report unprotected

8/6/2019 Report Unprotected

1/64

ffd8ffe000104a46494600010201005b005b0000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d534654000000004945432073524742000000000

0000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f0000

00014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c400000088767565640000034c0000008676696577000003d4000000246c756d69000

003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c625452430000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b

61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e31000000000000000000000000000000000000000000000000000

000RikaBothra &SimarjitSingh Suri

ffd8ffe000104a46494600010201005b005b0000ffe20c584943435f50524f46494c450001010

0000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373

704d5346540000000049454320735247420000000000000000000000000000f6d600010000000

0d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074

000001f000000014626b7074000002040

ffd8ffe000

104a46494600010

201

ffd8ffe000104a4649460001010100a000a00000ffdb004300080606070605080707070909080a0c140d0c0b0b0c1912130f141d1a1f1e1d1a1c1c20242e2720222c231c1c2837292c30313434341f27393d38323c2e333432ffdb0043010909090c0b0c18

0d0d1832211c213232323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232ffc0001108008b016003012200021101031101ffc4001f0000010501010101010100000000000000000102030405060708090a0bffc400b5100002010303020403050504040000017d01020300041105122131410613516107227114328191a1082342b1c11552d1f02433627282090a16

1718191a25262728292a3435363738393a434445464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495969798999aa2a3a4a5a6a7a8a9aab2b3b4b5b6b7b8b9bac2c3c4c5c6c7c8c9cad2d3d4d5d6d7d8d9dae1e2e3e4e5e6e7e8e9eaf1f2f3f4f5f6f7f8f9faffc4001f0100030101010101010101010000000000000102030405060708090a0bffc400b511000201020404030407050404

00010277000102031104052131061241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a262728292a35363738393a434445464748

ffd8ffe000104a46494600010101005b005b0000ffe100164578696600004d4d002a00000008000000000000ffd04300080606070605080707070909080a0c140d0c0b0b0c1912130f141d1a1f1e1d1a1c1c20242e2720222c2312837292c30313434341f27393d38323c2e333432ffdb0043010909090c0b0c180d0d1832211c213232323232322323232323232323232323232323232323232323232323232323232323232323232323232323232323232ffc0108015902a803012200021101031101ffc4001f00000105010101010101000000000000000001020304050607090a0bffc400b5100002010303020403050504040000017d0102030004110512213141061351610722711432811082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a434445464748494a5354565758595a636465666768696a737475767778797a838485868788898a92939495969798999aa2a3a4a5a6a7a9aab2b3b4b5b6b7b8b9bac2c3c4c5c6c7c8c9cad2d3d4d5d6d7d8d9dae1e2e3e4e5e6e7e8e9eaf1f2f3f4f5f6f7f8fffc4001f0100030101010101010101010000000000000102030405060708090a0bffc400b511000201020404030705040400010277000102031104052131061241510761711322328108144291a1b1c109233352f0156272d10a

2434


2/64

DeclarationWe hereby declare that the matter included in this Applied Research Project entitled Segment Profiling and evaluation ofNew looks Walk-in Customer, is the result of research and survey carried out by us.


3/64


4/64

ffd8ffe000104a46494600

01020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000

000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c00000014625

8595a0000024000000014646d6e640000025400000070646d6464000002c400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c00

00080c625452430000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e31000000000000000000000000000000000000000000000000000000

ffd8ffe000104a4649460001020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000

000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000

070646d6464000002c400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c625452430000043c0000080c746578740000

0000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e3100000000000000000000000

0000000000000000000000000000000LiteratureReview and analysys of industrytrends and formation of thediscussion guide

ffd8ffe000104a4649460001020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d48502020000000000000000000000000000000000000000000000000000

00000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258

595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c400000088767565640000034c00000086766965

77000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c62545243000

0043c0000080c7465787400000000436f7079726967687420286329203

ffd8ffe000104a46494600


000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c00000014625


00080c625452430000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e31000000000000000000000000000000000000000000000000000000

ffd8ffe000104a4649460001020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c6

96e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000

000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c400

000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c625452430000043c0000080c7465787400000000436f7079726967687

4202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e3100000000000000000000000000000000000000000000

0000000000QuantitativeCollection of Data. Face to Facequestionnaire responses atNew Look outlets acrossDubai (100 respondents)

ffd8ffe000104a4649460001020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32

d48502020000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000011637072740000

01500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0

000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c400000088767565640000034c00000086766965

77000003d4000000246c756d69000003f8000000146d6

ffd8ffe000104a46494600


000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c00000014625


00080c625452430000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e31000000000000000000000000000000000000000000000000000000

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

c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e3100

0000000000000000000000000000000000000000000000000000Focused GroupDiscussions with brand andmarketing team of


5/64

We further declare that the content of this report and the findings are original and have not been published anywhere before.This project work has been carried out for the sole purpose of submission as a part of our course in Global Masters in BusinessAdministration (GMBA) in Retail Management at S P Jain Center of Management, Dubai. New Look (Qualitative) 56% 44%Regular customersNon regular customers35.2% 14.1% 21.1% 29.6%0.0%10.0%20.0%30.0%40.0%50.0%60.0%Regular CustomerNon RegularCustomerdid not find an itemfound anitem21.1% 9.9% 18.3% 15.5% 9.9% 5.6% 2.8% 7.0% 4.2% 5.6% Regular CustomersNon Regular Customers>35yrs31-35yrsThe above is true to the best of our knowledge and information. 26-30yrs21-25yrs15-20yrs28.1% 15.6% 21.9% 15.6%3.1% 9.4% 6.3% Regular CustomersNon-Regular Customers

30,000- 40,000AEDDate: May 9, 2010 20,000 - 30,000AED10,000-20,000AED< 10,000 AED46.5% 36.6% 9.9% 7.0% RegularCustomerRika Bothra GNOV09RM124 Non Regular CustomerTouristResident0.0%5.0%10.0%15.0%20.0%25.0%15-20yrs21-25 yrsSimarjit Singh Suri GNOV09RM126 26-30 yrs31-35 yrs> 35 yrs15-20 yrs21-25 yrs26-30 yrs31-35 yrs> 35yrsRegular CustomersNon Regular CustomersAge Group BritishOthersGMBA Batch November- 09 Arab NationalOther EuropeanAsian29.6%

