FA S H I O N M A R K E T I N G

C O L L A B O R AT I V E P R OJ E C T

B A ( H O N S ) FA S H I O N M A R K E T I N G Y E A R F U 0 0 1 4 2 8

DIVYA RAJAN DADLANI KHILNANI (DAD14439246) KEAGAN RUSSELL (RUS14426199) ELSA MELLEN (MEL15445602)

IEVA DOBILAITE (DOB15451243) ELOISE ANDREWS (AND15442325 RACHEL LADINES (LAD14426081)

WORD COUNT: 3,180

TABLE OF CONTENTS
3
EXECUTIVE SUMMARY
In developing the structure for this
In the Situation analysis, internal and Additionally, this data goes to
report, PR Smith’s SOSTAC© model
external environments influencing reinforce our objectives for the new
(2011) was applied to analyze the
ASOS’ situation in the market were collection, strategy for positioning and
current and proposed A/W 17 ASOS
reviewed and the company’s current differentiating products, along with the
marketing strategy. The principal
goals were examined. action and control, and tools needed
aspects incorporated in the analysis
to measure the success of the
included strategy, tactics, action and
Further into our investigation a new campaign.
control as a means of demonstrating
customer segment for ASOS was
the current marketing activity and
identified for the business proposal.
structure for the proposal.
The technology infused clothing line
was supported by market research that
Results of the data indicated that ASOS
proved its value to the customer and
is the number one most visited online
ASOS. The marketing communications
fashion retailer with 50% of its sales
strategy was developed with a view of
coming from mobile (Hobbs, 2016).
merging the most valuable factors for
This cements its position at the
the consumer to provide a holistic
forefront of the online high street
experience from pre to post-purchase.
fashion sector.

4
INTRODUCTION
With an increase of 18% total revenue variety of products such as clothing, Through providing online content
in 2015 compared to 2014 (ASOS shoes, accessories, beauty products, across their website and social media
Annual Report, 2015), ASOS continues gifts and fashion-related content to platforms such as Instagram,
to prove it is the leading online their website and mobile platforms Facebook, and YouTube, the brand has
retailer in providing fashion at an daily. an active engagement with its
affordable price for 20-somethings customers as the company strives to
across the globe. Not only does ASOS As a brand that first began in 2000, provide a seamless online experience Fig  4 .  ASOS  l ikes.  (ASOS.com)
provide an own brand label, they also ASOS had an aim of becoming the through quick and reliable delivery,
bring together over 800 brands which number one destination for fashion hassle-free returns, and curated edits.
include popular high street names lovers online.
along with constantly introducing up-
and-coming brands.

With 80,000 products on their site

and over 3,000 new additions each
week, ASOS offers customers a
different shopping experience
experience as it brings a wide
Fig. 2 ASOS cover photo. (ASOS linkedin) Fig  3.  A SOS  magazine  (Fashiongonerouge.com)
5
 Fig 5 Online at ASOS (Socialtailor.com 2011)
6
TODAY
SITUATION
TIMELINE

Fig  6.  Timeline  of  events.  (Author  2016).

ASOS as a brand has expanded and grown to become Through enhancing the online experience in using multichannel social media, international offices,
one of the top fashion destinations online by putting the free shipping and returns, and improvements on their website and mobile application. ASOS
customer first. continues to be the premier destination for Millennial’s interested in being a part of accessible
8 fashion.
EXTERNAL AUDIT
9
PESTLE
FACT
Panama Papers revealed that more than 90,000 properties in
England are owned by overseas owners and at least 75,000 of
POLITICAL them are owned by companies registered in tax havens which are
causing high rent prices. (Lyons, 2016)
Britain’s economy’s slowdown influenced by the upcoming
referendum on membership in the European Union (Reuters,
2016).
ECONOMICAL
New consumer studies (WGSN, 2016) found out that ‘one-third of
13 to 34-year-olds consider browsing to be more fun and just as
exciting’.
Mexican Youth market (Half of the population is under 30 years old,
tech-savvy and have disposable income) (WGSN, 2016).
SOCIAL
A survey of 2 million social media influencers (Chen, 2016)
indicated that for unpaid posts, Instagram influencers with fewer
than 1,000 followers have a like rate of about 8 %, while those with
1,000 to 10,000 followers have a like rate of 4 %
IMPACT
It could lead to lower ASOS sales with millennials who have a
medium to high stable income and who choose to support
independent local designers or boutiques rather than purchase from
big corporations.
Lead to bigger ASOS sales as Britons could be more likely to spend
their money on cheaper, fast fashion clothes and accessories
because of the uncertainty of economics.
ASOS should also take into account when making new edits (a good
idea would be to produce Workwear or Classic Staples edit).
Further, when the buying power is constrained, people tend to invest
in pieces with an enduring value or classical clothing,
This obligates ASOS to develop its website to be based not merely
on clothes, but to create new inspiring, leisure-based content, for
consumers to read and share with their friends.
Thus ASOS should consider opening a Mexican website with pesos
as the main currency.
ASOS should invest in ‘micro-influencers’ with fewer followers to
maximize audience engagement
10
 FACT IMPACT
With the new waste-to-wear concept emerging (WGSN, 2016) Stocking eco-friendly brands products or creating a line of their own could
new technologies allow to create materials and fabrics from improve ASOS brand equity and put it ahead of its competitors by
perishable foods, ocean trash and other waste. attracting a new audience of environmentally cautious customers.

Email marketing industry is slated to become a $6.6 billion ASOS should dedicate a large part of its marketing budget for email
market by 2018. It is nearly 40 times more effective than marketing to achieve highest ROI.
Facebook for acquiring new customers’. Moreover, a study made
TECHNOLOGICAL by Adobe, found out that Millennials, who will have $200 of
buying power by 2017, check their emails more that any other
age group. (WGSN, 2016)
This could provide ASOS with forecasts for every style, color, size and
Recently launched Blue Yonder prediction service takes 200 data placement as well as gross demand, gross sales, and return rates on a
points including color, brand, price, where and how it is placed daily basis, so it would avoid over-stocking or under-stocking products,
and promoted, weather, response quotas and turnover data to resulting in a balanced ‘deviation curve’ (Marian, 2016)
predict how many volumes should a brand stock.
The World Bank and International Monetary Fund are proposing This could increase the production cost of ASOS clothes.
to governments to put a price tag on planet-warming carbon
dioxide emissions (Davenport, 2016) which clothing industry is ASOS can improve it’s brand image by providing a service of this kind.
the second biggest source of in the world (Sweeny, 2015).
ENVIRONMENTAL
New emerging service of leasing high street products has
become a growing trend. This could reduce the huge disposal
of fast fashion clothes.
New Inturn cloud-based SaaS software is to replace Excel in If ASOS were to use it, it would allow each side’s team to see brand’s
efficiently selling off-price apparel to buyers. inventory, linking products with images and change parameters with one
click without any accompanying e-mail which would be time saving and
LEGAL prevent potential errors due to the minimization of communication
channels (Lumb, 2016)

11
Fig 7. PESTEL Table (Author 2016)
INTERNAL AUDIT
12
 6.5M QUERIES
3.3 MILLION RESPONDED TO
VISITORS BY CUSTOMER
3.9 MIL
PER DAY CASE IN LAST 6
MONTHS LIKES

