group members present: Poppy, Rose, Christie, Brian, Grace
time: 3 hours
Today we have met to see how the writing is going for each of our sections as we have noticed that information is beginning to cross over. We have set a deadline for this to be finished by the end of Tuesday, ready to go over on Wednesday in order to redraft for friday. We have also began thinking about layout styles for when we have finished writing. We have booked a room for friday to go over visuals all together.
Monday, 19 May 2014
Friday, 16 May 2014
Friday 16th May
group members present: Rose, Poppy, Brian, Christie
Time: 3 hours
Today Rose and Poppy fed back to other group members about the trip to London. This meant we needed to edit our big idea to become more refined and simplistic and better suited to the consumer and Liberty staff. We used our initial idea and then completely stripped it back to the basics to produce our new idea incorporating the things we found out from our research such as the smile technology, the hot spots in the Liberty store and the influence of what the sales advisors and consumers want. This then led to us replanning our report structure and further splitting up the sections in order for us to research and write over the weekend.
Our aim is to have our first draft put together for Tuesday in order to begin redrafting and beginning our visual process.
Time: 3 hours
Today Rose and Poppy fed back to other group members about the trip to London. This meant we needed to edit our big idea to become more refined and simplistic and better suited to the consumer and Liberty staff. We used our initial idea and then completely stripped it back to the basics to produce our new idea incorporating the things we found out from our research such as the smile technology, the hot spots in the Liberty store and the influence of what the sales advisors and consumers want. This then led to us replanning our report structure and further splitting up the sections in order for us to research and write over the weekend.
Our aim is to have our first draft put together for Tuesday in order to begin redrafting and beginning our visual process.
Thursday 15th may
group members: Rose & Poppy
time: London day visit- 8am til 9pm
We haven't met over the past two days due to all researching and beginning to write our individual sections and researching further into the big idea.
Two group members have visited London today to collect more research on the consumer, Liberty store and its competitors. During the visit we spoke to two sales advisors and five consumers from each store we visited, asking about their opinions on technology, customer experience and loyalty. the first place we visited was Selfridges, looking at the way it is creating a new experience through the 'Fragrance Lab.' The lab ignites the senses and provides a unique and personal experience for the consumer- this was really influential to our big idea providing us with examples of ways to engage the consumer on a technological level but whist still keeping the one-on-one and physicality of a purchase. We also visited John Lewis the '150 years of John Lewis' exhibition- giving us an insight on how the department store started and how they see the future of John Lewis, giving us more ideas of technological advancements that can be used for the current brief. We were particularly engaged by the smile technology tv which was a video on screen that only played when the consumer smiled at it- this could be used within visual merchandising inside Liberty. We also spent a lot of time inside Liberty, studying the consumer journey, purchasing hotspots and asking sales assistants questions on what they think makes Liberty different from the competition- and how they think the store could benefit from in store smartphone engagement.
Other store visits were:
House Of Fraser
Debenhams
Hamleys
Harrods
Burberry
We visited competitor stores which gave a unique experience for the consumer, looking at ways they are using technology to increase loyalty. We also made observations in each store on phone usage/how many people had their phones out during their shopping experience and at what points.
Overall the day was really influential, it has made us realise that our current big idea is too advanced for the Liberty store so this needs to be edited.
time: London day visit- 8am til 9pm
We haven't met over the past two days due to all researching and beginning to write our individual sections and researching further into the big idea.
Two group members have visited London today to collect more research on the consumer, Liberty store and its competitors. During the visit we spoke to two sales advisors and five consumers from each store we visited, asking about their opinions on technology, customer experience and loyalty. the first place we visited was Selfridges, looking at the way it is creating a new experience through the 'Fragrance Lab.' The lab ignites the senses and provides a unique and personal experience for the consumer- this was really influential to our big idea providing us with examples of ways to engage the consumer on a technological level but whist still keeping the one-on-one and physicality of a purchase. We also visited John Lewis the '150 years of John Lewis' exhibition- giving us an insight on how the department store started and how they see the future of John Lewis, giving us more ideas of technological advancements that can be used for the current brief. We were particularly engaged by the smile technology tv which was a video on screen that only played when the consumer smiled at it- this could be used within visual merchandising inside Liberty. We also spent a lot of time inside Liberty, studying the consumer journey, purchasing hotspots and asking sales assistants questions on what they think makes Liberty different from the competition- and how they think the store could benefit from in store smartphone engagement.
Other store visits were:
House Of Fraser
Debenhams
Hamleys
Harrods
Burberry
We visited competitor stores which gave a unique experience for the consumer, looking at ways they are using technology to increase loyalty. We also made observations in each store on phone usage/how many people had their phones out during their shopping experience and at what points.
Overall the day was really influential, it has made us realise that our current big idea is too advanced for the Liberty store so this needs to be edited.
