Marketing Plan - Body Shop

‘To increase The Body Shop’s Brand
Awareness and Consumer Engagement

Online’
Jodie Williams
St20137117
Ethics Number: 2020D5014
Supervisor: Dr Nicola Williams-Burnett
BSP6008 Marketing Plan

Cardiff Metropolitan University
BA (hons) Marketing Management
May 2021
Word Count: 8304
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Declaration
I declare that this Marketing Plan has not been accepted in substance for any
degree and is not concurrently submitted in candidates or any degree. It is the
result of my own independent research except where otherwise stated.
Jodie Williams
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Acknowledgements
I would like to express my sincerest gratitude to Dr Nicola Williams-Burnett, for

her ongoing guidance and continuous support during my marketing plan and
throughout all three years during my undergraduate degree at Cardiff
Metropolitan University.
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Contents
Title Page…………………………………………………………………………………….Pg.1
Declaration………………………………………………………………………………….Pg.2
Acknowledgements……………………………………………………………………..Pg.3
Contents………………………………………………………………………………………Pg.4-6
List of Figures……………………………………………………………………………….Pg.7
List of Tables………………………………………………………………………………..Pg.8
1.0 - Introduction…………………………………………………………………………Pg.9
2.0 - Situational Analysis……………………………………………………………..Pg.10
2.1 – Macro Analysis…………………………………………………………..Pg.10

2.1.1 - Political……………………………………………………………..Pg.10
2.1.2 - Economic…………………………………………………………..Pg.10
2.1.3 - Social…………………………………………………………………Pg.10-11
2.1.4 – Technological……………………………………………………Pg.11
2.1.5 – Legal…………………………………………………………………Pg.12
2.1.5 – Environmental………………………………………………….Pg.12
2.2 – Micro Analysis…………………………………………………………….Pg.13
2.2.1 - Market conditions……………………………………………..Pg.13-15
2.2.2 - Competitors……………………………………………………….Pg.15-16
2.2.3 - Industry structure………………………………………………Pg.17
2.2.4 - Customers / Consumer Persona…………………………Pg.17-18
2.2.5 – Stakeholders……………………………………………………..Pg.18
2.3 – Internal Analysis………………………………………………………….Pg.19
2.3.1 - Strategy……………………………………………………………..Pg.19
2.3.2 - Structure…………………………………………………………….Pg.19
2.3.3 - Style……………………………………………………………………Pg.20
2.3.4 - Shared values……………………………………………………..Pg.20
2.3.5 - Staff / Systems…………………………………………………….Pg.20.
2.3.6 - Skills……………………………………………………………………Pg.20
2.4 - TOWS Analysis……………………………………………………………..Pg.21
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3.0 - Objectives………………………………………………………………………………Pg.22
3.1– Brand Awareness………………………………………………………….Pg.22-23
3.1.1 - Improve brand awareness - influencer marketing..Pg.22
3.1.2 - Increase website traffic………………………………………..Pg.22
3.1.3 - Increase online sales…………………………………………….Pg.23
3.2 – Consumer Engagement…………………………………………………Pg.23-24
3.2.1 - Improve IG engagement – likes……………………………..Pg.23
3.2.2 - Improve IG engagement – followers……………………..Pg.23
3.2.3 - Improve IG - engagement rate………………………………Pg.24
3.3 – Financial Improvement…………………………………………………Pg.24
3.3.1 - Increase online sales driven from chosen platforms……Pg.24
4.0– Strategy…………………………………………………………………………………..Pg.25
4.1– Segmentation………………………………………………………………..Pg.25-28
4.1.1 - Generation Z…………………………………………………………Pg.25-26
4.1.2 - Generation Y (Millennials)…………………………………….Pg.26-27
4.1.3 - Generation X…………………………………………………………Pg.27-28
4.2 – Targeting – Differentiated Strategy……………………………….Pg.29-30
4.2.1 - Generation Z & Y: Social Media……………………………..Pg.29
4.2.2 - Generation X: Email and Google Ads……………………..Pg.29-30
4.3 – Positioning…………………………………………………………………….Pg.30-31
4.4 – Digital Marketing Strategy…………………………………………….Pg.32-33
4.4.1 - Social Media…………………………………………………………..Pg.32
4.4.2 - Google Ads…………………………………………………………….Pg.32
4.4.3 - Email Marketing…………………………………………………….Pg.33
4.5 – Justification………………………………………………………………….Pg.33-34
4.5.1 - Suitability………………………………………………………………Pg.33
4.5.2 - Acceptability………………………………………………………….Pg.34
4.5.3 - Feasibility………………………………………………………………Pg.34
5.0– Tactics…………………………………………………………………………………….Pg.35
5.1 - Campaign 1 - #GratefulForGratitude…………………………….Pg.36-44
5.1.1 - Instagram……………………………………………………………….Pg.36-40
5.1.2 - YouTube………………………………………………………………..Pg.41-44
5.2 – Campaign 2 – Refer a Friend………………………………………..Pg.45-50
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5.2.1 - Google Ads……………………………………………………………..Pg.45-47
5.2.2 - Email Marketing………………………………………………………Pg.48
5.2.3 - Instagram………………………………………………………………..Pg.49-50
5.3 – Campaign 3 – Online Purchases…………………………………….Pg.51-57
5.3.1 - Instagram……………………………………………………………….Pg.51-53
5.3.2 - YouTube…………………………………………………………………Pg.54-55
5.3.3 - Google Ads…………………………………………………………….Pg.56
5.3.4 - Email Marketing…………………………………………………….Pg.57
6.0 – Action…………………………………………………………………………………….Pg.58
6.1 - Year 1 Gantt Chart………………………………………………………..Pg.59
7.0 – Control…………………………………………………………………………………..Pg.62
7.1 - Financial Plan……………………………………………………………….Pg.63
7.1.1 – Year 1 Financial Plan……………………………………………….Pg.63
7.1.4 – Financial Plan Overview………………………………………….Pg.66
7.2 - KPI’s……………………………………………………………………………..Pg.67-68
7.3 - Contingency Actions…………………………………………………….Pg.69
8.0 – Appendices
Appendix 1 – Situational Analysis………………………………………….Pg.70-73
Appendix 2 – Strategy…………………………………………………………..Pg.73
Appendix 3 – Questionnaire Results……………………………………..Pg.74-75
Appendix 4 – Financial Plan Quarterly Review Goals…………….Pg.76-78
9.0 – References……………………………………………………………………………..Pg.79-86
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List of Figures:
Figure 1 - Global men’s grooming products market…………………………….Pg.11

Figure 2 - Beauty and personal care market………………………………………..Pg.13
Figure 3 - The Body Shop recent market report…………………………………..Pg.14
Figure 4 - Natural and organic cosmetics and personal care market……Pg.14
Figure 5 - Competitors Positioning Map………………………………………………Pg.15
Figure 6 - Mintel (2019) ………………………………………………………………………Pg.16
Figure 7 - Porter’s 5 Forces………………………………………………………………….Pg.17
Figure 8 - Consumer Profile…………………………………………………………………Pg.18
Figure 9 - Stakeholder Map…………………………………………………………………Pg.18
Figure 10 - Store Organisational Chart………………………………………………..Pg.19
Figure 11- Franchise Organisational Chart…………………………………………..Pg.19
Figure 12 - TOWS Analysis…………………………………………………………………..Pg.21
Figure 13 - Gen Z social media…………………………………………………………….Pg.25
Figure 14 - Gen Z persona……………………………………………………………………Pg.26
Figure 15 - Gen Y social media…………………………………………………………….Pg.26
Figure 16 - Gen Y persona 1…………………………………………………………………Pg.27
Figure 17 - Gen Y persona 2…………………………………………………………………Pg.27
Figure 18 - Gen X social media……………………………………………………………..Pg.28
Figure 19 - Gen X persona 1………………………………………………………………..Pg.28
Figure 20 - Gen X persona 2…………………………………………………………………Pg.28
Figure 21 - Gen X brand discovery……………………………………………………….Pg.29
Figure 22 - Perceptual map 1……………………………………………………………….Pg.30
Figure 23 – Perceptual map 2………………………………………………………………Pg.31
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List of Tables:
Table 1 – Objective 3.1.1………………………………………………………………….Pg.22

