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Transcript of Emartin 618 w9 Final Project
Emily C. Martin IMC 618 Final Project
Final Project
Emily C. Martin
West Virginia University
IMC 618
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Emily C. Martin IMC 618 Final Project
Index
Executive
Summary…………………………………………….3
Company
Background………………………………………..4 - 11
Situation
Analysis………………………………………………..12 - 16
Core Problem
Statement……………………………………..16 - 19
Key
Publics…………………………………………………………..1
9 - 27
Primary & Secondary Messages
Campaign
Goals…………………………………………………..27-28
Campaign
Objectives…………………………………………..28 - 31
Campaign
Strategies…………………………………………….32 - 39
Public Relations
Tactics……………………………………...40 - 49
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Emily C. Martin IMC 618 Final Project
Evaluation Plan ……………………..
……………………………50 - 53
Personal
Assessment……………………………………………53 - 55
References………………………………………………………
……56 - 59
Examples of Current PR
Tactics………………………….Appendix A
Examples of Suggested PR Tactics….........
…………..Appendix B
Calendar of PR
Activities…………………………………….Appendix C
Executive Summary
A difficult macroeconomic environment contributed to the lackluster performance of the retail
sector in the previous three years, with the ongoing financial turmoil, record unemployment
levels, and a severe pull-back in consumer spending. After a weak close of the 2010 retail year,
the 2011 economic outlook is slightly better. Economists call for an increase in personal
spending, supporting estimated growth of 3.5% to 4%. Unemployment is expected to decrease
from 9.8% to a 9% (IB Times, 2011). Extensions of “Bush-era” tax cuts and the 2% payroll tax
cuts are expected to spur consumer spending. Standard & Poor’s (S&P) Equity Research projects
a 10% increase in on-line spending. Consumers will turn to companies that cater to customer
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service and allow for easier shopping. Innovations within the retail industry will raise consumer
intentions to spend, creating improved customer relationships (IB Times, 2011).
During the current recession, clothing retailers targeting the Baby Boomer generation were hit
hardest. Targeted clients who once had available expendable incomes are nearing retirement and
have been affected by the economic bust. Boomer women are not spending as they were
previously able and retailers catering to the group are focusing on marketing and improved brand
images to regain attention. Expanded styles and variety have proven to attract attention;
however, results are not as profitable as intended across the board (Brooks, 2011).
Talbots has always been synonymous with quality and classic apparel pieces. The company’s
customer service standards remain superior to the average retailer. Unfortunately, potential
Generation X consumers have attached a dated persona to the company. Compared to
competitors Talbots has received a dated, frumpy perception. It has proven to be a challenge for
Talbots to move forward as modern and fashionable while still holding the basic principles of
quality, service, and style. This continues to pose a problem for Talbots as established above: the
traditional Baby Boomer customer is no longer shopping as she had in the past and the potential
Generation X customer does not envision Talbots as a brand for her. Thus, Talbots is in a unique
position where a complete integrated Public Relations campaign targeting key publics is
necessary.
Company Background
Talbots was founded in 1947 by Nancy and Rudolf Talbot in
Hingham, Massachusetts. The two opened a women's clothing store in a white clapboard house
which still serves customers today. Talbots currently operates 580 stores in 47 states and utilizes
a multi-channel approach, integrating web and catalog sales. Talbots’ product assortment
includes ladies apparel (misses, petites, and womens), shoes and accessories. Within the past
three years, the brand has attempted to reinvent its image by leaving dated, frumpy styles behind
and adopting a design-led vision of fashion clothing appealing to the 35+ woman
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(talbotsinc.com, n.d.). The company has seen declining sales in recent years, posting 2009 Sales
of $1,235,632 million (Thetalbotsinc.com, n.d.).
Talbots 2009 Annual Report explains their stance: “We believe that a majority of our customers
are high-income, college educated and employed primarily in professional and managerial
occupations, and are attracted to the brand by our focused merchandising strategy, personalized
customer service, and continual flow of high quality, reasonably priced updated classic
merchandise” (Thetalbotsinc.com, nd.).
Talbots entered the recession in a dire position. The company was debt-laden as a result of
acquiring J.Jill, spending $486.5 million. In an attempt to reduce debt and overhead costs,
Talbots sold their sister company for significantly less than they paid, absorbing a loss of $442
million in 2008. Talbots entered into a creative financing agreement with BPW, a special-
purpose acquisition company, resulting in unloading their debt and opening credit to continue
operations (Holmes, 2010). Currently, Talbots’ balance sheet is in a better position compared to
three years ago.
Talbots marketing portfolio consists of limited paid communications via traditional mediums.
They have relied heavily upon events and publicity to reactivate lapsed customers and attract
new customers. Adopting the “Tradition Transformed” mantra, Talbots intended to communicate
updated products to appeal to Baby Boomer and Generation X consumers. The re-launch of
www.talbots.com improved ecommerce traffic and modernized Talbots on-line. Direct marketing
represented 17% of Talbots sales in 2009. Internet sales represented 70% of the direct marketing
effort results. 36.6 million catalogs were distributed the same year, resulting in an increased
response rate from existing and lapsed customers. Traditional television and print advertising
were eliminated throughout 2008 and 2009 in an effort to decrease spending, investing those
monies to other less expensive forms of communications (Thetalbotsinc.com, n.d.)
P roduct, Service & Issues
Talbots is an excellent retailer with a refreshed vision according to current fashion trends. In
order to be a competitor in the women’s retail environment, the company has redesigned the pant
fit, improved the denim assortment, and most recently revamped the jacket collection. These
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efforts have resulted in a modern fit and fashionable assortment targeted at the 40+ woman.
Brand image has become an emphasis for Talbots as well. In order to modernize, the logo was
changed in 2007, followed by the clothing labels, packaging, store visual standards, and
associate dress code. All visual elements of the “old” Talbots were eliminated in an attempt to
reenter the market in a modern posture. The sales force has been trained to compliment the new
brand image. Associates underwent a revised sales training program and continue to receive
dress code improvements based upon catalog looks. Following the company initiative to portray
a cohesive image, associates are encouraged to emulate the catalog and fill the role as trusted
fashion advisor (Thetalbotsinc.com, 2010).
Unfortunately, consumers are not responding as expected. Traditional customers felt abandoned,
while the targeted consumers couldn’t forgo their previous perceptions. Comparable sales
continue to fall and traffic has followed suit as a result of the still-suffering economic state. In
addition to surrounding issues, Talbots has refrained from mass-marketing. While the company
has gained varied media attention, not all of it has been positive. The image of previous Talbots
styles continue to linger, affecting traffic from potential customers.
I ndustry
Technology advancements have impacted the retail fashion industry, but have yet to reach
Talbots. The internet has become the main consumer communication. However, advancements in
the retail sector will undoubtedly impact fashion e-retailers in the near future.
Augmented Reality (AR) allows consumers to virtually try-on items via computer
images. Currently, many eye wear and accessory retailers utilize this technology. H&M, a
younger fashion target, began using the program for the iPhone in November 2010. Users
upload virtual outfits to a “lookbook” on their Facebook page (Greene, 2011).
Customer relationship management will factor into consumer spending. Macy’s has
utilized a “My Macy’s” program allowing stores to stock items based upon local
spending and consumption patterns (Scott, 2011). Retailers are expected to follow suit to
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improve customer service based upon healthier store assortments. These programs allow
product distribution based on localized demand, improving sales and markdown margins.
Facebook and viral consumer promotion have impacted the retail industry. With adults
joining the social network, retailers are optimizing opportunities to harbor relationships
with those who share favorite items with friends (Grau, 2009). Social media outlets allow
companies to impact consumer relationships immediately: to resolve customer
complaints, respond to positive feedback, launch new products, and inexpensively
communicate promotional activity (Scott, 2011).
(Grau, 2009)
P romotions
Talbots has utilized limited marketing since 2007. The company has relied heavily upon PR and
product placement in magazines such as Lucky, InStyle, & O. Many celebrities including
Michelle Obama, Jean Chatzky, Joy Bauer, and Linda Evangelista have been spotted wearing
Talbots. While product placement efforts have proven to create best-selling items, and social
media has helped develop a more meaningful bond between the company and consumers, there
is still much to be done. Email marketing is also used, which is not a new tactic to reach
consumers. According to Responsys, Inc. retail emails hit an all-time high in 2010. The average
consumer received 152 emails from each retailer with which they are associated (Brown, 2011).
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Key marketing expenditures include catalog production and distribution as well as purchasing
prospective customer lists. With a distribution of 20 catalogs per customer per year, Talbots has
improved its reach, creating increased exposure. However the retail sector is highly aggressive,
sharing inflated promotional activity and competitors continue to hold market share. Promotional
sales activity includes slashed prices on past season merchandise, Point of Sale discounts, points-
based reward programs, and coupon distribution. None of these tactics are innovative in the
industry, leaving Talbots in the same promotional position as competitors.
M arket Share
The 2010 holiday season started strong, with positive sales and traffic through Black Friday
weekend. Closer to the end of the holiday season, sales dipped again, forcing retailers to take
large price cuts and heavier promotional activity (Brooks, 2011). Talbots announced a larger
than expected cut in earnings per share for 2010 Q4 based upon weak response to merchandise
styles and decreased traffic in the last two weeks of December. The announcement is yet another
indication that Talbots' plan to regain customers lost during the recession is failing (Associated
Press, 2011). Talbots stock compared to Ann Taylor and Chico’s is far from static. The
following chart indicates the erratic growth and decline. Currently, Talbots stock is significantly
lower in value, sitting at $6.20 per share, while Ann Taylor is $21.79 and Chico’s value is $11.05
as of January 24, 2011.
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The National Retail Federation's (NRF) and advisory firm KPMG indicates an optimistic 2011,
resulting in 41% of retailers intending to increase domestic store expansions, up from 25% in
2010. Executive director of the NRF, Katherine Mance explains "It's quite obvious retailers are
anxious to put the recession behind them and build upon their customer service initiatives,
enhance their mobile platforms and even grow their footprint. As we move forward in 2011,
retailers will strive to keep costs low, but will also continue to focus on providing positive and
unique shopping experiences for their customers." (Scott, 2011). Cost reduction and spending
will continue to be a focus for retailers into 2011, in a survey, 58% said cost reduction/cost
containment will continue to be company-wide initiatives (Grannis, 2011).