Tuesday, 13 May 2014
Tuesday 13th May
Posted by Christie-
two articles which have influenced our idea..
https://retailminded.com/engaging-5-senses-customers/
http://www.samsung.com/uk/business-images/resource/white-paper/2013/11/SamsungRetailWhitePaper-0.pdf
two articles which have influenced our idea..
https://retailminded.com/engaging-5-senses-customers/
http://www.samsung.com/uk/business-images/resource/white-paper/2013/11/SamsungRetailWhitePaper-0.pdf
Monday, 12 May 2014
Monday 12th May
Posted by Rose- During the seminars today Christie and I have put together mind maps of our big idea, helping to bring idea together.
This session has made us realise that our idea may be too complicated to understand and needs to be stripped back. It has given us the main focus of our idea- to enhance the one-on-one with consumer and brand, creating convenience and editing the consumer journey to be much more personal.
Here are some images of our mindmaps..
This session has made us realise that our idea may be too complicated to understand and needs to be stripped back. It has given us the main focus of our idea- to enhance the one-on-one with consumer and brand, creating convenience and editing the consumer journey to be much more personal.
Here are some images of our mindmaps..
Monday 12th May
Group members present: Rose, Poppy, Grace, Christie, Brian
Time: 2 hours
Today we have split up our Fashion history poster to each speak about in tomorrows presentation. We have also split up the writing sections for the retail report which is as follows:
Intro: all together
About the brand:
general background on liberty- Brian
loyalty theory- Poppy
liberty online prescence/current loyalty schemes- Poppy
SWOT (current smartphone technology)- Grace
perceptual map on loyalty schemes- Poppy
competitor case studies- Rose
New technologies/smartphone usage in store- Rose
Consumer:
current consumer/insights- Christie
consumer profile- Christie
Digital Habits- Christie
The Big Idea:
Summary of Idea
The consumer decision journey- Grace
instore mockups/ visualisation/ display- All
post purchase ideas/marketing and advertising- Rose
The 5cs- Brian
Press release
Conclusion- all together
Time: 2 hours
Today we have split up our Fashion history poster to each speak about in tomorrows presentation. We have also split up the writing sections for the retail report which is as follows:
Intro: all together
About the brand:
general background on liberty- Brian
loyalty theory- Poppy
liberty online prescence/current loyalty schemes- Poppy
SWOT (current smartphone technology)- Grace
perceptual map on loyalty schemes- Poppy
competitor case studies- Rose
New technologies/smartphone usage in store- Rose
Consumer:
current consumer/insights- Christie
consumer profile- Christie
Digital Habits- Christie
The Big Idea:
Summary of Idea
The consumer decision journey- Grace
instore mockups/ visualisation/ display- All
post purchase ideas/marketing and advertising- Rose
The 5cs- Brian
Press release
Conclusion- all together
Friday 9th May
Group members present: Rose, Poppy, Christie, Grace, Brian
Time: 3hours
Today we have been conducting primary research around Nottingham, visiting stores that we think are the Liberties competitors, places that the consumer would also go to and stores that give a good experience asking questions to the consumer and sales advisers. We conducted questionnaires in John Lewis, House of Fraser, Debenhams, Waitrose, The Disney Store and Hopewells asking questions about Smartphones and Loyalty within store. We also sent out a questionnaire online to a 35-45 age group (the Liberties target age group) in order to broaden our consumer research, to view our questionnaire online click here: https://roseemilyjohnson.typeform.com/to/vLdUDu.
We also booked our coach tickets for London for next thursday to do further consumer research.
Wednesday, 7 May 2014
Wednesday 7th May
Group members present: Rose, Poppy, Christie ,
Time: 3hours
Today we have further discussed appropriate places to conduct our primary research including Liberty, Harvey Nichols, Selfrdiges, John Lewis, Jo Malone, places which are competitors for Liberty and also provide a good experience, and a loyal consumer base.
Christie has called Liberty today on the numbers above, to ask questions to the staff. We were given an email to send our questions to and are awaiting feedback. We also looked at other areas around Nottingham that the 'Liberties' consumer might go such as Hopewells, Waitrose, Jo Malone, Paul Smith etc. and are planning on visiting these to interview consumers on Friday.
We have also created the layout for our Fashion History poster in which we will now begin to fill with our research on the 60/70s culture, politics and society theme.
What we need to do:
.condense Fashion History research into under 100 words to fit into frame
.primary research
.create plan for essay- details of each section
Time: 3hours
Today we have further discussed appropriate places to conduct our primary research including Liberty, Harvey Nichols, Selfrdiges, John Lewis, Jo Malone, places which are competitors for Liberty and also provide a good experience, and a loyal consumer base.