Table 8 – Integrated marketing mix………………………………………………….Pg.35
Table 9 – Year 1 Gantt chart……………………………………………………………..Pg.59
Table 10 – Year 2 Gantt chart……………………………………………………………Pg.60
Table 11 – Year 3 Gantt chart……………………………………………………………Pg.61
Table 12 – Year 1 financial plan…………………………………………………………Pg.63
Table 15 – Financial Plan overview……………………………………………………Pg.66
Table 16 – KPI’s…………………………………………………………………………………Pg.67-68
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1.0 - Introduction
The Body Shop was founded in 1976 by environmentalist and human rights campaigner Anita
Roddick. The brand has always emphasised on their ethically sourced ingredients and cruelty
free products right from the beginning. Now, with over 40 years of campaigning, change
making and smashing beauty industry standards, The Body Shop is still going strong with over
300 product ranges and 2500 stores worldwide (The Body Shop, 2016).
Research on The Body Shop has indicated that as of November 2020, only 1.61% of their
website traffic is sourced from social media (Similar Web, 2020). A vast amount of this
percentage comes from Facebook (72.36%), but only 2.17% comes from Instagram; this is
going to be our area for improvement.
Due to COVID-19, people have been restricted and are relying on buying products online now
more than ever. This has highlighted how important it is for businesses to make their audience
aware of their online presence and website to sell products. With the high street declining
and online sales increasing, this is a perfect time for The Body Shop to focus on e-commerce.
The marketing challenge for this plan is to to encourage The Body Shop’s consumer
engagement online and increase their brand awareness.
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2.0– Situational Analysis
2.1 – Macro Analysis
A macro-environmental analysis has been carried out to analyse the key external factors that
could influence The Body Shop. The factors associated with the macro environment are
political, economic, social, technological, legal and environmental.
2.1.1– Political
Due to sourcing their ingredients from overseas, The Body Shop are at risk of facing an
unstable political and economic climate as foreign markets face different rules and
regulations compared to the UK. Political instability could cause interruptions to their supply
chain.
Brexit has already affected The Body Shop (see appendix 1.1), however it will force some new
changes for The Body Shop from January 2021, the main ones being that they must follow the
new UK regulations, they need a UK-based responsible person, and different labels for the
UK/EU (with corresponding RP names and addresses).
2.1.2 – Economic
As a result of the coronavirus lockdown, The Centre for Economic and Business Research has
calculated that in 2020 the monthly hit to disposable incomes will fall to £515 per household
as workers lose their jobs, accept reduced pay or hours, or are placed on furlough (CEBR,
2020). As a result, this will impact The Body Shop’s sales due to consumers having less
disposable income to spend on goods, the demand for these products will fall.
Due to the deteriorating economic conditions in the United Kingdom, mainly from Brexit,
combined with an improving U.S. economy (Depersio, 2020) the current value of the pound
is weak in comparison with US dollars (see appendix 1.2). The weaker pound will result in a
increasing expense of importing foreign goods and this will force The Body Shop to raise the
prices of their cosmetics for consumers. Consequently, this could affect sales as consumers
may feel as if they could find a cheaper alternative elsewhere.
2.1.3 – Social
People becoming more environmentally aware is a factor that will have a major impact on
The Body Shop. 49% of consumers say they’re willing to pay more for products made in an
environmentally friendly manner (YouGov, 2020). This factor could be beneficial to The
Body Shop as championing sustainability is a core value of the brand (The Body Shop
International plc, 2020). As a result, this will cause demand for The Body Shop products
to rise and them receiving an increase of sales as consumers become more environmentally
involved.
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In recent years, males buying habits in the cosmetic market have been changing. They have
progressively become more aware of products for their hair/beard, but are also directing
more attention to skin care, body care and fragrance products. As shown below the size of
the global male grooming market is projected to continue to gradually increase every year
until 2024 (Statista, 2020).
(Figure 1 – Global men’s grooming products market)
This will have a positive affect on The Body Shop as they already offer products marketed
towards men including fragrances, skin care, body care and gift sets. This growing market will
be a good opportunity for The Body Shop, by If directing more marketing towards this
audience they could broaden and expand their consumer audience.
2.1.4 – Technological
The Body Shop uses social media to promote products, engage with consumers and create
awareness. Using social media platforms can help the business to attract customers, get
customer feedback and build customer loyalty, whilst increasing their market reach (Business
Gov, 2020).
A significant technological factor that affects The Body Shop directly is the research and
design of natural products, as well as the studies of plants and product exploration. The
research of using natural and organic ingredients in cosmetics is evolving as studies are finding
more and more benefits by using products from a plant origin. An example of this is shown in
appendix 1.4. This developing research into natural products will benefit The Body Shop as
they are very focused on creating cosmetics with natural and organic ingredients. This will
give The Body Shop the opportunity to create products using improved ingredients,
potentially providing consumers with products that could benefit them in new ways.
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2.1.5– Legal
The Body Shop must ensure that they abide to various regulations, one of the main ones being
health and safety laws. Regulation (EC) N 1223/2009 on cosmetic products is the main
regulatory framework for finished cosmetic products when placed on the EU market
(European Commission, 2017). They must also comply with the new UK laws due to the brexit
changes. If The Body Shop failed to comply with these regulations they would face some
serious legal and social implications. (More detail in appendix 1.5).
Due to The Body Shop sourcing their ingredients from countries outside of the EU, it is crucial
for them to follow the import laws (shown in appendix 1.5). If The Body Shop fails to meet
these regulations they will face customs civil penalties which can range from £1000 - £25,000
(Gov.UK, 2020).
2.1.6– Environmental
In terms of environmental factors, climate change and weather are the primary components
that will impact The Body Shop. Climate change and global warming will affect agriculture
production resulting in unstable supplies of raw materials and ingredients. A current example
of this is shown in appendix 1.6. These conditions can make it very difficult for farmers to
plan ahead and perform agriculture practices effectively. As a consequence, if this were to
happen it would severely affect The Body Shop. Their supply of goods would be unstable
which would impact their ability to provide finished products to consumers.
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2.2– Micro Analysis
A micro analysis has been completed to study the immediate environment factors that could
affect The Body Shop’s strategies and performance .
2.2.1– Market Conditions
As shown in the graph below, according to Mintel (2020) the size of the beauty and personal
care market was valued at £9.7m for 2019 and is projected to continue steady growth until
2024.
(Figure 2 – Beauty and personal care market)
Although consumer spending dropped by 2% in 2019, over the next five years the market
value is expected to rise by 1% by 2024 (Mintel, 2020). This is a smaller amount of growth
than the previous 5 years (1.4%), but it is still progressive as the market will continue to grow
and not decline.
This evidence shows that the market is healthy and will benefit The Body Shop as consumers
will continue to buy beauty and personal care products.
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The most recent market reports shows that when The Body Shop was still owned by L’Oréal
in 2017, they had the largest amount of sales in the beauty and personal care market with a
share of $28.6b (Shown below).
(Figure 3 -The Body Shop recent market report)
After going under the ownership of Natura, The Body Shop gained an annual net revenue
growth of 6.3% in the years 2018-2019 (Natura, 2019).
The Body Shop are also positioned in the natural and organic cosmetics and personal care
market. As shown in the graph below it is evidenced that this market is currently values at
$38.2bn and projected to reach $54.7bn by 2027.
(Figure 4 – Natural and organic cosmetics and personal care market)
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This report shows that this market is thriving and estimated to rapidly progress within in the
next few years. As a result, if turned out as expected this will bring The Body Shop more sales
and growth within their business as being natural/organic is one of the most significant focus
features.
2.2.2 – Competitors
The Body Shop’s main competitors are Lush, Estée Lauder, Bath and Body Works, Revlon and
Avon.
(Figure 5 – Competitors Positioning Map)
A perceptual map has been created to provide a visual representation of how consumers and
potential customers view The Body Shop compared to its competitors in terms of price and
ethical/naturalness. The Body Shop have a well established brand identity and awareness of
the brand. They are perceived by consumers to be one of the more ethical and natural brands
– mid range priced brands out of their competitors.
The Body Shop closest competition is Lush, which is seen to be one of the most innovative
brands and is in direct competition with The Body Shop on the ethical front. As shown in the
graph below, both The Body Shop and Lush are recognised as fun and ethical brands by
consumers (Mintel, 2019).
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(Figure 6 – Mintel, 2019)
Although Lush is perceived to be more expensive than The Body Shop, the brand is still on a
higher competitive level with consumers associating it with a more positive experience.
However, The Body Shop is still a trusted retailer which enjoys a high level of awareness and
positive experience amongst customers, just at a lower level than its rival Lush (Mintel, 2020).
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2.2.3– Industry Structure
A Porter’s 5 Forces framework analysis has been undertaken to assess the factors that
influence the competitive position of The Body Shop (more detail in appendix 2.1) . This
framework has been used to measure competition intensity, attractiveness, and profitability
of the industry/market (Scott, 2020).
(Figure 7 – Porter’s 5 Forces)
2.2.4– Customers
The Body Shop do not have a specific demographic that they focus on. Although they market
to all ages and genders, their consumer audience tends to be focused predominantly on
women between the ages of 18-55 and partially on men between the ages of 30-55.
A consumer persona has been created to represent what some of the key traits from a typical
customer of The Body Shop looks like.
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(Figure 8 – Consumer Profile)
2.2.5– Stakeholders
A stakeholder map has been produced to create a visual representation of the relationship
stakeholders have with The Body Shop – and potentially, the evolution of this relationship
over time (Gregoire, 2020).
(Figure 9 – Stakeholder Map)
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2.3– Internal Analysis
McKinsey 7s Model has been used to analyse the internal environment.
2.3.1 -Strategy
The Body Shops’s strategy is based on differentiation by focusing on ethical practices and
marketing sustainability and corporate social responsibility. This has been an effective
strategy for the brand as The Body Shop (and Lush) showed the highest levels of
differentiation and are both also viewed more fun and ethical in comparison (Mintel, 2019).
2.3.2 – Structure
(Figure 10 – Store Organisational Chart)
This is a organisational chart above is for a typical The Body Shop store. The structure of the
organisation is dictated by several factors such as the facility size, employees capability and
sales/profit goals. The chart can vary depending on these factors.
The organisations chart shown below represents The Body Shop’s franchising structure.
(Figure 11 – Franchise Organisational Chart)
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2.3.3 – Style
Anita Roddick was the original founder of The Body Shop who formed a transformational
leadership style for the brand. The primary principle that Anita focused on was combining
masculine and feminine values for sustainability and her cause for social responsibility. Anita
found that a blending of economic and social value creation is what offers success (Gaille,
2013). (More on Anita’s management style in appendix 3.1). Due to Anita’s passing in 2007,
Jeremy Schwartz has taken over leadership of The Body Shop and is continuing the same
management style.
2.3.4 – Shares Values
The shared values that guide employee behaviour and the company actions are based on their
5 core values. These are to support community fair trade, activate self esteem, defend human
rights, against animal testing and protect the planet. These values are considered in every
decision the employees make, and are at the foundations of the organisation.
2.3.5 – Staff / Systems
The Body Shop employs 10,000 people with a further 12,000 in their franchise team, and
operates in around 3,000 stores in more than 70 countries (The Body Shop Careers, ).
The recruitment process for The Body Shop is very simple as they offer a ‘open hiring’ system.
This means there are no interviews, background or drug tests. Once a job is available you
simply answer 3 yes or no questions, and if meet the basic requirements then the job is yours.
These employees go through a on the job training process. To progress, employees can be
payed to go on training courses in several departments such as sales, makeup, skin care, etc.
To achieve a management role you are required to go on further training courses. Once
employed, The Body Shop have a strong reward plan for their office based employees to keep
them motivated (more in appendix 3.2)
2.3.6 – Skills
The Body Shop recruit their employees for their attitude, and train up their skills. Employees
are often sent on training courses to keep up to date and maintain their ability to meet
consumers needs/trends.
The Body Shop has always run on passion, so it’s no surprise their work culture is unique. It’s
a smart, multi-cultural, fast-paced and genuinely caring environment where fun, dedication
and entrepreneurship are part of their daily lives (The Body Shop Careers,). Employees at The
Body Shop are innovative and think outside of the box whist keeping their customers at heart
of the business.
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2.4– TOWS Analysis
(Figure 12 – TOWS Analysis)
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3.0– Objectives
The primary objective of this plan is to improve The Body Shop’s brand awareness and
customer engagement online. In order to achieve this overall objective, 3 sub-objectives have
been identified to increase brand awareness and customer engagement as well as gaining
financial improvement over a 3 year time period.
3.1 – Brand Awareness
• We aim to use influencer marketing to increase our brand awareness by reaching new
audiences. We will use both male and female influencers, focusing on the social media
platforms Instagram and YouTube.
3.1.1 – Improve brand awareness by increasing the number of influencer marketing by 15

