Loewe digital strategy by @kerriarose
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Transcript of Loewe digital strategy by @kerriarose
Microsoft PowerPoint - Loewe digital strategy_03012013_presentation_vf.ppt [Modo de compatibilidad]
Digital StrategyMadrid03/01/2013
Rosa Fernndez-Velilla
Introduction
Even thought luxury and digital have different roots, it is possible to successfully combine them. The challenge is: how can we make it work?
Luxury
Elevation
Digital ecosystem
Consumer controlFeedbackAuthenticity
Timelessness Craftsmanship
UniquenessHeritage
Interaction
UbiquityCool features
Consumer controlFeedbacky
Dream
Self distinctionHedonism
RitualsReal time
SegmentationMassification
InnovationSelf distinctionTheatralisation
Distance Accessibility
Huge Storage SharingArtBrand controlScarcity
How can we leverage digital strengths in the luxury world?
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives & strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Market analysis: overview
1 2 3How is the market evolving?
How is the affluent
consumer?
What are our competitors
doing?consumer? doing?
The digital luxury market is growing.
(+25% 2011)
The affluent consumer is very
active in the digital
Almost all the luxury brands have
a digital presence. Th diff i(+25% - 2011) act e t e d g taecosystem. The difference is HOW.
Market analysis: volume and trends
Sales in digital luxury market continue to grow at double-digit pace.
Luxury Market
Worldwide luxury goods market revenues will grow by 10 % in 2012, and pushing total luxury goods revenues to an estimated 212 billion
Luxury Market
By market Main drivers
AsiaPacific sales,drivenbyChina,haveagrowthprojection
of18%thisyear Americas regionisalsoprojectedtopoststronggains,with
Accessories havebecomethecorecategoryinpersonalluxurygoods(27%ofsales.)
Tourists now account for 40 % of global luxury spending
By market Main drivers
revenuesrisingby13 %byyearsend. GrowthinEurope willapproximatelyhalveversuslastyear,
expectedtogrowby5 %thisyear.
Tourists nowaccountfor40%ofgloballuxuryspending. Ecommerceisanimportantdriverofthegrowth.
Luxury goods market will grow, in real terms by 4% to 6% per year between 2013 and 2015, pushing the market between 240 and 250 billion by the middle of the decade (Bains estimation)
Digital Luxury Market
Ecommerce is continuing to grow at 25 % per year, while sales at off-price outlets will see 30 % growth. Together, these emerging channels amount to 20 billion.
DigitalLuxury Market
Disparitiesbetweenbrandsthatarenotkeepingupwiththequickeningpaceofchangeinthemarket
Source:LuxuryGoodsWorldwideMarketStudy,Bain&Company,2012
Market analysis: affluent consumer & digital
The affluent consumer is the heaviest user of digital media. This represents a new paradigm for brands that seek deeper relationships with them.
Socialmedia
influenced/i fl
Searchvaluefor
money
Strategicapproachtosocialmedia
Informationaroundtheproduct(origin,
Heavyuserof mobile
/influencermoney
Experitionall
Mobilepresenceas1st i it
fabrics)
Experiences,iofmobile
andtabletsluxury
Product&S l l &
1st priority services,personalisation
Usedifferent
channels
Contentconsumer
(audioandvisual)
Seamlessly&coherentexperience
inallchannels
Contentandvisualorientedsite
Onlineas1st
sourceofinformation
Youngconsumer:seeksuniquenessoverheritage,24/7accessoverexclusivity,andentertainmentovermereshopping.Beingpartoftheeliteistheirdream. Consumethedream
EntrylevelproductsCoherentSEO/SEMstrategy
Aspirational consumer Superwealthy Uniqueexperience:VPmembersonly
Market analysis: competitors & digital
Luxury brands are taking different approaches for digital: some consider Internet just as a communication channel (or have poor presence) and others are embracing digital with a strategic approach.e b ac g d g ta t a st ateg c app oac
Brands:2012 Digital IQ Index: Fashion
Strategic approachTactical approach
Brands: Lack of digital strtegy Poor image on their site Poor branding image on the Internet Lack of strategy in social mediaLack of strategy in social media No integrated marketing campaigns No transaction features
Source: 2L2thinktank.com
Burberry best practiceWhile most of the luxury brands were focused on affluent babyboomers, Burberry
saw the white space on wealthy Millenials, especially in emergent markets. From that moment on, the company focus has been on digital.