LIBERTY PRESS OFFICE
Head of Marketing and Communications
Kate Brindley
Kate Brindley
Images, samples and general enquires:
KJ Hutchins
Telephone: 0207 573 9838
Email: kjhutchins@liberty.co.uk or pressoffice@liberty.co.uk
Telephone: 0207 573 9838
Email: kjhutchins@liberty.co.uk or pressoffice@liberty.co.uk
Senior Press Officer – fashion + beauty:
Sophie Pate
Telephone: 0207 573 9469
Email: spate@liberty.co.uk
Sophie Pate
Telephone: 0207 573 9469
Email: spate@liberty.co.uk
Senior Press Officer – home + lifestyle:
Simon Midgley
Telephone: 0207 573 9503
Email: smidgley@liberty.co.uk
Simon Midgley
Telephone: 0207 573 9503
Email: smidgley@liberty.co.uk
customer services number
+44 (0)20 7734 1234
+44 (0)20 7734 1234
We have also created the layout for our Fashion History poster in which we will now begin to fill with our research on the 60/70s culture, politics and society theme.
What we need to do:
.condense Fashion History research into under 100 words to fit into frame
.primary research
.create plan for essay- details of each section
Wednesday 7th May
Posted by Rose-
Online questionnaires to send around, created on TypeForm.com
https://roseemilyjohnson.typeform.com/to/vLdUDu
Online questionnaires to send around, created on TypeForm.com
https://roseemilyjohnson.typeform.com/to/vLdUDu
Tuesday, 6 May 2014
Tuesday 6th May
Posted by Rose- Questionnaires created by Christie, Poppy and Rose
Here is the questionnaire we have created for consumers and Sales advisors to ask around Nottingham and when we go to London.
Customer questionnaire
Gender:
Age:
Occupation:
1.What are your top 3 stores:
2.Do you have your phone out while shopping?
3.What do you use it for?
-texting
-phoning for advice
-taking pictures of items
-price comparisons
-listening to music
-checking in at the location
-social media e.g tweeting
-ordering products
4.how long do you spend on your phone in store?
5.Do you ever purchase things on your phone?
6.Do you review the retailer after buying?
7.Have you ever been in a store, browsed and then bought the product from the retailers website?
8.Do you have a loyalty card? How often do you use a loyalty card?
9.Would you rather be approached by a sales assistant or would you rather ask for help?
10.Whats your favourite department/section with a department store?
11.Do you buy from liberties as a treat or buy from them consistently?
12.How often have you bought from liberties? If yes, What keeps you going back?
Sales assistants questionnaire
1. What is the busiest department in liberties?
2. Do you observe customers using their phone in store on a daily basis?
3. If yes, what do you expect they would be using it for?
4. do you have anything in store that a customer can use their smartphone to interact with?
5. Do customers often use the loyalty card scheme?
6. Can you think of a way that the loyalty card scheme could be developed?
7. Do you get the same customers returning to liberties? What do you think keeps your these people loyal?
8. what do you think liberties as a brand does to create community and to keep customers loyal?
The sales assistant questions will be altered during the interview process if we have any questions we can think of whilst with the sales advisor.
Here is the questionnaire we have created for consumers and Sales advisors to ask around Nottingham and when we go to London.
Customer questionnaire
Gender:
Age:
Occupation:
1.What are your top 3 stores:
2.Do you have your phone out while shopping?
3.What do you use it for?
-texting
-phoning for advice
-taking pictures of items
-price comparisons
-listening to music
-checking in at the location
-social media e.g tweeting
-ordering products
4.how long do you spend on your phone in store?
5.Do you ever purchase things on your phone?
6.Do you review the retailer after buying?
7.Have you ever been in a store, browsed and then bought the product from the retailers website?
8.Do you have a loyalty card? How often do you use a loyalty card?
9.Would you rather be approached by a sales assistant or would you rather ask for help?
10.Whats your favourite department/section with a department store?
11.Do you buy from liberties as a treat or buy from them consistently?
12.How often have you bought from liberties? If yes, What keeps you going back?
Sales assistants questionnaire
1. What is the busiest department in liberties?
2. Do you observe customers using their phone in store on a daily basis?
3. If yes, what do you expect they would be using it for?
4. do you have anything in store that a customer can use their smartphone to interact with?
5. Do customers often use the loyalty card scheme?
6. Can you think of a way that the loyalty card scheme could be developed?
7. Do you get the same customers returning to liberties? What do you think keeps your these people loyal?
8. what do you think liberties as a brand does to create community and to keep customers loyal?
The sales assistant questions will be altered during the interview process if we have any questions we can think of whilst with the sales advisor.
Tuesday 6th May
Group members present: Rose, Poppy, Christie
Time: 2.5 hours
Today in this meeting we discussed the secondary research we had found and how this could be moved forward to help our primary research and our big idea. We created two questionnaires one for the liberties consumer and one for the sales advisor. We have also planned a trip to London in order to get this research and have also retrieved contact details for in store advisors and customer services.