people in 3 years.
Number of Influencers
Time From To
Year 1 0 5
Year 2 5 10
Year 3 10 15
(Table 1 – Objective 3.1.1)

• We will increase our website traffic lead from 2.17% (Similar Web, 2020) up to 5% over
a 3 year period. Focusing on traffic driven from Instagram, YouTube, Email Marketing
and Google Ads.
3.1.2 – Increase website traffic from 2.17% to 12% in 3 years.

Increase of Website Traffic %
Time From To
Year 1 2.17% 4%
Year 2 4% 8%
Year 3 8% 12%

• Our annual online purchases will be increased by £1.8m over 3 years – with a larger
increase in the third year. This increasing of sales will be calculated from our current
amount of online purchases to date.
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3.1.3 – Increase online purchases by £1.8m in 3 years.
Increase of Online Purchases %
Time From To
Year 1 0 40% (£720,000)
Year 2 40% 75% (£630,000)

Year 3 75% 100% (450,000)

3.2 – Consumer Engagement
• Improve instagram engagement – The Body Shop’s current average likes per post sit
at 8692. We are aiming to increase likes by 4000 in 3 years. This increase will be
calculated starting from our current average likes per post.
3.2.1 – Improve Instagram engagement – increase likes by 4000 over 3 year time period.
Increasing Number of Instagram Likes
Time From To
Year 1 0 1000
Year 2 1000 2500
Year 3 2500 4000
• Followers – between March and November 2020 The Body Shop gained 80,000
followers on instagram (Speakrj, 2020). Our new aim is to increase followers by
150,000 in 3 years. This increase will be calculated from The Body Shop’s current
amount of followers.
3.2.2 – Improve Instagram engagement – increase followers by 150,000 over a 3 year time
period.
Increasing Number of Instagram Followers
Time From To
Year 1 0 40,000
Year 2 40,000 90,000
Year 3 90,000 150,000
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• Engagement rate – the highest average engagement rate The Body Shop reached in
2020 was 0.47% and the most recent figure at the end of 2020 was 0.39% (Speakrj,
2020). Our new aim is to reach an average engagement rate of 0.65% in 3 years.
3.2.3 – Improve Instagram engagement – increase engagement rate to an average of 0.65 over
a 3 year time period.
Increasing Engagement Rate %