Clearvisionondigitalh
STRATEGY
approach
SocialCRMcompanyculture(salesforce com)
Marketingcampaigns(70%budget)
FRONTEND BACKEND INTEGRATION BIGDATA
Predictiveanalysis(salesforce.com)
Organization:Socialmediadepartment,mobiledepartment,
insightandanalyticsdepartment
OperationalexcellenceEcommerceMobile
RetailTheatre
6YEARS
Source: Interbrand, 2012
Market analysis: what is changing in digital?
Apart from mobile, social, local, contents, multichannel and big data other specific trends are having a forceful impact on the market.
Lines between brands, retailers and publishers are blurring
Digitalasaservice
Seekforacontentpartner Provideservicestoengagecustomers
Pinterestly web designs Super wealthy consumers
Redesignaccordingtonewtastes Createmoreuniqueexperiences
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Brand analysis: general overviewLoewe has achieved good business results in the last year aligned with a new interpretation of the brand, maintaining its roots.
We are a company more productive, our
factories are more efficient and the product
is perfect. Sales will grow Lisa Montague
We are art, not just styling
The creator is in the center of the brand
Bernard Arnault, LVMH Chairman and
The griffle
grow Lisa Montague, Loewe CEO
LVMH Chairman and CEO
The luxury brand
The upper range brand
Pyramid Brand: The New Strategic Brand Management, 2011, J.N Kapferer
pp g
The brand
This is a great time to reinterpret the DNA of a noble House to which so many Spaniards have a deep emotional attachment. Theres a pulled together, almost aristocratic sexiness to Spain that
Loewe: passion, authenticity and excellence
p p g , pIm trying to do a provocative take on. I want people wherever they are to say, Thats really
Loewe! Everything starts with a delight to the senses. Loewe where one touch tells the story.Stuart Vevers, Loewe Creative Director
Brand analysis: Loewe digital overview
Area Score Comments
Loewe has made major improvements in recent years and the objective is to keep up this pace.
Area Score Comments
DigitalStrategy N/A Thejob descriptionindicatesthatdefiningitisoneofthejobobjectives
Organization&culture CEO support.Digitalmanagerposition.Collaborativeculture9Corporate&brandpresence Visual impact.Contentfocusonproduct/craftsmanship/art&culture&history
Eshop = Roomforimprovement
Visits = Too much dependency on search engines
9
Visits Toomuchdependencyonsearchengines
Conversion X Poor siteperformance,usability canimprove,lack ofpaymentoptions.Notverytransactionally oriented
Processes N/A Lack ofinformationtoevaluate
Relational strategy N/A Lack ofinformationtoevaluate
Mobile X No mobileversionoftheweb
l d d f b d k f l dSocialMedia Goodfocus onbrandawareness.Lackofrealengagementandservice
SEO&SEM X Lackofoptimizedstrategy
Inbound marketing N/A Lackofinformationtoevaluate
9
Digitalstoreexperience = No digitalbrandexperienceinthestore.Pickupinstoreoption
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Digital approach: objectives
Digital objectives:
Increase revenues through a multichannel approach, representing:O li b ti 3 M * i 2014 ( 200% 2012)1 Online boutique: 3 M. * in 2014 (+200% vs 2012)
ROPO (Research Online Purchase Offline): a significant % of all revenues**
1
2 Increase brand awareness and desirability with deep focus in international markets**
*Initial estimate which will be subject to a detailed analysis of economic/financial data and web analytics** To quantify the objective , it will be necessary to see the type of reports made by Loewe
Estrategia DigitalDigital Approach: strategies for objective 1
Increase revenues through a multichannel approach1
Strategies:
1.1. Optimising the e-boutique enhancing usability, experience and serviceOpt s g t e e bout que e a c g usab ty, e pe e ce a d se ce
1.2. Increasing traffic to stores through ROPO (Research Online Purchase Offline)
1.3 Developing a mobile presence that serves as engine to increase sales
1.4 Developing the digital experience in store to leverage sales
1.5 Connecting all the dots
Digital Approach: strategies for objective 1
Increase revenues through a multichannel approach1
A specific strategy for the digital presence should be necessary in every different market:p gy g p y y China Japan Other emerging markets Rest of Europep US
Topics to consider: How can we optimise revenues: through Loewe e-boutique or through wholesale?
Is it necessary a multichannel approach or just a online focused approach? Which is the main traffic source in each country? How are the special characteristics of the digital consumer in this country?