We have also started to brainstorm our big idea, which we will develop after further secondary and once we have collected our primary research.
Time: 2.5 hours
Today in this meeting we discussed the secondary research we had found and how this could be moved forward to help our primary research and our big idea. We created two questionnaires one for the liberties consumer and one for the sales advisor. We have also planned a trip to London in order to get this research and have also retrieved contact details for in store advisors and customer services.
We have also started to brainstorm our big idea, which we will develop after further secondary and once we have collected our primary research.
Sunday, 4 May 2014
Sunday 4th May
Posted by Poppy-
my secondary research on Loyalty
SMART PHONES & LOYALTY
Front Flip – One of the coolest features of this rewards system is integration with social networks, which lets customers "boast" about the promotions they received from your business or even share them with friends (as appropriate). Like the other services, the company offers analytics so you can glean more customer insights from tracked visit data. The company doesn't publish its pricing data. As of early last year, it had raised a total of $7.7 million in funding; it has a big following among McDonald's franchise owners. Perka – The Perka service is slightly different from the other offerings in that it is designed to reward actual transactions, not just check-ins. Customers get personalized credit: cashiers or store personnel register their name. There are Android and Apple iOS mobile apps for them to manage their accounts, but Perka also used SMS text messages so that people with older phones can be included in promotions and rewards offers. The service starts at $35 per month.
SpotOn –This program uses both plastic loyalty cards and mobile apps for Android or Apple iOS. Customers using the mobile apps record their visits by scanning a QR code on their smartphone at the merchant's check-in tablet. (The service also integrates with Passbook to register "Spot" visits.) Right now, SpotOn is in about a dozen markets including San Francisco, Dallas, New York, Miami, San Antonio, Cleveland and Louisville, Kentucky. "Many people want to shop locally and this provides engagement opportunities," said Matt Hyman, co-founder of the company. The service is $60 per month, which covers an unlimited number of transactions; there are no per-card transaction fees (some other programs charge 25 cents to 30 cents for every transaction involving a plastic card). http://www.zdnet.com/7-apps-to-take-your-customer-loyalty-program-mobile-7000025654/
Consumers are ditching plastic loyalty cards and turning to their smartphones instead to save and spend loyalty points. According a new survey of 2,000 consumers by CloudZync, most wallets are still bulging with an average of four traditional loyalty cards but consumers access an average of six loyalty schemes via their smartphone.
Sainsbury’s, Tesco and Waitrose are lagging behind when it comes to mobile loyalty schemes – just 36% of those surveyed said that they access supermarket schemes through the device in their pocket, dropping to 33% for coffee shops and 27% for pharmacies. Be it on mobile or hard plastic, consumers were found to collect their
points but failing to claim the loyalty rewards. According to the findings, loyalty card users have on average of £83 worth of redeemable points across their loyalty cards at any point in time, and UK shoppers cashed in on over £4billion1 worth of loyalty card points over the past year – yet 150million points remained unclaimed as consumers simply didn’t know how to redeem them. “While it’s clear that traditional cards are still doing well in many sectors, retailers that don’t embrace smartphones and tablets as part of their loyalty schemes risk being left behind by those businesses that see the opportunity these devices offer to engage consumers in new ways. Mobile gives retailers a platform through which they can build more personal relationships with customers while providing them with access to offers and promotions in a more convenient way, so they never miss out.” http://www.mycustomer.com/news/smartphones-next-generation-customer-loyalty-cards
LOYALTY SCHEMES INFO According to Inc., it costs a business about 5-10 times more to acquire a new customer than it does to sell to an existing one -- and on average those current customers of yours spend 67% more than a new one.
VIRGIN TIER LOYALTY SCHEME - Virgin Airlines’ Flying Club inducts members at the Club Red tier, then bumps them up through Club Silver and Club Gold. Club Red members earn miles on flights and get discounts on rental cars and hotels. Club Silver members earn 50% more points on flights, expedited check-in, and priority stand-by seating. Club Gold members get double miles, priority boarding, and access to exclusive clubhouses where they can grab a
drink or get a massage before their flight. The key is to offer benefits in the early stages to hook the customer into coming back. Once they do, they’ll realize that "gold" status isn’t unattainable, and offers really cool benefits.
PATAGONIA - Patagonia, an eco-friendly outdoor apparel company, realized that their customer needed more than just points and discounts from a loyalty program. Late last year, the company implemented its Common Threads Initiative. In it, they partnered with eBay to help customers to resell their highly-durable Patagonia clothing online through the company website… be sure you’ve researched and designed an in-depth customer persona!
