LIBERTY LOOKS “How to remain relevant in today’s digital environment?

”
Fashion Futures and Innovation

BA (Hons) Fashion Marketing Year 3

15442325

In collaboration with Word Count: 2557

Fig 1. Liberty London (Greenlight 2015)

 CONTENTS
CONCEPT AND RATIONALE 1 TACTICS 39-41
Promotion 40
LIBERTY LONDON 2-4 Press release 41
SPICC 5
SWOT 6 ACTION 42-44
PESTEL 7 GANTT chart 43
Segmentation, targeting and positioning 8 Budgeting 44
Pen portrait 9
Competitor analysis 10-12 CONTROL 45-46
KPI’s, monitoring and control 46
SITUATION 13-15
SWOT 14 Expanding the concept 47
SPICC 15
Risk Analysis 48
OBJECTIVES 16-17
CONCLUSION 49
STRATEGY 18-38
Segmentation, targeting and positioning 19 REFERENCES I-VII
Pen portrait 20
Competitor analysis 21-23
Liberty Looks concept 24-33
DRIP 34
USP, place and product 35
Process 36-37
People 38
 EXECUTIVE SUMMARY
The report firstly focuses on research about Liberty London, including an internal analysis, customer profile and competitor
analysis to understand the brands current position. What is discovered in research is that the brand is not very digital but this is
because It is a more traditional brand and the department store is a historical building .

From this research, it meant that the concept would best suit a traditional piece of media, but make it digital to suit the brand and
it’s customers. ‘Liberty Looks’ was created, and fits in with current technology market trends of digital integrated into fitting
rooms to make an easier and enjoyable experience for the customer. This concept is a digital look book, showcasing styling
advice and outfit ideas for the product the customer may be trying on.

The primary target market for the concept are Generation X aged 35-45 who live in central London and the surrounding area of
the store in Soho. However it could potentially appeal to millennials too who would use this concept based on the second floor
of the womenswear department, which has lower price points and the technology will appeal to the tech-savvy generation.

A mock up of how the Liberty look book will appear on screen at each step with information of how to use has been created to
give an idea of what the customer will see when using it in the fitting room. The promotional mix of paid, earned and owned
media is stated, which includes press coverage, social media platforms and Liberty London’s owned publications including the
in store newspaper. The concept will also be controlled and monitored through it’s KPI’s to ensure that it gets enough interaction
and interest from consumers.

INNOVATIVE CONCEPT RATIONALE

PROPOSAL

Liberty London will be collaborating with the The digital look book that has been
Fashion Innovation Agency to create a digital proposed to integrate into the fitting rooms
look book that will enhance the customers will provide customers with style advice,
fitting room experience. Mintel (2017) research an easier purchasing process and will
suggests the concept could appeal to consumers make customers feel as if they have their
as 87% of female shoppers prefer to be left own personal shopper. It made sense to
alone to browse in store without staff interaction collaborate with FIA as they specialise in
and 28% of these would like to see fitting rooms fashion and technology and are digitally
with digital interactions. Liberty is a historical aware.
store so this concept will challenge the brand
direction slightly, buy still suit the brands
heritage by making a traditional piece of media
turn digital. Using technology in fitting rooms
will allow retailers to understand consumers
shopping behaviour when combining e-
commerce and physical shopping (Laughlin &
Buchanan 2015). Liberty could gain a better
relationship with their customers.

1
LIBERTY LONDON
Liberty London is a luxury department store selling women’s,
men’s and children’s fashion, cosmetics, accessories and
homeware. The brand is mostly famous for their prints and
fabrics inspired from Japan and the Middle East.

It was founded in 1875 by Arthur Lasenby Liberty on 218a

Regent Street. In 1924, their iconic mock tudor building was
built and is still their present and only store (Liberty London
2017). Liberty’s retail flagship store is approximately 80,000
square foot with 564 employees (Bluegem 2017). They offer a
variety of store services, including a hairdressers and beauty
treatment rooms.

Their wholesale brand of their fabrics has an archive of over

43,000 designs. Liberty also have their own brand product line
of bags, scarves and accessories, sold in store and online. Whilst
there is no mission or vision published, Arthur Liberty “devoted
a vision of Eastern Bazaar and determined to change the look of
homeware and fashion” (Liberty London 2017).

USP and Core Values: A unique and historical building that is

associated with vibrant prints and textiles. The store gives a
homely feel to customers with its aesthetically pleasing
balconies, wooden staircases and fireplaces places in some of
their small quirky rooms. They offer a variety of products, many
of the unusual so customers should expect to find something
very different but exclusive.

Fig 2. Liberty London (The Dots 2017)

TIMELINE

Fig 3. Liberty London timeline (Author, 2017)

Fig 2. Liberty London inside (The Dots 2017).

COMPANY MOOD BOARD

Fig 4. Company mood board. (Author, 2017)

4
SPICC

Suppliers Publics Intermediaries Competitors Customer

• Suppliers of Liberty • The managing director • Liberty use creative • Selfridges Liberty’s target consumer is
include all the brands in and board member for communications agency • Harrods in ACORN classification A
the department store e.g. Liberty London is Marco Portas (Stewart 2017). • Harvey Nichols of Lavish lifestyles and B of
Valentino, Alexander Capello. • Liberty have used digital • Fenwick Executive wealth, who are
Wang. • The chief financial officer growth agency Greenlight • John Lewis affluent professionals and
• Some of Liberty’s store is Teresa Baker. digital (Greenlight 2015). • House of Fraser financially comfortable
services are concessions in • Gina Ritchie is the head • Liberty have their own in • Debenhams families, who have enough
store, such as Ruffians buyer for Liberty London house press office. • Westfield income to purchase high
barbers and Maria Tash (Bluegem 2017). priced luxury goods.
piercings (Liberty London
2017).