Do we have to adapt the product offering? Which is the better pricing policy? Etc.
Digital Approach: strategies for objective 2
Increase brand awareness and desirability2 Increase brand awareness and desirability2
Strategies:
2.1. Supporting general rebranding strategy through a consistent and innovative digital communication approach
2.1.1. Defining and developing digital communication campaigns2.1.2. Optimizing the social media strategy to generate brand awareness and engagement
2.1.3 Developing innovative experiences in stores Coherence and a seamless experience are the best way to create a brand (objective 1)
2.2. Developing specific strategies for new markets
2.2.1. Analyzing specific characteristics of target in each market2.2.2 Putting focus on digital PR and social media strategies adapted to each market
Digital approach: Loewe target
All the digital presence should be aligned with Loewes current and potential target.
Multiple dimension analysis according to: market demographics
d t h h bit
Seniors Baby Boomers Generation X Millenials
product purchase habits relation with technologies and passions/interests
Illustrative Example: USA Millenials
Source: Kenan Flagler Business School, 2012
Celebrity addicts
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Estrategia DigitalDigital Approach: strategies for objective 1
Increase revenues through a multichannel approach1
1 1 Optimising the e-boutique enhancing usability experience and service
Strategies:
1.1. Optimising the e-boutique enhancing usability, experience and service
1.2. Increasing traffic to stores through ROPO (Research Online Purchase Offline)
1.3. Developing a mobile presence that serves as engine to increase sales
1.4. Developing the digital experience in store to leverage sales
1.5. Connecting all the dots
Objective 1: multichannel approach
Multichannel approach is customer-centered. Its all about giving freedom to the customers to be able to shop wherever and whenever they want. It embraces the whole business so it should be on the CEO agenda.o e bus ess so t s ou d be o t e C O age da
What is multichannel shopping?
Shopping across a number of different channels (B&M, online,
catalogue, etc.) depending on the category/ brand
Buying goods from the same retailer but doing it across
different channels depending on the product
Using a number of different channels to make a single
purchase
The impact is on the whole value chain. It implies new processes, new organizational structures, and an expanded investment commitment
Loewe multichannel approach
Deliver online purchase in-store Drive traffic to store (ROPO) Supply management processes: share
inventory, integrated return policies, etc& ff
Holistic customer analysis and single view of the customer: social CRM
Synchronize multiple databases (sales, financial, etc.)
Provide a similar experience online & offline Develop mobile strategy Combine on & off in marketing campaigns
New organizational structures New incentives
Objective 1: multichannel approach
We need to analyse carefully all the different customer journeys to attribute the sale to the accurate channel to avoid conflicts between them.
Researchonline Buy online
Delivery at home
P&L & incentives online channel
PC mobile tablet PC mobile tablet
Stock of the product
in the store? No
Yes
Researchonline Buy online
Delivery in store
P&L & incentives store (100%)
PC, mobile, tablet PC, mobile, tablet
P&L & incentivesPC, mobile, tablet PC, mobile, tablet
P&L & incentives online channel
Stock of the product
Yes
Research Book B i t
P&L & incentives store (100%)the product
in the store? NoResearch
online Book
appointment Buy in store
PC, mobile, tablet PC, mobile, tablet
P&L & incentives online channel
Researchonline
P&L & incentives store (100%)
PC, mobile, tablet
Buy in store
Researchstore
P&L & incentives online channel
(100%)Buy online
Action plan: 1.1 optimising e-boutiqueConcerning Loewes site, some factors are necessary but not motivating. As a luxury
brand, to gain real engagement, we need to deliver an awesome experience, aligned with the business objectives and the expectations of our target.
Experiences Around Innovation > something new Services Personalization
Motivating
Design Content
More content: partnership (Creativity/ Art / Innovation) Pictures in context of use More product information (ie.: Product Page) Content related to stores
ART Visual impact Product catalogue Pinterest design
Personalization
P f
Usability
High page speedC it t t hi h l f t t ffi
Minimum n of clicks Clear call to action Simple check-out process
Necessary
Multiple payment options
Performance
Excellent product Consistent price
Capacity to support high volume of concurrent traffic Quick solution to performance failures
As a minimum, we need to replicate the physical store experience to be consistent. What are our strengths in our stores?What are our strengths in our stores?