AMERICAN EXPRESS - American Express has a huge partner base with companies across the country. Their recent Twitter Sync campaign rewards customers for tweeting about them by syncing discounts and deals with Twitter #hashtags. According to Visibli.com, cardholders have redeemed over $2,000,000 in rewards. Participating companies that are benefitting from their coalition with Amex include
Whole Foods, Staples, and Zappos.
GRABHUB - GrubHub, an online food ordering and delivery website, started Yummy Rummy late last year. Once customers place three unique orders through GrubHub, regardless of price, they get to play a game for a chance of winning free stuff. Players choose one of four cards and have a 25% chance of winning a free dessert, drink, gift card or other cool stuff. (all from http://blog.hubspot.com/blog/tabid/6307/bid/31990/7-Customer-Loyalty-Programs-That-Actually-Add-Value.aspx)
BAD CASE STUDIES…
JetBlue’s TrueBlue program, wherein frequent flier miles expired one year following the day they were earned. Without a doubt one of the worst programs in the world around expiry policy, most program members were unable to earn enough miles in one calendar year to redeem them before they expired. The program finally changed this outdated and draconian policy, such that now miles never expire if the member makes at least one flight a year with the airline.
Starbucks My Rewards program is notoriously stingy; members need to make 15 purchases to earn 15 stars, which then gets them just one free coffee – that’s a 6.67% earnings ratio. Even worse, it takes 15 transactions, not actual cup purchases, to earn a free cup – so if a customer buys more than 1 coffee in a single transaction, it still only counts as one star. One of its key competitors – Caffe Nero, has a similar program, but theirs requires just 9 cups to be purchased to earn a free coffee. Starbuck’s My Rewards is so notorious for how stingy it is that dozens of blogs and Facebook pages have been created around boycotting it. final citation for Starbucks; not only is it stingy, not only did its program get worse, but it also has an awful fulfillment process. For some reason, the reward for getting 15 stars (a free drink) is distributed via mail (that’s right, mail), in the form of a coupon for a free drink. So when a member gets to 15 stars, he or she can’t get the free drink right away, but must wait for a coupon to come in the mail. Money can be loaded onto the card, it is also used to earn stars, but for some reason it can’t be used to redeem benefits? Starbucks has a great deal to learn about loyalty programs.
Ikea Family, the global furnishing company’s loyalty program, that rewards customers only with discounts on select products and throw-ins like free coffee. There is no points system, thus no accumulation based on spend. Essentially one can get discounts on a couple products, but will not be rewarded for spending tens of thousands of dollars. Thus, the right behavior of spending more and more over several years is not rewarded at all – a truly disappointing program from a wonderful company. (all from http://forteconsultancy.wordpress.com/2011/02/28/loyalty-programs-gone-wrong-–-ten-common-mistakes-to-avoid/)
my secondary research on Loyalty
SMART PHONES & LOYALTY
Front Flip – One of the coolest features of this rewards system is integration with social networks, which lets customers "boast" about the promotions they received from your business or even share them with friends (as appropriate). Like the other services, the company offers analytics so you can glean more customer insights from tracked visit data. The company doesn't publish its pricing data. As of early last year, it had raised a total of $7.7 million in funding; it has a big following among McDonald's franchise owners. Perka – The Perka service is slightly different from the other offerings in that it is designed to reward actual transactions, not just check-ins. Customers get personalized credit: cashiers or store personnel register their name. There are Android and Apple iOS mobile apps for them to manage their accounts, but Perka also used SMS text messages so that people with older phones can be included in promotions and rewards offers. The service starts at $35 per month.
SpotOn –This program uses both plastic loyalty cards and mobile apps for Android or Apple iOS. Customers using the mobile apps record their visits by scanning a QR code on their smartphone at the merchant's check-in tablet. (The service also integrates with Passbook to register "Spot" visits.) Right now, SpotOn is in about a dozen markets including San Francisco, Dallas, New York, Miami, San Antonio, Cleveland and Louisville, Kentucky. "Many people want to shop locally and this provides engagement opportunities," said Matt Hyman, co-founder of the company. The service is $60 per month, which covers an unlimited number of transactions; there are no per-card transaction fees (some other programs charge 25 cents to 30 cents for every transaction involving a plastic card). http://www.zdnet.com/7-apps-to-take-your-customer-loyalty-program-mobile-7000025654/
Consumers are ditching plastic loyalty cards and turning to their smartphones instead to save and spend loyalty points. According a new survey of 2,000 consumers by CloudZync, most wallets are still bulging with an average of four traditional loyalty cards but consumers access an average of six loyalty schemes via their smartphone.