12.7%S P Jain Center of Management Block 5, Academic City Dubai, UAE 1.4% 7.0% 2.8% 19.7% 23.9%2.8% regular customersnon regular customersOthersEmployed14.1% 4.2% 42.3% 39.4% RegularCustomersNon Regular CustomersDo Not RecallRecall218


6/64

Acknowledgement242 273 00.511.5We wish to express our heartfelt gratitude to every individual who has helped us in this project. The research, analysis andreport would not have been possible without the valuable insights provided everyone. 22.5How often does thecustomer Shop Bubble size indicates 'Spend per visit in AED' RegularAverageNon regular

Customeronce a week once a fortnight


7/64

ffd8ffe000104a4649460001020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009

000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d485020200000000000000000000000000000000000000

0000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b7074000002

04000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c40000008876756564000003

4c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043

c0000080c625452430000043c0000080c7465787400000000436f70797269


9000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d485020200000000000000000000000000000000000

0000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b70740

0000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c40000008876756564

0000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c6754524

30000043c0000080c625452430000043c0000080c74657874000

ffd8ffe000104a4649460001020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422

058595a2007ce00020009000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4

8502020000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000011637072740000015000

00003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c0000

00146258595a0000024000000014646d6e640000025400000070646d6464000002c400000088767565640000034c0000008676696577000003d400000

0246c756d69000003f8000000146d6561730000040c00


8/64

To begin with, we would like to thank Dr. Balkrishna Grandhi, Dean, Executive MBA & Head of Marketing SPJCM, for being awonderful guide and mentor. We would like to convey our regards for his support throughout the course of this project. 4.35%2.90% 2.90% 2.90% 2.90% 1.45% 1.45% Regular CustomersNon Regular customerRiver IslandH &MSplashBershkaotherMangoNew LookTop ShopZaraForever 21


9/64

ffd8ffe000104a4649460001010100b600b60000ffdb004300080606070605080707070909080a0c140d0c0b0b0c1912130f141d1a1f1e1d1a1c1c20242e2720222c2

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.9% 48.1% findingnotfinding110100FashionabilityRangePriceStore lookfeelIn store serviceQuality110100FashionableValueformoneyHigh level ofserviceIs coolisgoodquality


10/64

ffd8ffe000104a46494600010101005500550000ffdb004300080606070605080707070909080a0c140d0c0b0b0c1912130f141d1a1fe1d1a1c1c20242e2720222c231c1c2837292c30313434341f27393d38323c2e333432ffdb0043010909090c0b0c180d0d1832211c2132

32323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232ffc000110801c100c003012200021101031101ffc4001f0000010501010101010100000000000000000102030405060708090a0bffc400b5100002010303020403050504040000017d01020300041105122131410613516107227114328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a434445464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495969798999aa2a3a4a5a6a7a8a9aab2b3b4b5b6b7b8b9bac2c3c4c5c6c7c8c9cad2d3d4d5d6d7d8d9dae1e2

e3e4e5e6e7e8e9eaf1f2f3f4f5f6f7f8f9faffc4001f0100030101010101010101010000000000000102030405060708090a0bffc400b51100020102040403040705040400010277000102031104052131061241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a262728292a3536373

8393a43444546474856.0% 44.0%findingnot finding110100FashionabilityStore loofeelIn storeserviceRangePriceQuality110100ValueformoneyHigh level ofserviceIs coolisgoodqualityFashionable


11/64

ffd8ffe000104a4649460001010100df00e00000ffdb004300080606070605080707070909080a0c140d0c0b0b0c1912130f141d1a1f1e1d1a1c1c20242e2720222c231c1c2837292c30313434341f27393d38323c2e333432ffdb0043010909090c0b0c180d0d1832211c213232323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232ffc0001108044e015703012200021101031101ffc4001f0000010501010101010100000000000000000102030405060708090a0bffc400b5100002010303020403050504040000017d010203000411051

22131410613516107227114328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a434445464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495969798999aa2a3a4a5a6a7a8a9aab2b3b4b5b6b7b8b9bac2c3c4c5c6c7c8c9cad2d3d4d5d6d7d8d9dae1e2e3e4e5e6e7e8e9eaf1f2f3f4f5f6f7f8f9faffc4001f0100030101010101010101010000000000000102030405060708090a0bffc400b51100020102040403040705040400010277000102031104052131061241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a262728292a35363738

393a43444546474846.0%54.0% findingnotfinding110100Fashionability


12/64

We would like to express our gratitude to Ms. Jyothsna Singh, Academic Manager for being an immense support to us and forguiding us through the project. We thank you for all the valuable and critical comments and inputs. Store look feelIn storeserviceRangePriceQuality 110100Value formoneyHigh level ofserviceIs coolis good qualityFashionable

We would like express our deep regards to Mr. Rohit Bhatia, Marketing Manager Landmark International (LMI), forproviding us with valuable insights on our project.

We are thankful to Ms. Alexandra Schumacker, Asst. Brand Manager, LMI, for giving us an opportunity to work with New Lookon this project and for taking out time from her busy schedule and sharing her thoughts and support during the course of thisresearch. We would also like to take this opportunity to thank all the store managers and store personnel for being co-operative

and providing us with all the support we required.We would like to extend our heartfelt gratitude and appreciation to Mr. Nitin Patwa, Sr. Academic Manager (QuantitativeTechniques) for helping us with facilitating the use of the various analytical tools and techniques. Also, we wish to thank ourprofessors at S P Jain Center of Management, who time and again, guided us in our project and gave their valuable inputs.