Sensorial recreation Product availability
Visual merchandising Service
Uniqueness
Action plan: 1.1 optimising e-boutiqueOur online presence has to be clearly aligned with our business objectives.
$$$
VS
$$$
VS
Branding
Action plan: 1.1 optimising e-boutiqueConcerning traffic to e-boutique, Loewes is too dependent on search enginemarketing traffic (58% of traffic vs 37% industry average). A more diversifiedstrategy is required.
Phase 1: Push Phase 2: Pull
r
y
r
a
n
d
T
e
r
r
i
t
o
r
SEO & SEM strategy Social Media for site traffic
generation
B
r Email marketing
INBOUND MARKETING
p
a
r
t
i
e
s
SEO strategy Digital PR: influencers
Loewe as fashion luxury target destination point
r
i
t
o
r
y
o
f
3
r
d
p
T
e
r
r
Action plan: 1.1 optimising e-boutique
It is crucial for an awesome brand experience to transmit an Im taking really good care of you as a customer culture. In order to achieve this, back office
operations optimisation is a key factor
Technology infrastructure & systems
operations optimisation is a key factor
Order management Content managementDelivery: Logistics &
transport Customer service
Key Factors for Loewe
Product availability
Accurate & integrated inventory system
Order tracking culture & systems
Agreements with different transport agencies
Picking and packing optimised services
Easy return policy
Professional customer service center
Action plan: 1.1 optimising e-boutique
The delivery experience is very important.Outside Outside
Inside
Action plan: 1.2 optimising ROPO
ROPO (Research online, purchase offline) is a very extended consumer behaviour. Loewe needs to address it proactively.
Important things to consider
Develop more call to actions for the book an appointment functionalityDevelop more call to actions for the book an appointment functionality
Develop more content related to Loewes Peter Marino stores
Example: The Homes by Dunhill
Develop a more user friendly list of stores locations
S i l k ti i t d i t ffi t t Special marketing campaigns to drive traffic to stores
Search engines optimisation for store location
Action plan: 1.3 mobile presence
More than 20% of searches for fashion occurs from a non-PC device. The iPad maybe transformative for luxury fashion brands, as the device enjoys twice theconversion rate of PC (and twenty times that of smartphones).conversion rate of PC (and twenty times that of smartphones).
Responsive Web Mobile web Mobile Apps
Different options
1 2 3Responsive Web Mobile web Mobile Apps
A single site that rebuilds itself for all devices
Specific web design for mobile phone and tablet.
Specific app development. Download needed.
1 2 3
2011.dconstruct.org M-lanvin.com Balenciaga.com
Stella McCartney Amble by LV Armani EXX Swarovski Multifaces app
U i l Uniqlo
Which is the best option for Loewe? Not recommended in phase 1
Action plan: 1.3 mobile presence
Best practices for mobile presence:
Source: http://www.luxurydaily.com
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Objective 2
Increase brand awareness and desirability2
Strategies:
2.1. Supporting general rebranding strategy through a consistent and innovative digital communication approach
2.1.1. Defining and developing digital communication campaigns2.1.2. Optimizing the social media strategy to generate brand awareness and engagement
2.1.3 Developing innovative experiences in stores Coherence and a seamless experience are the best way to create a brand (objective 1)
2.2. Developing specific strategies for new markets
2.2.1. Analyzing specific characteristics of target in each market2.2.2 Putting focus on digital PR and social media strategies adapted to each market
Action plan: 2.1.1 digital communication
Loewe should cover all the target touch points with a 360 degree approach, 365 days/ year and in an interactive way.
3rd
LOEWE UNIVERSE
3rd
3rd
Consumer
Potential consumer
3rd
Aspirational consumer
3rd
3rd3rd
Even more, Loewe should become a destination point for affluent consumers
Action plan: 2.1.1 digital communication
Digital is perfect to create awesome integrated marketing campaigns aligned with strategic objectives as following:
Source: http://www.luxurydaily.com/top-10-multichannel-campaigns-of-2012/
Action plan: 2.1.1 digital communication
Burberry best practice example of developing a new communication territory:
++
Tradition Tradition Innovation
BRITISH COATSHIGH END
TRENDY+
Millenials
+BRITISH COATS TRENDY PRODUCTS
Millenials
Acoustic Music
Action plan: 2.1.2 social media strategy
The objective is to develop a strong visible social media presence aligned with business goals.
Brand awareness Purchase Services
9Engagement
Tell stories Showcase products Amplify PR events Show celebritiy interaction with
Drive traffic to e-boutique or stores (Currently: Facebook:1.294 visits/
Customer services Post sale service (i.e:
maintenance)9 Feedback culture Engagement specific campaignsShow celebritiy interaction with
the product Product vs lifestyle messages
month: 0,6% vs 4% average of the industry)
Easy to spread Loewe World to the whole digital ecosystem (ie: share buttons in the product page).