Fig 5. Liberty London SPICC. (Author 2017)

5
SWOT
Strengths
• Brand name and store is internationally recognised for being traditional
and British.
• Liberty’s iconic and huge range of prints and fabrics receive huge
recognition.
• Liberty London’s collaborations are always highly successful and
receive a lot of attention e.g. Liberty x Nike (Freshness 2011).
Opportunities
• To create an online shopping app, as 48% of the UK have purchased
goods on a smart phone in the past year (Mintel 2017).
• Opportunity to introduce technology in store to engage with customers.
Weaknesses
• Not everything in store is available online such as clothing. This is a
weakness as at 52%, clothing is the most popular item to purchase
online (Mintel 2017).
• Liberty London lacks in using technology in store compared to
competitors, especially as 57% of 18-37 year olds want stores to use the
latest technology (Mintel 2017).
Threats
• 42% of UK luxury consumers purchase online more than in store,
suggesting Liberty’s online brick and mortar store could be at threat of
making less profit (Mintel 2017).
• Liberty is a small department store and have a smaller selection of
products compared to other department stores. Consumers may shop
elsewhere to have a wider range of product selection.
Fig 6. Liberty London SWOT table (Author 2017)
6
PESTEL

Political Economical Social Technological Environmental Legal

Theresa May has The EU referendum Consumers are spending There has been a rise in Nasa (2017) claims that There are laws in the
claimed that Britain will result of Brexit has more of their disposable m-commerce within the the global temperature UK about data
copy trade deals that the weakened the pound income on social past year with 70% of has risen to 1.7 degrees protection bills and
EU have to give sterling against other experiences such as millennials and 66% of Fahrenheit since 1880. businesses need to
business certainty after currencies such as the eating out spa days with generation X purchasing Climate change has prevent and protect
the Brexit result (Rayner US dollar. This friends (Mintel 2017). products on their mobile resulted in extreme accounts that could be at
2017). This will give increased tourism in the This will be beneficial phones (Orrigo 2016). weathers such as risk for being hacked.
Liberty more certainty UK by 15% in 2016 and to Liberty who offer a Liberty will need to heatwaves, droughts and The British public are
on their trade deals that increase of expenditure range of services in improve their store rainfall (Pidcock & soon to ahem more
they have. of 2% (Mintel 2017). store such as their cafe, experience to drive Pierce 2017). This will control over their
This suggests that treatment rooms and customers into store, impact businesses such personal information
international customers hairdressers. It will help especially if customers as Liberty because and who it is shared
may spend more in the drive customers into are choosing to shop global warming will with. If firms do not
UK such as at Liberty store who want more online through their mean no guarantee what follow these laws then
London because of the than just shopping. mobile devices more. the weather conditions they will face bigger
weakened pound will be, and what they fines (BBC 2017).
sterling. sell might not match the Liberty will have to
current weather ensure customers that
environment, resulting their personal details on
in loss of sales. Liberty’s database are
protected.

Fig 7. Liberty London PESTEL table. (Author 2017)

7
 SEGMENTATION, TARGETING AND
POSITIONING

Demographics

Generation X, ACORN categories: A Lavish lifestyles- metropolitan money, large house

luxury. B Executive wealth- asset rich families, financially comfortable families, affluent
professionals (ACORN 2017).

Geographics

National and International (tourists), central London

Psychographics

Social, opinion formers, quality over quantity

Behavioural

Diffusion of innovation theory: early adopters and early majority- experience

seekers, outgoing, hardworking (Kotler 2013:82).

8
PEN PORTRAIT

Elizabeth James, 40

Fig 9. Fashion blogger. (Pinterest 2017)

Fig 8. Liberty London pen portrait. (Author 2017)

POSITIONING MAP

The map shows that Liberty has an average

variety of products with low innovation compared
to their competitors.

Fig 10. Liberty positioning map. (Author 2017)

10
COMPETITOR ANALYSIS TABLE
BRAND AESTHETIC
Liberty London A British luxury department £2.50-£2 million
store with an eccentric
touch.
Selfridges A luxury department store
with an extravagant feel.
Harrods The leader in luxury retail
and department store with
an exquisite touch.
PRICE TECH INNOVATIVE
CONSTRUCTION CONCEPT
An app that links your
Instagram and Liberty
loyalty account and give
you personalized perks
based on the brands in store
that you follow on
Instagram (Hallissey 2014)
£1.99-£5 million They have used Augmented
reality for a watch store,
where customers could try
on watch designs virtually
(Fairs 2014)
£4-165 million Their app has a navigation
tool to guide customers
around the store (Pointr
2016)
BRAND WEAKNESS
Mintel (2016) claimed only
16% of generation X used
instagram regularly in the
past month. Liberty London
customers may not have or
use Instagram so will miss
out on the perks.
It lacks in privacy as
everyone can watch and see
what the person using the
technology is doing.
Could be distracting for
customers who are looking
at their phone for directions
rather than getting the full
store experience.
11
 BRAND AESTHETIC PRICE TECH INNOVATIVE
CONSTRUCTION CONCEPT
John Lewis UK premium department £1.95-£9,870 John Lewis have given their
store. staff iPhones with a ‘Partner
app’, which provides
information about products
and stock availability for
customers in store (Gwynn
2017).
House of Fraser High end department store. £1.79-£2000 Beacon technology on the
mannequins, sending to
their smartphones of
information about the
products the mannequin is
wearing (Vizard 2014).
Fig 11. Liberty London competitor analysis table. (Author 2017)
BRAND WEAKNESS
This is costly to give all
their shop floor staff
iPhones. John Lewis has
only put this in only 20 of
their stores so far and has
cost them £4 million
(Gwynn 2017).
Customers need to
download an app to get the
information. They may not
have the time or patience to
download it and may just
ask staff in store.
12
SITUATION
SWOT