13/64

Contents

List of Figures ............................................................................................................................................. 6Executive Summary .................................................................................................................................... 7Introduction ................................................................................................................................................. 8Landmark Group ....................................................................................................................................... 8Landmark Retail ........................................................................................................................................ 8Landmark International (LMI) and New Look ............................................................................................ 8

Brand Positioning New Look .................................................................................................................. 9Target Market .......................................................................................................................................... 10Competition ............................................................................................................................................. 12Unique Selling Proposition what makes New Look stand out!............................................................. 12Problem Statement ................................................................................................................................... 14Objectives of the Study ........................................................................................................................... 14Limitations ............................................................................................................................................... 14Research Methodology ............................................................................................................................. 15Secondary Research ............................................................................................................................... 15Primary Research ................................................................................................................................... 16Qualitative Research............................................................................................................................ 16Quantitative Research ......................................................................................................................... 17Secondary Research Analysis ................................................................................................................. 18

Booming Retail Sector in UAE ................................................................................................................ 18Demographics of Dubai ........................................................................................................................... 18Retail in Dubai: Trends 2010 and Beyond .............................................................................................. 20CONSUMER BEHAVIOR: The Psychology of Marketing ....................................................................... 24Culture ................................................................................................................................................. 24Demographics ...................................................................................................................................... 26Segmentation, Targeting, and Positioning ........................................................................................... 26


14/64

Attitudes & Perception ......................................................................................................................... 28Consumer Decision Making Process ...................................................................................................... 29Primary Research Analysis and Interpretations .................................................................................... 31Macro Analysis ........................................................................................................................................ 31Walk-in Customer Segmentation and Segment analysis ........................................................................ 38Alysha .................................................................................................................................................. 39Becka ................................................................................................................................................... 41Cynthia ................................................................................................................................................. 43Recommendations .................................................................................................................................... 45

Segment Evaluation ................................................................................................................................ 45Problem Recognition ............................................................................................................................... 47Information Search .................................................................................................................................. 48Evaluation of Alternatives ........................................................................................................................ 49Purchase ................................................................................................................................................. 50Post Purchase Behaviour ........................................................................................................................ 50Active Customer Centric Metric Measurement System .......................................................................... 50Conclusion ................................................................................................................................................. 52Appendix .................................................................................................................................................... 53Bibliography .............................................................................................................................................. 55Turnitin Originality Report ....................................................................................................................... 57


15/64

List of FiguresFigure 1:New look Vs The Competition ...................................................................................................... 10Figure 2: Customer profile ........................................................................................................................... 11Figure 3: Brand Competition ....................................................................................................................... 12Figure 4: New Look s Value Statement ....................................................................................................... 13 Figure 5:Research Methodology ................................................................................................................. 15Figure 6: Dubai Demographics ................................................................................................................... 19Figure 7: Percentage growth in GLA by 2015 ............................................................................................. 21

Figure 8 :Dubai and UAE, Real GDP percentage change .......................................................................... 22Figure 9: Retail Real Estate Market Summary............................................................................................ 23Figure 10: Hofstede s Cultural Model .......................................................................................................... 25 Figure 11:Hofestede 5 dimensions: OFW's Destination ............................................................................. 25Figure 12: Segmentation Model .................................................................................................................. 27Figure 13: Attitudes ..................................................................................................................................... 28Figure 14: Consumer decision making process .......................................................................................... 29Figure 15: Walk-in customer Breakup ......................................................................................................... 31Figure 16: Conversion Rate ........................................................................................................................ 32Figure 17: Age Profile of Walk-in Customers .............................................................................................. 32Figure 18: Income Profile of Walk-in Customers (in AED per month) ........................................................ 33Figure 19: Tourists Vs Residents ................................................................................................................ 34Figure 20: Age Vs Nationality ..................................................................................................................... 34Figure 21: Occupation Profile...................................................................................................................... 35Figure 22: Advertisement Recall ................................................................................................................. 35Figure 23: Average Spend Vs Number of Visits ......................................................................................... 36Figure 24: How Often Do New Look's Customer go shopping ................................................................... 37Figure 25: How much does a New Look's Walk-in Customer Spend per Visit to an Apparel Store ........... 37Figure 26: Brand Recall .............................................................................................................................. 38Figure 27: Gross Margin Earned per 100 Walk-ins .................................................................................... 46Figure 28: Gross margin earned per regular customer ............................................................................... 46Figure 29: Gross Margin Earned per ticket ................................................................................................. 47


16/64

Executive Summary

It is a war out there! Fashion Retail brands are fighting it out to gain the attention of the consumers in this competitive marketand position themselves in a way that they influence the customers to choose them over other existing brands. There is nodearth of options, in fashion apparel brands, for the customers to choose from. They are spoilt for choice and it is because ofthis exuberance that the brands are losing their place from the customers mind.

This is where segmenting the customers becomes so important. It gives the brands the opportunity alter their value propositionaccording to the specific target market and hence, influence their decision making process. For this reason, New Look Landmark International, asked us to carry out the research to identify the customers of New Look and its segments.

Through this research we are attempting to gain an insight into the customers of New Look and then further micro segmentthese customers. This segmentation will help New Look tailor their marketing tools according to these specific segments. Wecarried out an extensive research from both the qualitative and quantitative aspects. Valuable insights were gathered from notonly the marketing team of New Look but also from the store personnel. We also interviewed 102 respondents in different NewLook stores in various malls across Dubai.

The survey was conducted to find out the demographics, preferences, behavioural and personality traits of the customerswalking into a New Look store. This research was aimed at understanding the customers and hence, to identify key areaswhere New Look could focus on, in terms of attracting more customers and increasing their business.

After collecting the various responses, this data was then analysed in order to identify the trends in different customersegments. Three key segments were clearly recognised with certain specific traits. This analysis helped us to come up withvarious recommendations aimed at increasing the brand value of New Look amongst its customers. We have also maderecommendations in terms of various stages pertaining to consumer decision making process with the view to improve thecurrent value proposition of New Look.