Sainsbury’s, Tesco and Waitrose are lagging behind when it comes to mobile loyalty schemes – just 36% of those surveyed said that they access supermarket schemes through the device in their pocket, dropping to 33% for coffee shops and 27% for pharmacies. Be it on mobile or hard plastic, consumers were found to collect their
points but failing to claim the loyalty rewards. According to the findings, loyalty card users have on average of £83 worth of redeemable points across their loyalty cards at any point in time, and UK shoppers cashed in on over £4billion1 worth of loyalty card points over the past year – yet 150million points remained unclaimed as consumers simply didn’t know how to redeem them. “While it’s clear that traditional cards are still doing well in many sectors, retailers that don’t embrace smartphones and tablets as part of their loyalty schemes risk being left behind by those businesses that see the opportunity these devices offer to engage consumers in new ways. Mobile gives retailers a platform through which they can build more personal relationships with customers while providing them with access to offers and promotions in a more convenient way, so they never miss out.” http://www.mycustomer.com/news/smartphones-next-generation-customer-loyalty-cards
LOYALTY SCHEMES INFO According to Inc., it costs a business about 5-10 times more to acquire a new customer than it does to sell to an existing one -- and on average those current customers of yours spend 67% more than a new one.
VIRGIN TIER LOYALTY SCHEME - Virgin Airlines’ Flying Club inducts members at the Club Red tier, then bumps them up through Club Silver and Club Gold. Club Red members earn miles on flights and get discounts on rental cars and hotels. Club Silver members earn 50% more points on flights, expedited check-in, and priority stand-by seating. Club Gold members get double miles, priority boarding, and access to exclusive clubhouses where they can grab a
drink or get a massage before their flight. The key is to offer benefits in the early stages to hook the customer into coming back. Once they do, they’ll realize that "gold" status isn’t unattainable, and offers really cool benefits.
PATAGONIA - Patagonia, an eco-friendly outdoor apparel company, realized that their customer needed more than just points and discounts from a loyalty program. Late last year, the company implemented its Common Threads Initiative. In it, they partnered with eBay to help customers to resell their highly-durable Patagonia clothing online through the company website… be sure you’ve researched and designed an in-depth customer persona!
AMERICAN EXPRESS - American Express has a huge partner base with companies across the country. Their recent Twitter Sync campaign rewards customers for tweeting about them by syncing discounts and deals with Twitter #hashtags. According to Visibli.com, cardholders have redeemed over $2,000,000 in rewards. Participating companies that are benefitting from their coalition with Amex include
Whole Foods, Staples, and Zappos.
GRABHUB - GrubHub, an online food ordering and delivery website, started Yummy Rummy late last year. Once customers place three unique orders through GrubHub, regardless of price, they get to play a game for a chance of winning free stuff. Players choose one of four cards and have a 25% chance of winning a free dessert, drink, gift card or other cool stuff. (all from http://blog.hubspot.com/blog/tabid/6307/bid/31990/7-Customer-Loyalty-Programs-That-Actually-Add-Value.aspx)
BAD CASE STUDIES…
JetBlue’s TrueBlue program, wherein frequent flier miles expired one year following the day they were earned. Without a doubt one of the worst programs in the world around expiry policy, most program members were unable to earn enough miles in one calendar year to redeem them before they expired. The program finally changed this outdated and draconian policy, such that now miles never expire if the member makes at least one flight a year with the airline.
Starbucks My Rewards program is notoriously stingy; members need to make 15 purchases to earn 15 stars, which then gets them just one free coffee – that’s a 6.67% earnings ratio. Even worse, it takes 15 transactions, not actual cup purchases, to earn a free cup – so if a customer buys more than 1 coffee in a single transaction, it still only counts as one star. One of its key competitors – Caffe Nero, has a similar program, but theirs requires just 9 cups to be purchased to earn a free coffee. Starbuck’s My Rewards is so notorious for how stingy it is that dozens of blogs and Facebook pages have been created around boycotting it. final citation for Starbucks; not only is it stingy, not only did its program get worse, but it also has an awful fulfillment process. For some reason, the reward for getting 15 stars (a free drink) is distributed via mail (that’s right, mail), in the form of a coupon for a free drink. So when a member gets to 15 stars, he or she can’t get the free drink right away, but must wait for a coupon to come in the mail. Money can be loaded onto the card, it is also used to earn stars, but for some reason it can’t be used to redeem benefits? Starbucks has a great deal to learn about loyalty programs.
Ikea Family, the global furnishing company’s loyalty program, that rewards customers only with discounts on select products and throw-ins like free coffee. There is no points system, thus no accumulation based on spend. Essentially one can get discounts on a couple products, but will not be rewarded for spending tens of thousands of dollars. Thus, the right behavior of spending more and more over several years is not rewarded at all – a truly disappointing program from a wonderful company. (all from http://forteconsultancy.wordpress.com/2011/02/28/loyalty-programs-gone-wrong-–-ten-common-mistakes-to-avoid/)
Sunday 4th May
Posted by Christie-
My secondary research on Liberty Sales and the consumer..