11 IN HOUSE
SHIPPING TO
STUDIOS, 2
240 TERRITORIES
AND COUNTRIES CATWALKS,
34K PHOTOS
A DAY
NAIL THE BASICS,
LOVE OUR
CUSTOMERS, ONE
10.7 MILLION
TEAM, BE BRAVE, DO ACTIVE
THE RIGHT THING 949K CUSTOMERS 4.2 MIL
13
Fig 8. Statistics. (Author 2016)
 • Considerate price range from entry and exit
price of the merchandise within each product
category
• Huge variety of stock and brands as well as
S W
their own brand label
• Free delivery and returns
• Being able to refine your search by style,
brand, size, colour and price range makes
navigation easy
• Student discounts benefit ASOS as their
predominant audience being twenty
somethings
• ASOS does not have to consider store capacity
since they are online only
O T
• Vast increase in globalization, making it
easier for ASOS to expand internationally
which makes shipping easier (Business Source
Complete, 2015)
• The constant innovation in technology and
customers continuing the consumption of new
technology means they are able to continue
to sell on different platforms such as their
ASOS app
• The increasing demand for menswear. As
MarketLine published a report in 2014
forecasting menswear to grow to $571.8
billion, an increase of 35.1% from 2013
(Business Source complete 2015).
Fig 9. SWOT Table. (Author 2016)
• The lack of tangible products being in a store
where consumers can look at, try on and touch
could put off buyers
• ASOS go through a high turnover of
merchandise since they participate in fast
fashion and their products have a short life
cycle. This means ASOS are relying on the
brands they stock to continue to refresh their
stock at a fast rate
• Many online brands offer brick and mortar stores
and have the option to feel and try on the
merchandise prior to purchase
• EU referendum could mean economic
uncertainty.
• Increasing labour costs in the UK could have a
negative impact on profitability. The National
Minimum Wage increased to £7.20 in 2016 )
• ASOS introduce 2750 new products each week.
Reliance on other suppliers to continue the
release of new stock is a threat to their fast
fashion asset (ASOS.com, Accessed May 2016)
• Dependant on UK and European customer bases,
making up 66% of their total revenue in 2014
(Business Source Complete 2015)
14
SPICC
SUPPLIERS PUBLICS
• Countries that • Board of directors consist of
manufacture clothing for eight people: five men and
ASOS: UK, China, India, three women, which more
Romania, Turkey or less fits the global
• ASOS ensures fair and statistically low percentage
safe working conditions to of women in the board
manufacturers through director positions – 33% (In
their Ethical Trade ASOS case – 40%). (Catalyst,
Program 2016)
• ASOS staff is publishing
posts in ASOS likes daily
news feed website which is
also a part of the print
magazine because the
content is shared and
recycled. This lets ASOS
save money because
editorials are done in
house, without having to
hire external journalists.
INTERMEDIARIES COMPETITION
• VCCP – Advertising • House of Fraser
Agency for ASOS which • Selfridges
takes care of creative and • Topshop
media accounts • Zara
• James Davie responsible • Adidas
for developing ASOS • Nike
shopping app which • Office Shoes
marries ASOS visual style • Missguided
with iOS guidelines. • Bohoo
• Mobile commerce agency • Pretty Little Thing
Red Ant is responsible for • Urban Outfitters
creating a shopping app • Levi's
for customers in China • Forever 21
(appeals to Chinese • New Balance
customers because of • Ralph Lauren
Alipay payment, wish lists • Cheap Monday
and Chinese social media • Diesel
sharing) • Calvin Klein
• UK courier- ASOS use • Mango
Collect + and Royal Mail. • Miss Selfridge
• Jack Wills
• Ted Baker
• Reiss
• Vans
• Converse
Fig 10. SPICC Table. (Author 2016).
CUSTOMER
• The ASOS target customer
is in the ACORN
classification Group K, this
group is for students, who
will be purchasing
merchandise from ASOS
with a lower price point,
although they are
financially stretched they
are highly social and are
into buying cheap, fast
fashion. They also target
groups D and E, these are
the city sophisticates and
the career climbers. This
group will be purchasing
merchandise with a higher
price point as they will
have more disposable
income.
15
 BRAND PERSONALITY
AND IDENTITY
GUIDELINES

Fig 11. Brand positioning diagram. (Jobber, 2016). 16

COMPANY MOODBOARD

17
Fig 12. Company Mood Board (Author 2016)
PEN PORTRAITS
Demographics: Demographics:
Joe Sanders, 25
Rachael Williams, 24
Marital Status: In a Relationship
Marital Status: Single
Occupation: Financial Risk Management
Occupation: Teacher
Residential Location: East London
Residential Location: London
House Type: Affordable Shared Flat. Category 4, Group K, Type 36.
House Type: Affordable Shared Flat. Category 3, Group J, Type 33. (ACORN, 2016)
(ACORN, 2016)
Household Annual Income: £23,000
Household Annual Income: £26,000
Financial Situation: Can spend comfortably
Financial Situation: Can spend comfortably
Education level: Educated (ACORN, 2016)
Education level: Educated (ACORN, 2016)
with a Bachelors in Economics and Business Studies from UCL
with a Bachelors in Education Studies

Psychographics:
Psychographics:
Personality: Ambitious
Personality: Ambitious and confident
Interests: Travelling, boxing, seeing friends
Interests: Travelling, visiting family, shopping
Fashion Attitudes: Follows the latest trends
Fashion Attitudes: Follows the latest trends
Fashion Adoption Level: Early Majority
Fashion Adoption Level: Early adopter
Lifestyle: Good work-life balance, financially responsible and has a
Lifestyle: Good work-life balance, financially responsible and has a disposable income of £600 per month
disposable income of £500 per month

Behavioural Factors:
Loyalty Level: Loyal to high street brands
Response to marketing activities: mostly responsive to internet
advertising (ACORN, 2016a)
Technology Adoption Level: Tech-savvy (Verdict, 2013)
Media Used: Social networking such as Instagram, Facebook, etc
Purchasing consideration: On trend and affordable
Frequency of travelling: Goes abroad once a year and travels
frequently to the outskirts of London
Travelling destinations: Europe
Behavioural Factors:
Loyalty Level: Loyal to high street and high quality for work
Response to marketing activities: mostly responsive to internet
advertising (ACORN, 2016a)
Technology Adoption Level: Tech-savvy (Verdict, 2013)
Media Used: Social networking such as Instagram, Facebook, etc
Purchasing consideration: On trend and high waulity
Frequency of travelling: Travels within the country but intends on
traveling abroad more

18
Fig 13 and 14 ASOS Pen Portrait (Author 2016)
 COMPETITOR ANALYSIS

ASOS has vast competition, and

is succeeding in a highly ASOS’s mastery of
saturated market. The company eCommerce provides
optimized logistics allowing
is currently the most popular
online high-street clothing customers to take advantage
of a free return policy.
retailer.

19
Fig 15 and 16. ASOS Perceptual Positioning maps. (Author 2016)
There is an opportunity for ASOS and
other high-street brands to integrate
technological innovation into their
strategy. This can be implemented
through enhancing their own-label
offering and the customer purchase
experience.

20
Fig 17. ASOS competitors Perceptual positioning map. (Author 2016)
 Being the world's No.1 fashion destination
Staying focused on engaging
with its fashion-loving customers
by:
• Current new brand additions
• Extending own-label ranges
• Local language (newest ones
are French and German)
YouTube and Instagram
accounts
for 20-somethings by:
Offering great fashion at great
prices by:
• Wide selection of styles, prices
and sizes
• Adding 3,000+ lines every
week
• Zonal pricing technology
(Except for Russia) allows to
exceed in competitive local
pricing and country-specific
promotions
• Shipping to over 240 countries
(ASOS.com 2016)),
Capitalising on the 'always on'
Delivering engaging fashion content
connectivity' of the tech savvy 20-
and experiences by:
somethings all around the world by:
• Daily lifestyle and fashion
• Totally optimised digital experience
content on ASOS likes
through mobile
• Daily curated styling and beauty
edits (Fashion & Beauty Feed) • Seamless purchasing process
throughout all digital devices
encourage customers to visit the
• Won first place for its best digital
website more often in their free
retail experience (Misiri, T 2016).
time
​
Fig 18. ASOS Objectives (Author 2016). 21
PRODUCT & PRICE

ASOS sell over 80,000 branded and own

brand products. These graphs reflect the
price architecture of both women’s and
men’s ranges in ASOS May 2016. They
convey how the men’s price range has a
higher price point but with fewer ranges.
The Entry price point for both genders is
equal. (ASOS plc, 2016)

Fig  19.  M enswear  and  Womenswear Price  Architecture   Model  (Author   22

2016)
 Source
 :
 (ASOS
 online
 Website,
  2016)
 PEOPLE
I. ASOS handled 6.5m queries in a 6-month period from March 2016; the
company employs 1,200 staff members and responds to queries 24/7, 365
II. “Eurohub” hosts 2 million units for the company, and they dispatched 2.3
million units from three sites during their 2015 summer sale
III. Customer Care team has a dedicated “How to” video section to help
customers use their site more effectively and get the most from their website and
products
IV. Website currently offers various FAQ’s and solutions to commonly
encountered problems for quicker resolutions
V. If a customer is unable to find the direct answer to their query, there is the
ability to ask the Customer Service team directly through Twitter, Facebook or E-
Mail (via built-in form submission)
VI. The FAQ’s page has a rating system where customers may leave feedback as
to how helpful each set of information was
PLACE
I. Online only presence where all orders are placed and handled; removal
of a physical space has allowed the brand to eliminate costs through store
implementation and maintenance
II. The online store has a plethora of categories and different “edits” which
showcase pieces for different occasions, streamlining the buying
experience for customers and replicating an in-store visual merchandise
story
III. The website is a multi-brand platform selling the company’s own-label
designs, along with more commercial brands, and boutique brands
(through the ASOS Marketplace)
IV. The website acts as a secondary promotional portal for the company
advertises their subsidiary products/services such as ASOS Insiders, ASOS
Likes and ASOS Marketplace
23
PROMOTION
A-LIST VOUCHERS

ASOS MAGAZINE
Every £1 spent on an item
earns the customer 5 points
Launched it’s 'Scan to shop' images

iPAD
A magazine app
voucher valid for 6 months.
(image-recognition technology)
containing editorial
These voucher coupons
in collaboration with augmented reality
content, behind the
unlock levels rewarding and
company Aurasma to cater to 450,000
scenes, product
treating the customer, just
readership. This futher established them as
reviews etc. Available
like a traditional game. This
a pioneer in merging digital and physical.
Internationally on
prompts the customer to
Net-a-porter and Dunhill followed the
iTunes, Playbook and
regularly visit and purchase
trend.
Android.
from ASOS.