17/64

Introduction

Landmark Group

The Landmark Group was founded in 1973 and comprised of a single store in Bahrain. As of august 2009, it has over 900stores across the UAE, making it is one of the largest conglomerates in the middle east and is rapidly expanding in India.

In addition to its retail sector, the Group has also diversified into leisure, food, hotels and electronics and has created acomprehensive infrastructure including its own logistics and distribution division, to support its retail operations and otherbusinesses.The Landmark Group has built its reputation on the strength of its commitment to the consumer, which is reflected in theunmatched quality of its products and the value they provide to its customers.

Landmark Retail

Landmark Retail encompasses a number of brands the core retail concepts that fall under the Landmark Retail umbrella areCentrepoint, Babyshop, Shoe Mart, Splash, Lifestyle, Beautybay, Home Centre, Q Home Dcor, Max, Shoexpress, E-Max,Shoe Mart International and Landmark International, which franchises international brands such as New Look, Reiss,Aftershock and Koton.

Landmark International (LMI) and New Look

Landmark International (LMI) was founded in 2004 to source, secure and roll-out new international fashion and lifestyle brandsacross the region. LMI has successfully launched in the region and now operates a number of standalone stores across theGCC. This dynamic division will be operating 92 stores by the end of 2009 across the Middle East, working closely with keyinternational brands to enter and develop in this dynamic market.

New look, the UK s third largest apparel retailer is the latest addition to the LMI portfolio. New look offers diverse product ranges, combining fashion, quality, value and style to a broad customer base. 11 Landmark Group(2009),About Landmark,[online]Available at: http://www.cplmg.com/our-brands/landmark-retail/lmi/24/23/1/index.html[Accessed 1 April 2010]


18/64

Brand Positioning New Look

Positioning is the key to success for any brand. It is the process of placing a particular distinct and valued place in theconsumers mind with the help of a creating a unique image of the brand.In other words, positioning means finding the proper location in the minds of a group of consumers or market segment, sothat they think about a product or service in the right or desired way to maximize the potential benefit to the firm.The correct positioning of a brand helps it to distinguish itself from the other competitors and create a value proposition for itscustomers. It helps the customers to understand what the brand stands for and why they should purchase it instead of the other

existing brands.Usually when consumers come across any brands, they form an opinion about it in their minds and have certain criteriaassociated with it. These opinions help them to evaluate their options and choose the brand that is most closely related to theirtastes and preferences.Brand positioning is inadvertently related to market segmentation. One cannot define a good positioning of the brand until thereis a clear demarcation of the market into unique segments and a particular selection of the target segments. Another importantaspect to consider is Relevance of the brand. Relevance can be stated as the extent to which a brand meets the requirements of different target audiences and demographic groups.It is however important to understand that not all the existing brands are a competition to each other. The consumers asmentioned have various criteria that they associate with the brands that help them evaluate the different options on a similarlevel.For e.g., a customer looking for a Charles & Keith bag would never compare it with a Loius Vuitton or even consider it as anoption while making the purchase. The reason being both bags have different value perception attached to them and ourpositioned differently in the consumers mind.

Before we start with the analysis and findings of the research; the Positioning of New Look according to them in UAE isconveyed by Figure 1.


19/64

Figure1:New lookVs The

Competition22 Landmark Group(2007),Assessing New looks Position,[in-house presentation]

Toestablishthepositioningthe

parameters chosen are the price and fashion. New Look stands low on price but high on the fashion aspect in the minds of itscustomers.

As far as New Look is concerned, we can analyse its positioning on the following aspects:Target Market

Competition

Unique Selling Proposition of New Look

Target MarketFor a brand to attract customers and create a value proposition, it is very important that it chooses the right target customer. Itis like shooting a bullet blindfolded; without having the target audience in mind the marketing strategy cannot be accomplished.Every customer has different expectations and needs, it is important for a brand to understand what it stands for and align itselfwith the customers who are looking for the same. Hence, choosing the target market becomes important.

ffd8ffe000104a46494600010201008f008f0000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258

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

000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e31000000000000000000000000000000000000000000000000000000


20/64

According to New Look, their customer profile is as follows:Age: 18-35 core customer

Sex: Female

Personality: Trendy, Fashionable & Cool

Fashion Attitude: Fashion & price conscious

Spending Power: Lower - Mid

Figure2:

Customer profile3

3 New Look Group,2010. Our Customer[online]

Available at: http://www.newlookgroup.com/index.cfm?page=1011[Accessed 30 April 2010]Through our research we have broken down the Target Customers of New Look in the different segments, such asDemographic, Psychographic and Geographic. Since New Look is primarily a UK Fashion brand, it is important for them tounderstand the nuances of the customers in this region and to gain a better understanding of them.

ffd8ffe000104a46494600010101007100710000ffdb004300080606070605080707070909080a0c140d0c0b0b0c1912130f141d1a1f1e1c1c20242e2720222c231c1c2837292c30313434341f27393d38323c2e333432ffdb0043010909090c0b0c180d0d1832211c21323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232323232ffc00011080258032d03010021101031101ffc4001f0000010501010101010100000000000000000102030405060708090a0bffc400b5100002010303020403050504000017d01020300041105122131410613516107227114328191a1082342b1c11552d1f02433627282090a161718191a25262728292a363738393a434445464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495969798999aaa4a5a6a7a8a9aab2b3b4b5b6b7b8b9bac2c3c4c5c6c7c8c9cad2d3d4d5d6d7d8d9dae1e2e3e4e5e6e7e8e9eaf1f2f3f4f5f6f7f8f9faffc40010030101010101010101010000000000000102030405060708090a0bffc400b51100020102040403040705040400010277000102031104131061241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a262728292a35363738393a434445468


21/64

Hence, in this report we will attempt to understand the customer of New Look and understand the drivers behind their decisionto make a purchase. The aspects we will delve into are to understand how New Look is perceived by the customers withrespect to its competitors, whether the demographics of the customer play a role in their choice, to understand the behaviouralattributes of the customers, etc.