C ompetitive Dollar Sales in 2009:
Competition
C hico’s FAS, Inc.
Chico’s FAS. is a 25 year old specialty retailer of privately branded clothing, intimates,
accessories, and gift items. The Company operates over 1,074 specialty stores, operating under
the names Chico's, White House | Black Market, and Soma Intimates. Chico’s brand currently
operates 651 boutiques, 347 White House | Black Market boutiques, and 76 Soma Intimates
boutiques (Chicos.com, n.d.). Through their multi-channel structure, the company generated
$1.713 billion in sales for the year 2009 via all three brands. Advertising and promotional
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activity includes: a loyalty program; direct mail marketing, email, and local calling campaigns;
national print & broadcast advertising, internet and direct phone sales; social medial PR &
community outreach programs (Dyer, 2010).
Chico’s underwent a quiet transformation in 2010. While Talbots has
touted its changes, Chico’s silently refined their product. From the popular Traveler line of matte
jersey separates, to eclectic accessories, and a redesigned denim collection, Chico’s reinvented
their product. Their image as an earthy, funky, store for middle-aged women has transformed to
a polished, detailed, whimsical brand. Chicos offers options to shop online, through catalog or in
stores. Price distribution is comparable to Talbots ranging from $20 bracelets to $179 jackets.
Chico’s distinctive sizing uses international sizing: 0 (size 4-6), 1 (size 8-10), 2 (size 10-12), and
3 (size 14-16), and occasionally offers one-size-fits-all, small, medium and large. The relaxed
clothing allows stores to utilize this method of sizing, offering a wide selection of clothing
without investing in a large amount of sizes within a single style (Dyer, 2010).
White House | Black Market, founded in Baltimore, Md,
originated as a boutique only offering shades of white products, named White House. In an
extension, the subsequent stores mimicked the notion and a black version of the store opened,
named Black Market. Eventually the two merged, resulting in the name being combined. Today,
the store continues to offer black and white merchandise with pops of seasonal colors
(whitehouseblackmarket.com, n.d.). The brand focuses on separates, dresses, and accessories and
has expanded into bridal wear marketed to the 25 + woman with a moderate to high income
(Dyer, 2010). Size distribution includes 0 to 14 and specialty size, 16. White House | Black
Market products are available in stores and through whitehouseblackmarket.com. The brand
offers selections varying in price from $24 tee shirts to $398 leather jackets and $498 wedding
dresses, very comparable to Talbots price points (whitehouseblackmarket.com, n.d.). White
House | Black Market generated $489.6 million in 2009, marking a 10.8% increase in sales to the
previous year (Dyer, 2010).
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A nn Taylor Stores Corp.
Ann Taylor stores have been a go-to for career women since 1954. Their polished name-sake
division, Ann Taylor, is a staple for career women. The feminine styles of dresses and suiting
have been an attractive challenger for the Talbots brand. The Ann Taylor brand is represented by
two brands with four channels of distribution: Ann Taylor Stores, LOFT, Ann Taylor Factory
and LOFT Outlet. Ann Taylor Stores Corporation operates 894 Ann Taylor, Ann Taylor Factory,
LOFT and LOFT Outlet stores, as well as online at AnnTaylor.com and LOFT.com
(anntaylorstorescorp.com, n.d.). Kay Krill, president & CEO of the company describes the brand:
“At Ann Taylor Stores Corporation, we are committed to meeting the evolving needs of women
who want feminine, stylish and versatile fashions that offer great quality and value and that
inspire women to look as beautiful as they feel. Ann Taylor clients place a premium on how they
are perceived and we strive to serve as a trusted advisor to help women with their entire
wardrobe needs” (anntaylorstorescorp.com, n.d.). Net Sales for the combined brands totaled $1.8
billion in 2009 (Krill, 2010). The company communicates with its customers through national
and regional advertising, direct mail marketing, and in-store presentation (Krill, 2010).
The new Ann Taylor offers beautiful, luxurious, refined
fashion. In line with the competition, Ann Taylor also began an initiative to modernize styles and
create a more appropriate vision for today’s woman. Ann Taylor operates 320 stores across the
United States, as well as online at anntaylor.com (anntaylorstorescorp.com, n.d.). Ann Taylor
sizes range from 00 to 18 including regular, petites, and tall. Price points range from $24 tank
tops and accessories to $298 purses and $198 jackets (Anntaylor.com, n.d.). Sales for the
segment of stores in 2009 decreased 30% compared to the previous year, totaling $456.579
million (Krill, 2010).
Ann Taylor LOFT stores were an extension of the traditional Ann Taylor
stores, originating as an outlet division offering products designed solely for the outlet customer.
The division offers less expensive casual apparel, shoes, and accessories in misses and petites
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sizes 00 to18 in regular, petite, and tall. Price points range from $14.50 tee shirts to $138 suiting
jackets, slightly below to even with Talbots’ average ticketed prices (Anntaylorloft.com, n.d.).
Kay Krill explains: “LOFT has carved out a successful niche in the women’s apparel market by
providing high quality; casual fashion at great value…LOFT has a loyal clientele who depend on
the brand to be their trusted style advisor (Krill, 2010).” Sales for LOFT decreased 12.7% in
2009 compared to 2008, resulting in $939,909 million (Krill, 2010).
J .Crew
J.Crew Group, Inc. is a multi-channel retailer of women's, men's and
children's apparel, shoes and accessories. The company operates 220 J. Crew retail stores, 9
crewcuts and 20 Madewell stores, J. Crew catalog, jcrew.com, madewell.com and 85 factory
outlet stores (J.crew.com., n.d.). The company generated $1,428 million in 2009 and will be
going private in 2010. J. Crew has agreed to be purchased by TPG Capital and Leonard Green &
Partners for some $3 billion (Hoovers.com, 2010).
The modern and edgy retailer is a newer competitor for Talbots. Since Talbots’ brand
reinvention, customers have compared styles to those of J.Crew. Shared consumers vary in age
from early 20s to late 40s. Lauren Hutton became their most recent spokesperson, relating to an
older category of consumers. Product categories range from casual to occasion dressing and most
recently wedding dresses. Prices remain high compared to Talbots’: $18 cotton tanks to $1,500
dresses. Women’s sizes available include 00 to 16 in regular, petite, and tall (J.crew.com, n.d.).
Situation Analysis
Considering the recent economic situation, the company has re-designed and re-targeted their
styles toward the “forty-ish” woman concerned with portraying a fashionable image. Talbots
marketing budgets were cut drastically during the recent recession. As a result, the company
attempted to communicate the changes to customers via direct marketing (catalogs), email, and
product placement in print and television. These efforts have proven unsuccessful resulting in
decreased loyalty among traditional customers and unconvinced potential customers.
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S trengths
Company strengths rely heavily upon the established image as a quality retailer. Luckily, Talbots
has been a retail fixture relying upon consistent company image longer than most competitors.
Its reputation precedes its modified image and has carried the company through crisis.
Talbots has a strong history among a select customer base. The brand is highly
recognizable among competitors due to visual presentation and customer service.
Talbots is known for a strong tradition of quality and has proven to stand by their product
in their return policy (Talbots.com, n.d.). Although the product is known to be of
impeccable quality, the prices have remained consistent among full-price competitors.
Talbots is known for excellent customer service and selling training. Industry-wide,
Talbots sales associates are recognized and heavily recruited due to strong selling skills.
Internal training and education programs are excellent and have contributed to the strong
corporate culture.
While Talbots has updated their styles to become more fashion-forward and design-led,
the company has allowed for an expanded customer demographic base among female
shoppers to a wider age range and fashion sense.
W eaknesses
Strengths
Highly recognizable brand among
retailers.
Competitive price points for the quality of the
product.
Excellent customer service and service
standards.
Updated, fashionable styles allow for further
reach to customers
Excellent internal training programs
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Weaknesses have surfaced for Talbots as a result of the financial crisis in the United States. In
order to compete and continue operations, executives made the decision to update the image,
allowing for a more competitive stance among retailers.
Talbots changed its entire brand image. The company features younger models in,
updated fashions, and modernized visual aesthetics in all points of communication
including the website, catalog, and stores.
Due to the economic down-turn, Talbots cut marketing budgets to save operating dollars
(Thetalbotsinc, 2010). The lack of exposure has weakened presence among competitors.
PR efforts lack effective follow-through. Inconsistent efforts have proven effective in the
short-term, but fail to add value in the long-run. Fleeting notions of brand representation
has created a confusing identity for the company.
Changing styles and brand image have left traditional customers feeling betrayed. Other
customers who were unfamiliar with the brand are confused by conflicting perceptions
of the company. The inconsistencies have decreased competitive credibility, leaving
consumers questioning Talbots’ motives and authenticity.
These weaknesses have resulted in decreased brand value. Share-holder equity has
declined steadily, customer confidence is down, and store traffic has decreased
consistently over the past year resulting in lower-than-expected sales volume.
O pportunities
Weaknesses
Changed brand image & product,
confusing to publics
PR follow-through with exposure
methods is weakLow brand value
Lacking credible identity among
potential customers
Limited marketing budget
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Emily C. Martin IMC 618 Final Project
Considering Talbots’ weakened brand image, there are many opportunities for increased
customer loyalty, improved brand image, and heightened sales volume. Through the above
opportunities, the company can solidify its position among competitors and restore credibility.
Talbots must create a relevant brand vision among key publics. Currently the brand is in
“fashion limbo” creating an ambiguous identity. Customers find the styles too youthful or
too mature. Talbots relevance to the consumer will allow for increased respect and traffic.
Along those lines, Talbots must communicate a relevant fashion presence in the retail
industry. While styles are based upon a design-led vision, the clothing has not been
portrayed in the media as modern and fashionable.
Key publics recognize the weak relationships with Talbots, resulting in decreased
exposure and sales. Talbots must harbor meaningful relations with publics. Given
improved rapport, Talbots can look to a stronger bond resulting in a profitable future.