24
 BOUTIQUE EXPANSION
Recycled and Vintage
The ASOS Marketplace has delivered a
new fashion arena.
A business model that was created at
the request of the growing ASOS
sellers has become the arena for
recycled and vintage lovers. Gaining
popularity among customers, Recycled
and Vintage clothing
ADVERTISING
In 2011, ASOS’s collection inspired by
Nivea’s newly launched invisible for
black and white deodorants reaped
£2.4m in sales and 0.5% market share
within a launch period of three months
with more than 108,000 consumers
visiting the microsite. (INFOGRAPHICS)
Nivea & asos campaign: best practice
DISCOUNT CARDS
This offer was launched with a private
dinner in collaboration with Teen Vogue in
New York. An effective feature in the
magazine with celebrity invitees like Sky
Ferreira, VV Brown directly communicates
with the millennial purchaser.
The quintessential British e-tailer’s
promotional event held in New York
resulted in promotional expansion.
E-TAILER COLLAB
Fame & Partners which attracts the
millennial female audience. Staying true to
it’s young demographic, ASOS popularized
it’s presence in the Australian market.
TEXTILE COLLAB
ASOS collaboration with Textile Federation
(Started in 2012)
Initiated a competition to encourage
emerging designers to showcase at the
Talent High Summer Collection. This brings
forth the youth to be a part of the brand
while encouraging millennial sales.
AWARDS
Received the Best Facebook and biggest
honor of the night, Top Innovator at the
Fashion 2.0 Awards (2014).
Fig 20 Promotion table (Author 2016) 25
PHYSICAL AMBIENCE

The overall ambience of the website is clean

and products are easy to locate due to the
brand's extensive categories. ASOS has a
defining process using style, colour, price
range, and brand to narrow down the search
for a customer. There is a feeling of relatability
with the use of young diverse models on their
homepage and product choices. The
customer process of choosing a product is
made easier with catwalk videos, a get the
look section, and the option to quick view and
save.

Fig  21  A SOS  Men's  New  in.  (ASOS.com  2016) 26

PROCESS

Customers arrive to the homepage

to select either women's or men's If the order is over £20, those in the
products along with the option to United Kingdom are eligible for free
explore the marketplace, blog, A- shipping which takes 3-5 business
List program, etc. days

When the customer receives the

Once selected, one is able to
item(s), ASOS supplies the package
narrow down product choice by
with vouchers to different brands
style, (trousers, tops, etc.) which can
such as HELLO FRESH, and Graze.
then by redefined by colour, brand,
Customers also are given the option
style, price range, and size.
to return any items for free.

Once the product is chosen and the

customer is ready to check-out, they Fig 22. ASOS packaging. (Callef, 2016)
must register on the website to get
information such as e-mail, address,
and billing.
27
ASOS PLUGGED- IN
28
OPPORUNITY

TECHNOLOGY NEUTRAL SUSTAINABILITY

After three years of
62% of visits to 60% decline, production
ASOS.com come from a for organic cotton
of young
mobile device people think grew by 10% in
that gender 2014
lines have
In 2020, wearable been blurred
tech is
estimated 16-24s are the

18-34 year to be worth

Competitor, Zara’s unisex range has
most concerned
about sustainable
olds in the U.S, $34billion expanded their product line in the clothing
U.K and Canada
spend at least 20 past two months due to its success
hours or more on
a mobile device 87% of millennials Trend forecasts suggest that for the There are 19
than on a P.C use between 2-3 tech A/W 17 season, there will be a shift in countries growing
devices at least once a aesthetics for futuristic, minimanilistic, organic cotton
day and technologically enhanced including USA, Turkey,
garments. and India

Fig 23. Opportunity in the market. (Author 2016) 29

 Our vision is to tap into the consistent progression of the sustainable,
tech and unisex markets. At ASOS we dare to push and create trends
rather than following what has already been done.
This collection will fuse these three progressive points of fashion
together into one collection that will challenge, inform and keep up
with our 20 something customer.

30
Fig 24. Concept. (Author 2016)
 31

Fig 25.Range plan Mood Board. (Author 2016)

BEACON INTEGRATION
Inspired from recent technological
advances and society’s propensity
A P P LE iP h on e
towards gender neutral lifestyles, the
6 |
capsule collection aims to further blur
the lines between our physical and
digital experiences.
• The iBeacon transmits signals to mobile devices 3
times, every second.
• Works in tandem with the ASOS mobile app
sending notifications to the user’s device.
6 +
• On receiving the notification you will be re-
directed to the collection’s landing page.

Through combining forward-thinking User’s will be presented with four categories:

technology, 1. Explore: (inspiration behind the collection)
S A MS U NG GA LA XY
with versatile fabrics the collection will
S 7
become a 2. Style It: (tips and videos from ASOS Insiders)
foundation in the consumer’s daily
engagement. 3. Media Hub: (user generated content)

4. Information Desk: (reprogramming your Beacon)

S O NY XP ERIA Fig 26- 30 integration in phones. (Author 2016)

Z 5
PROPOSED BUSINESS CASE

This line is focused on driving innovation in gender acquiescence and maximising engagement possibilities for the ASOS customer all while
keeping sustainability efforts in mind.

52% of Millennials surveyed said

that the technology a brand uses is
the most important factor when
making a purchase (reference*)

Trend forecasts from firm WGSN

suggest that for the A/W 17 season
there will be a shift in aesthetics
leaning toward futuristic,
minimalistic and technologically
enhanced garments; fusing the
worlds of technology and fashion.

Fig 31- 32 Value tables. (Author 2016)

33

• Is a forward thinking range which provides
ASOS consumers with an introduction to the
fusion of technology and fashion.
• The millennial consumer has grown up with
S W
technology, it is second nature to them
which is why the range has huge potential to
work.
• ASOS are already equipped with a multi
channel eCommerce therefore integrating
the marketing campaign within the app is
obtainable.
O T
• Opportunity to widen their consumer base
with a ‘tech-savy’ market.
• Could provide more brand awareness as
a result of media attention due to the
originality of the proposal.
• Create a more forward fashion range and
be ahead of the current competition.
• The novelty of the iBeacons could be short
term however this may be fit for ASOS as they
have a six week product cycle.
• The technology being used may not be
perfectly integrated which can cause
problems as the millennial consumer have a
need of immediacy therefore have no time for
technological issues.
• Could be considered too bold for ASOS as
they are a brand known as somewhere to find
fashion from various other stores. Designing
something themselves that does not have a
heavily dense presence in the market
already is not something they usually do.
• Sourcing good quality materials could
inflate ASOS’s average cost price.
• Printing bar codes onto garments will inflate
the cost.
• The millennial consumers buying habits of
early adopters means they always want the
next best thing, iBeacons could soon be seen
as something old.
34
Fig 33. SWOT table. (Author 2016).
SOCIAL AND CULTURAL TRENDS
TREND
Emma Watson wore a sustainable and re-wearable dress made out of
recycled bottles to the Met Gala 2016 (Spedding, 2016).
The worlds population will reach 9 billion by 2050. The expansion of
Chinese and Indian economies pressurize the demand of resources.
Retailers find it difficult to supply ecofriendly alternatives/ethical
sourcing so customers are challenged to stay on budget while
making environmentally friendly decisions (Mintel 2016).
The growing on-demand culture with a single click through the
internet has established the ‘Straight to You’ model. Also the
advancements in wearable technology and limited display limitations
such as Apple watches, has encouraged retailers to enhance their
customer experience through ‘One Click’ (Mintel 2016).
IMPACT ON ASOS
These celebrity trends will eventually instill sustainable ethics across
millennials who diligently follow celebrities such as Emma Watson.
Currently, ASOS flaunts the ECO Edit, Sustainable designers and
vintage clothing on the Marketplace while reducing their carbon
footprint through packaging. All these resource saving and
sustainable ideas need to be taken forward for the positive growth
on the company.
The brand must keep up-to-date with latest technologies and
incorporate them for consumer convenience.
Fig 34. Social and cultural trends table. (Author 2016)
35
TREND PREDICTIONS
Smart phone owners and GPS technology has encouraged the Beacon Technology for use within retail to add customer experience (Mintel 2016). This will
appeal to ASOS customers who are tech savvy and an innovative way to bring experiences to an online retailer.

Virtual reality is a 360-degree virtual world gives a one off experience to consumers and is set to rise in popularity in the next 3-5 years and can be affordable
as they can be made out of cardboard. It has been used by brands such as The North Face and Rebecca Minkoff (WGSN 2015). This will bring a new
technology to the tech savvy millennial target consumer who buys at ASOS.