CompetitionThere is tremendous competition in the apparel sector in UAE. With no dearth of options to choose from, the customer is trulythe king here. The brands have to work hard to attract customers and even harder to make the customers choose them over the other available options. Recognizing the nature of different levels of competition has important implications for the desiredbrand associations and positioning. As established by the Positioning Diagram earlier, there are is tremendous competition.

Zara, H&M, Stradivarius, Forever 21, Bershka, River Island, Topshop, Mango, Promod, Splash, Koton are just a few names butthere exist a lot more. Since majority of the competitors fall in the same category in terms of fashion, prices, service and otherattributes, it makes it even more difficult for the brand to create a unique value proposition. As part of this research, we wouldidentify the main competitors for New Look which are taking sizable population and how they gain a bigger chunk of the pie.

Figure 3: Brand Competition

Unique Selling Proposition what makes New Look stand out!Unique Selling Proposition is the attributes that distinctively distinguish a brand from the others in the market because of thevalue proposition that they form in the consumers mind. These are attributes consumers strongly associate with a brand,positively evaluate and believe that they could not find to the same extent with a competitive brand. It provides a compellingreason for the customer to buy a product that competitors could not match.


22/64

The USP of New Look cannot be better captured other than the Value statement they mention in the website which shown infigure 4.

Figure 4:NewLooksValue

Statement44 New Look ,2010. BrandNew Look ,[online]Available at: http://www.newlook.co.uk[Accessed 30 April 2010]

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


23/64

Problem Statement

New Look is a fashion retail brand whose brand pillars are fashion excitement, value and newness. It strives to provide superiorvalue proposition to its customers. During the process of exploratory research conducted with marketing team of New Look, welearnt that the brand was looking to segment its customers in different groups in order to gain an edge in this competitive retailsegment. The task at hand for us was to come up with a segmentation of New Look s customers and recommend various measures that the brand can take in order to influence the decision making process of the customers.

Objectives of the Study To identify and draw a sketch of the New Look shopper /customer and segment the walk-in customers of New Look

To recommend a strategy to target the ideal segment/s of the existing customer base.

Limitations

During the course of this research we faced certain limitations that can be enumerated here. We were not given access to anyfinancial data regarding the purchase transactions of customers in New Look. Since New Look did not have an extensive CRMtool in implementation, we did not have access to an existing database of New Look customer that could have helped us ingaining more insight into the customer trends over a longer time period. Due to time constraints we were not able to cover allthe existing stores of New Look but could cover only those which have diverse customers and high footfalls.


24/64

Research Methodology

The complete research for the project under study is divided into 2 parts.1. Secondary research

2. Primary research

We used Secondary data to understand the critical issues of the project and to gain a better understanding of the task at hand.

Figure 5: Research MethodologySecondary ResearchThe Secondary research was carried out by us, as per agreement with Landmark Retail and was on a continual basis. Tool forsecondary research was primarily the Internet, Marketing Text books and similar research analysis carried out by the companypreviously.As part of the secondary research, the goal was to understand the critical aspects of consumer behavior and factors thatinfluence the choice of a particular brand. It was also carried out to understand the Target audience of New Look and theirpreferences.The information gathered through Secondary data was effective in helping us to build a brief idea of the situation at hand. Ithelped us understand the questions to be addressed to the Marketing and Brand team of New Look during our QualitativeResearch in order to gain an insight on the customer base. Secondary research also provided us with a platform to build ourresearch project on. The data from the


25/64

internet, books, magazines, etc provided with us with knowledge about the brand New Look and the customer profile theytarget and the customer preferences.

Primary ResearchQualitative ResearchThe Qualitative research was carried out in the form of an in depth interview with 3 separate teams based upon an intensivequestion list that was prepared. The question battery included 3 separate questions categories, which were demographics,customer brand awareness and comparison, and lastly customer behavior.

1st team consisted of the Brand Marketing personnel :-During this interview, the key inputs gained were the age brackets that need to be considered, type of advertisements that thebrands engages in,( for example it is against the brands policy to advertise on television and intensively uses a social mediamarketing as a tool and have launched a website by the name of mylook.com).Also it was gathered that some questions pertaining to intensively evaluating the customer s brand awareness, and competitor; need not be asked, as it would be better that a full survey for that be carried out. Furthermore activities that the brand wished toassociate itself with were discussed and insights on other categorizations were also gathered. Another important thingdiscussed was that to offer an incentive to the customers for help in gathers numbers for the survey.2ndTeam consisted of Store Operations personnel:During this discussion, issues were pertaining to analyzing the actual behaviors that the customers displayed within the storesand what were their habits. From the discussion it emerged that it was important for us to understand what the customerperceived of the stores service level and questions pertaining to these be included in the final questionnaire. Also certain insights were gathered on what were the parameters that the customers evaluated before entering a store and the various otherparameters within the store that would influence their decision making process.3rdTeam consisted of Customer of New Look:This was primarily done to evaluate the basic questionnaire we had developed and to understand whether it was useful inaddressing the key issued we wanted to highlight in our report. The discussion revealed interesting insights and helped usunderstand the various elements associated with the customer behaviour better.


26/64

It also helped us evaluate our questionnaire and we found that some of the questions were a bit lengthy and it was difficult torate on a Likert scale. Also certain there were certain questions pertaining to consumer s behaviour that came across as intimidating and too personal.Quantitative ResearchQuantitative data involves collecting, interpreting, and analysing hard data in the form of numbers to assess the informationsought. As part of the primary research for New Look, we decided to use a questionnaire based survey. This method capturesthe information in form of responses to the questions asked in the questionnaire.We decided to go for a questionnaire survey with the New Look customers who walk into the New Look stores; across variousmalls such as Mirdiff City Centre, Deira City Centre, Burjuman Mall, Dubai Mall, etc. The findings from the Quantitative

Research have been analysed in depth later in this report.