LIBERTY SALES- WGSN
Liberty sales jump 7% as TV documentary boosts footfall
By WGSN Newsteam, 28 February 2014
Heritage fabric wholesale business strong
Upscale London department store Liberty posted a 7% year-on-year rise in 12-month sales on strong demand for its heritage textiles, own label clothing and tie-ups with brands such as Nike and Barbour. The store, which has been the subject of a prime-time television documentary series, noted footfall had risen 5% year-on-year to 4.5m as same-store sales jumped 11.2% in the 52 weeks to February 1. Total sales grew to £124m and ebitda is expected to reach over £17.5m for the period. Christmas trading in the flagship store saw double digit growth, with online Christmas trading (December 1-28) up 86% on-year. All categories in the flagship store saw “significant” growth rates with stand outs in fragrance and fine jewellery from brands including Frederic Malle, Byredo, Pomellato, Carolina Bucci and Annina Vogel. Premium brands such as The Row, Givenchy, Victoria Beckham, Valentino, Stella McCartney and Alexander McQueen delivered strong results in the accessories and fashion categories, it noted. The fourth floor home department also saw “significant performances” from established furniture designers including Tom Dixon, Pinch and Zoe Murphy as well as continued interest in the Liberty Arts + Crafts antique furniture department. Liberty noted that early half a million people are now part of the its loyalty card scheme “and represent a significant portion” of in store and online sales. Liberty online also continued to see success with both the Liberty x Nike collections of the 2013 selling out within 48 hours of going live on the site, it said Meanwhile, the continued global expansion of the ‘Liberty Art Fabrics’ business saw “significant” growth in new markets – the Far East Pacific, South America and the Middle East. Liberty also said since London based private equity firm BlueGem acquired the firm in 2010, total “sales have consistently increased by a compound annual growth rate of around 16%, starting from £69.3m in 2009”.
LIBERTY SALES FIGURES
https://attachment.fbsbx.com/file_download.php?id=895586123801017&eid=ASvE206YiY7M4ZsXF6Hzf_NP_UUa43bdrgO7pA1-3f_NT-w8xNVSxo2naIqJ8Z4oMnw&inline=1&ext=1401111638&hash=ASu3L0GPpeRLoOUC
THE LIBERTY CONSUMER- MINTEL
Mintel * Liberty's accessories brand Liberty of London has reported wholesale sales of £3.5 million for 2008, with sales up £2.2 million for the autumn/winter 2008 season.
Creative director Tamara Salman said that the results indicated that Liberty of London, although still loss-making, was withstanding the effects of the credit crunch.
Salan said that the brand's future was "separate" from that of the parent company, which lost £6.4 million in the year to 31 December 2007, primarily due to the costs involved in rolling out Liberty of London. Liberty has invested £3.6 million in Liberty of London for the year to 31 December 2008.
A new store in Sloane Street will open in July 2008 and is to serve as a blueprint for more standalone stores and shop-in-shops in department stores.
* Liberty, the upmarket department store, has reported a 40% year-on-year sales rise to £26 million in the four months to April 2010.
The company said that it was aided by strong performances at its fabrics division, its flagship London store and its online division. Its owner MWB added that talks over selling Liberty for £32 million to private equity house BlueGem Capital Partners are ongoing.
Liberty also completed the sale of its iconic Great Marlborough Street premises for £41.5 million.
* “In order to stand out in a competitive market, it is essential for department stores to ensure that they improve their stores, with a quarter of consumers saying a modern looking store would encourage them to shop there more.”
Mintel’s research reveals that department stores have domination over the luxury goods market, with four in ten luxury goods shoppers heading to these destinations for their premium purchases. Their clientele is skewed towards under-35s, ABs and parents of young children.
Key analysis: Department stores should focus on driving self-purchases within their luxury sector, by emphasising how busy mothers, for example, deserve to indulge themselves occasionally with high-end items as a special treat.
People who live in the capital are significantly more likely than people from elsewhere in the UK to buy premium goods from department stores. This is directly linked to the fact that these retailers are a London speciality, with Harrods, Harvey Nichols, Selfridges and Liberty – all with a strong focus on high-end luxury – located across the city.
Department store shoppers are most likely to see luxury purchases as indulgent treats, suggesting that they may quite often be bought on impulse.
My secondary research on Liberty Sales and the consumer..