Fig 35 iBeacon technology (Harman 2014). Fig 36 Virtual reality headset (Rebeccaminkoff.com 2016).

36
OBJECTIVES
SMART OBJECTIVES

70% of millennials believe that

new technology makes their lives
easier (REFERENCE). The goal is for
ASOS to engage with new
technologies to increase appeal to
this segment which has been divided
into two groups: cosmopolitans and
tech-savvy by building the brand’s
total social media engagement by
Increase the customer
retention by 1.5% by
the second week.
Add sales value to overall
revenue of £194,430 through
selling 7020 units at the end of
a 6-week sales period.

2.5% (427,500) after twelve

weeks (Author, 2016).
Fig  37.  Look  book  image  (Author  2016)

38
STRATEGY
SEGMENTATION According to Kotler, market segmentation is dividing a market
into distinct groups of buyers who have different needs,
characteristics, or behaviours, and who might require separate
products or marketing programs. (2013)

DEMOGRAPHICS GEOGRAPHICS PSYCHOGRRAPHICS

Age Group: 18-35 Countries: Shipping to 200 countries Social Grade: Socialising Young
worldwide Renters, Younger Professionals in
Gender: Male and Female
Target of metropolitan cities Smaller Flats, Student Life
Family Size: Small [Category D and E of Rising
Self-Identity: Single/In a Relationship Prosperity; Category K of Financially
Stretched] (ACRON, 2016)
Stage of Family
Hobbies & Activities: Shopping,
Social Background Social Media, Exercising, Socialisig
Monthly Spare: £500-£700 Wardrobe: TopShop, Zara, H&M,
Occupation: Entry-Level Missguided

Education: Bachelor Degree Device Brands: Apple & Samsung

Nationality: British, American, Personality Type: Trend Driven,

European Ambitious
Spending Attitude: Cost Conscious
Fig 38. (Author, 2016) Segmentation table. Information from
(ACORN, 2016)
40
TARGETING Cosmopolitan:

Savvy Shopper: I. Men and women aged between 24-35

with a middle to high income (£27,885 -
£52,650).
I. Men and women aged between 18-32;
low to middle income (£10,335 -
£27,885). II. Technologically sophisticated; “they
use modern technology regardless of
their level of localised ethnic identity”
II. Keeps abreast with current fashion
(Quirks, 2016). They share interests in
and technological trends, frequent
diversity, social responsibility and
shopping habits (3-8 times per month).
sustainability.

III. Acquire their information through

III. They are influencers in their social
digital mediums as opposed to
circle, and are interested in engaging in
“traditional”, such as: blogs, social media,
new trends, product launch and brand
online periodicals.
initiatives.

IV. 33% of millennials rely mostly on IV. 87% of millennials use between two
blogs before they make a purchase, and three tech devices at least once on
compared to fewer than 3% for TV a daily basis. 39% are either very or
news, magazines and books. completely likely to purchase a tablet
(Schawbel, 2016). computer in the next five years, while
30% are for wearable devices (Schawbel,
2015)

V.75% said that it’s either fairly or very

Fig  39  A SOS  segment.  (Youtube.com  2015) important that a company gives back to
society instead of just making a profit.
(Schawbel, 2015) 41
 POSITIONING

Fig 40. and 41. ASOS plugged in competitor perceptual positioning map. (Author 2016) 42
 43
Fig  42.  A SOS  plugged  in  competitor  perceptual  positioning  map.  (Author  2016)
COMPETITOR ANALYSIS
BRAND AESTHETIC PRICE CONSTRUCTION PRODUCT CONCEPT BRAND WEAKNESS

An online fast fashion A gender neutral collection

The novelty of iBeacons
website selling own brand with infused technology
ASOS £5-£50 could be for a short time
and other branded using interactive iBeacons
period (Author 2016).
products. (Author 2016).

The collection is seen as

ZARA An Inditex brand selling A basic genderless typical 'menswear' that
£9.99-29.99
affordable fast fashion. collection (Colon 2016). women can also wear
(Chung 2016)

25% of clothing is still made

A Sustainable fashion line
Fast and affordable Swedish in Bangladesh, which has the
H AND M 7.99-79.99 using natural resources
fashion brand. lowest minimum wage in the
(H&M 2016)
world (Whitehead 2015).

44
 PRICE
BRAND AESTHETIC PRODUCT CONCEPT BRAND WEAKNESS
CONSTRUCTION

Designer lifestyle brand A solar Panel jacket that The high price may put
TOMMY HILFIGER with an American preppy £408-£408 can charge your mobile customers off purchasing
style. device (Starr 2014). the jacket (Author 2016).

The Polo tech range

allows consumers to
A luxury heritage clothing discover their heart rate
RALPH LAUREN £110-£200
and lifestyle brand. e.t.c when working out in
the collection (Goode
2015)
This range is only
available as menswear,
which minimizes their
market (Author 2016).

Fig 43. Competitor analysis table. (Author 2016)

45
TACTICS
 Our capsule collection consists of twenty pieces.

PRODUCTS It is a gender neutral range made with a

combination of traditional and innovative
materials.

Fig  44.  Product  range.  (Author  2016)   47

UNIQUE SELLING POINT
A beacon located inside the care
label, which would provide
customers with a short-term
engaging content and exciting
easy to use new technology
Fig 45. Beacon technology. (Estimote.com)
• Eliminates paper tags entirely (ASOS will showcase its efforts to
become a more sustainable and environment-friendly brand)
• Mix of innovative materials, such as neoprene and scuba with
sustainable ones, i.e. linen, hemp, organic cotton will provide a fresh and
modern look
• Limited-edition capsule collection incorporating forward-looking
silhouettes with a touch of nature in cooperation with technology
embodies modern day lifestyle with millennials being a ‘browsing’,
engaged and tech-savvy culture with an emerging connection and
concern for nature
48
PRICE
Entry Price

£5.00 - Tote Bag

£7.00 - Scarf
£10.00 - Short Sleeve Double Stripe T Shirt The price point of the garments in our capsule
£12.00 - Short Sleeve Box Fit T shirt
£15.00 - Print Short Sleeve Natural Fit T Shirt collection have been placed in the middle of
£17.00 - Print Long Sleeve Natural Fit T Shirt ASOS's garment price range. The price is set
£25.00 - Cropped Wool Blend Trousers
£27.00 - Hooded Jersey high enough in order to cover the costs of the
£30.00 - Kimono sustainable and ethically sourced materials as
£30.00 - Slim Cut Jeans
£30.00 - Boyfriend Jeans well as the input of the iBeacon's however is
£30.00 - Cropped Lined Trousers still low enough to attract the 20 something
£30.00 - Plain Box Shirt
£30.00 - Mandarin Collared Shirt consumer. The detailed range plan with
£40.00 - Roll-Top Rucksack costings is in Appendix 5.
£40.00 - Workwear Jacket with Large Pockets
£40.00 - Neoprene Jumper
£45.00 - Long Tailored Belted Coat
£50.00 - Bomber Jacket
£50.00 - Holdall

Exit Price
Fig 46. Price architecture. (Author 2016) 49
 PEOPLE

I. ASOS has a very reputable customer care team. The team will
be informed on any technical enquiries they may receive from
customers regarding the iBeacon's.
II. On the ASOS Youtube, Facebook and Instagram there will be
informative advertisement videos on how the iBeacon's work
and how to use them to their maximum potential.
III. ASOS insiders will also post on top tips about the iBeacon's
and their uses.
50
Fig  47.  People.  (Pinterest  2016)
PLACE

I. The capsule collection will have its own section in the product
options labelled as ‘ASOS plugged in’
II. The collection is available to purchase at the launch event.
III. The beacon inside the item of clothing leads to the app where
you are also able to purchase the collection.
51
Fig 48. Place. (Author 2016)
PROMOTION
BRAND AMBASSADOR

FKA Twigs will be the brand ambassador of the collection as she

represents the target market. Dazed magazine has named her
"The sound of future music", relating to the collections’ futuristic
theme (Noakes 2015). FKA Twigs has even justified herself as
appealing to people who want something different.

As one YouTuber commented on her video for “How’s That”:

”You’re listening to 2046.” (Lamont 2014) This perception of FKA
twigs as a musician aligns extremely well with our collection
concept, as we are essentially promoting a futuristic design based
line.

Fig  49.  F KA  Twigs  board.  (Author  2016)

53
 PROMOTIONAL CONTENT
As a part of our Marketing Communications plan 6 weekly videos which will be published on ASOS Youtube channel and also
be available to watch through a certain section in the ASOS app dedicated to the new collection.

This soft selling method will maintain customer engagement, encourage garment usage and remind about the collection.

WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6

Introducing and Top Tech Picks 2017 Being eco-friendly. How to take your look FKA twigs (brand Recycling old
styling the ASOS (from current ASOS Tips (i.e. bring your own from day to night (i.e. ambassador) tells all garments (DIY styling
plugged in collection assortment) hosted by coffee cup & have a how to style a suit for a her Top Picks from the tips, how to cut and
hosted by ASOS all access Sarah 10% discount at party after work) Hosted ASOS plugged in remake clothes from the
ASOS insiders Ashley Ashcroft and blogger Starbucks - possible by ASOS insiders collection. collection into different
and Alice. Martell Campbell. collaboration) hosted Dennis for men and ones) Hosted by ASOS
by blogger Fashion Gamze for women. insiders Luce and
Hedge and ASOS Debbie.
insider Jono.

Fig  50.  A pp  w eekly  v ideo  content.  (Author  2016) 54

STORYBOARD

This storyboard shows the structure of the first ASOS video that will be available
on the app for the consumers who purchase the collection.
55
Fig 51. Storyboard. (Author 2016).
 SAVVY SHOPPER
▹ Social Media: YouTube, Snapchat, Pinterest, Facebook
▹ eMail Campaign
▹ Website/Mobile App
▹ Digital Media: Daily Mail, The Metro, The Evening
Standard, The Guardian, Financial Times, The
Independent, The Daily Telegraph, The Sun, BBC, BBC
PRIMARY MESSAGE Scotland, The Economist, ELLE Magazine, WIRED, VICE,
Glamour, Dazed, i-D, Another Magazine, Digiday
▹ Print Media: ES Magazine, The Stylist , Cosmopolitan,
Glamour, GRAZIA, i-D, Metro, Refinery29, Fashinista,
Telegraph, The Economist, ASOS Magazine, Esquire,
GQ, Vice, i-D, Vanity Fair
COSMOPOLITAN
▹ Social Media: Snapchat, YouTube, Facebook,
▹ Website/Mobile App
▹ eMail Campaign
▹ Physical Web
▹ Digital Media: Daily Mail, The Metro, The Evening
Standard, The Guardian, Financial Times, The
Independent, The Daily Telegraph, The Sun, BBC,
BBC Scotland, The Economist, ELLE Magazine,,
VICE, Glamour, Dazed, i-D, Another Magazine, Man
Repeller, Another Magazine, Grazia, Stylist,
Cosmopolitan, Cosmo Girl
▹ Print Media: ES Magazine, Cosmopolitan, Glamour,
GRAZIA, i-D, Metro, Refinery29, Fashinista,
Telegraph, The Economist, ASOS Magazine,
Esquire, GQ, Vice, i-D, Vanity Fair, InStyle, Grazia,
Stylist
EXISITING CUSTOMER
• Social Media: Snapchat, YouTube, Facebook,
Instagram
• Website/Mobile App
• Interactive Outdoor Digital screens
• eMail Campaign
• Physical Web
• Digital Media: Daily Mail, The Metro, The Evening
Standard, The Guardian, The Independent, The Daily
Telegraph, The Sun, BBC, BBC Scotland, ELLE
Magazine, VICE, Glamour, Dazed, i-D, Another
Magazine, Grazia, Stylist, Cosmopolitan, Cosmo Girl
• Print Media: ES Magazine, Cosmopolitan, Glamour,
GRAZIA, i-D, Metro, Refinery29, Fashinista, Telegraph,
ASOS Magazine, GQ, Vice, i-D, InStyle, Grazia, Stylist,

Social Media: Snapchat, Pinterest, Facebook, Instagram

eMail Campaign:
Website/Mobile App
Digital Media: Daily Mail, The Metro, The Evening
Standard, The Guardian, Financial Times, The
SECONDARY Independent, The Daily Telegraph, The Sun, BBC, BBC
MESSAGE Scotland, The Economist, ELLE Magazine, WIRED, VICE,
Glamour, Dazed, i-D, Another Magazine, Digiday
• Print Media: ES Magazine, The Stylist , Cosmopolitan,
Glamour, GRAZIA, i-D, Metro, Refinery29, Fashinista,
Telegraph, The Economist, ASOS Magazine, Esquire, GQ,
Vice, i-D, Vanity Fair
• Social Media: Snapchat, YouTube, Facebook,
Instagram
Social Media: Snapchat, YouTube, Facebook,
• Website/Mobile App
• Website/Mobile App
• Interactive Outdoor Digital screens
• eMail Campaign • eMail Campaign
• Physical Web • Physical Web
• Digital Media: Daily Mail, The Metro, The Evening • Digital Media: Daily Mail, The Metro, The Evening
Standard, The Guardian, Financial Times, The Standard, The Guardian, The Independent, The Daily
Independent, The Daily Telegraph, The Sun, BBC, BBC Telegraph, The Sun, BBC, BBC Scotland, ELLE
Scotland, The Economist, ELLE Magazine,, VICE, Magazine, VICE, Glamour, Dazed, i-D, Another
Glamour, Dazed, i-D, Another Magazine, Man Repeller, Magazine, Grazia, Stylist, Cosmopolitan, Cosmo Girl
• Print Media: ES Magazine, Cosmopolitan, Glamour,
Another Magazine, Grazia, Stylist, Cosmopolitan,
GRAZIA, i-D, Metro, Refinery29, Fashinista, Telegraph,
Cosmo Girl
ASOS Magazine, GQ, Vice, i-D, InStyle, Grazia, Stylist,

56
Fig  52  Primary  and  secondary  message  t able  (Author  2016)
 57
Fig  53  Lookbook.  (Author  2016)
58
59
60
61
 MARKETING
COMMUNICATIONS
COMMUNICATION PLAN
SAVVY SHOPPER COSMOPOLITAN EXISISTING CUSTOMER

▹ Social Media: YouTube, Snapchat, Pinterest, Facebook ▹ Social Media: Snapchat, YouTube, Facebook, ▹ • Social Media: Snapchat, YouTube, Facebook, Instagram
eMail Campaign ▹ Website/Mobile App ▹ Website/Mobile App
▹ Website/Mobile App ▹ eMail Campaign ▹ eMail Campaign

▹ Digital Media: Daily Mail, The Metro, The Evening ▹ Physical Web ▹ Physical Web
Standard, The Guardian, Financial Times, The Independent, ▹ Digital Media: Daily Mail, The Metro, The Evening Standard, The ▹ Digital Media: Daily Mail, The Metro, The Evening Standard, The Guardian,

The Daily Telegraph, BBC, The Economist, Elle Magazine, Guardian, Financial Times, The Independent, The Daily Telegraph, The Independent, The Daily Telegraph,, BBC, BBC Scotland, ELLE Magazine,
PRIMARY
WIRED, VICE, Glamour, Dazed, i-D, Another Magazine, The Sun, BBC, BBC Scotland, The Economist, ELLE Magazine,, VICE, VICE, Glamour, Dazed, i-D, Another Magazine, Grazia, Stylist, Cosmopolitan,
MESSAGE
Digiday Glamour, Dazed, i-D, Another Magazine, Man Repeller, Another Cosmo Girl

▹ Print Media: ES Magazine, The Stylist, Cosmopolitan, Magazine, Grazia, Stylist, Cosmopolitan ▹ Print Media: ES Magazine, Cosmopolitan, Glamour, GRAZIA, i-D, Metro,
Glamour, Grazia, i-D, Metro, Telegraph, The Economist, ▹ Print Media: ES Magazine, Cosmopolitan, Glamour, GRAZIA, i-D, Refinery29, Fashinista, Telegraph, ASOS Magazine, GQ, Vice, i-D, InStyle,

ASOS Magazine, Esquire, GQ, VICE, Vanity Fair Metro, Refinery29, Fashinista, Telegraph, The Economist, ASOS Grazia, Stylist,
Magazine, Esquire, GQ, Vice, i-D, Vanity Fair, InStyle, Grazia, Stylist

▹ Social Media: Snapchat, Pinterest, Facebook, Instagram ▹ Social Media: Snapchat, YouTube, Facebook, ▹ • Social Media: Snapchat, YouTube, Facebook, Instagram
▹ eMail Campaign: ▹ Website/Mobile App ▹ Website/Mobile App

▹ Website/Mobile App ▹ eMail Campaign ▹ eMail Campaign

▹ Digital Media: Daily Mail, The Metro, The Evening Standard, ▹ Physical Web ▹ Physical Web
The Guardian, Financial Times, The Independent, The Daily ▹ Digital Media: Daily Mail, The Metro, The Evening Standard, The ▹ Digital Media: Daily Mail, The Metro, The Evening Standard, The Guardian,
SECONDARY Telegraph, BBC, BBC Scotland, The Economist, ELLE Guardian, Financial Times, The Independent, The Daily Telegraph, The Independent, The Daily Telegraph, BBC, BBC Scotland, ELLE Magazine,
MESSAGE Magazine, WIRED, VICE, Glamour, Dazed, i-D, Another The Sun, BBC, BBC Scotland, The Economist, ELLE Magazine,, VICE, VICE, Glamour, Dazed, i-D, Another Magazine, Grazia, Stylist, Cosmopolitan,