Time From To
Year 1 0.39% 0.45%
Year 2 0.45% 0.57%
Year 3 0.57% 0.65%
3.3 – Financial Improvement
• Our financial objective will focus on increasing online sales that have been driven from
Instagram, YouTube, Google Ads and Email Marketing as these are the digital
platforms that will utilised in this marketing plan.
• We aim to reach an £150,000 increase from our current sales driven by the chosen
platforms over a 3 year period. This will be aiming for £37,500 in year 1, then growing
to £52,500 in year 2 and finally reaching £150,000 in with £60,000 in year 3. We will
take a base line of profit/sales monthly to measure the increase.
3.3.1 – To generate £150,000 in sales from website traffic driven from Instagram, YouTube,
Email marketing and Google Ads over a period of 3 years.
Increasing Number of Sales Driven by chosen platforms
Time From To
Year 1 0 25% (+£37,500)

Year 2 25% 60% (+£52,500)
Year 3 60% 100% (+£60,000)
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4.0– Strategy
The strategies The Body Shop will use are STP and Digital Marketing. Using these strategies
will work in congruence with The Body Shop’s objectives and allow them to implement a
suitable campaign for this challenge.
4.1 – Segmentation
By dividing The Body Shop’s customer market into defined and identifiable groups, it makes
it easier to understand the dynamics of their target consumers and meet the targets
preferences (Rizzi, 2020).
The Body Shop’s customers are mainly women of the ages 18-55, and partially men typically
aged 35-55. Due to the price range of the brand being more expensive than some of their
competitors, the audience focuses on middle class and upper middle class income individuals.
Customers also tend to be often beauty/health conscious or environmentally/socially aware
individuals.
The Body Shop’s customers can be segmented in to 3 sections when divided based on their
demographics – specifically their age groups (generations).
4.1.1– Generation Z
Gen Z are those who were born between

1997-2012. This market segment covers
The Body Shop’s 18-24 year old
audience.
This generation’s most popular

communication method for marketing is
social media and email. Gen Z’s most
used social media platforms are
Instagram, followed by YouTube and
Snapchat (Business Insider, 2019). Gen Z
are active email users – 58% check their
email multiple times a day and 23% check
at least once a day (Campaign Monitor,
2019).
(Figure 13 - Gen Z social media)
In terms of influencer marketing, Gen Z males tend to follow influencers primarily on

YouTube, whilst females tend to follow more on Instagram (Fontein, 2019). Due to The Body
Shop having little to none Gen Z male customers, the use of YouTube influencer marketing
could be a good possible opportunity for the brand.
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As shown by their preferred social platforms, Gen Z love purely visual content. When
attempting to lure this generation with marketing, video format is the most effective to
capture their short attention span – which averaged to be only 8 seconds long (Bump, 2020).
(Figure 14 – Gen Z persona)
4.1.2 – Generation Y (Millennials)
Gen Y are those born between 1981-

1996. This market segment contains The
Body Shop’s 25-40 year old audience age
range.
The most used communication methods

for marketing to millennials is social
media and tv. Currently, the most
popular social media platforms used by
this generation are Facebook, Instagram
and YouTube (WP, 2020). Millennial
have a strong emotional investment in
TV, 50% of their video watching time is
spent on live and pre recorded television
(Vaughn, 2019). (Figure 15 – Gen Y social media)
In relation to marketing, millennials trust their peers and celebrity influencers opinions, but
they are much less trusting of big brands and traditional advertising. They tend to believe
what their peers say and turn to social media to seek validation (Post Beyond, 2018).
Similarly to Gen Z, millennials love visual and interactive content – images and video based
content are powerful compared to text content in terms of grabbing their attention
(Mackay, 2015).
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(Figure 16 – Gen Y persona 1)
(Figure 17 – Gen Y persona 2)
4.1.3 – Generation X
Generation X includes those who were born between the years 1965-1980. This market
segment covers The Body Shop’s target audience in the 41-55 age range.
The most effective methods to use when communicating with Gen X are Google ads, email
marketing and social media. Google ads are very useful when marketing to this generation
as they tend to research businesses on the internet even after seeing a TV commercial or
newspaper ad (Lewis, 2019). Email marketing is an effective channel for this segment, as they
frequently check email both at work and home – however due to their busy stage in their life
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cycle, short blurb text or a clear call to action is more effective to get their attention (Bonicalzi,
2019).
This generation have strayed away

from social media and following
popular online influencers, unlike the
younger generations. Gen X tend to
only follow micro-influencers (Mainly
using Facebook and YouTube (Statista,
2021)) who share informative,
educational and cultural content, in
line with the generations’ interests and
needs (Tabor, 2019).
Gen X prefer video content when

learning about a new product or brand,
they find this type of content best
helps them make a purchasing decision
(Rozario-Ospino, 2020). (Figure 18 – Gen X social media)
This generation have the highest brand loyalty across all the generations (Andersen, 2018),
by increasing marketing tailored to suit this segment The Body Shop will gain loyal customers
who will return time and time again.
(Figure 19 – Gen X persona 1)
(Figure 20 – Gen X persona 2)
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4.2– Targeting – Differentiated Strategy
A differentiated marketing strategy will be used in this plan to target The Body Shops
audience, by being formed and adapted to be suitable for each target segment.
4.2.1 – Generation Z and Y:Social Media
Social media will be used to target these generations, due to it being their commonly shared
platform preference. The primary research (questionnaire) results showed that the most
popular social media platforms for both Gen Z and Y were Instagram followed by YouTube.
For this reason, Instagram will be the main focus for this strategy, but YouTube will also be
used.
As both generations enjoy visual content, varied photo and video based content will be
created to appeal to them. Interactive content interests this target audience, therefore poll’s
and quiz’s will be utilised on Instagram to increase consumer engagement (In line with all
objectives in section 2.2).
To aid the success of objective 2.1a, Influencer marketing will be used on both Instagram and
YouTube to work in line with these targets trusting influencers opinions – it will shape
consumer buyer behaviour and influences their purchases (Cobain, 2017).
4.2.2 – Generation X: Email and Google Ads
This generation are more sceptical of online

marketing and lean towards search engines
when discovering or researching a brand (GWI,
2021). As well as this, 80% of Gen X prefer to
receive brand messages through email
(Kjelgaard, 2020).
Due to these preferences, Google Search Ads