Different objectives for each social platform planned calendar for all of the different networks
Key Factors for Loewe
Focus on driving traffic to e-boutique (i.e: Pinterest) Deeper engagement in marketing campaigns (i.e: The art of the trench)
Strategy for reputation challenges.
Visually focused presence: Instagram, Pinterest, Youtube
Social presence in influencers ecosystem
Action plan: 2.1.2 social media strategy
Influencer Territory Brand TerritoryVS
Source: Instagram
Action plan: 2.1.3 innovative in-store experience
Loewe should consider the roles of their stores now and in the future. Are they flagships for the brand? Are they a combination of flagship and technology emporiums? Are they showrooms for product display? What future role will
Sh f i i ti
p y p p ydigital play in the retail store?
C i t T ti P i t1 2Showroom for inspiration ConvenientTransactionPoint1 2
Loewe general strategy will determine the role that digital will play in stores:
Terminals in the store to shop the web if there is no in-store inventory
Interactive windows
Shop assistance ipad enabled Shop assistance ipad-enabled
Smartphone check-out
Immersive and interactive digital experiences
Action plan: 2.2 new markets approachEach market requires a different approach. See below China s social media landscape.
Marc Jacobs Sina Weibo presence
Source: L2thinktank, 2012
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Organisational implications
Digital impacts the whole value chain of a company. One of the keys to success is the CEO approach to digital and the organisational model.
Where is Loewe right now?, What is the ideal model?
Liderazgo/Estrategia
NivelO Nivel1 Nivel2El CEO no tiene claro/ no cree en la ventajas de la digitalizacin para su empresa. No est presente en la estrategia de la empresa.
El CEO cree que la digitalizacin se circunscribe a la generacin de una pgina web o similar o a la automatizacin de procesos. La digitalizacin es un apartado
colateral de la estrategia de la empresa
El CEO es consciente del impacto de la digitalizacin en toda la cadena de valor de la empresa y ha realizado el anlisis pertinente (o est en ello). La digitalizacin est incorporada en la estrategia de la empresa
Modeloorganizativo
colateral de la estrategia de la empresa. incorporada en la estrategia de la empresa
No existe responsable concreto del rea digital. Las acciones se ponen en marcha de manera desorganizada dentro del rea que corresponde segn la coyuntura especfica.
El rea digital tiene un responsable y est integrado dentro de un departamento concreto (generalmente marketing o sistemas)
El rea digital es una funcin horizontal que depende directamente del CEO y est al mismo nivel que el resto de direcciones generales
Culturadeempresa
Existe una norma que prohbe el acceso a redes sociales externas. No existe una intranet, ni herramientas colaborativas para trabajos de equipo /multidisciplinares
Est permitido el uso de redes sociales. Existe una intranet pero no se incentiva demasiado su uso.
Se fomenta el uso de la Intranet y de herramientas colaborativas para transmisin de informacin y recogida de feedback de empleados. Se utilizan redes sociales para procesos crticos (ej: recruiting)
Source: WINK TTD, 2012
Organisational implications
Once the digital strategy is set and approved, we need to define the functions and the organisational model to support them.
WEBCONTENTMANAGEMENT
Create, update, translate and maintain web
MARKETING
DigitalMarketingPlan
DIGITALGENERALSTRATEGY
StrategicPlan , p ,content
Contribute with web solutions for our internal customers according to the communication needs
Oversee suppliers for web support projects Web optimisation
Marketingcampaigns EPR
SEO&SEM SocialMedia
Emailmarketing CRM
BusinessPlan Strategicplanforeachmarket
Followup Governancemodel
Teammanagement
ORDERMANAGEMENT&CUSTOMERCARE
Dailyordersmanagement Customer care
LOGISTICS&DELIVERY
Ordertrackingmanagement Incidents resolutions
CRM
EBOUTIQUEPURCHASES
Wholesaleordermanagement Inventory management
MOBILEREPORTING
Customercare Sales Postsale Crossselling
Incidentsresolutions Serviceoptimisation
OTHERS
Inventorymanagement
MOBILEREPORTING
Webanalytics Dashboardfollowup&actionplan
OTHERS
Mobilestrategy Mobileactionplan
Technologyinfrastructure&systems Instoreexperiences
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Data measurement culture
Concerning revenue growth, there is a simple formula to optimize:
Sales=VisitsX ConversionRateX AveragePurchase
Initial Focus for Loewe
Data measurement culture
It is crucial to develop a metric system to measure the full cycle of an online customerin the Loewe marketing funnel and follow the achievement of the objectives.