Magazine, Digiday Glamour, Dazed, i-D, Another Magazine, Man Repeller, Another Cosmo Girl

▹ Print Media: ES Magazine, The Stylist , Cosmopolitan, Magazine, Grazia, Stylist, Cosmopolitan, Cosmo Girl ▹ Print Media: ES Magazine, Cosmopolitan, Glamour, GRAZIA, i-D, Metro,
Glamour, GRAZIA, i-D, Metro, Refinery29, Fashinista, Refinery29, Fashinista, Telegraph, ASOS Magazine, GQ, Vice, i-D, InStyle,

Telegraph, The Economist, ASOS Magazine, Esquire, GQ, Vice, Grazia, Stylist,
i-D, Vanity Fair

63
DRIP MODEL

Fig 54. Drip Table. (Author 2016) 64

PROCESS

Fig 55 Process Table (Author, 2016) 65

PHYSICAL AMBIENCE

1 3

5 4

Fig 56 Physical ambience. (Author 2016)

66
ACTION
 SCHEDULE

68
Fig 57. Gant Chart. (Author 2016)
 INTERNAL & EXTERNAL RESOURCES
Internal External
• Marketing team- Market research • Logistics and courier

• Visual Merchandising Team- Website • Press release

creation and App design
• Development • Printing and publishing of ASOS
Magazine
• Promotional content- Look book, Video,
ASOS Likes Blogs • Event- Venue & catering

• ASOS Magazine content

Fig  58.  Internal  and  external  resources  t able.  (Author  2016) 69

BUDGET

Fig  59  Budget  t able.  (Author  2016)

70
CONTROL
KEY PERFORMANCE INDICATORS

q Driving sales by selling 7020 units at £194,430

q Raising engagement & awareness through social media (the usage of

#PluggedIn throughout social media channels and Snapchat's geo filter)
By increasing social media following by 2.5% (427,500)

q Raising traffic to web-site by attracting new segments of consumers:

Cospomolitans and Tech Savvy – Unique IP Address

q Retain customer attention and increase repurchase rate by 1.5% with

promotional content (ASOSlikes, Magazine, Social Media, e-mail marketing) –
CRM system data

72
CONVERSION RATE

We will stick to current ASOS measuring strategy by estimating conversion rate through:

q Share of online traffic (using Google Analytics to measure search terms in

search engines how many people visit the store daily? Did the number
increased since launching the new collection? When are the peak hours?)

q Sales (How many units got sold? How many are we left with at the expiry
date of the collection?)

q The Number of Followers On Social Media (Did we manage to attract new

audience of tech-savvy consumers? Measuring interactions through
followers, hashtags , direct mentions and re-posted content)

73
 CONCLUSION
The aim of this report was to determine The conceptual intention was to provide the Conclusively, in bringing together the

whether there lay an opportunity to tap into ASOS consumer with an innovative, and original aims of the concept together with

a new consumer segment and explore a adventurous method of blending two of the the ASOS philosophy, the end result has

new sector of the market . This objective most integral aspects of their lives: being been a collection that seamlessly integrates

was also set with the mindset of re-affirming fashionable at every step whilst always two substantial attributes that resonate

ASOS’s position as the number one being connected. The evidence provided throughout the lifestyles of the Millennial

destination for ‘ 20 Something’s’ through from our primary and secondary research consumer.

propelling the company’s to the forefront of shared a reoccurring theme. These were As a result, ASOS will cement its position as

innovation within the high-street market. that the target consumer held an invested a pioneer within the fast-fashion market.

The key messages that remained the interest in seeing both advanced, effortless

driving force for the collection were the technologies being incorporated into

ASOS pillars of bravery, creativity, additional aspects of their lifestyles, while

authenticity, fresh talent, individuality also seeing this integration realized through

and fashion for everyone. an accessible high-street retailer.

From its inception, ‘ Plugged-In’ was

nurtured with the spirit of bravery and Fig  60.  A SOS.  (Hathaway  2016)

creativity at the foreground.

74
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Fig  7  Author  ( 2016)  PESTEL  table,  own  w ork.

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Fig  8  Author  ( 2016)  S tatistics,  own  w ork.

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Fig  9  Author  ( 2016)  S WOT  table,  own  w ork.

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Fig  10  Author  ( 2016)  S PICC  table,  own  w ork.  

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Fig  11  Author  ( 2016)  B rand  positioning  diagram,  own  w ork.
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Fig  12  Author  ( 2016)  Company  m oodboard,   own  w ork.

Pinterest.com  ( 2016)  ASOS  loves  global  rythym.  Available  at:  https://uk.pinterest.com/pin/161637074105739781/  ( Accessed  01  June  2016).
Pinterest.com  ( 2016)  Perfect  summer  occasion   look.  Available  at:   https://uk.pinterest.com/pin/161637074106143584/   (Accessed  01  June  2016).
Pinterest.com  ( 2016)  The  lob  is  the  hairstyle  of  the  season.  Available  at:   https://uk.pinterest.com/pin/161637074105721242/   (Accessed  01  June  2016).
Pinterest.com  ( 2016)  Haircut  of  the  season.  Available  at:  https://uk.pinterest.com/pin/161637074105669865/   (Accessed  01  June  2016).
Pinterest.com  ( 2016)  Moody   California  w edding.  Available  at:  https://uk.pinterest.com/pin/161637074105972122/   (Accessed  01  June   2016).
Pinterest.com  ( 2016)  Laid  back   French.  Available  at:  https://uk.pinterest.com/pin/161637074105902211/   (Accessed  on   01  June  2016).
Pinterest.com  ( 2016)  S olange.  Available  at:  https://uk.pinterest.com/pin/161637074105723380/   (Accessed  on   01  June  2016).
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Pinterest.com  ( 2016)  City  of  Los  Angeles.  Available  at:  https://uk.pinterest.com/pin/161637074103739462/   (Accessed  01  June   2016).
Pinterest.com  ( 2016)  Autumn’s  answer.  Available  at:  https://uk.pinterest.com/pin/161637074103507330/   (Accessed  02  June  2016).
Pinterest.com  ( 2016)  S tatement  shoes.  Available  at:  https://uk.pinterest.com/pin/161637074106059153/  ( Accessed  02  June  2016)
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Pinterest.com  ( 2016)  Make  your   porridge  m ore  interesting.  Available  at:  https://uk.pinterest.com/pin/161637074105334082/   (Accessed  02  June  2016).
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Pinterest.com  ( 2016)  G irl  gang.  Available  at:  https://uk.pinterest.com/pin/161637074106022617/   (Accessed  02  June   2016).
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Pinterest.com  ( 2016)  Comfy  and  stylish.  Available  at:  https://uk.pinterest.com/pin/161637074105874359/   (Accessed  02  June  2016).
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Pinterest.com  ( 2016)  Oliver  Cheshire.  Available  at:  https://uk.pinterest.com/pin/161637074103675136/   (Accessed  02  June  2016).
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Pinterest.com  ( 2016)  G litter  eyes.  Available  at:  https://uk.pinterest.com/pin/161637074105246281/   (Accessed  02  June  2016).
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Fig 13  Author  ( 2016)  ASOS  Women’s  pen  portrait,  own  w ork.

UniversitycollegeLondon.com  ( 2016)  UCL.  Available  at:  https://platform.carbonculture.net/communities/ucl/30/ (Accessed  01  June  2016).
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Fig  14  ( Author  2016)  ASOS  Men’s  pen  portrait,  own  w ork.
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Fig  15,  16  and  17  Author  ( 2016)  ASOS  competitors  perceptual  positioning  m ap,  own  w ork.

Fig  18  Author  ( 2016)  ASOS  Objectives,  own  w ork.

ASOS.com  ( 2016)  ASOS  likes  love.  Available  at:  https://likes.asos.com/wp-­‐content/uploads/2016/02/asos-­‐likes-­‐love-­‐feature-­‐1280x1280.jpg  ( Accessed  24  May  2016).
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Fig  19.  Author  (2016)  Mens wear  and  Womens wear  Price  Architecture  Model,   own  w ork
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Fig  20.  Author  ( 2016)  Promotion   table,  own  w ork.

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WGSN  ( 2011)  Nivea  and  ASOS  campaign:  best  practice.  Available  at:  http://www.wgsn.com.arts.idm.oclc.org/content/search/#/nivea%2520and%2520asos%2520campaign (Accessed  03  
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Fig  21.  ASOS.com  (2016)  Mens new  in.  Available  at:  http://www.asos.com/men/new-­‐in-­‐clothing/cat/pgecategory.aspx?cid=6993&via=top (A  

Fig  22.  Micallef,  L.  ( 2016)  ASOS  packaging.  Available  at:  http://lizmicallef.co.uk/work-­‐2 (Accessed  03  June  2016).