Strengths Weaknesses
• Encourages customers to buy more products. • The styling options may not appeal to every consumer.
• Add more personalisation to their shopping experience. • Digital screens can be expensive.
• Reviews and ratings will give customers more reassurance with
their purchase.

Opportunities Threats
• Could increase footfall on the second floor of Liberty’s • Bad reviews could put customers off purchasing the product.
womenswear department. • A customer could see an outfit that they liked then discover it is
• Could appeal to men and could create a look book for menswear, as not available in their size. They may go search for the product
38% of men aged 25-44 are interested In touch screen interactions elsewhere.
in fitting rooms (Mintel 2017).

Fig 12. Liberty concept SWOT table. (Author, 2017)

14
 SPICC

Suppliers Publics Intermediaries Competitors Customers

• The digital screens will be • The managing director • Liberty London press In terms of the concept the Liberty Looks target
from Microsoft. and board member of team competitors are: consumer is ACORN
Liberty London is Marco • Liberty London • Ralph Lauren classification B of executive
Capello newspaper • Karl Lagerfeld wealth, including affluent
• The chief financial officer • Liberty London’s stylists • Westfield professionals, who are
is Teresa Baker (Bluegem • Heathrow airport personal financially comfortable
2017). shopping lounge enough to spend on luxury
• Nordstorm products (ACORN 2017).
• Farfetch
• Rebecca Minkoff
• Burberry

Fig 13. Liberty London concept SPICC. (Author 2017)

15
OBJECTIVES
 OBJECTIVES

• To increase awareness of the digital look book, giving customers style advice and reassurance with their
purchases.

• To increase the footfall on the second floor of Liberty London’s womenswear department by 10%.

• To increase Liberty loyalty on the floor by 10%.

• To gain press coverage in the following magazines: Elle, Woman & home, Marie Claire, Drapers and ST
magazine.

17
STRATEGY
SEGMENTATION, TARGETING AND
POSITIONING

Geographics/Demographics

27% of the population and largest generation in the UK are a mixture of millennials and generation X
aged 18-37. It is predicted that this age group will increase by 2.1% by 2021 (Mintel 2017). Generation X
mostly live in the areas of Westminster (36%), Kensington and Chelsea (34.9%) and City of London
(34%) (Rae 2015).

Psychographics
Luxury consumers are willing to pay more for products as they want high quality. They also expect an exclusive
service because of the price they are paying (Mintel 2017). Four out of five shoppers prefer to be left alone to
browse in store (Mintel 2017). Whilst luxury shoppers still want that one-on-one staff service, they like to be left to
browse without human interactions.

Behavioural

72% of generation X like to search a company of product before purchasing as they like to be reassured

on their purchases. After purchasing an item, they like to leave feedback on a brands website to share
their opinion with others (Bell 2016). It suggests their purchasing behaviours can be influenced by other
customers opinions which they trust. 19
PEN PORTRAIT
Sophia Smith, 37

Fig 14. Liberty Looks pen portrait table. (Author 2017)

Fig 15. Fashion Blogger. (Bialock 2016)

POSITIONING MAP

This map shows Liberty compared to there brand who

have used innovative technology in fitting rooms in
store. Liberty will never be as tech advanced as the
other brands because it is a historical store and is more
traditional. However the concept suits the store and
makes Liberty more relevant digitally.

Fig 16. Liberty Looks positioning map. (Author 2017)

21
COMPETITOR ANALYSIS

BRAND INNOVATIVE TECH CONCEPT HOW IT WORKS BRAND WEAKNESS

Liberty London A digital look book placed in the Customers scan the barcode of a There is only a small selection of
fitting rooms with styling options. product they’re trying on and styling options and these may not
styling options will appear. It also appeal to every consumer.
shows what sizes are in stock and
information on the products.
Customers can also leave reviews
of the products
Westfield Interactive mirrors fitted in the Virtual styling sessions are Items can look different in person
Sanderson Hotel rooms with virtual available by skipping Westfield’s to online so when it arrives the
styling sessions. stylists. Customers can use a search customer may not like the product.
engine with all the products
Westfield’s retailers sell, then get
them sent to their hotel room (Sigee
2016).
Karl Lagerfeld iPads in fitting rooms for customers Customers can take pictures of Not all customers may have these
to take ‘selfies’. themselves, to then upload and social media accounts so will not be
share them on their Facebook and able to share this content.
Twitter social media accounts for
friends to see (Sanghani 2014).