By improving relationships with media, Talbots will be portrayed as relevant and credible
to key publics. Improved relationships with key media personalities, stylists for television
and print, writers and bloggers will result in positive interpretations of the brand,
decreasing criticisms of reinvention efforts.
Increased traffic and sales will only result from increased exposure. Talbots must
consistently follow-through with public relations efforts. The company must be shown in
a positive light and consistently monitor exposure to provide damage-control should a
negative situation occur.
Opportunities
Relevant brand vision for audience
Create stronger relationships with
key publics…
Increased sales through driving
traffic to all channels
Communicate fashion relevance in
industry & among
competitors.
Increased brand & product exposure in
marketplace
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Emily C. Martin IMC 618 Final Project
T hreats
Talbots stands in a crowded marketplace. Many threats have evolved as a result of its transition
into an even more crowded competitive environment. The company must address these issues
directly, improve relations and operations to be a relevant competitor for target market dollars.
Among competitors Talbots is challenged to stand out from the crowd. Other retailers
have strong bonds with customers, strictly due to consistency. Talbots has stepped ins
facing known competition already catering to an apathetic consumer. As customers
switch between stores, this allows an opportunity to connect and capture market share by
harboring valuable relationships.
Talbots’ updated identity has negatively impacted relationships with loyal customers.
There may not be an inexpensive, simple strategy to recapture this disgruntled group.
Due to a lack of PR follow-through, Talbots has lost credibility among media contacts
and those who follow such exposure. Solid opportunities for consistent exposure have
been neglected resulting in negative value from these attempts.
Competitors offer similar product at highly aggressive price points. Promotional sales
activity lacks creativity, untimely reaction has proven detrimental to sales and customer
loyalty. Talbots was once known as a high-quality retailer of women’s clothing.
Competitors improved construction and materials to directly challenge that competitive
edge. Marketing efforts have waned for Talbots while other retailers have created more
exposure for themselves.
Threats
Crowded marketplace,
stronger relationships
between competitors & customers
Impacted customer relationships
Lost credibility among media & PR
contacts
Highly aggressive price points, quality, & marketing efforts
among retail competitors
Emerging technologies among
competition with higher cash flow for
expenditures
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Emily C. Martin IMC 618 Final Project
Technology in the retail industry continues to improve. Other retailers use modern
improvements to capture a higher section of the market by providing efficient, satisfying
customer experiences (Greene, 2011). Until Talbots increases cash flow, they cannot
afford advances (Associated Press, 2011).
Strengths:
Highly recognizable brand Competitive pricing& quality
Superb customer service standards
Updated styling appeals to broader customer base
Excellent training programs
Weaknesses:
Publics confused by updated brand image & product offering
Inconsistent PR follow-through
Decreased brand value
Low credibility among potential customers
Limited marketing budget
Opportunities:
Relevant brand vision for audience Create stronger relationships among
key publics
Increased sales and traffic
Establish relevant stance among competitors
Increase brand & product exposure
Threats:
Crowded marketplace with stronger relationships between key publics & competitors
Negatively impacted customer relationships from changes
Lost credibility among media
Highly competitive environment in a crowded marketplace
Incompatible tech expenditures-
lacking funds to update
Core Problem
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Emily C. Martin IMC 618 Final Project
Talbots’ reinvention efforts have been hindered by an ineffective and unorganized
communication plan including lack of consistency and follow-through geared toward key
publics. The competitive marketplace has created a climate of immediate necessity to
improve Talbots’ image through intensive PR efforts in order to prove the company image
and restore profitability.
I ssue I
Limited marketing exposure attributes to the lack of communication among key publics. Talbots
uses very little marketing among competition to discern itself from the masses. As established
above, Talbots PR efforts are inconsistent and fail to maintain reliable communications.
S olution:
In order to increase communications between Talbots and consumers, the company must
utilize consistent, integrated marketing communications. Thorough efforts must be
maintained to consistently communicate the brand vision.
I ssue II
Since Talbots’ fashions have changed, the company has assumed an inconsistent image.
Credibility and loyalty has come into question among key publics. Talbots is struggling to
establish a convincing personality and win back disgruntled customers through product offering.
Existing customers at one time felt a strong sense of loyalty: Talbots understood their style and
fit needs. When the fashions were updated, many felt it was a personal attack on their fashion
sense. They feel betrayed, confused, and frustrated (Brooks, 2011). These feelings have become
evident through decreased spending and infrequent visits to stores.
S olution:
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Emily C. Martin IMC 618 Final Project
Launch an intensive reconciliation initiative. Reintroduce the classics through
familiar means: catalog and store interactions. Clearly explain changes, benefits of
those changes, and reasons behind them, and reiterate what will still work for her.
Potential customers are overwhelmed by the competition. They have a negative perception of
Talbots and are not loyal to the brand. They do not believe in the changes yet and will be
difficult to move past established opinions.
S olution:
Create a focused campaign to target the “forty-ish” consumer. The new face of
Talbots will speak directly to them, attend events, and promote the brand through
intensive communication efforts.
Product placement and Talbots personality features in relevant mediums including
Vogue, Real Simple, InStyle, and People.
Generate an exhaustive “Tradition Transformed” initiative highlighting women of all
generations wearing the new styles, focusing on personal style and individual fashion
sense. This will attract media attention by highlighting the value of the individual.
Media professionals have been critical of Talbots. They continue to be skeptical of the
transformation and question the motivation. Talbots has not proven to be a credible competitor,
so the media continues to report negatively on the progress of the makeover. There is a strong
brand bias based upon the previous image. The current image has been a difficult sell, but media
professionals do hold an affinity for Talbots’ heritage and vision.
S olution:
Offer key media professionals free product. This will expose them to Talbots’
brand experience when choosing their items. The excellent interaction with the
brand will be service and fashion-oriented. The media professional will be asked
to blog or comment on the product, the brand, and their experience. This will
increase exposure, promote interest, and ideally convert brand advocates.
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Promote consumer-aimed initiatives through these mediums. Once the initial
relationship is established, the professionals will feel a greater responsibility to
Talbots, resulting in increased positive commentary.
Continue previous product placement efforts, with focused follow-through to
improve relations and ensure consistency throughout the PR process.
Key Publics
T raditionals: Existing Customers
V ALS Characterization:
Achievers – Traditionals have high monetary and information resources, are
status-oriented and communicate status by style and brand-association
Fulfilleds – Traditionals have high resources financially and are principle-oriented
professionals or retirees with the opportunity to spend time and money to
express personal style
D emographic Profile:
46-70 + years old
Career-oriented / Retirement-focused
Middle to upper-income – preparing for retirement by saving
Educated
Home-owner
P sychographic Profile:
Community-minded
Family-oriented
Brand loyalists when a company is found to be worthy of commitment
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In money saving mode – to prepare for later retirement years, shopping discount stores
and shopping less often (Nielsen, 2009)
Concerned with aging and burdensome financial spending on healthcare
M otivating Self-Interests:
Status communications through possessions and interests
Involvement in family and community
Lifestyle of comfort and self-fulfillment
Identify personal style with age-appropriate fashions
E xternal Influences:
Public figures: prominent individuals of similar age & interest
Media: traditional media (television & print) and a growing section social media
Competitors: retailers who confirm they recognize and value her as a customer
C urrent Relationship Status:
Existing relationships have not been upheld through the reinvention. Many Traditionals feel they
have been ignored by the company and left for a younger customer. Employees and Traditionals
have formed excellent relationships through past interactions. The current climate of the brand
has created decreased loyalty. While a certain percentage of women have allowed their personal
style to evolve with Talbots product, a large amount of Traditionals have revolted against the
styles of the past two years. Talbots has not directed marketing or relationship-mending efforts to
the Traditionals, resulting in decreased spending among this group.
I ntentions:
Re-establish Talbots as a brand that cares about the original customers. In doing so, the company
will address fashion and style tactics that will allow the Traditional to create an image of classic
elegance and casual style by wearing flattering transformed basics. Ensure the Traditional knows
Talbots is still her style advisor and cares about her image.
M essage Strategy:
Primary Message: “Tradition” is just as important as “Transformed”
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Emily C. Martin IMC 618 Final Project
o Secondary Message: Recognize her loyalty while incorporating updated styles to
her wardrobe
Primary Message: Talbots can still make you look beautiful, no matter what age you are
o Secondary Message: “It’s not an age, it’s a stage”
Primary Message: Allow Talbots to put a current twist on your personal style
o Secondary Message: Make the new fashions your own style
F utures: Potential Customers
V ALS Characterization:
Experiencers – Futures who have high financial resources, are action-oriented
when faced opportunity to express style, and are disposed to taking
risks to communicate identity
Achievers – Futures who have high resources monetarily and socially and are
status-oriented
Strivers – Futures who lack the monetary resources of Achievers but are equally
status-oriented
D emographic Profile:
29-45 (Generation X)
Early to middle career – concerned with retirement funds
Middle income – entering peak earning years
Educated – many still hold heavy student loans
Home-owner or renter
Young families – most with children under 18
P sychographic Profile:
Style-focused
Family-oriented
Price-conscious
Peer-competitive
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Emily C. Martin IMC 618 Final Project
Focused on providing for family & future planning (PriceWaterhouseCoopers, 2010)
On-line lifestyle – social media, shopping, research, managing finances
M otivating Self-Interests: Beauty – she wants to identify with an attractive presence
Social acceptance – she wants peers to support her fashion choices
Fashion presence – she wants to be credited with a stylish identity
Individual style – she is confused as to what style is age-appropriate for her
E xternal Influences: Peer opinions
Fashion influencers – celebrities, magazines, television, designers, stylists
Social media—blogs, facebook, youtube
Economy – recessionary recovery
C urrent Relationship Status:
Potentials are overwhelmed by competition. They have a negative perception of Talbots and are
not loyal to the brand. They will be difficult to move past established opinions. Potentials see
Talbots as a mature brand for “older” women. They have grown up watching their mothers and
grandmothers shop Talbots and find it difficult to identify with their perceptions of the clothing.