27/64

Secondary Research Analysis

Booming Retail Sector in UAE

Retail has been one of the fastest growing industries in the UAE for the past few years. The surging public and private sectorconsumption along with the contribution of strong industry verticals, the burgeoning economy, balancing crude oil prices, risingpurchasing power and strong consumer confidence are strengthening the retail industry.According to a research report Booming Retail Sector in UAE, the economic slowdown did not adversely affect the UAE retailindustry and its growth rate remained intact in 2009. The retail industry is all set to experience an impressive CAGR of around13% during 2010-2013.One major factor that the apparel industry in particular is doing well is because the country s population is highly dominated by expats. Of the total population, UAE nationalists only account for 17.1% share and rest is from South Asia and Europeancountries. As a result of which the apparel brands have to cater to the needs of a diverse demographic group which makes itimportant for them to understand the target audience.The consumer segment is fuelling retail sales and encouraging new market players for more developments. Even in the apparelindustry, there are a number of players that keep entering the market due to the ease of entry and the profitability in this sector.Thus, companies have to keep working hard to maintain their market share and the brand loyalty of the customers.

Demographics of Dubai

Dubai is a young city at heart. This can be fairly concluded from the evaluation of the demographics data provided by the Dubaistatistics centre in Figure4, which also shows that male to female ratio is approximately 3:1.


28/64

Figure 6: Dubai Demographics

As indicated by the Dubai Statistics Centre s website on 30 th may 2010, more than 10,000 new residents are being added tothe population of Dubai every month and its population has crossed the 1.8 million-mark in the first quarter of 2010.The Population in the UAE has grown up from 1,676,000 at the end of Quarter 1 2009 to more than 1,801,000 residents,demonstrating a growth of 7.5 per cent in the past 12 months.The population has gone up by more than 1.7 per cent, in the first quarter of the year 2010 as compared to the 1.77 millionrecorded at the end of 2009.55 Dubai Statics Center (March 2010),Population by age and Sex, Dubai Annual Statistical Report 2009 vol1 , pp19The growth figures are supported by industry demand data from utility and telecom companies which is enumerated as follows:

The Dubai Electricity and Water Authority reported a 14 per cent increase in the number of power connections in the year 2009. Du, has also had a 40 per cent increase in mobile users and 17 per

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

76c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d3231000000000000000000000012735247422049454336313936362d322e3100000000000000000000000000000000000000000000000000000


29/64

cent growth in fixed-line subscriptions during 2009 along with Etisalat managing to hold on to its existing base and posting amodest 3% increase.6

6 Dubai Municipality(2010), Municipal Statistics 2010,[online]available at: http://login.dm.gov.ae/Statistical+Information/Municipality+Statistics/Municipality+Statistics[accessed : 27 April 2010]7Uae Interact( 2010) ,Dubai population grows 7.6% as recovery sets in , [ online]

available at: http://www.uaeinteract.com/docs/Dubais_population_grows_7.6_as_recovery_sets_in/40133.htm

[accessed : 27 April 2010]8Maps of the world(2010),Dubai population,[online]Available at :http://www.mapsofworld.com/online-mapping-services.html[accessed : 27 April 2010]9 Jones Lang Lasalle (2009),- Business Trends Dubai, Pulse Report, April 2010, pp20-21

Some analysts now maintain that the increase in availability and affordability of residential real estate in the emirate has meant that Dubai's population has continued to expand.7

During the average working day, the active population working in Dubai surges by 50 per cent when the number of sailors,tourists, workers in government as well as private sector residing outside Dubai is taken into consideration.8

From the census held in recent past on the diverse cultural communities in Dubai it was seen that around 17 % are UAE nationals, approximately 71% are from various Asian nations that include Pakistan, Bangladesh, India, Philippines and othercountries, and nearly 3% are from the Western countries.

From the above data it can easily be concluded that any new retail brand can enter the market or any existing brand canchoose to expand as it seems to be a highly attractive proposition.

Retail in Dubai: Trends 2010 and Beyond

Although Dubai s retail sector has not experienced the same levels of performance decline as other sectors of the emirate real estate market, it is still undergoing a period of transition. 9Lower footfall levels, declining sales and a drop in tourist growth in 2009 have put greater pressure on the players to re-

examine their strategies to ensure that future growth can be sustained.


30/64

Figure 7: Percentage growth in GLA by 201510

10 The Retail International(2010),GCC Shopping center GLA Growth, Annual Report 2010,pp 211 Jones Lang Lasalle (2009),Business Trends Dubai, Pulse Report, April 2010, pp20-2112 Irish Eden Belleza (March, 2010) -Alshaya Launches 29 Retail Brands in Mirdiff City Center, GulfNews(2010) [online],available at: http://gulfnews.com/business/investment/alshaya-launches-29-retail-brands-in-mirdif-city-centre-1.601540[accessed 29 March 2010]This will result in much lower levels of expected future supply entering the retail market during the rest of 2010 and2011, with no new super-regional centres expected before the completion of the first stage of the Mall of Arabia which is

expected to complete in 2013. This reduction in the delivery of new retail shopping centres has given the market thenecessary breathing space to absorb the high levels of supply that had been created in recent years.11Mirdiff City Centre is the last super regional centre to open for the next 3 years. While it is clearly too early to assess theimpact of this new centre, it is attracting both spending and retail tenants from other centres in the northern regions of Dubai.This is very much evident from the fact that Alshaya, the retail business of the Alshaya Group, has opened shops for 29retail brands including Debenhams, Mothercare, Topshop, Next, H&M, Starbucks and Boots as well as Office Depot, whichis debuting in the UAE at the Mirdiff City Centre.12The Dubai Chamber of Commerce has reported that the total retail spending in Dubai is expected to escalate by around 4percent in 2010 and by more than 8 percent in 2011.

ffd8ffe000104a4649460001020100c800c70000ffe2

0c584943435f50524f46494c4500010100000c484c696

e6f021000006d6e74725247422058595a2007ce000200

09000600310000616373704d5346540000000049454320735247420000000000000000000000000000f6d60