22

BRAND INNOVATIVE TECH CONCEPT HOW IT WORKS
Ralph Lauren Smart-mirror fitting rooms Interactive mirrors that show other
available sizes, get an employee to
get a new item for you and allows
customers to change the lighting
(Milnes 2016).
Heathrow airport (personal Social media mirror in personal Passengers who book personal
shopping lounge) shopping lounge. shopping can post photos and
videos and share on their social
media platforms, then get feedback
from their social community
(Hellyer 2016).
Fig 17. Liberty Looks competitor analysis. (Author 2017)
BRAND WEAKNESS
Ralph Lauren is a mid-market
luxury store and customers may
still want human one one-on-one
interaction rather than hardly any
interaction with staff at all.
These large mirrors can be seen by
anyone in the personal shopping
lounge, which means it lacks in
privacy for the customer using it.
23
 LIBERTY LOOKS

According to Mintel, the main innovation consumers want to see in store are digital screens. Whilst digital
screens appeal mostly to millennials at 39%, there is an interest for older consumers, with 20% of generation X
interested in digital screens (Mintel 2017).

Digital screens will be incorporated In the fitting rooms for customers, displaying Liberty Looks; the digital
look book. Installing interactive technology in fitting rooms can heighten the experience for trying on clothes
(Quinn 2012:77). It will give customers style advice and an easier fitting room experience. All outfits will be
created by Liberty’s stylists and personal shoppers to give customers the ultimate Liberty style.

To get the outfit options to appear, users must scan the barcode of the product on the screen. HL group (2016)
claim barcodes remain a relevant technology as they are a fast and accurate data capture option.

Liberty’s womenswear department covers two floors of the store. The second floor is luxury contemporary
clothing and whilst Liberty’s womenswear departments target market is generation X, the lower price points on
the second floor also appeal to millennials. Stewart (2017) states that 1 out of 6 people who shop on the first
floor of womenswear also shop on the second floor. The digital concept could potentially help increase footfall
on the floor is there is enough awareness and interest.

Over a quarter of department store shoppers are interested in technology giving advice on styling and the latest
trends (Mintel 2017). This suggests customers could be interested in a look book giving virtual style advice.

24
PERSONALISATION

As shown by Schmitt (2017) in fig 18, the only similarity

between luxury and digital is that they add personalisation.
He also explains that this means luxury brands need to
become accountable of who they are, what they do and
should focus on making the digital experience feel premium.
The look book will feel like a virtual personal shopping
experience with outfit options. Customers can access their
loyalty accounts like they do online but in store. The look
book will match the premium look of the website, which
already flows with the stores characteristics.

Fig 18. Digital vs. Luxury. (Schmitt 2017)

25

Fig 19. (Fashion Innovation Agency 2017)

The Fashion Innovation Agency (FIA) work with emerging technologies to help brands change the way they sell the
products to their target consumers (Fashion Innovation Agency 2017). They were chosen to collaborate with Liberty
because of their digital awareness and understanding of opportunities when combining fashion and technology. The
agency have also had previous success when working with other luxury brands.

26


Fig 20. Screens in fitting rooms. (Author 2017)

The digital screens will be placed on the side wall of the fitting room. The concept challenges the brands direction slightly as it
is a historical brand. However, using a traditional piece of media and changing it to digital will suit the brand. Arthur Liberty
did state that he wanted to ‘change to look of homeware and fashion’ so this could be Liberty’s way of becoming more
relevant in todays digital environment and still appealing to their target market (Liberty London 2017).
27


Fig 21. Liberty Looks the look book. (Author 2017)

Chevalier & Gutsatz (2012:196) state “Keeping a customer loyal and evolving new customers into loyal customers is
critical for the brand”. Customers can sign in or create a new Liberty loyalty account. Shoppers with less time can
continue as a guest. They can also change the language settings. 28


(Fig 21 continued)

The screen will welcome them with their name. Customers can access their loyalty and other account details the same
way they can online. Customers scan the barcode of the the product they are wearing to start.
29


(Fig 21 continued)

Four looks will appear on screen created by Liberty stylists. Each look will be named after the Liberty prints. For every four
looks, there will be at least one outfit that will be suitable for international customers from different cultures. This way it will
cater for all. 30


(Fig 21 continued)

Customers can click on the outfit they like to view the information about the products and see if they are in stock. Customers
can then ask staff to fetch the product for them. 31


(Fig 21 continued)

Customers can also see ratings and reviews left by other customers about the product and have the option to review the
product too. 32


(Fig 21 continued)

Once signed out it tells customers they can use the Liberty Looks hashtag when sharing photos on Instagram of the look book outfits.
The launch day of Liberty Looks will be on August 21st 2018 on World Fashion Day; a day of celebrating the spirit and art of fashion
worldwide. This suits Liberty best as they are associated with art, design and fashion, therefore is an appropriate day to launch. 33
DRIP

Differentiate
Using a traditional piece of media and incorporating it into a digital media.
Branding each look with a name of one of Liberty’s prints.

Reinforce
Enhances the customers experience and makes the purchasing process easier.
Collaborated with Fashion Innovation Agency to reinforce brand message digitally in store.

Inform
Libertys social media channels.

Direct mail.

Persuade
Customer reviews and ratings
Look book persuades customers to purchase more products, possibly an outfit instead of just one item.

34
USP AND VALUE PLACE
PROPOSITION

The digital screen will be places on the second

floor of the womenswear department installed in
the fitting rooms.

• A digital look book showcasing Liberty

London’s take on the latest trends, whilst
offering styling solutions for customers.

• An innovative concept that will enhance

customers fitting room experience.
PRODUCT

• Allows customers to add and view ratings and

reviews on products that they are trying on to
gain reassurance on purchases from peers.