Often, Potentials defy the fashions based upon previous experiences. Talbots has touted their
transformation, Potentials have not found it to be appropriate for their lifestyle. This is largely
due to the fact that the images portrayed in company PR efforts do not match the store
experience. The fit has been matronly in the past and Potentials have been difficult to convince
of the modernized construction.
I ntentions: Create a personality for the brand that allows the Future customer to form a comfortable
relationship with Talbots. Persuade her to try on the product, and entice her with quality and
service. Sales and promotional activity will promote the brand in an affordable, value-driven
manner. Futures must be persuaded to view the company in a new light and eventually be
converted to brand advocates
M essage Strategy:
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Emily C. Martin IMC 618 Final Project
Primary Message: Talbots is appropriate for any style, regardless of age.
o Secondary Message: Not your mother’s (& grandmother’s) Talbots
Primary Message: Talbots’ prices are competitive among other retailers and the
quality and service is superior.
o Secondary Message: You get what you pay for
Primary Message: Talbots is a stylish retailer who offers various fashions to appeal
to a wide range of women with varied interest.
o Secondary Message: Make the styles your own.
E mployees (Corporate & Field Teams)
V ALS Characterization : Believers – Field Managers are principle-oriented professionals without extensive
corporate resources
Experiencers – Executive Managers have high company resources, are action-
oriented and are disposed to taking risks
Makers – Sales Associates who action-oriented but have low resources
D emographic Profile: Educated
Varied ages : late 20s to upper 60s
Middle to upper income
Employee demographics vary widely
P sychographic Profile: Competitive –sales generation & among crowded retail environment
Customer-service oriented – “Trusted Advisors” create lasting relationships
Professional – high regard for company direction & business ethics
Fashion-focused
Dedicated – many associates hold lengthy careers with the company
M otivating Self-Interests: Promotion within company
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Emily C. Martin IMC 618 Final Project
Hourly and incentive pay (non-commissioned), contests create competitive store
environments and personal achievement
Passion for fashion and staying trend-right
Recognition from peers and management
E xternal Influences: Retail competitors – attention to competition allows educated selling skills
Fashion industry influencers – celebrities, designers, stylists
Media power – trade publications (WWD), women’s magazines, television, fashion
websites, social media, blogs
C urrent Relationship Status: Talbots associates are dedicated to the company vision. Extensive training programs have been
implemented to create a consistent brand experience within all points of customer contact. While
Talbots encourages dedication to the brand, some long-tenured individuals have struggled with
the transformation. Recruiting, hiring and training efforts have identified brand-right individuals
who represent the transformation appropriately. Employees understand their role as brand-
ambassadors. These individuals are proud of their association with the company and support
initiatives. They understand current fashion trends and communicate that knowledge,
establishing themselves as style consultants and trusted advisors.
I ntentions: Create a cohesive environment to communicate the brand vision of Tradition Transformed. Train
and identify opportunities for increased internal communications to include all employees in
brand initiatives. Maintain open lines of contact among corporate and field associates to promote
positive internal relationships.
M essage Strategy: Primary Message: Communication is essential to understanding brand initiatives
o Secondary Message: Consistent communications
Primary Message: Consistency within the brand representation is crucial
o Secondary Message: Consistent brand representation
Primary Message: All associates must be brand ambassadors, representing the company
appropriately in all points of contact with key publics
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Emily C. Martin IMC 618 Final Project
o Secondary Message: Consistent customer service
I nfluencers: Social Media & Traditional
Media
V ALS Characterization: Actualizers – Influencers with the most power among publics
Fulfilleds – Influencers who have high resources among the industry and are
principle-oriented professionals
Achievers – Have high resources among the industry and are status-oriented in
accordance to opinion and commentary
Experiencers – have high resources within the industry, are action-oriented in
reference to stating opinions and sharing information and are disposed to
taking risks when approached with enticing opportunities
D emographic Profile: Educated
Varied ages: 25-65
“Mid-career or higher” (Vocus & Solis, 2010)
Demographic information regarding Influencers is variable.
P sychographic Profile: Consumed by news and information
Opinionated & critical (constructive & negative)
Able to be persuaded by other Influencers
Technological confidence
Strategic & timely
On-line & interactive among the social media conversations
Authentic, passionate about the platforms covered
Honest & relevant to audiences (Vocus & Solis, 2010)
M otivating Self-Interests: Informing their publics of current industry trends.
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Establishing themselves as industry influencers
Personal style and fashion adherence
Intellectual and professional advancement
Concerned with content of information as well as context
E xternal Influences: Exposure to competitive relationships – competitive PR efforts
Fashion influencers – designers, celebrities, and stylists
Public response to communications
C urrent Relationship Status: The media have been critical of Talbots recent ventures. Relationship with influencers within the
social and traditional media is variable. Fashion influencers have nurtured an apathetic
relationship. Talbots’ heritage has formed a respectful association among fashion industry
insiders. However, the transformation has been highly exposed as challenging and even
unattainable by some. Others have promoted the brand since its inception and continue to
endorse efforts.
The challenge is to convert hesitant influencers into supporters and maintain positive
relationships with advocates. To win-over this group, Talbots must create a strong dialogue of
honesty, commitment, and sincerity. In this case, the media- reporters, television personalities,
news and magazine writers, bloggers, and social media influencers- are definitely a necessity to
persuade Potentials to give Talbots a chance. The Talbots PR department has attempted to
promote new product to influencers via television exposure, gifted items to social media
influencers, and print features in targeted magazines. These efforts have been received in various
ways- from surprise, delight, skepticism, to indifference.
I ntentions: Create a relevant image among industry influencers via traditional and non-traditional
communications. It is imperative to create a credible, relevant position within the fashion
industry through highly publicized influencer opinions. Solicit support from these individuals
and maintain the relationship to establish the consistent identity of a viable fashion retailer.
M essage Strategy:
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Emily C. Martin IMC 618 Final Project
Primary Message: Convince fashion influencers Talbots is a relevant, current fashion
entity
o Secondary Message: Talbots is on-trend
Primary Message: Revitalize their faith in Talbots and promote the brand through
positive communications with other key publics
o Secondary Message: Talbots is a worthy of praise
Primary Message: Pique interest among influencers to create buzz surrounding the
brand and product
o Secondary Message: Talbots will heighten credibility if included in
communications.
Goals
G oal 1: Create an organized, effective, consistent communications plan geared toward key publics
in order to increase exposure.
In order to achieve Goal I, increased communications between Talbots and key publics must
utilize consistent, integrated marketing communications. Thorough efforts must be maintained to
consistently communicate the brand vision.
G oal 2: Improve Talbots’ brand image among key publics in the spectrum of credibility, loyalty,
and personality thus placing the company in a more strategic position compared to
aggressive, competitive retailers.
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In order to achieve Goal II, Talbots will launch an intensive integrated PR and marketing
campaign focused on individual customer style and product placement. These objectives will
allow for validation of Traditionals’ fashion sense while initiating Futures’ interaction with the
brand. Placement of product in familiar and credible media will allow for increased exposure and
meaningful endorsement from fashion insiders.
Objectives
O bjective 1:
Increase Talbots’ exposure among key publics by 50% during the
Face of Talbots campaign over a one month period by releasing
500 separate messages to key publics in order to collect 500,000
votes in the five week selection period of the campaign.
o Hold a contest for customers to choose the new face of Talbots
o Include a social media outlet to create viral attention. Fans of Talbots on
Facebook will vote for one of four women chosen to represent the brand by the
company. Selections will include:
Celebrity spokesperson - Juliann Moore, the current face of
Talbots, will be available for votes. She has been welcomed by key
publics in her new role as a brand representative thus far.
A Talbots Regional Director – District Managers (who are
directly under RDs) will vote among peers to select the most
representative RD of the brand internally.
A Traditional Customer – A woman who represents the
consumer group who has been loyal to the brand and allowed their
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fashion to evolve with Talbots’ vision. Store associates will nominate one
customer from each district. PR & Marketing executives will choose the
customer to represent the group.
A Media Influencer – This will improve relations with media
professionals & create buzz among the specialized group. PR &
Marketing executives will choose the MI.
o Gives customers the chance to interject their vision for the brand
o The new representative will be highly involved in all brand channels including
catalog, web, social media, events, and guest blogs.
o The selection of the candidates will represent all key publics. Regardless of who
wins, customers will feel an affinity, given their involvement in the process.
Employees will be highly involved in the selection process, continuing a sense of
pride and support for brand initiatives. Media influencers will gain a sense of
connection with the brand through their inclusion in the selection process.
o Success will be measured by the increased traffic patterns over the contest period
to the Talbots Facebook page. Also, the total number of votes will allow for an
effective count of the influence of this objective.
O bjective 2 :
Create 20,000 positive media impressions among media influencers,
build repeat visits to Talbots among MI followers within the next 12
months in order to increase Talbots exposure among key publics by
30%.
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o Offer Media Influencers free product to attract and maintain interest. Ten Media
Influencers will be selected each season (Spring, Summer, Fall, & Holiday) to
include a full year of product representation in the media.
o Media Influencers will choose an entire outfit from Talbots’ latest line that
represents their personal style. In doing so, they will provide a view relative to
their readers and followers.
o MIs will include pictures of the outfit and feature their changed perceptions of
the brand within their medium.
o Talbots employees will provide excellent customer service to assist the MI. In
doing so, this will be yet another point of connection the MI can include in their
testimonial.
o This objective will appeal to the MIs as well as those potential customers who
follow them. Promotion codes will be offered to followers for talbots.com.
o The objective will be measured by direct clicks to www.Talbots.com from
bloggers websites, and promotion codes used from the print media.
O bjective 3:
Drive 500 customers to each store location hosting the two day
“How Tradition Transforms” events in their locations, converting
30% of each day’s traffic to purchase and collecting 50% more new
customers while producing 20% increase in sales during the period.
o Generate an exhaustive “How Tradition Transforms” initiative highlighting
women of all generations wearing new styles, focusing on personal fashion sense.
This will attract media attention, creating a positive image of Talbots among all
targeted consumers by highlighting the value of individual style.