Fig  23  Author  ( 2016)  Opportunity   in  the  m arket,  own  w ork.

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Fig  24  Author  ( 2016)  concept,   own  w ork.  

Fig  25  Author  (2016)  R ange  plan  m oodboard,   own  w ork.

Fig  26-­‐30  Author  ( 2016)  integration  in  phones,  own  w ork.

Fig  31-­‐32  Author  ( 2016)  Value  tables,  own  w ork.

Fig  33  Author  ( 2016)  S WOT  table,  own  w ork.

Fig  34  Author  (2016)  Social  and  cultural  trends  table,  own  work.
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Fig  36  R ebeccaminkoff.com  (2016)  R ebecca  Minkoff VR  headset.  http://www.rebeccaminkoff.com/virtual-­‐headset (Accessed  02  June  2016).  

Fig  37.  Author  (2016)

Fig  38.  Author  ( 2016)  S egmentation  table,  own  w ork.  

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Fig  39  Youtube.com   (2015)  Daisy  R idley  and  John  B oyega  interview.  Available  at:  https://www.youtube.com/watch?v=FDLBs_CTFCA (Accessed  02  June  2016).

Fig  40,  41  and  42  Author  ( 2016)  ASOS  plugged  in  competitor  perceptual  positioning  m ap,  own  w ork.  

Fig  43  Author  ( 2016)  Competitor  analysis  table,  own  w ork.

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Fig  4 4  Author  (2016)  Product  range,  own  work.

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(Accessed   02  J une  2 016).  

Fig  4 6  Author  (2016)  ASOS  plugged  i n  price  architecture,  own  work.  

Fig  4 7  Pinterest.com  (2016)  6 0  most  popular  fashion  pins.  Available  at:    https://uk.pinterest.com/pin/495325658998415456/ (Accessed  0 3  J une  2 016).   81
Fig  48  Author  ( 2016)  ASOS  on  m ac  m ock   up,  own  w ork.
Dogoilpress.com  ( 2016)  Mac.  Available  at:  http://www.dogoilpress.com/data/wallpapers/5/FDS_367475.png  ( Accessed  02  June  2016).
ASOS.com  ( 2016)  ASOS  homepage.  Available  at:  http://www.asos.com/women/?via=top  (Accesed 02  June  2016).

Fig  49  Author  ( 2016)  F KA  Twigs  board,  own  w ork.

Theyoungturks.co.uk (2016)  F KA.  Available  at:  http://theyoungturks.co.uk/store/view/ep2   (Accessed  03  June  2016).
Jones,  D.  ( 2015)  6  things  w e  know  about   FKA  Twigs.  Available  at:  http://www.dazeddigital.com/music/article/24993/1/six-­‐things-­‐we-­‐know-­‐about-­‐fka-­‐twigs-­‐m elissa-­‐ep  ( Accessed  03  June  
2016).
Leaper,  C.  ( 2014)  F KA  Twigs:  5  cool  things  you  need   to  know.  http://www.marieclaire.co.uk/news/celebrity/547272/fka-­‐twigs-­‐w ho-­‐is-­‐she.html  ( Accessed  03  June  2016).
Gettyimages.co.nz (2015)  Oshega music  and  arts  festival  2015.  Available  at:  http://www.gettyimages.co.nz/detail/news-­‐photo/twigs-­‐performs-­‐on-­‐day-­‐1-­‐of-­‐the-­‐osheaga-­‐m usic-­‐and-­‐art-­‐
news-­‐photo/482607718   (Accessed  03  June  2016).

Fig  50  Author  ( 2016)  App  w eekly  video   content,  own  w ork.

Fig  51  Author  ( 2016)  S toryboard,   own  w ork.

ASOS.com  ( 2016)  ASOS  Insiders.  Available  at:  http://www.asos.com/discover/personal-­‐stylist/  ( Accessed  01  June  2016).
Cleanorganisedfamily.com  ( 2016)  How  to  w ash  w hite  clothes.  Available  at:  http://www.clean-­‐organized-­‐family-­‐home.com/wash-­‐white-­‐clothes.html#sthash.e4kuuUBI.dpbs (Accessed  01  
June  2016).  
Aliexpress.com  ( 2016)  Wholesale  B luetooth  beacon.  Available  at:  http://www.aliexpress.com/store/product/Wholesale-­‐Round-­‐ibeacon-­‐Module-­‐with-­‐ibeacon-­‐firmware-­‐ibeacon-­‐SDK-­‐
Android-­‐IOS-­‐APP-­‐for-­‐Bluetooth-­‐ibeacon/112397_32310680601.html
Youtube.com   (2015)  Daisy  R idley  and  John   Boyega  interview.  Available  at:   https://www.youtube.com/watch?v=FDLBs_CTFCA (Accessed  01  June  2016).  
Youtube.com   (2016)  ASOS.  Available  at:  https://www.youtube.com/user/ASOSfashion/videos (Accessed  02  June  2016).  

Fig  52  Author  ( 2016)  Primary  and  secondary  m essage  table,  own  w ork.

Fig  53  Author  (2016)  Lookbook,   own  images.

Fig  54  Author  ( 2016)  Drip  table,  own  w ork.  

82
Fig  5 5  Author  (2016)  Process  table,  own  work.  
Gillikin,  J  (2016)  Importance  of  l ogos  i n  business.  Available  at:  http://smallbusiness.chron.com/importance-­‐l ogos-­‐business-­‐5 77.html (Accessed  0 3  J une  2 016)
ibeacon.com  (2016)  What  i s  i Beacon?  Available  at:  http://www.ibeacon.com/what-­‐i s-­‐i beacon-­‐a-­‐guide-­‐to-­‐beacons/ (Accessed  0 3  J une  2 016).
Ibeaconinsider.com  (2016)  Beacons  to  i nfluence  $ 7.5  billion  i n  millennial  spending.  Available  at:  http://www.ibeacon.com/beacons-­‐to-­‐i nfluence-­‐7 -­‐5 -­‐billion-­‐i n-­‐millennial-­‐spending-­‐this-­‐
holiday-­‐season/ (Accessed   03  J une  2 016).  

Fig  5 6  Author  (2016)  Physical  ambience,  own  work.

Fig  5 7  Author  (2016)  Gant  c hart,  own  work.  

Fig  5 8  Author  (2016)  Internal  and  external  resources  table,  own  work.

Fig  5 9  Author  (2016)  Budget  table,  own  work.  

Fig  6 0  Hathaway,  S  (2016)  Rise  of  shoppable content  will  c hange  the  face  of  advertising.  Available  at:     http://www.theguardian.com/media-­‐network/marketing-­‐agencies-­‐association-­‐
partner-­‐zone/rise-­‐shoppable-­‐c ontent-­‐retail-­‐marketing (Accessed  03  J une  2 016).  

Fig  6 1  Independent.co.uk (2016)  ASOS  models.  Available  at:  http://static.independent.co.uk/s3fs-­‐public/thumbnails/image/2014/01/14/09/asos-­‐c ampaign-­‐j peg.png (Accessed  0 4  J une  
2016).  

Fig  6 2  (Author  2 016)  ASOS  magazine  covers,  own  work.    

Trendhunterstatic.com (2011)  ASOS  mag  J une  1 1th.  Available  at:  http://cdn.trendhunterstatic.com/thumbs/asos-­‐magazine-­‐j une-­‐2 0111.jpeg (Accessed  0 4  J une  2 016).  
Fashiongonerouge.com (2016)  ASOS  magazine  Spring  2 016.  Available  at:  http://www.fashiongonerogue.com/wp-­‐c ontent/uploads/2016/02/Amandla-­‐Stenberg-­‐ASOS-­‐Magazine-­‐Spring-­‐
2016-­‐Cover-­‐Photoshoot01.jpg (Accessed  0 3  J une  2 016).  
Celebeat.com (2015)  Taylor  Swift  i s  ASOS  magazine  cover  girl.  Available  at:  http://images.celebeat.com/data/images/full/3708/taylor-­‐swift-­‐i s-­‐asos-­‐magazine-­‐s-­‐j anuary-­‐c over-­‐girl.jpg
(Accessed   03  J une  2 016).  
Thebestfashionblog.com (2013)  ASOS  September  magazine.  Available  at:   http://thebestfashionblog.com/wp-­‐c ontent/uploads/2013/07/ASOS-­‐Magazine-­‐September-­‐2 013-­‐1 .jpg (Accessed  
03  J une  2 016).    
Wordpress.com (2012)  Azealia Banks  covers  ASOS.  Available  at:  https://loft965.files.wordpress.com/2012/12/azealia-­‐banks-­‐c overs-­‐asos-­‐magazine-­‐j anuary-­‐2 013.jpeg  (Accessed  03  J une  
2016)   83
Thesnobetter.com (2014)  Solange for  ASOS.  Available  at:  Theshttp://thesnobette.com/wp-­‐c ontent/uploads/2014/04/SolangeAsos-­‐1 .jpg  (Accessed  0 3  J une  2 016).
APPENDIX
 Appendix I  Author  (2016)  Survey  monkey.  Available  at:  https://www.surveymonkey.co.uk/r/82DM58P (Accessed   01  June  
2016).  The  survey  received  100  responses   after  being  shared  on  a  variety  of  social  media  platforms.  The  idea  was  to  get  
feedback  from  our  target  audience  on  their  views  of  our  gender  neutral  collection  with  infused   technology.