35
• Something Liberty does not have and continues
with their brand reputation as it is a traditional The products featured in the look book will be
media turned into a digital version to appeal to from Liberty’s contemporary luxury womenswear
Liberty’s target market. floor and will also feature women’s shoes and
accessories sold in store.

 PROCESS
AWARENESS CONSIDERATION PURCHASE RETENTION ADVOCASY

• Newsletters via direct mail to • Direct mail

• Store only
• Updates on social media
Customers may see an outfit
create awareness to • Social media
• Customers can sign in or • Newsletter via direct mail
they like but then find out it is
customers.
• Liberty London newspaper create Liberty loyalty • Promotions via direct mail not available in their size.
• PR in monthly magazines account to keep track of
their points, receive offers
and gain a more
personalised experience.

Fig 22. Process Analysis. (Author 2017)

36
 Whilst Liberty London’s target market is generation X, the two womenswear floors are at different price points and the
second floors also appeals to millennials because of the lower prices. These two markets will incorporate the Digital
look book in different ways, suggesting the customer journey may vary.

Generation X

The target market will use the look book more for style advice and leave ratings and reviews to help with purchasing
decisions, especially as 56% of generation X research reviews and recommendations before purchasing.

Millennials

The secondary market will use the look book as more of a social aspect. They are most likely to use the hashtag
#Libertylooks and share outfits suggested by the look book on social media to show and share to friends what they
are doing.

37
 PEOPLE

Nicola Emily Jessica Melissa

Fig 23. Liberty London stylists. (Author 2017)

Liberty’s styling team will create all the looks featured in the look book. Not all customers will have the time for personal
shopping. Sorensen (2009) explains that there are different different types of shoppers which are quick, fill in and stock up.
Quick shoppers have shorter time to spend, fill in have medium time and stock up’s have the longest time spare. The digital
look book will be better for those with less time but it will allows customers to still get a personal stylist experience.

38
TACTICS
 PROMOTION
PAID
• Social media advertisements on Facebook and • Press coverage
Instagram.
• Paid advertisements in Elle, Woman & Home,
Marie Claire, Drapers and ST magazine.
Analysis: The two social media channels that
will be used the most is Facebook and
Instagram. Paid and owned posts will be used.
The press release will be sent out 4 weeks in
advance.
EARNED
• Word of mouth
Analysis: Market research suggests the concept
will appeal to the target market, and will rely on
them to spread the word. This could happen
through user generated content by posting
images on social media using the Liberty Looks
hashtag.
OWNED
• Liberty London social media accounts
• Liberty London newspaper
• Direct mail for loyalty customers
Analysis: Liberty London’s owned social media
platforms and the Liberty London newspaper
will be used to inform customers. Liberty
London loyalty customers will be told in
advance by direct mail.
Fig 24. Promotion table. (Author 2017)
40
PRESS RELEASE

Fig 25. Press release. (Author 2017)

41
ACTION
GANTT CHART

Fig 26. GANTT Chart. (Author 2017)

43
BUDGETING

MATERIALS
Digital Screens £24,000
MARKETING TOOLS
Social media and advertising £500
Press coverage £700
STAFF PAYMENT
Stylists £1200
Sales associates staff training £200
FASHION INNOVATION AGENCY £2000

TOTAL: £28,600

Fig 27. Liberty concept budgeting. (Author 2017)

44
CONTROL
KPIS, MONITORING AND CONTROL

KPI’s
Key KPI: Increase awareness of the digital look book giving styling advice whilst enhancing the customers fitting room
experience.
• Measurement of footfall conversion on the second floor of womenswear.
• Measurement of how often the digital screens are being used.

Monitoring
• Ratings and reviews checked daily to see how often they are left.
• Social media updated and checked daily to measure engagement with the hashtag.
• Using click through rates to measure direct mail engagement from customers.
• Check the amount of current Liberty loyalty customers and new Liberty loyalty accounts created that have used the digital
look book.

Control
• Social media hashtag #libertylooks checked daily to measure the engagement.
• Use click through rates to measure the engagement from Liberty loyalty customer through direct mail.
• Checking daily to see the amount of people using the screens, including the amount of new loyalty accounts created.

46
EXPANDING THE CONCEPT

Research has shown that men could be interested in a digital

look book as 38% of men aged 25-44 are interested in touch
screen interactions in fitting rooms (Mintel 2017). They also
prefer more visual social media sites such as Instagram and
27% like to use it to look for fashion inspiration (Mintel
2016). This suggests that they could be interested in a look
book as it is visual and would give them outfit inspiration

whilst shopping in store.

Fig 29. Fitting room. (Microsoft News 2014)

Fig 28. (Pinterest 2017)

47
RISK ANALYSIS

Although research shows that the target market could take interest in this innovative concept, there are still ricks that could
affect this which are:

• The look book might not gain enough interaction with customers as hoped for, suggesting that it would not make as much
profit and loyalty from the concept as hoped for.

• Technology trends change very quickly so launching next year in August could mean the concept might not gain as much
interest than if it was launched sooner.

48
CONCLUSION

The aim of this report was to make Liberty London remain relevant in today’s digital environment by creating a retail concept
with digital integration, whilst maintaining Liberty’s traditional heritage.

The name ‘Liberty Looks’ represents what the concept is about. The look book will be created by Liberty’s stylists to give the
ultimate quirky Liberty style, whilst following the latest trends. Out of the four looks, customers can choose which one appeals
to them the most. To be more reassured with their purchases, the ratings and reviews that they trust from. Peers will help
influence their purchasing decision.