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o The campaign will be placed in 12 large regional malls and lifestyle centers that
house a Talbots store. A styling area will set up in common areas where key
seasonal items will be styled into two outfit versions: Tradition & Transformed.
The stylist will discuss with the visitor how to make the look work with her
lifestyle while providing tips and styling tricks
o Through the “How Tradition Transforms” initiative, an intensive reconciliation
effort will be focused toward Traditionals. Educate the established customer
about styles that still work for her. Clearly explain the changes, benefits of those
changes, and reasons behind them during the personal interactions.
o In-store events and personal shopping experiences will further convince the
Traditional that Talbots still offers an attainable style for any woman.
o Create a focused campaign to target the Future, “forty-ish” targeted consumer.
The new face of Talbots as well as MIs involved in the product giveaway
initiative will speak directly to customers, attend events, and promote the brand
through intensive communication efforts.
o Measurement will be derived from increased spending and traffic during promos
and key events. Traditional spending and new customer capture can be tracked
through Talbots POS system. Numbers will be compared to sales in the previous
year. Media impressions will be counted to verify positive exposure.
O bjective 4 :
Increase Talbots exposure 30% among print mediums through product
placement within targeted magazines over a 12 month period, driving
40% sell-through on featured items.
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o Product placement and Talbots personality features in mediums including
InStyle, O, People, Real Simple, Vogue & Women’s Wear Daily.
Intense media representation in first blast: Holiday 2011.
Continued seasonal placement in InStyle, Real Simple, & O.
o Continue efforts for product placement, with focused follow-through to improve
relations and ensure consistency throughout the PR process among media
professionals.
o Media placement will be measured by increased traffic to stores and
www.Talbots.com coupon and promotion code usage. Individual codes will be
placed in each medium to track effective conversion of readers to shoppers.
Campaign Strategies:
T raditionals: Existing Customers
M essage Strategy: Primary Message: Talbots understands that “Tradition” is just as important as
“Transformed” so we will ensure our aim is to make you feel included in all of our
efforts.
Secondary Message:
o Recognize Traditionals’ loyalty while incorporating updated styles to her
wardrobe.
o Talbots has been a trusted fashion supplier for 60+ years. It never intended to
become Traditional. The intention was to uphold Traditions. Difference:
commitment to the traditions of customer service; fashion relevance; impeccable,
flattering clothing; quality products; friendly environments; comfortable
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atmospheres. Traditional in the fashion world implies becoming invested in the
same habits and styles, avoiding change even as customers change, and ignoring
industry innovations.
o Nancy Talbot founded her namesake
store as a result of feeling pent into an
unfashionable family business,
Johnny Appleseed (Kenedy, 2009).
She branched out in a time of
conventional clothing and offered
highly fashionable, relevant pieces to consumers. For a time, the company fell
into a rut of avoiding change and trapped itself into a matronly image. With the
original vision of Mrs. Talbot, the company is currently pursuing her vision,
branching away from the “lost days” in which many customers found a fashion
comfort.
Primary Message: Talbots can make you fashionable, no matter your age.
Secondary Message:
o Age-appropriate, fashionable styles are available in all channels of distribution.
Well-trained customer service associates are on-hand to educate shoppers
regarding fit, care, and style appropriateness.
o Models in the catalogs and Talbots.com represent a wide age range. This confirms
the ability of the company to appeal to the fashionable woman, regardless of age.
These two models are wearing
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the same suiting group (in different colors). Proof that styling a look dictates age-
appropriateness.
o The only age the shopper needs to be concerned with is Talbots’ 64 years. Trust in
the company who has dressed her for 60+ years; it won’t steer her wrong. Talbots
has reinvented its fashion relevance – proof the consumer can do the same.
o Fashions are updated, stylish, & current…not trendy, not youthful.
Primary Message: Allow Talbots to put a current twist on your personal style
Secondary Message:
o Make the new fashions your own style. Allow yourself to adapt fashions to fit into
your personal style.
o Talbots style advisors are employed & trained to make you look your best. Put
your trust in their vision & expertise. Stylists are honest & want the shopper to
look her best – not only for the shopper’s sake, but for Talbots’ sake as well.
o Nancy Talbot (1980) described Talbots’ philosophy: "Our customer wants to
conserve what is good and right for her in fashion ... she knows what is becoming
to her. She doesn't want change for the sake of change, but rather she adopts those
styles and looks that become her and her life. She dresses to please herself rather
than to keep up with the latest styles. We look for clothes that are timeless
because they are ladylike, simple but not contrived, gimmicky or extreme, smart
but not faddy, fashionable but not funky – chic and understated, the hallmarks of
good taste."
Theme:
“It’s not an age, it’s a stage”
F utures: Potential Customers M essage Strategy:
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Primary Message: Talbots is appropriate for any customer style, regardless of age—
don’t be afraid to tell them you look beautiful and it’s from Talbots.
Secondary Message:
o Not your mother’s (& grandmother’s) Talbots
o Talbots’ fashions are relevant and completely subjective. When a customer
can take a piece of
clothing, make it
more fashionable
and integrate it into
her wardrobe, the
store from which it
came is irrelevant.
The fashion purpose
for the item is the
significant point.
Michelle Obama
creates looks based
upon various pieces, such as the image above, where she is wearing a Talbots
dress and shoes mixed with pieces from other retailers.
Primary Message: Talbots’ prices are competitive among other retailers and the
quality and service is superior.
Secondary Message:
o You get what you pay for. Quality is included in the price of the products.
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Emily C. Martin IMC 618 Final Project
o J. Crew, $98 WH/BM, $78
Talbots, $89 Chico’s, $79
o Client Books are kept by associates to understand customer preferences,
styles, sizes, and needs for personal as well as professional shopping needs.
The Style By Design program is focused on providing shoppers with a
personalized experience to save the consumer time and frustration by
providing wardrobe options and consultations.
o Even in a negative economy, customer experience is a high priority for
consumers, with 60% often or always paying more for a better experience.
(Zaibak, 2010).
o Michelle Mandell, former Talbots’ VP discussed customer service, explaining
the company ensures customer interactions are personalized to ensure service
is "distinctive and memorable." (Young, 2006).
o Purchases are more likely to be based upon impulse at specialty stores versus
other types of retailers. “47% of female respondents stated that they bought on
impulse at a specialty retailer, while 42% made the same claim for mass
retailers.” When asked if reduced prices were influences in the purchase-
decision making process. ( Lifestyle Monitor, 2005)
Primary Message: Talbots is a stylish retailer who offers various fashions to appeal
to a wide range of women with varied interest.
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Emily C. Martin IMC 618 Final Project
Secondary Message:
o Make the styles your own. Talbots has fashions to fit every aspect the current
woman’s lifestyle.
o Look beyond the stigma of the “old” Talbots. Seek the fashion quotient in the
pieces, don’t consider the label.
o Previous generations have enjoyed Talbots, but the company currently offers
fashionable pieces appropriate for women of all generations.
o Other companies have overcome dated images and appealed to generation
gaps: Coach, Burberry, Ralph Lauren…By positioning as a multi-generational
retailer, Talbots can create a loyal customer base of women in all age ranges.
Theme:
“Wear it like no one is watching.”
E mployees (Corporate & Field Teams)
M essage Strategy: Primary Message: Communication is essential to understanding brand initiatives.
Incorporate employee efforts in PR initiatives to further communicate to other key
publics the revived Talbots brand image.
Secondary Message:
o Internal communications must be effective to establish educated teams. Messages
must be informational and clearly stated to establish significance.
o Information must be timely and passed down in an organized, open manner.
o Ongoing discussions emphasize the commitment to the brand image. Initiatives
must signify the importance of the changes. Enforcing messages often will
reiterate the importance of the new program.
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Emily C. Martin IMC 618 Final Project
o Maintained training programs ensure on-going development. Selling/product
information, and styling/ fashion workshops are highly important and will
establish Talbots as a resource for personal shopping.
Primary Message: All associates must be brand ambassadors, consistently representing
the company appropriately in all points of contact with key publics
Secondary Message:
o All channels must represent the brand vision to communicate the revitalization:
visual merchandising, customer service, associate dress code.
o Stores must be visually appealing, welcoming, and stylishly wardrobed to
communicate the transformed brand image of fashionable classics.
o Consistent customer service standards must be maintained among all stores and
points of contact.
o Associates are expected to represent the brand according to the dress code,
enforcing their positions as style advisors. This includes emulating looks from
catalogs and Talbots.com in order to adhere to the brand vision.
o “The embodiment of retail workers can be seen to vary between store brands.
Whether workers wear a form of uniform or model current stock, the embodiment
of workers is part of the branding of the stores.” (Pettinger, 2004).
o In addition to representing Talbots while at work, being a brand ambassador
includes promoting the brand while in other environments. Associates are
encouraged to carry business cards to encourage Potentials to visit stores or
Talbots.com when appropriate.
Theme:
“Brand-filtered personal style”
I nfluencers: Social Media & Traditional Media
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Emily C. Martin IMC 618 Final Project
M essage Strategy:
Primary Message: Talbots is a relevant, current fashion entity. Let us change your mind
by proving our fashions are competitive in the marketplace to the point that you want to
include Talbots in your communications!
Secondary Message:
o Talbots is on-trend with other retailers. Competitors offer very similar products
with small tweaks.
o Talbots is highly committed to offering design-led groups inspired by fashion
runways. Appeal to social media influencers involved in the fashion world.
o Michael Smaldone was recruited and hired as Talbots’ Creative Director and
works in close contact with the fashion industry to ensure relevant product design.
o Mary Alice Stephenson is an advocate for the brand. She is active in Facebook
and personal blogs. She is a trusted celebrity stylist whose opinion is trusted
among fashion elite. As she endorses the product, her followers gain interest.
Primary Message: Revitalize key public’s faith in Talbots and promote the brand
through positive communications with Influencers.