00100000000d32d485


31/64

Figure 8 :Dubai and UAE, Real GDP percentage change1313 Dubai Chambers of commerce(2010), Dubai witnesses a rise in real GDP ,Dubai Chamber Economist Issue 26, April2010, pp1-214 Jones Lang Lasalle (2009),Business Trends Dubai, Pulse Report, April 2010,pp 3-4

Furthermore the future health of the retail market will primarily be driven by the velocity with which retailspending surges across Dubai and with the Real GDP of Dubai, showing signs of improvement as per the Dubai

Chambers of Commerce Economist Report released in April 2010, it can be expected that consumer spendingmay following soon.But still Dubai s retail market is likely to shift in line with the mainstream global retail market strategies, through an increased emphasis on offering value for money prepositions by competitive pricing, creative marketing programs andoffering convenience shopping added on services with tourism and hospitality providers.The shift in the structure of the retail sector as seen internationally is occurring with due emphasis on the back-to-basicsapproach. A number of cautious retailers have already started looking at new strategies in this regard. This trend projectsthe repositioning of new and existing retail centres away from the previous focus on luxury brands, to now towardsvalue merchandising.14

ffd8ffe000104a4649460001

020100c700c70000ffe20c58494

3435f50524f46494c4500010100000c484c696e6f021000006d6

e74725247422058595a2007ce00020009


32/64

Figure 9:Retail RealEstateMarketSummary15

15 JonesLang

Lasalle(2010),Retail Real Estate Summary, Dubai Real Estate Market Overview, April 2010, pp31-3216 eyeofdubai.com(Jan, 2010), Echo Trends" Latest Report Reveals Dubai Consumers Brand Preferences,[online]Available at: http://www.eyeofdubai.com/v1/news/newsdetail-38638.htm[accessed 29 March 2010]

17Issac John(April 2010) ,UAE consumer confidence surges, Khaleej Times[online],available at: http://www.khaleejdaily.com/?p=22491[accessed 29 April 2010]New market entrants into the region are expected to spur growth in developing smaller malls with convenience and service astheir focus. While the focus is expected to switch to serving the needs of the resident population of surrounding emirates andDubai, the tourism sector will still remain a significant factor of retail expenditure in Dubai as it has been in the past.Also according to a recent Echo trends the Majority of Dubai residents have not drastically changed their spending behaviourdespite the economic downturn. The report also mentions that although the behaviour and trends have not changed drasticallydespite the economic downturn but there have been some significant changes in the positioning and repositioning of present

and former market leaders in their respective fields.16The UAE has also recorded the strongest rally in Gulf consumer confidence index in the first 2010 quarter, according to findingsof a survey published by YouGov Siraj in. In the UAE, 21 per cent said they were financially better off than last year, 34 per centsaid they were in the same position as last year and 39 per cent said they were in a worse position than last year.17Thus, it can be concluded that Dubai still remains an attractive destination for retail related tourism and the retail sector isexpected to benefit from the continued growth in visitor arrivals (forecast to increase by 5 percent in 2010) and high levels ofinvestment in developing the cities tourist infrastructure (For e.g.: the growth and development of Dubai International Airport,the opening of the pilotless Dubai Metro and the promotion of the city in international tourist source markets along with thedevelopment of mega structures, such as the Burj Khalifa ), which are enticing more people to seek Travel to this bright oasis inthe desert.

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


33/64

CONSUMER BEHAVIOR: The Psychology of Marketing

We are all familiar with the concept that the customer is the king and in order to succeed in this market, the firms have tofocus on various issues pertaining to strategic decisions in order to create a value proposition for the customers. Thus, in thiscompetitive environment, it is of utmost importance to study and understand the behavior of the customers so that the firms cancater to their needs under various segments. To truly understand consumer behavior there are certain issues we can dwellupon:

The psychology of how customers think, feel, reason, and then choose amongst the different alternatives that are available to them (e.g., brands, products)

The understanding of how the external or internal environment (e.g., culture, family, signs, media) influences the consumer decision process

The overall behaviour of consumers while shopping or making purchase decisions

To understand how the limitations in the information imparted or lack of knowledge of the customer influence the decisions

In this dynamic environment, it is important that the brand can adapt and improve their marketing campaigns and marketing strategies to more effectively reach the consumer.

Through our research study we would like to focus on these factors and hence, try and analyse how New Look can leverage onthese in order influence the choice of brands among the customers in their favour.

CultureWe might ponder upon why culture is associated with consumer behaviour, but the fact remains that the two are very closelyrelated to each other. Culture plays an important role in influencing the perception and decision making process of thecustomer. Cultural issues in marketing tend to pose problems as it is difficult for the firms to understand all the nuances of aparticular culture of the region they are situated in. they have to make that extra effort not to hurt the sentiments of thecustomers in any way.Cultural issues are very well explained by Geert Hofstede, in his model of Culture, where he mentions that Cultural differencesexist because of five important factors, such as, Power Distance, Uncertainty Avoidance, Masculinity/ Femininity, Individualism/Collectivism and long term orientation. The degrees of all these factors differ from culture to culture.


34/64

Figure 10: Hofstedes Cultural Model

In a region like the UAE, this issue becomes even moreprevalent as the people here give a lot of importance totheir culture and are highly influenced by it.