LIBERTY SALES- WGSN
Liberty sales jump 7% as TV documentary boosts footfall
By WGSN Newsteam, 28 February 2014
Heritage fabric wholesale business strong
Upscale London department store Liberty posted a 7% year-on-year rise in 12-month sales on strong demand for its heritage textiles, own label clothing and tie-ups with brands such as Nike and Barbour. The store, which has been the subject of a prime-time television documentary series, noted footfall had risen 5% year-on-year to 4.5m as same-store sales jumped 11.2% in the 52 weeks to February 1. Total sales grew to £124m and ebitda is expected to reach over £17.5m for the period. Christmas trading in the flagship store saw double digit growth, with online Christmas trading (December 1-28) up 86% on-year. All categories in the flagship store saw “significant” growth rates with stand outs in fragrance and fine jewellery from brands including Frederic Malle, Byredo, Pomellato, Carolina Bucci and Annina Vogel. Premium brands such as The Row, Givenchy, Victoria Beckham, Valentino, Stella McCartney and Alexander McQueen delivered strong results in the accessories and fashion categories, it noted. The fourth floor home department also saw “significant performances” from established furniture designers including Tom Dixon, Pinch and Zoe Murphy as well as continued interest in the Liberty Arts + Crafts antique furniture department. Liberty noted that early half a million people are now part of the its loyalty card scheme “and represent a significant portion” of in store and online sales. Liberty online also continued to see success with both the Liberty x Nike collections of the 2013 selling out within 48 hours of going live on the site, it said Meanwhile, the continued global expansion of the ‘Liberty Art Fabrics’ business saw “significant” growth in new markets – the Far East Pacific, South America and the Middle East. Liberty also said since London based private equity firm BlueGem acquired the firm in 2010, total “sales have consistently increased by a compound annual growth rate of around 16%, starting from £69.3m in 2009”.
LIBERTY SALES FIGURES
https://attachment.fbsbx.com/file_download.php?id=895586123801017&eid=ASvE206YiY7M4ZsXF6Hzf_NP_UUa43bdrgO7pA1-3f_NT-w8xNVSxo2naIqJ8Z4oMnw&inline=1&ext=1401111638&hash=ASu3L0GPpeRLoOUC
THE LIBERTY CONSUMER- MINTEL
Mintel * Liberty's accessories brand Liberty of London has reported wholesale sales of £3.5 million for 2008, with sales up £2.2 million for the autumn/winter 2008 season.
Creative director Tamara Salman said that the results indicated that Liberty of London, although still loss-making, was withstanding the effects of the credit crunch.
Salan said that the brand's future was "separate" from that of the parent company, which lost £6.4 million in the year to 31 December 2007, primarily due to the costs involved in rolling out Liberty of London. Liberty has invested £3.6 million in Liberty of London for the year to 31 December 2008.
A new store in Sloane Street will open in July 2008 and is to serve as a blueprint for more standalone stores and shop-in-shops in department stores.
* Liberty, the upmarket department store, has reported a 40% year-on-year sales rise to £26 million in the four months to April 2010.
The company said that it was aided by strong performances at its fabrics division, its flagship London store and its online division. Its owner MWB added that talks over selling Liberty for £32 million to private equity house BlueGem Capital Partners are ongoing.
Liberty also completed the sale of its iconic Great Marlborough Street premises for £41.5 million.
* “In order to stand out in a competitive market, it is essential for department stores to ensure that they improve their stores, with a quarter of consumers saying a modern looking store would encourage them to shop there more.”
Mintel’s research reveals that department stores have domination over the luxury goods market, with four in ten luxury goods shoppers heading to these destinations for their premium purchases. Their clientele is skewed towards under-35s, ABs and parents of young children.
Key analysis: Department stores should focus on driving self-purchases within their luxury sector, by emphasising how busy mothers, for example, deserve to indulge themselves occasionally with high-end items as a special treat.
People who live in the capital are significantly more likely than people from elsewhere in the UK to buy premium goods from department stores. This is directly linked to the fact that these retailers are a London speciality, with Harrods, Harvey Nichols, Selfridges and Liberty – all with a strong focus on high-end luxury – located across the city.
Department store shoppers are most likely to see luxury purchases as indulgent treats, suggesting that they may quite often be bought on impulse.
Friday, 2 May 2014
Friday 2nd May
Group members present: everyone
Time: 2 hours
Today we met for the for the first time to discuss the brief and spoke about how we all interpreted it. We spoke about the secondary research that we thought would be necessary and then split up the research for each member to do over the weekend.
facts and figures regarding Liberties- Christie
the liberty consumer and their journey- Grace
brand loyalty, good and bad case studies- Poppy
new technologies within retail and smartphones- Brian and Rose
We then decided from this conversation to loan books from the library, to each take and read, so we could have a wide variety of sources for our secondary research.
Blog set up by Rose today, using initials from each group member.
Time: 2 hours
Today we met for the for the first time to discuss the brief and spoke about how we all interpreted it. We spoke about the secondary research that we thought would be necessary and then split up the research for each member to do over the weekend.
facts and figures regarding Liberties- Christie
the liberty consumer and their journey- Grace
brand loyalty, good and bad case studies- Poppy
new technologies within retail and smartphones- Brian and Rose
We then decided from this conversation to loan books from the library, to each take and read, so we could have a wide variety of sources for our secondary research.
Blog set up by Rose today, using initials from each group member.
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