and email marketing will be used to target this
segment.
(Figure 21 – Gen X brand discovery)
Video based media must be included for generation X as it is their preferred content when
learning about a new product/brand. This will be used in email marketing, where The Body
Shop will send video content to their target audience. Video links will also be included in
Google Search Ads to make it easy for this generation to access further information in a
format that is appealing to them.
29
Using a differentiated marketing strategy will be suitable for this plan as it enables the
marketing team to customise their message to the targeted group(s) of consumers in a
focused manner (Lumen Learning, 2016). By doing this, The Body Shop can reach their full
target audience and meet their needs by communicating with them on their preferred
platforms. Engaging with their targeted consumers in this way will allow The Body Shop to
utilise their marketing to its full potential.
4.3– Positioning
The Body Shop want to occupy a meaningful and distinct competitive position in the target
consumers minds (Kotler, 2003), to do this they need to meet the needs that are most
important to their audience. The results of the primary research questionnaire found that
quality and price were the most favoured aspects to drive a purchasing decision – by all target
segments.
Perceptual Map 1 shows a visual representation of how The Body Shop perform compared
to their competitors in terms of Quality and Price. The brand have established a good position
in the market in relation to these aspects, which is very beneficial as consumers favour these
features when considering a purchase. The Body Shop’s audience perceive them as a good
quality brand for a reasonable cost.
(Figure 22 – Perceptual Map 1)
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Perceptual Map 2 represents the values of technological presence and the quality of the
brands technological presence. Due to this marketing plan focusing on improve The Body
Shop’s online consumer behaviour and having digital based goals, these are important
positioning factors to consider.
The Body Shop are in a good position in terms of their technological presence, however they
have room for improvement.. The Body Shop are in the red ocean (known market space), and
as the market is getting more crowded, companies are competing more fiercely (Kim,
Mauborgne & Mauborgne, 2014). By increasing their presence and quality of content, this
would give them a competitive advantage over their rivals and allow them to grow.
(Figure 23 – Perceptual map 2)
The Body Shop will utilise the proposed strategies and strive to reposition the brand on the
technological presence perceptual map as shown above. Increasing technological
presence/improve quality will consequently help with the overall aim of increasing brand
awareness and consumer engagement online.
Effectively positioning the brand will ensure that the brand attracts attention of customers,
and that the association evoked by communications are sufficiently relevant to get people to
buy the brand products (Riezebos &Van Der Grinten, 2012).
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4.4 – Digital Marketing Strategy
With its growing popularity, digital marketing has become one of the most effective
communication methods to reach our audiences (Damian, 2016).
With Generation Z and Y having the highest social media usage and Generation X relying on
the internet when researching brands, digital marketing is crucial for The Body Shop to use to
effectively reach their full target audience. Using digital marketing can allow the brand to
send personalised, high-converting marketing messages (Alexander, 2020) to these sub
groups.
The Body Shop have a stable digital presence, with several relatively popular social media
pages and a website. However, in order to meet the objectives stated in 3.0 and reach a
improved technological position (section 4.3), the organisations digital presence must be
improved. Creating a substantial digital presence will not only aid the achievement of
objectives, but it will also work to strengthen the brand and increase awareness in the process
(Paun, 2020).
The digital marketing strategies that will be used in this plan are detailed below.
4.4.1 – Social Media
Social media marketing will be utilised on both Instagram and YouTube –
• Influencer marketing will be increased on both platforms by 15 influencers in total to

meet objective 3.1.1.
• Content marketing on Instagram will be increased in frequency and improved in

quality – including more interactive content to encourage consumer engagement.
• YouTube ads will be incorporated to reach Gen Z and Y – primary research data shows
that this is a effective platform to further target this audience.
4.4.2 - Google Ads
Google Ads will be used –
• Search Marketing Google Ads will target and reach generation X when they are
researching anything that displays any relevance to The Body Shop.
• Display Marketing Google Ads will target this audience when they are browsing on
internet pages to improve performance .
Both of these methods will help to drive traffic to The Body Shop’s website and aid with
objective 3.1.2 and 3.3.1.
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4.4.3 - Email Marketing
Email marketing usage will be increased –
• This form of marketing will be used to target Gen X as they strongly prefer email over
newer forms of communication (Sparklight, 2018)
• Video content will be included in email marketing as it is the preferred content for this
generation when learning about a new product/brand and to drive purchase
decisions.
4.5 – Justification
The SAF model outlined by Johnson et al (2008) has been used to evaluate the strategic
decisions of this marketing plan.
4.5.1 – Suitability
This section of the SAF model (Johnson et al, 2008) considers if STP and digital marketing
strategy is suitable for The Body Shop and will help to increase brand awareness and
encourage consumer engagement online.
Adopting theses proposed strategies addresses key issues shown in W1O1 in the TOWS
analysis (see 2.4). W1O1 shows that using social media to focus solely on selling products will
help re focus the brand. The digital marketing strategies chosen for this plan will utilise this
opportunity and combat the weakness outlined .
A weakness highlighted in the situational analysis (Porters 5 Forces, see 2.2.3) is that The Body
Shop’s buyers have a higher bargaining power. The STP analysis shows that their target
audience have a high technological ability - these consumers have easy access to competitors
information online which makes them more liable to switch brands. This outlines a suitable
opportunity for the brand’s strategy to increase their technological presence and utilise digital
marketing to prevent this.
Due to this plan having digital and online based objectives, it is essential to utilise digital
marketing strategy. By using this strategy it allows us to get closer to our customers,
understand them better and maintain a dialogue with them (Chaffey & Smith, 2017). This
differentiated marketing strategy will encourage engagement with consumers and
simultaneously increase brand awareness, achieving the overall aim for this plan.
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4.5.2 – Acceptability
Acceptability is concerned with the expected performance outcomes of a strategy – this

includes three types; return, risk and stakeholder reactions. (Johnson et al, 2008).
Return considers the benefits that are expected to be received from a strategy. In terms of
financial return, The Body Shop can expect a £150,000 increase in online sales over 3 years
(as stated in Objective 3.3.1). As of non-financial return the business can expect a bigger
digital presence, increased website traffic and sales, higher consumer engagement and
increased brand awareness.
Risk concerns the probability and consequences of the failure of a strategy (Johnson et al.
2008). The threats stated in the TOWS analysis (see 2.4) are those that could cause possible
risk for this strategy to fail. This being high competition, supply uncertainty and disposable
income falling.
Technology and social media is a significant part of the target audience’s lives as shown in the
segmentation section (4.2). As well as this, results from conducted primary research showed
that 73% of participants would now rather shop online than in store – these are both very
beneficial factors that can limit the risk for the proposed strategies.
4.5.3 – Feasibility
Feasibility is concerned with whether a organisation has the resources and competencies to
deliver a strategy (Johnson et al, 2008) .
The Body Shop have a abundance of resources available to them due to being a large , well-
established business. The strategies that have been chosen as manageable with the resources
that The Body Shop currently have available.
As the proposed strategies are digital, this will be not be an issue as it is cost effective
compared to traditional marketing methods. Using this strategy, The Body Shop can reach an
enormous audience in a way that is both cost-effective and measurable (DMI, 2018). The
success of this plan will lead to increased income and allow further financial investment for
The Body Shop in future.
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5.0 - Tactics
This segment of this marketing plan explains the tactics that will be used to implement the
chosen strategies (see 4.0) and achieve objectives (see 3.0). The areas of the integrated
marketing mix highlighted below have been selected as they are suitable to aid with the
proposed campaigns.
4P’s 4C’s 4E’s

(Mccarthy, 1960) (Lauterborn, 1990) (Epuran et al, 2015)
Product Consumer - Experience

For this plan The Body Shop
are focusing on the
consumers – encouraging
their online engagement
and increasing their
awareness of the brand.
Price Cost Exchange –

The outlined campaigns
offer a exchange with
consumers – providing them
with initiatives for engaging.
Campaign 1 = competition
Campaign 2 = discount
Campaign 3 = interactive
content.
Place – Convenience Everyplace
The Body Shop and their
campaigns will be promoted
on a range of digital
platforms. Communications
will be targeted to reach a
broader audience and
tailored to their
preferences.
Promotion Communication Evangelism –