Secondary Message:
o Talbots is worthy of praise. Complimentary Talbots products will be tested and
reviewed on blogs and print to enforce that fact.
o Creating buzz among other SMIs will pique interest and breed viral interest
among other key publics.
o Maintain consistent communications with media professionals to increase
exposure and endorsement of Talbots among all mediums.
o Wilson & Ogden (2008) explain “the most effective opinion leaders now are peers
and the Internet is the great equalizer for peer-to-peer communication. Viral
campaigns are a new reality because people trust others who are ‘just like’ them.”
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Emily C. Martin IMC 618 Final Project
They also indicate “mass media do not tell people what to think, rather they tell
people what to think about.”
Primary Message: Pique interest among influencers to create buzz surrounding the
brand and product
Secondary Message:
o Talbots will heighten credibility among other media influencers as well as their
followers when included in communications.
o SMIs & traditional influencers are trusted by other publics. The consumer seeks
and follows these informational persons based upon shared interests and beliefs.
o By including the media influencers in the Face of Talbots campaign, support will
be built around peers to become the winner. The intention is for the contest to
become viral to support the candidate while dually supporting the brand.
o Integrating marketing communications via the catalog, web, stores, and
promotional materials, increased exposure will prompt the media to increase
coverage of Talbots.
Theme:
“Influence the Influencers”
PR Tactics:
Talbots utilizes a vast array of public relations strategies and tactics. While the reach of these
efforts is varied, the strategies are not specified to each public. This is an issue of budget and
efficiency. The cost of targeting multiple publics with separate messages would be both money
and time-consuming. Given the small PR team, Talbots struggles to maintain individual
relationships among all publics. The following suggested strategies will allow for integrated
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Emily C. Martin IMC 618 Final Project
planning of events and initiatives that will ultimately appeal to each public in a different way.
The communications process of reaching each key public needs to be separated within key
messages in order to maximize relationship building and preservation.
T raditionals Re-establish Talbots as a brand that cares about their
original customers. In doing so, the company will address
fashion and style tactics that will allow the Traditional to
create an image of classic elegance and casual style by
wearing flattering transformed basics. Ensure the
Traditional knows Talbots is still her style advisor and
cares about her image.
C urrent Strategy: Secure the Traditionals’ commitment to the brand through
maintaining communications using familiar mediums.
C urrent Tactics: Circulate catalogs to customers who have continued to shop Talbots within the past 12
months.
Product placement in strategic mediums: Oprah,
More, Elle, and Glamour.
Corporate advertising: Use corporate advertising to
create and maintain the corporate identity by
generating a higher level of awareness.
Corporate communication campaigns through store
collateral including window banners, in-store
signage, and associate interactions
Email campaigns to consistently communicate company promotional activities sent to the
entire database of customers.
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Emily C. Martin IMC 618 Final Project
Social Media: Baby boomers are using Facebook to connect to people with similar
interests and preferences. The social media outlets are a way for the Traditional to relate
to the brand and converse with others of similar interest.
Videos on Talbots.com featuring Dayle Haddon, (60+ model/author) reinforcing the
appropriateness of product for her age group.
S uggested Strategies: Re-establish the corporate identity and solidify relationships among Traditionals by creating a
pertinent and appropriate strategy satisfying all of her fashion needs.
S uggested Tactics: Increased inclusion in external mediums – Feature images of Traditionals in PR packets
sent to applicable mediums (Oprah, More) to reinforce the stance that the relationship has
not been lost.
Email – Directly targeted to the Traditional customer-instead of generic, mass-emails sent
to the whole customer database.
Events – Hold events that include Traditionals while incorporating fashionable styling.
Web exposure – Feature Talbots on external websites of particular interest to the
Traditionals. The Dayle Haddon videos are excellent to speak directly to the Traditionals
but there is not enough exposure for her to find the video unless she knows to go to
Talbots.com. Direct her to the site or feature this tactic via familiar mediums on-line.
Face of Talbots initiative – Include Traditionals in the Face of Talbots campaign to
solidify the commitment to the key public. They have the chance to represent the brand.
Provide “scripts” for associates to email and text messages existing customers to create
interest without consuming the customer’s time. This would allow the customer to
immediately respond to personal messages sent.
Provide sales associates coupons to hand out throughout the shopping center or in
everyday interactions with a promotion code to drive interest and shopping intentions.
Associates must commit to reflecting the current brand image while distributing this
collateral to ensure consistent representation.
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Emily C. Martin IMC 618 Final Project
P otentials
Potentials continue to be an elusive target for Talbots. While they
are using various mediums to reach out to the public, the issue
continues to be a challenge in capturing their attention.
C urrent Strategy: Build interest and commitment through creating a current and
socially acceptable image of Talbots among the Potentials. Create
a personality for the brand that allows the Future customer to form
a comfortable relationship with Talbots. Futures must be
persuaded to view the company in a positive light and eventually
be converted to brand advocates
C urrent Tactics: Social Media – Potentials have been directed to social media outlets to create a deeper
relationship with Talbots. By interacting with the brand in more personal venues,
Potentials can identify with Talbots and understand the merchandise as well as service.
o Facebook – conversations are welcome and unfiltered on the site. Talbots
addresses all necessary comments to provide crisis intervention or to push a
positive conversation forward.
o Blogs – The Potentials are computer and internet-savvy. They track blogs and
social media. Talbots has Red Chair Confessions, the company supported blog
and other SMIs have promoted the brand recently. This is a familiar medium that
is attractive to Potentials as an updated
and current venue for exposure.
Red Chair Confessions, the
Talbots blog was started by a
Talbots employee and gained
extensive attention from fellow
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bloggers. In an attempt to gain insight to what Tradition Transformed
means to different people, a contest was designed to artistically represent
the new initiative.
o Style websites – Style.com, WWD.com, mystyle.com, stylelist.com are just a few
of the sites that have featured Talbots in recent months.
Product Placement in strategic mediums:
o Television – Talbots is featured on programs reaching Potentials. Segments on
Today, What not to Wear, and sitcoms allow Talbots to be exposed in an
appropriate manner geared toward the Potentials.
o Print – Exposure in magazines Real Simple, InStyle, People StyleWatch, Vogue,
and Glamour.
Media influence among targeted programs:
o Mega-market exposure – Talbots advertised in High-influence locations: New
Yorker, Dallas, Boston, Washington D.C., Chicago, and Philadelphia. The most
recent and fashionable product presentations were featured in magazines,
billboards, and television placements.
Guerilla tactics – Talbots used unexpected locations to feature product during Holiday
2011. These tactics were used to create buzz and inspire curiosity.
o Grand Central Station – Kiosk placed in the Grand Central Station terminal during
Holiday 2010 to attract attention to the brand
o Kiosk placement in DC mall – A mini-store was placed in the opposite side of the
mall from one of the largest Talbots stores. The location provided a small sample
of product that could be purchased, but was mainly used to direct traffic to the
store location to see more offerings.
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Emily C. Martin IMC 618 Final Project
Press Releases – Distributed through familiar mediums resulting in corporate coverage in
appropriate mediums, such as People online when Juliann Moore was launched as a new
Talbots representative.
Corporate advertising – More interesting
and visually appealing advertising has been
used to capture Potentials’ attention.
These corporate ad efforts have gained
attention from SMIs and
competitors resulting in increased brand
exposure.
S uggested Strategy: Create a personality for the brand that allows Potentials to form a comfortable relationship with
Talbots. Futures must be persuaded to view the company in a new light and eventually be
converted to brand advocates.
S uggested Tactics: Sales and promotional activity will promote the brand in an affordable, value-driven
manner.
Reach out to Potentials via How Tradition Transforms events – By holding the events in
shopping center common areas, people who would not generally be exposed to the brand
would be greeted with Talbots’ event as passers-by. Interested, the Potential will visit the
Talbots in that center.
Continued MI exposure – As exposure increases, Talbots will become a fashion fixture.
Potentials will perceive the brand as credible and applicable to their lifestyle.
Guerilla tactics—During peak promotional times, PR activities and holiday periods, place
numerous Talbots paper shopping bags in high-traffic areas of shopping centers. This will
increase awareness of the brand and create curiosity driving traffic into stores. Along the
same lines, place numerous highly fashionable “potential-type” women throughout the
shopping centers reading the Talbots catalog to draw attention to the brand and pique
curiosity for the assortment, driving traffic into the stores.
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Emily C. Martin IMC 618 Final Project
M edia Influencers:
Media Influencers may be one of the most challenging publics to
win. Fashion influencers have nurtured an apathetic relationship.
Talbots’ heritage has formed a respectful association among fashion
industry insiders. However, the transformation has been highly
exposed as challenging and even unattainable by some. Others have
promoted the brand since its inception and continue to endorse
efforts.
C urrent Strategy: Provide exposure opportunities via traditional methods to attract
attention to the brand through media influence over key publics
C urrent Tactics: Blogs – Talbots has been covered recently due to Julianne Moore’s connection with the
brand. Commentary has been positive recently. This needs to continue in order to
establish this is not just a temporary stance for Talbots.
Magazine editors – Talbots’ PR team has
established and maintained positive
relationships with fashion editors. This
connection has been a way of solidifying
product placement in appropriate media.
Television – Talbots has been featured in many
programs from Desperate Housewives to the
Today show. Product placement within
sitcoms is not always identifiable, but on talk television, items have been used for “make-
over” segments and fashion trend topics.
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Emily C. Martin IMC 618 Final Project
Press Releases – Talbots releases information to the media when there are significant
events involving the company (the recent reveal of the Concept store in NJ & Juliann
Moore representing Talbots). Crisis communications are rarely released, and goodwill
efforts are not covered significantly.
Corporate advertising – Advertising from Talbots has been limited to print and web
efforts. The attempts are intended to create buzz from all key publics, in hopes of media
coverage. These efforts need to be made specific for each key public instead of general.
S uggested Strategy: Create a relevant image among industry influencers via traditional and non-traditional
communications. It is imperative to create a credible, relevant position within the retail industry
through highly publicized opinions of these influencers. Solicit support from these individuals
and maintain relationships to establish a consistent identity as a viable fashion retailer.
Convert the hesitant influencers into supporters and maintain positive relationships with
advocates. Create a strong dialogue of honesty, commitment, and sincerity. In this case, the
media- reporters, television personalities, news and magazine writers, bloggers, and social media
influencers- are definitely a necessity to persuade Potentials to give Talbots a chance.