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Implementation plan 2013 - 2014
2013General
analysis
2013/2014sGeneral
Digital strategy
2014
2013/2014sstrategic
plan Marketsdefinition
E-boutique Conversion optimisationSEO/SEM optimisation Web innovative experiences
1.1 Increase revenues
ROPO
Mobile
Specific ROPO plan
Mobile implementationMobile Strategy
Internationalmarkets
Corporate web
Pending strategic roadmap
Support to branding campaigns & develop new contents aligned with digital strategy (inbound marketing) Content Plan
1.2 Increase brand
awareness &
desirability
Mobile
Social media
2013 Social Media Plan
2014 Social Media Plan
Traffic to store & e-boutique action planBrand awareness & preference action plan
Services oriented action plan
Mobile implementationMobile strategy
desirability In-store & digital
International markets Pending strategic roadmap
Digitail plan and implementation
Quick wins
Data culture Balanced scorecard plan and implementation
Implementation plan: detailed calendar
A detailed implementation plan is necessary once the high level one is approvedwith the strategic priorities.
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Conclusions
Loewe online presence is an excellent way to enhance the brand image and make revenues grow. The real challenge is to embrace digital as a meaningful part of Loewes strategyLoewe s strategy.
Innovative communication approach to digital space carefully aligned with Loewes brand imagep y g g
Focus on international markets
Strong link to younger potential consumersg y g p
Multichannel approach
Online store as flagship storeg p
Index
1. Market analysis Market volume
N ffl t New affluent consumer Competitors Trends
2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective
Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability
5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions
Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel
Appendix 1: purchase Trial
Quick wins to improve conversion rate
Create a complete breadcrumb for easier navigation.
Wh h i th l i t i th t When changing the language, maintain the current page.
The filters are not easy to remove.
The back button doesnt always work.e bac bu o does a ays o
In the basket resum, differences between links and data are not evident.
The format of the shipping method is not aligned with brand image.
The check-out process is too long and the end is confusing Important . The list of regions has misspellings.
Appendix 1: purchase Trial: SEM
Reviewing SEM strategy
Almost all the strategy and budget is being spent on brand campaigns with low activity
related to generic searches for luxury goods.
Few customised ads are used by keywords.
They dont use the title in the copies.
They dont use extensions on ads : telephone information, store location, social
( l )(google +), etc.
The landing page for ads is always the home of the store, when more specific landing
ld b d (i L h db )pages could be used (i.e.: Loewe handbags).
Appendix 2: best practices
Product launch campaign: Burberrys Body fragance launch (samples through the internet for fans Buzz, feedback)
Social media campaign: Burberry: artofthetrench.com Herms: Paris, mon ami
Share functions:Share functions: www.balenciaga.com
Catalog: www.dunhill.com www.tourneau.com www.lyst.com
Page product:www outlier com www.outlier.com
www.ofakind.com
Web design: www.dazeddigital.comg www.anothermag.com www.whitewallmag.com www.outlier.com www.pinterest.com http://www.vogue.co.uk/ www.net-a-porter.com www.fab.com
Appendix 3: illustrative business plan
Illustrative estimated P&L from other company
Appendix 4: new consumer purchase funnel
The Internet has empowered the consumer in three ways: 1.) during the decision-making process leading to the purchase, 2.) at the actual moment of
purchase and 3.) throughout the product ownership period (including product p ) g p p p ( g pdelivery, maintenance, and return)
BEFORE
Fuente: Purchase funnel basado en la teora tradicional de Procter & Gamble
AFTER
Fuente: Purchase funnel basado en la teora de Google, The Zero Moment of Truth, 2011
Source: Wink TTD , 2012, based on on Google Theory: The Zero Moment of Truth, 2011
Appendix 4: new consumer purchase funnel
Each of the phases of the new purchase funnel comprises multiple levers that activate purchasing decisions with greater or lesser order of importance.
STIMULUS ZMOT FMOT SMOT
Source: Wink TTD , 2012, based on on Google Theory: The Zero Moment of Truth, 2011
Thank you!Madrid03/01/2013
Rosa Fernndez-Velilla