Engaging and interactive
content is utilised in this plan
to connect with consumers
and encourage positive word
of mouth advertising.
(Table 8 – Integrated marketing mix)
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5.1 – Campaign 1 - #GratefulForGratitude
The concept of this campaign is to increase consumer engagement and brand awareness
online. The ongoing interaction and engagement between the brand and consumers that this
campaign will provide will aid with the completion of objectives in section 3.2 (McEachern,
2019).
The publicity of this campaign also aims to create further positive word of mouth for The Body
Shop and create awareness surrounding the topic of gratitude. Using a topic that can be
widely spoken about with open and honest communication (Shiflet & Roberts, 2016) allows
the brand to utilise a two way symmetrical communication method with their audience
(Grunig and Hunt, 1984).
This campaign will mainly be targeting Generation Z and Y. Instagram and YouTube are being
utilised – which are the most popular and effective platforms to reach these generations on.
Primary research shows that these platforms are the most popular and active for these
targets. As well as this, they are the two top platforms where influencers are followed
(Appendix 3).
The Idea
The #GratefulForGratitude campaign will promote the importance and power of practicing
gratitude for self love. This campaign will be based on Instagram, but also promoted on
YouTube. 8 influencers will be gifted products to promote the campaign and encourage
participation – 5 on Instagram, 3 on YouTube. The use of influencer marketing will contribute
to achieving objective 3.1.1
To enter the competition for this campaign users must:
• Follow The Body Shop

• Like the campaign initial post and share it to their story
• Create a post with the hashtag #GratefulForGratitude along with 5 things they are
grateful for and why gratitude is important to them.
The Body Shop will choose 3 participants and gift them a year’s supply of The Body Shop
products.
This campaign will be implemented using the social media platforms Instagram and YouTube.
This will be consisting of differentiated digital marketing content tailored to suit the outlined
three target segments (see 4.1/4.2).
5.1.1- Instagram
The campaign will be based on Instagram. Mock up’s for this campaign are shown below to
provide a visual representation of the concept of the #GratefulForGratitude campaign. A
combination of Instagram posts, stories and influencer marketing will be used.
36
Instagram Posts:
37
38
Instagram Stories:
39
Instagram influencers to be used:
40
5.1.2 – Youtube
The #GratefulForGratitude campaign will be promoted on YouTube via influencers, display ads, and a video ad once it has been launched. This
will aid with creating awareness of the campaign and increase participation. YouTube advertising will help Generation Z and Y with recall and
recognition of the brand (Duffett et al, 2019).
Display Ad:
41
Video Ad:
42
Full mock up YouTube video advertisement available here: https://youtu.be/BQ1IOcMAnlc
43
YouTube Influencers to be used:
Three male influencers have been chosen to promote the campaign. As shown in section 4.1.1, Gen Z males predominantly follow influencers
on YouTube over any other social platform. For this reason, the chosen influencers are all male (with a heavily male audience) to ensure The
Body Shop reaches this segment.
These influencers are all either regular mental health advocates, or speak openly about mental health. This is important to ensure this is no
incongruity between the brand and influencers. Self love and mental health is a topic The Body Shop are renowned for and passionate about –
incompatible influencers could damage their reputation for not staying true to their brand values.
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5.2– Campaign 2 – Refer a Friend
This campaign involves a ‘refer a friend’ scheme. By getting another person (friends, family, etc) to opt in to email marketing, both individuals
will receive a 50% discount code for The Body Shop.
The aim of this campaign is contribute to brand awareness sub objectives, and make progression towards the overall objective of increasing The
Body Shop’s brand awareness and encouraging consumer engagement online. Through the completion of this campaign, this will aid with the
brand awareness objectives 3.1.2 and 3.1.3 by driving website traffic and increase online purchases through the incentive of a online discount
code.
The campaign will be put into action by emailing all individuals currently on the email marketing database, sending them a refer a friend link
(with a form for the receiver to complete) for an discount incentive in return. It will also be promoted on Google and Instagram.
The ‘refer a friend’ campaign is aimed to reach all target segments – Gen Z,Y and X. Google search/display ads and email marketing will be utilised
to specifically target gen X, as this generation lean towards search engines when discovering or researching a brand (GWI, 2021) and prefer to
receive brand messages through email (Kjelgaard, 2020). As well as this, Instagram will be used to promote the campaign further and reach
generation z/y as it is the most popular and used platform by them (See appendix 3).
5.2.1 Google ads
A combination of search and display ads will be used on Google advertising, to promote the ‘refer a friend’ campaign, create awareness and
encourage participation.
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Google Search Ads
46
Display ads
47
5.2.2 – Email marketing
All consumers that are already on the email marketing database will receive these type of emails to encourage them to take part in the ‘refer a
friend’ scheme.
48
5.2.3 – Instagram
Instagram will be used to further promote the refer a friend campaign.
49
50
5.3– Campaign 3 – Online Purchases
A combination of social media (content and influencer) marketing Google advertising and email marketing will be used over a 3 year time periods.
The aim of this is specifically to increase online purchases, achieving objective 3.1.3 and aid with the overall aim of the plan to increase The Body
Shop’s brand awareness and encourage consumer engagement online.
5.3.1 – Instagram
Influencer Marketing
Four main influencers will be used throughout the 3 years, sponsored to encourage their audience to shop online for The Body Shop.
A combination of male and female influencers will be used to attract Generation Z and Y on Instagram as this is the most used platform for these
targets (see appendix 3)
51
A combination of male and female instagram influencers will be used ranging in sizes from mid-tier to mega. This will allow The Body Shop to
reach a wide audience of consumers with different interests and demographics.
52
Content Marketing
5.3.2 – Youtube
53
5.3.2 -YouTube
Display Ad
54
Influencer Marketing
The YouTube influencers chosen for this campaign are majority male as shown in section 4.1.1, Gen Z male’s tend to mainly follow influencers
on YouTube – therefore this will be an ideal place to reach this target segment. A range of different sized influencers have been chosen from
micro to macro to gain attention from a very broad audience.
55
5.3.3 – Google ads
Google ads will be used to drive online purchases through the use of search and display ads. Promoting on Google will increase brand
awareness and encourage consumers to go to the website and purchase online.
56
5.3.4 – Email marketing
Email marketing will be used to specifically target gen x for website traffic generation as this generation prefer communicating with brands
through email marketing (see 4.4.3).
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6.0- Actions
Gantt charts are shown below as a visual representation for the tasks required for all
campaigns (see 5.0) in this marketing plan over a 3 year time period. The Gantt charts have
displayed what the task is, who is responsible for these tasks, the cost, where the task will
take place (internal or external from the business) and the timeline of implementation.
By using Gantt charts for the organisation of this project, this will allow The Body Shop to
oversee every aspect of the project while keeping a tracking of its progress (Kashyap, 2018).
Quarterly reviews will take place to determine which marketing activities are working
(Murphy, 2020), and adjust anything that could be improved to move towards the outcome
goal.
The 3 chosen campaigns for this marketing plan all have very different timelines of
implementation. Campaign 1 will be a shorter campaign, running for a 4 month time period.
Campaign 2 will occur in three 4 month bursts, once in each year. Lastly, Campaign 3 will be
an ongoing campaign throughout the full 3 year time period.
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6.1 – Year 1 Gantt Chart
(Table 9 – Year 1 Gantt chart)
59
6.2 -Year 2 Gantt Chart
(Table 10 – Year 2 Gantt chart)
60
6.3 – Year 3 Gantt Chart
(Figure 11 – Year 3 Gantt chart)
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7.0 – Control
This section consists of the financial plan, key performance indicators and contingency actions that will be in place for this marketing plan. These
controls will be used to monitor the progress and analyse the performance of the plan (Root III, 2019).
7.1 – Financial Plan
Shown below is the financial plans for all 3 years of this marketing plan challenge for The Body Shop. These plans are detailed to outline the
expenditure, income and profit for each financial year. Expenditure figure have been sourced from Henderson (2017) for influencer marketing,
Carr (2020) for YouTube advertising and Membrillo (2020) for Google advertising.
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7.1.1 – Year 1 Financial Plan
Year 1 - Financial Plan