S uggested Tactics: Product give-away – This will entice the MI to try the product without personal
investment. The exposure to the brand environment in stores and the product will provide
a pleasing personal experience.
Involvement in the Face of Talbots initiative – opportunity to become the face of Talbots
will drive the MI to become engaged with the brand.
Press releases and invitations to Tradition Transformed events – Create an affinity toward
Talbots through inviting MIs to events
E mployees:
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Emily C. Martin IMC 618 Final Project
Talbots communicates with employees intermittently according
to their objectives. Daily communications are sent via email and
voicemail regarding operational direction. However, PR
communication updates are sent only when tactics include the
efforts of the stores organization. Consistent releases regarding
corporate PR efforts would be beneficial to keep associates up-
to-date on all efforts, not just those in-stores.
C urrent Strategy: Communicate with associates on an as-needed basis. Important
communications for the support of PR initiatives is typically
communicated through stores email. Celebratory communications are also relayed when Talbots
is featured in mass mediums or if an influential figure is spotted in the clothing. An integral part
of communicating the brand image is conformity to selling and brand representation programs.
Quarterly store meetings are held with all associates, which usually feature a brand video
including PR initiatives.
C urrent Tactics: Email – Daily emails are sent to communicate operational responsibilities. When PR
placements are released, those
features are celebrated among the
stores organizations. Any
sightings of public figures wearing
Talbots are also sent via email to
celebrate as well.
Voicemail – Directors
communicate with the entire stores
organization via voicemail system. Occasionally, email messages (including PR
information) are reinforced through phone messages.
Videos – Executives are featured in videos played at store meetings, featuring PR
initiatives, brand directives, and special messages. Monthly brand videos are sent to all
stores providing merchandising and promotional information.
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Emily C. Martin IMC 618 Final Project
Press Releases – Any press releases sent by Talbots are sent to all stores (via email).
The important messages are sent to
stores in order to provide
guidance regarding any issues that
may be facing the company. The
following image is of the most
recently opened concept store in
Paramus, New Jersey. Upon
completion of the location, a
press release was issued celebrating the stylish image this new store portrays.
Newsletters – Monthly newsletters are sent from separate departments. Loss
Prevention, Visual, and operational information is sent in the mailbags to all stores. PR
initiatives are touched upon within the visual newsletter.
S uggested Strategy: Include stores associates in PR initiatives from all angles. The PR department should
communicate all efforts to stores in order for them to stay informed and prepared to discuss
initiatives with other key publics.
Utilize employees to spread Talbots’ messages through interactions in-store and within their
personal lives.
S uggested Tactics: Email – Continue to provide updates regarding Talbots sightings. Enhance this tactic by
communicating all initiatives to stores allowing them to participate in furthering the
messages to Traditionals and Potentials.
Newsletter – Distribute a monthly PR newsletter to educate stores of PR projects. This
will allow stores to further spread the messages in conjunction with the PR objectives.
This can be on-line within the stores intranet system, through email (store email systems
or associates can opt to have the information sent to their personal email), or printed.
Within this publication, provide:
o Monthly/quarterly PR calendar to maximize exposure of initiatives among stores.
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Emily C. Martin IMC 618 Final Project
o Articles explaining objectives, strategies, & tactics of the current PR campaign.
o Recent Talbots sightings – Influentials wearing Talbots shown.
o Company or product features in media outlets.
o A discussion of current and past PR initiatives – what was learned, how it will be
used, and the impact on future efforts.
Incentives – Programs implemented for representing the brand outside of the store.
Award associates to represent the brand through PR outputs, including charitable time
contributions, participation in local events, membership in community groups, etc.
Inclusion – Distribute responsibilities among stores to represent the brand among the
established PR objectives. (eg: For the Tradition Transformed initiative, provide a
timeline, collateral (invitations, call lists, invitation phone scripts, signage), and
involvement expectations.
For examples of Talbots’ Current PR tactics, please refer to Appendix A attached.
For examples of Suggested PR tactics, please refer to Appendix B attached.
Calendar & Budget
*Please refer to attached Excel document Appendix C
Current Evaluation
Talbots measures and evaluates PR efforts minimally. Most of the evaluation is based upon store
and website performance statistics based upon previous year statistics. The highest form of
evaluation, however, is done pre-exposure. Efforts are carefully centered on the most effectively
targeted mediums appealing to the “forty-ish” customer. However, there remains great
opportunity in evaluation of outtakes and outcomes. In evaluating the outtakes, information
harvested from awareness & retention could heavily impact the use of PR to keep the targeted
customer returning to the brand. Outcomes should be better managed in order to evaluate PR
effectiveness and relationship status among key publics.
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Emily C. Martin IMC 618 Final Project
Suggested Evaluation
F ace of Talbots Evaluation
O bjective 1:
Increase Talbots’ exposure among key publics by 50% during the
Face of Talbots campaign over a one month period by releasing
500 separate messages to key publics in order to collect 500,000
votes in the five week selection period of the campaign.
Exposure to the key publics will be measured in the number of Talbots media impressions (web,
print, television) featuring the contest compared to the previous month impressions among the
same mediums. An increase in impressions will be successful if that increase is 50% or higher.
Success will be measured by the increase in traffic patterns over the contest period to the Talbots
Facebook page and Talbots.com. The number of hits on these pages will be compared to
previous year traffic counts in order to determine effectiveness of the 500 messages to drive
traffic to the contest outlets.
Following the campaign, voters will be emailed a short survey measuring the connection they
feel with the contest winner. Topics in the survey will include:
(Winner) matches the brand style appropriately. 1..2..3..4..5
I feel a connection to (Winner) personally. 1..2..3..4..5
(Winner) has represented Talbots well in events and media. 1..2..3..4..5
(Winner) makes me want to shop more at Talbots. 1..2..3..4..5
I am happy with the exposure (Winner) has gotten. 1..2..3..4..5
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Emily C. Martin IMC 618 Final Project
M edia Influence Evaluation
O bjective 2 :
Create 20,000 positive media impressions among media influencers,
build repeat visits to Talbots among MI followers within the next 12
months in order to increase Talbots exposure among key publics by
30%.
Media Influencer acceptance will be measured by the acceptance percentage of invited MIs to
the product giveaway initiative. The MIs will be asked to participate in a short survey regarding
their experience in the store with the sales associates. Topics covered will include: visual
merchandising, customer service, style expertise, merchandise appeal, and likelihood to return to
the store as well as the brand. By measuring these factors, Talbots will be able to pinpoint
opportunities within the store and shopping environment to be improved.
Monitoring MI participants will allow Talbots to measure positive and negative reactions to the
experiences as well as follower comments regarding the initiative. Negative comments will be
subtracted from the positive comments in order to determine a positive impression score. The
total number of comments and responses will allow for a measurement of interest and perception
of the Talbots brand.
The number of media impressions will be measured quarterly among newly chosen MIs.
Exposure to MIs and their followers will be measured by direct clicks to www.Talbots.com from
bloggers websites and redeemed promotion codes featured in print and television media.
Seasonal participation in the product giveaway initiative will allow Talbots to evaluate response
to particular merchandise deliveries as well as interest patterns among targeted publics.
H ow Tradition Transforms Evaluation
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Emily C. Martin IMC 618 Final Project
O bjective 3:
Drive 500 customers to each store location hosting the two day
“How Tradition Transforms” events in their locations, converting
30% of each day’s traffic to purchase and collecting 50% more new
customers while producing 20% increase in sales during the period.
Measurement of this initiative will be derived from increased spending and traffic during
promotional periods and key events. Store traffic counts, sales, new customer capture, and
conversion will be compared to previous year statistics for the same period. Coupon redemption
rates and dollar sales generated will be compared to the total of coupons distributed at the event
in order to evaluate the persuasion ability to drive traffic to stores resulting in purchase. Dollar
sales generated from coupons will be tallied to determine the monetary ROI of the initiative.
Media impressions will be measured in order to evaluate the exposure efforts and coverage of the
outreach efforts. Media coverage prior to the event will be measured and positive or negative
comments will be collected and assessed post-event by monitoring social media and print.
M edia Placement Evaluation
O bjective 4:
Increase Talbots exposure 30% among print mediums through product
placement within targeted magazines over a 12 month period, driving
40% sell-through on featured items.
Monthly product placement and Talbots personality features in mediums including InStyle, O,
People, Real Simple, Vogue & Women’s Wear Daily will be measured by the number of items
featured in the magazine to the average number of Talbos products featured during the previous
three month period. Media effectiveness will be measured by redeemed codes and coupons
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Emily C. Martin IMC 618 Final Project
featured in each specific medium. Increased traffic to stores and www.Talbots.com will measure
coupon and promotion code redemption success. Promoted items will be measured against the
available company inventory in the specific item to determine the sell-through percentage.
Personal Assessment
Talbots has taken drastic measures to continue operations and compete within a crowded
marketplace. Commendable changes have been made to appeal to a diverse customer base.
Styles have been hailed by the fashion industry as appealing and updated. In this sense, Talbots
has done a great job of modifying product, improving their fashion quotient. Primary efforts to
promote changes were well-intentioned and began to create buzz among key publics. The
internal culture of the company has harbored an exhaustive overhaul. Associates hold customer
service and selling as core company values. Integrating the brand vision has been a long road,
but a consistent image has emerged to communicate the updated personality.
Unfortunately, as Talbots has transformed, they have poorly communicated initiatives to key
publics and created a difficult position for themselves in the marketplace. Established customers
have harbored negative feelings amid changes. Potential customers struggle to accept the
updated image. While Talbots PR efforts have emerged, the follow-through has lacked. There are
significant opportunities in completing the brand reinvention. “Tradition Transformed” is an
excellent platform to rebuild the Talbots brand.
