them on a level past the
surface. This will also allow them to take into account
the ethics of the brand, the factory, the fabrics, the
quality that they pride themselves on.
Conclusion
6. Conclusion

48 49
To summarize this report showcases the importance of
retail and the future within this sector. Through surveys
and questionnaires it showcases how the Henri Lloyd
consumer responds to certain retail roles so that as a
company, Henri Lloyd can better understand what does
and doesn’t work for their consumer.
Henri Lloyd already has an existing retail strategy that is
target towards an older consumer. In order for them to
secure the future consumer and customer of Henri Lloyd
they must adapt some of these new roles to consider
a way of focusing efforts on the new market. With this
being said however they must also remember to not
exclude the current customer. By adapting some of these
new ‘trends’ or retail strategies they should still maintain
what it is about their strategy that currently work with
their consumer.
An example of this would be the idea of personalization,
Lee from the Croydon branch stated that he keeps a
personal directory of their regular clients so that he can
update them on new products and launches allowing
them to have an ‘exclusive’ on the new collections and
an insight prior to it launching in store. This is something
that is respected within their community and as the retail
report stated, personalization is key in securing the future
customer.
Personalisation, when done right, correctly identifies
visitors and targets them with content that is more likely
to engage them and to spur on a purchase. Delivering
relevant product offers and personalised content to
customers is how relationships can be established, giving
customers what they want and putting them in control.
This is a mode that they can strongly consider with no
extra cost as it allows consumers to feel connected with
the brand.
As mentioned within the first chapter, the market gap for
Henri Lloyd is the younger consumer, or the ‘millennial’
consumer.
Conclusion
Currently they target aged 26-55+ but the people who are
buying the clothing seem to be within the old brackets.
The brand is already a hugely innovative brand being
pioneers within their field however this isn’t showcased
as well as it could be within the retail sectors. Online
however you can strongly see this aspect through the use
of the journal that details the way that some items are
made. The challenges that they have face making then
and also the outcome and styling tips. It’s these aspects
that would work strongly within a retail sector; it would
inform customers on the product by integrating the digital
strategy with the physical.
The millennial consumer as mentioned is a pivotal within
the future of retail. They combine both the digital and
physical realms in terms of retail creating a perfect use
for both outlets. To connect to the consumer within
this age group they have to consider what it is that they
want. Through the use of technology and engagement
Henri Lloyd can create a completely unique experience
which brings together core aspects of the brand. Through
multiple touch points Henri Lloyd can demonstrate how
they can become innovative within retail and amongst
the millennial consumer. They can influence both
demographics through their heritage educating them and
helping with purchases by inspiring them with the product
itself.
To set Henri Lloyd aside from their competitors they must
take into consideration what it is they are and aren’t doing.
Henri Lloyd’s competitors currently focus on retail within
concessions by having a specific brand mode. Within
these stores there isn’t an innovative role or high level of
engagement. The competitors have stand-alone stores but
again they don’t excel within this field. What is interesting
however is that they creative innovative digital platforms
and events outside of this. This again is something for
Henri Lloyd to consider, how they can create innovative
engagement that will set them aside from competitors,
whether this is through the stores, online or separately
with an event.
level by excelling further in the aspects of the brand
that are working for them. Innovation is key within Henri
Lloyd as is pioneering and quality so by taking these
three ‘buzzwords’ and creating something unique they
can become leaders in their field or at least become
innovators amongst the millennial consumer in both
sailing and retail. The sporting retail sector is one of the
largest amongst the millennial consumer that means
that Henri Lloyd is within a growing sector. In order
for them to add to this sector this must stand with the
leaders such as Nike, Adidas and Puma and compete on
their level. Although their audience is different they still
fall under this bracket and they will project themselves
further by being a ‘leader’ or ‘innovator’ in this field.
As stated a lot of retailers will be venturing online putting
more money into their digital retail strategy but for a brand
like Henri Lloyd who focuses on the tradition of products
and innovation behind the brand, the physical store is
the best way to showcase this. Whilst consumers need
both the physical and digital, they still want to create an
Omni-Channel approach that is seamless and progresses
as the brand does. By keeping in with the traditional
methods that they currently use it will allow them to stay
true to the brand. Henri Lloyd doesn’t do marketing that is
over the top and in your face and by creating a new retail
experience it will allow them to zone in on one of the key
focuses of the brand, the customer. They can reiterate
the core of the brand that is sailing through this which will
encompass the ethos of the brand.
The fashion retail report stated that 80% of brands
experiences 33% in additional sales through the
use of digital signage whether that’s through visual
merchandising or store windows. It’s a way for interaction
to take place and a way for vivid and graphic imagery to be
portrayed in a way that you couldn’t through print. When
I’d asked consumers what it was that they felt was missing
within the retail experience these were some of the main
answers that the consumers wanted from the brand within
their stores. This allows the Henri Lloyd consumer knows
that they are heard by the brand and that their ideas have
been considered.
One of the biggest roles in the future of retail is the pop
up as it allows brands to really experiment and have fun
with the company by opening themselves up to a new
audience through new themes. A pop up isn’t a permanent
address for them but rather a short-term way of creating
buzz and excitement surrounding the brand. It will allow
customers to see a side which perhaps haven’t been
showcased before.
For Henri Lloyd to create a connection with the millennial
consumer they must create a higher engagement

Henri lloyd market report

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Henri lloyd market report

Similaire à Henri lloyd market report (20)

Dernier

Dernier (20)

Henri lloyd market report