Activity Quantity Per Year Estimated Expenditure (£)
Campaign 1 - #GratefulForGratitude
Instagram Post 50 0
Instagram Story 30 0
Instagram Influencer Marketing 5 influencers x 3 posts 17,800
YouTube Display Ad 10 15,000
YouTube Video Ad 15 23,000
YouTube Influencer Marketing 3 influencers x 3 posts 22,600
Campaign 2 - Refer a Friend
Google Search Ad 8 10,600
Google Display Ad 16 20,100
Email Marketing 40 0
Instagram Post 50 0
Campaign 3 - Online Purchases
Instagram Influencer Marketing 4 Influencers x 3 posts 26,900
Instagram Post 10 0
YouTube Influencer Marketing 3 Influencers x 3 posts 11,800
Total = £206,700
Year 1 - Estimated Income

Method of Income Estimated Income (£)
Online Purchases Increase (+40% of 1.8m in year 1) £720,000 720,000
Sales generated from digital platforms (+25% of 150k in year 1) £37,500 37,500
Total = £757,500
Year 1 - Estimated Profit

Estimated Income (£) Estimated Expenditure (£) Estimated Profit (£)
£757,500 £206,700 £550,800
(Table 12 – Year 1 financial plan)
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Year 2 - Financial Plan

Instagram Post 0 0
Instagram Story 0 0
Instagram Influencer Marketing 0 0
YouTube Display Ad 0 0
YouTube Video Ad 0 0
YouTube Influencer Marketing 0 0
Campaign 2 - Refer a Friend
Instagram Post 40 0
Campaign 3 - Online Purchases
Instagram Post 100 0
Total = £156,900
Year 2 - Estimated Income

Total = £682,500
Year 2 - Estimated Profit

£682,500 £156,900 £552,600
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Year 3 – Financial Plan

Instagram Post 0 0
Instagram Story 0 0
Instagram Influencer Marketing 0 0
YouTube Display Ad 0 0
YouTube Video Ad 0 0
YouTube Influencer Marketing 0 0
Campaign 2 – Refer a Friend
Instagram Post 16 0
Instagram Story 8 0
Campaign 3 – Online Purchases
Instagram Post 40 0
Total = £161,300
Year 3 – Estimated Income
Total = £510,000
Year 3 – Estimated Profit

£510,000 £161,300 £348,700
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7.1.4 – Financial Plan Overview
(Table 15 – Financial plan overview)
To conclude the financial plan, in total the implementation of this marketing plan will cost The Body Shop £524,900 and product a profit of
£1,452,100 over the course of the 3 year time period.
By achieving this through utilising the outlined campaigns (see 5.0), this will allow The Body Shop to successfully complete their sub-objectives
and consequently the overall goal of this plan by increasing brand awareness and encouraging consumer engagement online.
(See the financial plans quarterly review goals in appendix 4).
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7.2 – KPI’s
This section displays the KPI’s (key performance indicators) that will be used to allow The Body Shop to understand the performance and health
of the marketing plan (Wishart, 2021). This will ensure they can make any required critical adjustments to ensure they achieve the strategic
goals.
Objective Activity KPI (Key Performance Indicator)
3.1 – Brand Awareness
3.1.1 – Improve brand awareness by • Youtube Influencer Marketing • Brand awareness metric
increasing the number of influencer • Instagram Influencer Marketing • Social listening – sentiment analysis
marketing by 15 people in 3 years. • Reach/impressions
3.1.2 – Increase website traffic from 2.17% to • Google Ads • Website traffic – Google Analytics
12% in 3 years. • YouTube video, search and display • Website click through rate
ads
3.1.3 – Increase online purchases by £1.8m in • Google Ads • Incremental sales

3 years. • Email Marketing • Sales growth
• Instagram Content Marketing/# • Year over year (YOY) growth
Campaign
• YouTube Ads
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3.2 – Consumer Engagement
3.2.1 – Improve Instagram engagement – • Instagram # Campaign • Likes growth rate

increase likes by 4000 over 3 year time • Content Marketing
period.
3.2.2 – Improve Instagram engagement – • Instagram # Campaign • Follower growth rate

increase followers by 150,000 over a 3 year • Content Marketing
time period.
3.2.3 – Improve Instagram engagement – • Instagram # Campaign • Engagement rate

increase engagement rate to an average of • Content Marketing • Engagement on reach
0.65 over a 3 year time period.
3.3 – Financial Improvement
3.3.1 – To generate £150,000 in sales from • Email Marketing • Website traffic sources
website traffic driven from Instagram, • Google Ads • Incremental sales
YouTube, Email Marketing and Google Ads • YouTube Ads • Online conversion rate
over a period of 3 years. • Instagram Content Marketing/# • Email click rate
Campaign
(Table 16 – KPI’s)
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7.3 – Contingency Actions
Contingency actions are required for this marketing incase difficulties arise or expected
results fail. A contingency plan of action will be utilised to help the business recover and
resume to normal business operations after a disruptive event (Matthews, 2018), as well as
preparing for these future possibilities in advance.
If it is identified in the quarterly reviews that performance isn’t up to a good standard, the
contingency action of partially replacing paid media with owned media will be available . If it
shown that the paid media (such a Google and YouTube Ads) is performing poorly, this will be
toned down and partly replaced with owned media (such as social media content and email
marketing). This will allow The Body Shop to resume with the plan, continue to achieve
objectives and successfully increase brand awareness and consumer engagement. However,
this will aid and support the business by reducing expenditure on sources that are not
returning achievements or major success.
A 5% contingency budget will be allocated to fund this business if unforeseen circumstances