Talbots has a strong retail history. As a result of various factors, the company failed to evolve
under previous leadership. The brand is struggling to stay relevant to key publics, mainly due to
the declining economic climate, the increasing competitive set, and the time lost while changing
the it’s image. There is great potential to regain the fashion-driven, loyal following of stylish
women: design-led fashions, revamped associate training, improved external communications,
streamlined expenses, and brand-appropriate representation through all channels. The criteria
needed to operate the business are in place. What is needed now is a method to convince the
consumer Talbots is relevant and fashion is attainable. The issue remains in targeting specific
publics with personalized messages. Talbots must maintain consistent visibility within relevant
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Emily C. Martin IMC 618 Final Project
mediums. The important factor in this will be follow-through. Harboring positive and meaningful
relationships with key publics will not be easily done.
The fast-paced world of retail requires strategies to be modified and improved daily, whether
changing a Press Release to appeal to a different public, or tweaking the promotional strategy
within a specific market. Talbots must enact a plan that is both proactive and reactive. Being
proactive in the retail industry will set the brand apart from competitors as an innovator, a leader.
Being reactive will establish Talbots as current, and relevant to the competition. Daily evaluation
of sales trends, competitive activity, employee insight, and consumer feedback is necessary to
fulfill these efforts. The question remains: Is Talbots able to be both proactive and reactive?
In today’s retail marketplace, success among competitors is measured by the fewest stores
closed, the smallest round of employment cut-backs, the lowest decrease in comparative sales,
and the least amount of promotions needed to continue operations. In this world of negative
comparisons, retailers with the courage to change are certainly commendable. Talbots was due a
major change. Now with such momentum, PR efforts must continue the trend and set the image
in the minds of key publics. A commitment from other channels must also commit to the brand
vision to ensure a successful integrated approach, supporting communications appropriately.
As Talbots continues to increase exposure, the brand will restore Nancy Talbot’s vision of
fashion, charm, modernity, quality, and style. By reverting to Talbots’ roots, the brand will
restore profitability and consumer confidence. I am confident Talbots can pull through this
financial crisis with an insight for the future. The manner in which the company uses this insight
will determine long-range success. Brand equity must be a focus. All internal parties must stay
true to the brand vision and commit to the platform of “Tradition Transformed.”
"We blend equal parts tradition and imagination to inspire a modern take on timeless style. It's
our passion for the classics and our love of the unexpected that allows us to create signature
looks and an innovative shopping experience that women crave." Lori Waggoner, Chief
Marketing Officer (Thetalbotsinc.com).
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Emily C. Martin IMC 618 Final Project
References:Anntaylor.com. (n.d.) Retrieved January 21, 2010 from http://www.anntaylor.com
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Associated Press. (2011, January 11). Talbots cuts outlook again, shares skid. Retrieved January 21, 2011 from http://finance.yahoo.com/news/Talbots-cuts-outlook-again-apf-
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Brown, Steven. (2011, January 18). Retail emails hit an all-time high in 2010. San Francisco Business Times. Retrieved January 19, 2011 from http://www.bizjournals.com/sanfrancisco/news/2011/01/18/retail-emails-hit-an-all-time-high-in.html
Brooks, Edward. (2011, January 19). Professional research on The Talbots Inc. and Chico’s FAS Inc. – not all apparel retailers are benefiting from returning customers. Retrieved January 21, 2011 from http://finance.yahoo.com/news/Professional-Research-on-The-iw-2837631045.html?x=0&.v=1
Chicos.com. (n.d.). About us. Retrieved January 17, 2010 from
http://www.chicosfas.com/phoenix.zhtml?c=72638&p=irol-IRHome.
Dyer, David. (2010, March 24). Chico’s FAS, Inc. 2009 Annual Report. Retrieved January 17, 2010 from http://phx.corporateir.net/External.File?item=UGFyZW 50SUQ9MzgxNjM3fENoaWxkSUQ9MzgyMjAxfFR5cGU9MQ==&t=1
Grannis, Kathy. (2011, January 20). Retailers say store expansion high on agenda for 2011. Retrieved January 22, 2011 from http://www.businesswire.com/news/home/ 20110119006815/en/Retailers-Store-Expansion-High-Agenda-2011-NRFKPMG
Grau, Jeffrey. (2009, October). Social commerce on Facebook, Twitter, and other sites. Retrieved January 24, 2011 from http://www.emarketer.com/Report.aspx?code =emarketer2000607
Greene, Lucie. (2011, January 14). Next big trend: virtual fitting rooms. Financial Times. Retrieved January 18, 2011 from http://www.ft.com/cms/s/2/57b1fea6-1f55-11e0- 8c1c- 00144feab49a.html#axzz1BTqSExAj
Holmes, Elizabeth. (2010, April 12). Talbots politely shows granny the door. The WallStreet Journal. Retrieved January 21, 2011 from http://online.wsj.com/article/ SB10001424052702304703104575174601462751456.html
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Hoovers.com. (2010). J.Crew. Retrieved January 21 from
http://www.hoovers.com/company/J_Crew_Group_Inc/cftcyi-1-1njdap.html
I.B. Times. (2011, January 1). US economic outlook 2011. Retrieved January 21, 2011 from http://www.ibtimes.com/articles/96713/20110101/us-outlook-2011.htm
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Kennedy, Lesley. (2009, September 4). Talbots cofounder remembered for her love of color. Retrieved February 19, 2011 from http://www.stylelist.com/2009/09/04/talbots-co-founder-remembered-for-her-love-of-color/
Krill, Kay. (2010, April). Ann Taylor Stores Corporation Annual Report. Retrieved January 17, 2010 from http://phx.corporateir.net/External.File?item=UGFyZW5 0SUQ9NDA2MDN8Q2hpbGRJRD0tMXxUeXBlPTM=&t=1
Lifestyle Monitor. (2005, April 21). Game plan. Women's Wear Daily; Vol. 189 Issue 85, p2-2. Retrieved Februaru 20, 2011 from http://search.ebscohost.com/login.aspx? direct=true&db=buh&AN=16958731&site=ehost-live
Nielsen. (2009, July 30). Nielsen: marketing ‘Gravy Train’ to derail by 2020. Retrieved March 1, 2011 from http://www.marketingcharts.com/topics/behavioral- marketing/nielsen- marketer-gravy-train-will-derail-by-2020-9978/
Perley Isaac Reed School of Journalism, West Virginia University (2011).The publics of public relations. Retrieved February 1, 2011, from the WVU eCampus Web site: https://ecampus.wvu.edu
Pettinger, Lynne. (2004 June). Brand culture and branded workers: service work and aesthetic labour in fashion retail. Consumption, Markets & Culture; Vol. 7 Issue 2, p165-184. Retrieved February 19, 2011 from http://search. ebscohost.com /login.aspx?
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Scott, Matthew. (2011, January 20). Retailers’ focus for 2011: mores stores, better service. Retrieved January 22, 2011 from http://www.ibtimes.com/art/services/ ?
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Talbot, Nancy. (1980). Talbots internal document. Retrieved January 20, 2011 from internal communications, Talbots.net.
Talbotsinc.com. (n.d.). Home, About us. Retrieved January 12, 2010 from http://www.talbotsinc.com/home.asp.
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Vocus & Solis, Brian. (2010). Influencer grudge match: Lady Gaga versus Bono! What makes an inluencer: a survey by Vocus and Brian Solis. Retrieved March 1, 2011 from https://ecampus.wvu.edu/webct/urw/lc2395873084061.tp2395873125061 /RelativeResourceManager/sfsid/2562102400031
Whitehouseblackmarket.com. (n.d.). About us. Retrieved January 21, 2011 from http://www.whitehouseblackmarket.com/store/page.jsp?id=24
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Young, Vicki M. (2006, September 18). Service, product differentiation key to success. Women's Wear Daily; Vol. 192 Issue 58, p18. Retrieved February 19, 2011 from http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN =22523242&site=ehost-live
Zaibak, Omar. (2010, October 13). 20 customer service statistics for 2011. Retrieved February 19, 2011 from http://www.customer1.com/blog/customer-service-statistics
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Emily C. Martin IMC 618 Final Project
Week 9 Assignment - Final Project: 44.0 (out of 45.0) Hello Emily, Thank you for sending
me your final project for the semester (amazing how fast these past nine weeks went by!) Thank
you so much for your kind words - I am really glad that you enjoyed the class and it was my
pleasure! You were a great student in class and I really do appreciate your involvement, hard
work, and energy that you brought each week to the class discussion and in your assignments. I
wanted to share with you a few things that I saw after reviewing your final project for Talbots.
First, I thought that your executive summary was very good - it provided a nice summary of what
to expect for this particular campaign in terms of their PR efforts. Well done. Your company
background, external environment, industry, and competitor sections were also very thorough
and strong - excellent work! Your SWOT analysis for Talbots was very through with some great
recommendations and points to take into consideration - this was one of the most detailed
SWOTs I saw so far. The audiences that you discussed were also very good as well - I thought
that you provided a great complete picture for each of these individual public groups that gives
the ready a very clear idea of who exactly these individuals are. The proposed strategies and
tactics were excellent - very strategic and creative! I thought that you provided some great ideas
and suggestions on what Talbots can do for their campaign in reaching each of these new
audiences and mediums - well done! :) Loved the suggested PR tactics that you had in your
Appendix B - these were great! :) It was great to see what Talbots was doing with their current
tactics and see what you propose they should do with your new tactics. Very well done! :) Lastly,
I did appreciate your feedback and insights in the evaluation of the PR efforts for Talbots. I
thought that you provided some great reflections and recommendations for them to consider, and
based on your campaign proposal - I think that this would be a wonderful campaign to
implement for the brand. :) Overall, I was extremely impressed with your proposal for Talbot's,
Emily. It was very well-written and researched while being innovative with its creative
strategies, messages, and tactics. I really enjoyed reading this! :) It was a pleasure having you in
class this semester – I wish you the very best in your future studies here in the IMC program at
WVU. Please stay in touch and let me know if there is anything else that I can do. Hope all is
well and have a wonderful day. Best Wishes, Karen Freberg
Professor Karen FrebergPhone: (352) 219-7915 E-mail: [email protected]
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Emily C. Martin IMC 618 Final Project
Early Spring 2011Office Hours By Appointment Office Location: Farragut, TN
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