Figure 11:Hofestede 5 dimensions: OFW's Destination1818 Ray Adel(October 2009) , Learning from Hofstede: ASEAN5 , [online]available at:

ffd8ffe000104a4649460001


000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c00

00080c625452430000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e31000000000000000000000000000000000000000000000000000000Cultural Differences


00310000616373704d5346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464

000002c400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c625452430000043c00

00080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e310000000000000000000000127352474220494543

36313936362d322e31000000000000000000000000000000000000000000000000000000

ffd8ffe000104a4649460001020100c800c70000ffe20c584943435f50524f46494c4500010100000c484c696e6f021000006d6e74725247422058595a2007ce00020009000600310000616373704d534654000000004

9454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000

003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c

400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c6254524300

00043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e3100000000000

0000000000012735247422049454336313936362d322e31000000000000000000000


5247420000000000000000000000000000f6d6000100000000d32d485020200000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000116370727400000150000

0003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c

400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c62

5452430000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e3100000000000000


9454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000

003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c

400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c6254524300

00043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e3100000000000

0000000000012735247422049454336313936362d322e31000000000000000000000


346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c40000008

8767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c625452430000043c0000080

c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e3100000000000000000000001273524742204945433

6313936362d322e31000000000000000000000000000000000000000000000000000000


9454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000

003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c

400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c6254524300

00043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e3100000000000

0000000000012735247422049454336313936362d322e31000000000000000000000


346540000000049454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c40000008

8767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c625452430000043c0000080

c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e3100000000000000000000001273524742204945433

6313936362d322e31000000000000000000000000000000000000000000000000000000


9454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000

003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c

400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c6254524300

00043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e3100000000000

0000000000012735247422049454336313936362d322e31000000000000000000000


5247420000000000000000000000000000f6d6000100000000d32d485020200000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000116370727400000150000

0003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c

400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c62

5452430000043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e31000000000000000000000012735247422049454336313936362d322e3100000000000000


9454320735247420000000000000000000000000000f6d6000100000000d32d4850202000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000000001163707274000001500000

003364657363000001840000006c77747074000001f000000014626b707400000204000000147258595a00000218000000146758595a0000022c000000146258595a0000024000000014646d6e640000025400000070646d6464000002c

400000088767565640000034c0000008676696577000003d4000000246c756d69000003f8000000146d6561730000040c0000002474656368000004300000000c725452430000043c0000080c675452430000043c0000080c6254524300

00043c0000080c7465787400000000436f70797269676874202863292031393938204865776c6574742d5061636b61726420436f6d70616e790000646573630000000000000012735247422049454336313936362d322e3100000000000

0000000000012735247422049454336313936362d322e31000000000000000000000



35/64

http://reyadel.files.wordpress.com/2009/10/hofstede _ofw.png?w=600&h=410

[accessed 29 April 2010]


36/64

From the graph in figure 11 we can observe that in terms of the Hofstede s model the Power Distance, Uncertainty Avoidance and Masculinity traits are very high within the Arab world and Philippines is quite high. However, individualism is low. This isvery different from the cultural traits prevalent in United Kingdom.In such a case, New Look should focus on addressing these issues. For e.g., since the element of Uncertainty Avoidance withinArabs and Philippines is high; New Look should look at building strong relationships with its customers and build the trustfactor. This will play an important role in convincing customers that New Look is the brand they should go for and that they willnot be let down by it.In Dubai, especially, since there are people from various other cultures, this issue becomes more complex. It is also critical notto stereotype or over-generalize the traits of the people, as there might be significant individual differences between people

within the region.Since, New Look is primarily a UK brand, they have to put in that extra effort to understand the culture and societal norms anduse this to their advantage.

DemographicsWe should try to understand the implications of the makeup of an entire population and how these factors affect their choice.Demographics are clearly tied to subculture and segmentation. When we talk about demographics, we refer to various factorssuch as age of the population, the gender mix, the income mix, etc. with the help of an understanding about the majordemographic trends we can easily segment and target our market.As already mentioned before, there are certain prevalent trends in this region that play a favourable role for a fashion retailbrand. The fact that majority of the population is young, employed, there is a mix of various nationalities and cultures; can affectthe performance of a brand like New Look. As a result of which New Look should try and leverage on these factors.

Segmentation, Targeting, and PositioningIn order to entice our customers, we need to address their needs and preferences. This can be done successfully only when weuse Segmentation, Targeting and Positioning techniques.


37/64

Figure 12:Segmentation Model1919 Lars Perner(2008),Segmentation, Targeting andPositioning, USC Marshal (California)[online]

Available at:

http://www.consumerpsychologist.com/cb_Segmentation.html[accessed 27 April 2010]

The demographic trends help us to understand the kind of customers existing in the market. After we understand the genericmake up of the population, we can then decide which part or segment of this population we want to focus on or target. Once itis clear in the minds of the firms which consumers to target, they can tailor their communication and marketing strategies insuch a way so as to help the customers distinguish their brands from others existing in the market; hence, position itself in thecustomers minds.Through our research are attempting to segment the customers of New Look in different segments according to thedemographics, personality traits, etc. As we know majority of New Look customers are young women who are looking for agreat buy. However, it is important to analyse if there is any other segment that is important and that needs to be looked at. OurQualitative Research seems to suggest so and through an in depth Quantitative data and analysis we will uncover whichsegment to target.After the segmenting is in place we will focus on which segment to target and how to tailor the marketing strategies in order togain more business.



38/64

Attitudes & PerceptionAttitudes are inherent characteristics in an individual that influences the way he/she perceives things or situations around them.Perception, on the other hand, is the way an individual reacts to a certain stimuli in the environment.Attitudes in a customer comprises of Beliefs, Feelings and Behavioural intentions towards a particular brand or product.

Figure 13: Attitudes20

20 Lars Perner(2008),Attitudes , USC Marshal (California)[online]Available at: http://www.consumerpsychologist.com/cb_Attitudes.html[accessed 27 April 2010]

As a recognised fashion brand New Look should keep in mind that consumers do not portray their attitude in a consistentmanner all the time. They need tounderstand these attitudinal changes in thecustomer segment and alter their valueproposition accordingly.New Look can even attempt to change theattitudes and behaviour of people by tryingto change the beliefs, alter the importanceof belief or by evoking new beliefs within anindividual. It can portray itself as a brand thatprovides the best value for money whichcould be contrary to the belief of most of its

customers.As far as perceptions are concerned,marketers can focus on providingpositive stimuli to the customers so that they react in a desired manner. Repetition is a manner in which brands can influencethe perceptions of the customer in their favor. This is the reason brands engage in advertising and other forms ofcommunication so that they create and sustain the awareness of the customers. Hence, it is

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

report unprotected

Documents