To increase awareness of the digital look book, the marketing strategies used were using Liberty’s social media platforms, press
coverage and direct mail to their customers to inform them of this digital in store integration. The concept will also be reliant on
word of mouth to spread information one it has been launched to drive customers in store. The KPI’s of the Liberty loyalty,
footfall and social media will be monitored and controlled daily to ensure their is enough engagement. From this is will be
possible to tell if the objections have been reached in three months after the launch.

The digital look book will enhance the customers fitting room experience whilst making it an easier decision process for their
purchases. The concept fits in with the target market and current technology trends. It will also allow Liberty as a brand to
become more relevant in the current digital environment.

49
REFERENCES
ACORN (2017) The acorn user guide. Available at: https://acorn.caci.co.uk/downloads/Acorn-User-guide.pdf (Accessed 4th November 2017).

Bell, A. (2016) Gen-X:Priorities and spend. Available at:https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/68132/page/9 (Accessed

23rd October 2017)

Bluegem (2017) Liberty London. Available at: http://www.bluegemcp.com/our-investments/liberty (Accessed 17th October 2017)

Chevalier, M. & Gutsatz, M. (2012) Luxury Retail Management: How the World’s Top Brands Provide Quality Product and Service Support.
Chichester, John Wiley & Sons

Fashion Innovation Agency (2017) Available at: http://www.fialondon.com (Accessed 3rd November 2017)

Gough, O. (2017) What is the biggest driver of brand loyalty for generation X? Available at: http://smallbusiness.co.uk/brand-loyalty-generation-
x-2540506/ (Accessed 18th October 2017)

HL group (2016) The barcode continues to remain relevant. Available at: http://hlgroupinc.com/the-barcode-continues-to-remain-relevant-2/ (Accessed
6th November 2017)

Kotler, P. (2013) Principles of marketing. (6th ed.) Harlow: Pearson Education.

Laughlin, S. and Buchanan, V. (2015) Smart fitting rooms. Available at: https://www-lsnglobal-com.arts.idm.oclc.org/micro-trends/article/16876/
smart-fitting-rooms (Accessed 29th October 2017)

Liberty London (2017) Store Heritage. Available at: https://www.libertylondon.com/uk/information/the-store/store-heritage.html (Accessed 17th
October 2017)

Mintel (2016) Department stores. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/770029/?highlight#hit1 (Accessed 21st October
2017)

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Mintel (2017) fashion technology and innovation. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/849677/?highlight#hit1
(Accessed 29th October 2017)

Mintel (2017) Fashion technology and innovation. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/849695/ (Accessed 9th November
2017).

Mintel (2017) Premium brands. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/857707/ (Accessed 9th November 2017).

Mintel (2016) Youth fashion. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/807947/?highlight#hit1 (Accessed 5th November
2017).

Quinn, B. (2012), Fashion Futures, Merrell Publishing.

Mintel (2017) Fashion technology and innovation. Available at http://academic.mintel.com.arts.idm.oclc.org/display/849699/ (Accessed 21st October
2017)

Rae, A. (2015) The generations of the UK. Available at: http://www.huffingtonpost.co.uk/alasdair-rae/the-generations-of-the-uk_b_7856198.html

(Accessed 9th November 2017).

Schmidt, P. (2017) How digital democratised digital. Available at: https://www.luxurysociety.com/en/articles/2017/04/how-digital-democratised-

luxury/ (Accessed 29th October 2017)

Sorensen, H. (2009) Inside the mind of the shopper: the science of retailing. Upper Saddle River: N.J., Wharton School Pub.

Stewart, D. (2017) Liberty London womenswear manager. Spoken to on the 5th November 2017.

Fig 1 Greenlight (2015) Liberty appoints Greenlight digital to develop new commerce site. Available at: http://www.thedrum.com/profile/news/
221929/liberty-appoints-greenlight-digital-develop-new-commerce-site (Accessed 10th November 2017).

Fig 2. The Dots (2017) Liberty London. Available at: https://the-dots.com/pages/liberty-71216 (Accessed 10th November 2017)

Fig 3. Author (2017) Liberty London timeline, own work.

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Bluegem (2017) Marco Capello. Available at: http://www.bluegemcp.com/our-people/marco-capello (Accessed 10th November 2017)
Culture Whisper (2015) Liberty London. Available at: https://www.culturewhisper.com/r/article/preview/4793 (Accessed 10th November 2017)
Pinterest (2017) Liberty Prints. Available at: https://www.pinterest.co.uk/explore/liberty-of-london-fabric/?lp=true (Accessed 10th November
2017)
Sarah, A. (2012) Liberty Christmas shop. Available at: http://www.peanutbuttered.com/2012/12/20/liberty-christmas-shop/ (Accessed 10th
November 2017)
The Drum (2017) Like digital. Available at: http://www.thedrum.com/profile/project/260131/liberty-london-imessage-sticker-app (Accessed
10th November 2017)
Walters, G. (2015) Timeline: 140 years of Liberty London. Available at: http://www.telegraph.co.uk/fashion/brands/liberty-140th-anniversary/
liberty-140-year-history/ (Accessed 10th November 2017)

Fig 4. Author (2017) Company mood board, own work.