Most  of  the  audience  shop  for  apparel  online  

78%  of  the  audience   were  female. Majority  of  the  audience  were   0-­‐1  times  per  month.
aged  18-­‐24.

Low  price  was  the  most  popular   56%  of  the  audience   would  possibly   buy  a   Over  half  of  the  audience  were  possibly   interested  in  
answer. limited  edition  collection. connecting  clothing  and  technology. 85
 55%  voted  loyalty  programme's Majority  of   the  audience  said   47%  voted  for  keeping   up   to  date  
and  discounts  and  50%  for  styling   they  were  possible  interested. with  technological  trends,   and  44%  
tips  and  videos.   voted  for  digital  media  over  using  
traditional  methods.  

To  conclude,   the  results  show  that  the  audience  are  interested  in  our  technology   infused   clothing,   which  
could  be  to  do  with  them  keeping   up   with  technological   trends.  It  is  clear  we  should   use  digital  media  to  
market  this  to  the  audience  as  it  is  what  appeals  to  them.  

86
WOMEN’S WIDTH & DEPTH
WIDTH
Tops Dresses Skirts Jackets Trousers Jeans Shoes Accessories Swimwear
High   neck Body  con Maxi Leather   Culottes Skinny Flat Bags Bikinis

Cami Maxi Midi Denim Cigarette Mom High   heel Purses Swimwear

Crop  Top Mini Mini Parka Wide  leg Boyfriend Mid  heel Jewelry Premium

Blouses Midi Pencil Trench  coat Joggers Cropped Trainers Sunglasses Plus  size

T  shirts Skater Skater Raincoat Skinny High   Waist Boots Hair   Maternity
accessories
Bodies Shift A  line Bomber Leggings Flared Sandals
Belts
Long   Wedding Suede Knee  High
Sleeved Socks  and  
tights
Vests Appendix   II.  A SOS  Women  and men's  w idth  and  depth. 87
MEN’S WIDTH & DEPTH
WIDTH

T-­‐shirts Jackets Bottoms Jeans Shoes Shorts Swimwear Accessories

Plain Bombers Cropped Extreme  super Boots Denim Board  shorts Bags
skinny
Muscle  fit Leather Chinos Chelsea Chino Swim  shorts Belts
Skinny
Long   Denim Joggers Trainer Jersey Trunks Hats
sleeved Ripped
Parkas Cargo Sandals Smart Jewellery
Striped Straight  fit
Quilted Sliders Cargo Sunglasses
Logo
Trench Watches
Vests
Wallets

Appendix   II.  A SOS  Women  and  men  w idth  and  depth.  (Author  2016) 88
MOODBOARD
MEN’S

89
Appendix   III ASOS  Men's  customer  profile  board.  (Author  2016)
MOODBOARD
WOMEN’S

90
Appendix   IV  A SOS  Women's  customer  profile.  (Author  2016)
PRICE RANGE

Appendix   V   (Author  2016)  Price  range,  own  w ork. 91

DEMONSTRATIONAL VIDEO

http://bit.ly/1U4GwWw

Appendix   VI  (Author  2016)  A SOS  plugged  in  v ideo,  own  w ork. 92

Appendix   VII  (Author  2016)  A SOS  Press  release,  own  w ork. 93
 FACT SHEET
Fig  61  A SOS  models.  (Independent.co.uk  2016)

Appendix   VIII  (Author  2016)Fact  sheet,  own  w ork.

OVERVIEW

16.5M social 62% of visits come

10.7M active followers from a mobile device
customers

U.K sales up 25% 1M new

and International Over 80,000
customers
sales up 18% products
from 2015
from 2015 available

Shipping 6.5M customer queries 3.3M site visits

available to 240 within 6 months from each day
countries March 16
CUSTOME R &
TE CHN OLOGY

▷ 77% out of 2,000 Millennials surveyed

▷ More than 70% of Millennials
thought they would be less employable
think that new technology make
if they did not keep up with
their lives easier
technological advances

▷ 52% of Millennials said that the ▷ More than a third of Millennials

technology a brand uses is the surveyed (out of 3,000) said that they
most important factor when would remain loyal to brands that are
making a purchase up-t—date with technology

▷ 57% of Millennials prefer an

app experience over a mobile
browser
I N I T I AT I V E S

▷ Partnered with British ▷ Cut the size and

Paralympic Association number of swing
to design formal and tickets attached to our
ceremony wear for products, saving
Paralympic GB in Riod approximately 7 tonnes
de Janeiro, Brazil in of cardboard annually
September 2016

▷ Expanded our rural water catchment in Keyna to provide

water to 7,000 local people each year making it easier for
people to devote more time to education, enterprise, jobs &
training

Fig  62.  A SOS  magazine  covers.  (Author  2016)

 PROJECT
BACKGROUND
Appendix   XI  (Author  2016)  A SOS  project  background,  own  w ork.
FKA TWIGS
The personification of contemporary cool – this home-grown Brit has
brought an entirely new perspective on alternative sounds and futuristic
aesthetics to the music industry.

Modern day Renaissance woman – a singer, dancer, director, fashion

muse and model has released three award wining EPs since 2012. and
sweeped multiple awards for her aesthetically trailblazing videos.

Not only that but she’s the leading figure in forward looking fashion
field, hence the Fashion Innovator Award received in 2015 at the British
Fashion Awards.
 INSIDERS
ASOS Insiders can be found through Instagram with daily edits of
inspiration and fashion advice using clothing and products straight from
the ASOS website. With thousands of followers on each account and
hundreds of likes on every photo uploaded, this proves that social
media is the perfect platform to connect to a variety of customers
depending on their taste and style of clothing. @ASOS_Alice @ASOS_Alice

With these bloggers also posting product information on their blogs

which is linked through their Instagram account, it allows easy access to
ASOS products as well as their Insider Page which provides their top
picks in clothing, accessories, shoes, and beauty.

@ASOS_Alice @ASOS_Gamze
 B LOG G ER S
Nonaffiliated bloggers (such as Sarash Ashcroft and Martell Campbell)
bring a significant amount of traffic to the website through their social
media platforms as they feature products that are sold on ASOS.

Such collaborations work both ways as the bloggers get the the chance
to be the first ones to be introduced to ASOS new collections, initiatives,
campaigns and events while ASOS get a wider audience of people
coming from the bloggers in addition to, more traffic to their website
and social media sites.
 ASOS LIKES
ASOS Likes is a blogging platform mainly used by the ASOS staff to
upload content pertaining to their ASOS magazine, trending stories,
fashion and beauty news keeping the same quirky sense of aesthetics.

Content is divided into three sections:

1) Look hot, concentrating on the newest trends and style based
articles
2) Be smart is based on interviews with fashion industry experts,
celebrity insight and discussion articles
3) Have fun recycles some of the articles published in the ‘Be smart’
category in addition to short funny pieces, based on topics, highly
relevant to 20-somethings

ASOS Likes allows the brand to communicate to their consumers what

their employees think is interesting or funny which then helps the brand
to establish a deeper connection with the customers in a non-selling
way.
Marketplac
M ARK ET PL AC E

e
ASOS provides its customers with a separate tab which brings together
a variety of vintage boutiques and independent labels from all over the
world. The marketplace allows small brands to not only gain attention,
but also promotes expansion and new worldwide customers. Brands
also have the chance of entering a competition with ASOS with a grand
prize of £50,000 which allows under-the-radar brands to be discovered.
#AsSeenOnMe
Using the #AsSeenOnMe hashtag through various forms of social media
platforms such as Instagram, Twitter, and Facebook allows ASOS
customers to share how they styled an outfit using garments that are
sold on the website or provide an alternative garment that has a similar
look. This kind of interaction between users promotes engagement with
the brand as they have the chance to be featured on the #AsSeenOnMe
webpage and gain recognition and possibly new followers on social
media sites.
 ECO-EDIT

Current ASOS sustainability efforts are showcased through their Eco-Edit

tab. Sourced from across the globe, clothes, accessories and beauty
items are sold (Only available to women at the moment).