occur. This will provide The Body Shop with extra financial room if there are any mistakes or
complications. This contingency action will combat the risk of this marketing plan creating a
bad financial turn out, and prevent it from leaving The Body Shop at a loss.
Quarterly Reviews (see appendix 4) will be in place throughout the course of this marketing
plan, to give The Body Shop the opportunity to reflect on the achievements and progress, as
well as identifying any downfalls and areas for improvement, where a contingency action
could come into place.
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Appendices
Appendix 1 – Situational Analysis
2.1 - Macro Environment
2.1.1 - Political
The Body Shop have a Community Fair Trade Programme, where they source ethical, high-
quality ingredients and accessories from thousands of producers, farmers and artisans across
the world (The Body Shop International plc, 2016). If they were to face political instability in
these overseas countries, their supplies could be cut off. This is a risk that The Body Shop take
by following their ethical values of supporting fair trade.
Brexit has already affected The Body Shop. In 2019 due to the uncertainty of the UK’s
economic future, The Body Shop moved part of their operations to Germany. This resulted in
having to make some of their UK staff redundant and offering re-employment opportunities
(Santamaria, 2019). This gave the business more political and economic security.
2.1.2 - Economical
As of November 2020, the currency value is currently sitting at 1 pound to 1.33 USD. A weaker
pound is not good news for The Body Shop as they are a manufacturer with a supply chain
overseas, therefore importing goods will be more expensive. A weaker pound will inflate the
prices for both the company and the consumers.
2.1.3 - Social
Consumers are no longer just looking for a good product, they’re looking for products and
brands that align with their personal values. Value and ease of purchase are still the main
drivers of purchase decisions, but sustainability is becoming a bigger factor (Rosemarin,
2020).
The Body Shop are hugely focused on being environmentally friendly, anti animal testing,
vegan friendly and supported by fair trade. This will benefit them and increase there sales
as consumer become more environmentally conscious.
2.1.4 -Technological
One example of the progression of research on plants is the increasing use of CBD oil in beauty
products. The research on CBD oil is still fairly limited but it has been discovered to be
beneficial for treating acne, inflammation, anxiety relief, depression and even as a possible
treatment for epilepsy (Cherney, 2020). In fact, the word of mouth on CBD has spread like
wildfire (Devash, 2019) and it is now commonly used in cosmetics all over the world.
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2.1.5 – Legal
To comply with import laws and have the ability to access a global market The Body Shop
must they have an EORI number, commodity codes on the products they’re importing, declare
all imports to customs and pay all VAT and duty costs directly to the HMRC at UK rates as they
are goods imported from outside the EU or UK (Gov, 2020)
This health and safety law makes it an offence to supply a cosmetic product that could damage
human health, contains prohibited substances, does not obey the animal resting rules, is
incorrectly labelled or has not been through a safety assessment (Business Companion, 2020).
2.1.6 - Environmental
A current example of global warming and climate change that relates to The Body Shop is
located in Nepal, where The Body Shop sources ingredients and accessories from (The Body
Shop International plc, 2016). Nepal is highly vulnerable to climate change and has already
experienced changes in temperature and precipitation at a faster rate than the global average
(Climate Links, 2017). Climate change can be responsible for drastic changes such as drought
conditions during the dry season and increased flooding during monsoon season in Nepal
(Climate Links, 2015).
2.2- Micro Analysis
2.2.3 - Industry Structure – Porter’s 5 Forces
Rivalry Among Existing Customers
The market that The Body Shop is positioned in is a highly competitive and mature market
consisting of big brands. The brands in this market hold long term, strong reputations and
offer similar products to each other but at a range of prices. Competitors in this market are
constantly battling to steal sales and market share from one another, this can involve them
using competitive strategies. Competitive moves such as price cutting and increased
advertisement can be successful, but if not can result in limited or reduced profit. Price wars
can result in making the profit of this industry vulnerable.
Bargaining Power of Suppliers
The bargaining power of suppliers with The Body Shop is low. The brand works with suppliers
from 3rd world countries, these suppliers have very limited partners in this industry therefore
The Body Shop is probably their biggest buyer. These suppliers do not have monopoly power
and could not afford the expensive costs of switching to find another buyer. Due to these
factors, the relationship between the brand and their suppliers are very stable and strong.
The Body Shop have committed to a community trade with their suppliers, therefore they are
bound to trading fairly and offering good trading practices (The Body Shop International plc,
2020). Having a low supplier bargaining power is beneficial to The Body Shop as it means that
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their suppliers will not put pressure on the company by charging higher prices or lowering
quality of products.
Threat of Substitute Products/Services
The threat of consumers switching from The Body Shop to substitute products is moderate -
high. Although The Body Shop have a strong brand loyalty relationship with their consumers,
there are very similar products being offered by their competitors which can satisfy the same
consumer needs. Therefore the potential of consumers changing to these substitute products
is a risk.
Bargaining Power of Buyers
The bargaining power of buyers for The Body Shop is strong. Due to The Body Shop having a
moderate-high threat of substitute products and competitive rivalry, it is possible for buyers
to put pressure on the business to reduce product prices to meet those of their competitors,
or give them a better deal. As The Body Shop’s main target audience is of a younger – middle
aged demographic, they also have a more advanced technological ability. This means buyers
will be able to easily access competitors information such as their prices and functions of their
products, which consequently could cause them to switch from The Body Shop to buy
elsewhere.
Threat of New Entrants
There are high barriers to entry due to the beauty and personal care market being a mature
market containing long established companies. The Body Shop being one of these companies,
already has a strong brand image and reputation in this market. It would be very difficult for
new entrants to build up a strong brand loyalty in a short time in order to enter the market.
However, products in the beauty and personal care market are becoming more homogenous
and the use of natural ingredients is now commonly used by competitors in this market. If a
brand was to enter the market with new technology or innovation unseen from these
competitors, successfully positioning themselves in the market could be a possibility.
2.3 – Internal Analysis – Mckinsey’s 7s Model
2.3.3 – Style
Anita Roddick described her management style like this: “'I run my company according to
feminine principles – of caring, making intuitive decisions, not getting hung up on hierarchy,
having a sense of work as being part of your life not separate from it, putting your labour
where your love is” (The Guardian, 2011).
2.3.5 - Staff & Systems
The Body Shop have a strong rewards plan for their office-based employees to keep them
motivated. This plan has 3 sections. The first is health, where employees are offered health
72
screenings, healthy eating promotions and stress reduction sessions. The second is money
where employees are provided with one to one pension sessions and financial education.
Lastly the third section is family which includes childcare vouchers and an onsite nursery
(Patterson, 2012).
Appendix 2 - Strategy
4.1.2 – Generation Y
This generation are highly sceptical of sponsored content and will reject hard marketing –
especially if it doesn’t suit to their wants and needs (Hsu,2018). Millennials do substantial
research when buying things and quickly formulate opinions they will willingly share. This is
why the best way to engage with this generation is by creating content that will generate a
discussion on social media and the internet. Using social responsibility and cause related
marketing content is effective to connect with Millennials as they care about activism, social
issues and are ‘changemakers’ meaning they want to do acts of good for the world (Economy,
2019).
73
Appendix 3 – Questionnaire Results
74
75
Appendix 4 – Financial Plan Quarterly Review Goals
76
77
78
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‘To increase The Body Shop’s Brand

Awareness and Consumer Engagement

BSP6008 Marketing Plan

I would like to express my sincerest gratitude to Dr Nicola Williams-Burnett, for

2.0 - Situational Analysis……………………………………………………………..Pg.10

2.1 – Macro Analysis…………………………………………………………..Pg.10

Figure 1 - Global men’s grooming products market…………………………….Pg.11

Table 1 – Objective 3.1.1………………………………………………………………….Pg.22

2.1 – Macro Analysis

(Figure 1 – Global men’s grooming products market)

2.2.1– Market Conditions

(Figure 2 – Beauty and personal care market)

(Figure 3 -The Body Shop recent market report)

(Figure 4 – Natural and organic cosmetics and personal care market)

(Figure 5 – Competitors Positioning Map)

(Figure 7 – Porter’s 5 Forces)

(Figure 9 – Stakeholder Map)

McKinsey 7s Model has been used to analyse the internal environment.

(Figure 10 – Store Organisational Chart)

(Figure 11 – Franchise Organisational Chart)

2.3.4 – Shares Values

2.3.5 – Staff / Systems

(Figure 12 – TOWS Analysis)

3.1 – Brand Awareness

3.1.1 – Improve brand awareness by increasing the number of influencer marketing by 15

(Table 1 – Objective 3.1.1)

3.1.2 – Increase website traffic from 2.17% to 12% in 3 years.

(Table 2 – Objective 3.1.2)

Year 2 40% 75% (£630,000)

(Table 3 – Objective 3.1.3)

(Table 4 – Objective 3.2.1)

Increasing Engagement Rate %

Year 2 0.45% 0.57%

Year 3 0.57% 0.65%

(Table 6 – Objective 3.2.3)

3.3 – Financial Improvement

Year 1 0 25% (+£37,500)

Year 3 60% 100% (+£60,000)

(Table 7 – Objective 3.3.1)

Gen Z are those who were born between

This generation’s most popular

In terms of influencer marketing, Gen Z males tend to follow influencers primarily on

(Figure 14 – Gen Z persona)

4.1.2 – Generation Y (Millennials)

Gen Y are those born between 1981-

The most used communication methods

(Figure 17 – Gen Y persona 2)

This generation have strayed away

Gen X prefer video content when

(Figure 20 – Gen X persona 2)

4.2.1 – Generation Z and Y:Social Media

4.2.2 – Generation X: Email and Google Ads

This generation are more sceptical of online

Due to these preferences, Google Search Ads

(Figure 21 – Gen X brand discovery)

(Figure 22 – Perceptual Map 1)

(Figure 23 – Perceptual map 2)

4.4.1 – Social Media

Social media marketing will be utilised on both Instagram and YouTube –

• Influencer marketing will be increased on both platforms by 15 influencers in total to

• Content marketing on Instagram will be increased in frequency and improved in

4.4.2 - Google Ads