Amara (2017) Floral plates. Available at: https://www.pinterest.co.uk/pin/288934132335627668/ (Accessed 10th November 2017)
Pinterest (2017) Floral chair. Available at: https://www.pinterest.co.uk/pin/288934132335627625/ (Accessed 10th November 2017)
Pinterest (2017) Jewellery. Available at: https://www.pinterest.co.uk/pin/288934132335627670/ (Accessed 10th November 2017)
Pinterest (2017) Shirts. Available at: https://www.pinterest.co.uk/pin/288934132335709398/ (Accessed 10th November 2017)
Roses (2017) Beauty. Available at: https://www.pinterest.co.uk/pin/288934132335627685/ (Accessed 10th November 2017)

Fig 5. Author (2017) Liberty London SPICC, own work.

ACORN (2017) The Acorn user guide. Available at: https://acorn.caci.co.uk/downloads/Acorn-User-guide.pdf (Accessed 18th October 2017)
Bluegem (2017) Liberty London. Available at: http://www.bluegemcp.com/our-investments/liberty (Accessed 18th October 2017)
Greenlight (2015) Liberty appoints Greenlight Digital. Available at: http://www.thedrum.com/profile/news/221929/liberty-appoints-greenlight-
digital-develop-new-commerce-site (Accessed 10th November 2017)
Liberty London (2017) Store services. Available at: https://www.libertylondon.com/uk/information/the-store/store-services.html (Accessed 29th
Ocotber 2017)
Stewart, R. (2017) Liberty London marketing boss on its expanding print investment. Available at: http://www.thedrum.com/news/2017/07/28/
liberty-londons-marketing-boss-its-expanding-print-investment-it-still-has-value-0 (Accessed 17th October 2017)

Fig 6. Author (2017) Liberty London SWOT table, own work.

Mintel (2017) Department stores. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/81023/ (Accessed 21st October 2017)
Mintel (2017) Online retailing. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/845537/ (Accessed 18th October 2017)
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Mintel (2017) Online retailing- what they buy online. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/845535/ (Accessed 18th
October 2017)

Fig 7. Author (2017) Liberty London PESTEL, own work.

Orrigo, M. (2016) Mobile commerce growth is outpacing desktop ecommerce. Available at: https://www.handshake.com/blog/mobile-
commerce-growth/ (Accessed 3rd November 2017)
Mintel (2017) Department stores. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/844977/?highlight#hit1 (Accessed 3rd
November 2017)
NASA (2017) Global cliamte change. Available at: https://climate.nasa.gov (Accessed 3rd November 2017).
Pidcock, R. & Pearce, R. (2017) Attributing extreme weather to climate change. Available at: https://www.carbonbrief.org/mapped-how-climate-
change-affects-extreme-weather-around-the-world (Accessed 3rd November 2017).
Rayner, G. (2017) Britain’s ‘copy and paste’ trade deals. Available at: http://www.telegraph.co.uk/news/2017/08/30/britains-copy-paste-trade-
deals-uk-use-eu-templates-togive-certaintyfor/ (Accessed 3rd November 2017).

Fig 8. Author (2017) Liberty London pen portrait, own work.

ACORN (2017) The Acorn user guide. Available at: https://acorn.caci.co.uk/downloads/Acorn-User-guide.pdf (Accessed 18th October 2017)
Bell, A. (2016) Gen X: priorities and spend. Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/68132/page/9
(Accessed 21st October 2017)
Mortimer, N. (2014) Infographic: generation X just as tech savvy as millennials. Available at: http://www.thedrum.com/news/2014/07/04/
infographic-generation-x-just-tech-savvy-millenials (Accessed 21st October 2017)

Fig 9. Pinterest (2017) Fashion blogger. Available at: https://i.pinimg.com/736x/74/ae/12/74ae123f3b6f909e7c945b28dcc449b9.jpg (Accessed

21st October 2017)

Fig 10. Author (2017) Liberty London positioning map, own work.

Fig 11. Author (2017) Liberty London competitor analysis table, own work.
Fairs, M. (2014) Augmented reality demonstration at Dezeen’s imagine shop for Selfridges. Available at: https://www.dezeen.com/2014/01/17/
augmented-reality-demonstration-at-dezeens-imagine-shop-for-selfridges-movie/ (Accessed 30th October 2017)
Gwynn, S. (2017) John Lewis ramps up digital in-store experience. Available at: https://www.campaignlive.co.uk/article/john-lewis-ramps-digital-in-
store-experience-4m-mobile-investment/1426397 (Accessed 7th November 2017).
Hallissey, V. (2014) Liberty London turns instagram likes into loyalty perks. Available at: https://www.psfk.com/2014/12/liberty-london-turns-
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instagram-likes-into-loyalty-perks.html (Accessed 30th October 2017)
Mintel (2017) Marketing to generation X. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/774589/?highlight#hit1 (Accessed 30th
October 2017)
Pointr (2016) Harrods launches new navigation tool. Available at: http://www.pointrlabs.com/technology/press-release-harrods-launches-new-
navigation-tool-for-knightsbridge-store-just-in-time-for-christmas/ (Accessed 29th October 2017)
Vizard, S. (2014) House of Fraser introduces beacon technology to mannequins. Available at: https://www.marketingweek.com/2014/08/12/house-of-
fraser-introduces-beacon-technology-to-mannequins/ (Accessed 30th October 2017)

Fig 12. Author (2017) Liberty concept SWOT table, own work.
Mintel (2017) Fashion technology and innovation. Available at: http://academic.mintel.com.arts.idm.oclc.org/display/849699/?highlight#hit1
(Accessed 9th November 2017).

Fig 13. Author (2017) Liberty London concept SPICC, own work.
Acorn (2017) The acorn user guide. Available at: https://acorn.caci.co.uk/downloads/Acorn-User-guide.pdf (Accessed 7th Novemember 2017)
Bluegem (2017) Marco Capello. Available at: http://www.bluegemcp.com/our-people/marco-capello (Accessed 7th November)

Fig 14. Author (2017) Liberty Looks pen portrait table, own work.
ACORN (2017) The Acorn user guide. Available at: https://acorn.caci.co.uk/downloads/Acorn-User-guide.pdf (Accessed 18th October 2017)
Bell, A. (2016) Gen-X: priorities and spend. Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/68132/page/9 (Accessed
18th October 2017)
Kotler, P. (2013) Principles of Marketing. (6th ed.) Harlow: Pearson Education.
Gough, O. (2017) What is the biggest driver of brand loyalty for generation X? Available at: http://smallbusiness.co.uk/brand-loyalty-generation-
x-2540506/ (Accessed 18th October 2017)
Mayecreate (2017) Generational marketing. Available at: https://mayecreate.com/blog/generational-marketing-tips-for-reaching-generation-x/
(Accessed 18th October 2017).

Fig 15. Bialock, M. (2016) Best fashion bloggers in every age group. Available at: http://www.whowhatwear.co.uk/best-fashion-bloggers-at-every-age/
slide12 (Accessed 18th October 2017)

Fig 16. Author (2017) Liberty looks positioning map, own work.

Fig 17. Author (2016) Liberty looks competitor analysis, own work.
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Hellyer, S. (2016) Heathrow unveils social media mirror in T5 personal shopping lounge. Available at: https://www.frontiermagazine.co.uk/news/
airport/heathrow-unveils-social-media-mirror-in-t5-personal-shopping-lounge-12-12-2016/ (Accessed 3rd November 2017).
Milnes, H. (2016) Ralph Lauren’s connected fitting rooms. Available at: https://digiday.com/marketing/retailtech2016-inside-ralph-laurens-connected-
fitting-rooms/ (Accessed 3rd November 2017).
Sanghani, R. (2014) ‘Selfie’ iPads now in changing rooms: London store wants you to upload pics while getting dressed. Available at: http://
www.telegraph.co.uk/women/womens-life/10702404/Selfie-iPads-now-in-changing-rooms-Karl-Lagerfeld-wants-you-to-upload-pics-while-getting-
dressed.html (Accessed 7th November 2017)
Sigee, R. (2016) Shop the iStreet: how smart new tech is changing the future of fashion. Available at: https://www.standard.co.uk/lifestyle/fashion/
shop-the-istreet-how-smart-new-tech-is-changing-the-future-of-the-fashion-store-a3230446.html (Accessed 7th Novemeber 2017)

Fig 18. Schmidt, P. (2017) How digital democratised digital. Available at: https://www.luxurysociety.com/en/articles/2017/04/how-digital-
democratised-luxury/ (Accessed 29th October 2017)

Fig 19. Fashion Innovation Agency (2017) Fyodor Golan/Nokia. Available at: http://www.fialondon.com/project/fyodor-golan-nokia/ (Accessed 30th
October 2017)

Fig 20. Author (2017) Screens in fitting rooms, own work.

Mastrangelo, F. (2017) Fernando Mastrangelo Studio. Available at: https://www.1stdibs.com/dealers/fernando-mastrangelo-studio/ (Accessed 3rd
November 2017).

Fig 21. Author (2017) Liberty looks the look book, own work.
Matches Fashion (2017) ATM. Available at: https://www.matchesfashion.com/products/ATM-Patch-pocket-cotton-blend-T-shirt-1171494 (Accessed
3rd November 2017)
Matches Fashion (2017) Helmut Lang. Available at: https://www.matchesfashion.com/products/Helmut-Lang-Tom-of-England-2004-T-shirt-1176475
(Accessed 3rd November 2017)
Matches Fashion (2017) Loewe. Available at: https://www.matchesfashion.com/products/Loewe-Puzzle-leather-bag-1159329 (Accessed 3rd November
2017)
Matches Fashion (2017) The row. Available at: https://www.matchesfashion.com/products/The-Row-Baxerton-long-sleeved-T-shirt-217241 (Accessed
3rd November 2017)
Matches Fashion (2017) Re/Done Originals. Available at: https://www.matchesfashion.com/products/Re-Done-Originals-X-Hanes-The-1960s-cotton-
T-shirt-1165083 (Accessed 3rd November 2017)
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Fig 22. Author (2017) Process analysis table, own work.

Fig 23. Author (2017) Liberty London stylists, own work.

Liberty London (2017) Private suite. Available at: https://www.libertylondon.com/uk/information/the-store/private-suite.html (Accessed 6th November
2017)

Fig 24. Author (2017) Promotion table, own work.

Fig 25. Author (2017) Press release, own work.

Fig 26. Author (2017) GANTT chart, own work.

Fig 27. Author (2017) Liberty concept budgeting table, own work.

Fig 28. Pinterest (2017) Male blogger. Available at: https://www.pinterest.co.uk/pin/731060951982570501/ (Accessed 12th November 2017)

Fig 29. Microsoft News (2014) Microsofts connected fitting room. Available at: https://mspoweruser.com/check-out-the-microsofts-connected-fitting-
room-for-clothing-stores/ (Accessed 12th November 2017)

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