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RODD & GUNN TAWA DRESS-SMART OUTLET: Integrated Marketing Communications Plan 2009

Prepared by: Jamuel Enriquez Word Count: 4376

Date: 21/05/2009

Tutor: Nick

Page 2 Integrated Marketing Communications Plan 2009

21/05/2009

Table of Contents

1 Executive Overview ............................................................................................................. 4

2 Background and Target Audiences ..................................................................................... 5

2.1 Company and Service description .......................................................................................... 5

2.2 Situational Overview .............................................................................................................. 5

2.2.1 Brand Equity in Area .................................................................................................. 5

2.2.2 Competition ............................................................................................................... 5

2.2.3 Positioning ................................................................................................................. 5

2.2.4 Target Audience ......................................................................................................... 6

2.2.5 Other Key Audiences .................................................................................................. 6

2.3 Brand Building to Date ........................................................................................................... 6

2.4 Communications Strategy and Implementation to Date ....................................................... 7

3 Integrated Marketing Communications Plan ...................................................................... 8

3.1 Marketing Communications Objectives ................................................................................. 8

3.2 Overall Communications Strategy .......................................................................................... 9

3.2.1 Strategic considerations............................................................................................. 9

3.3 Current Branding .................................................................................................................. 12

3.4 Communications Mix ............................................................................................................ 12

3.4.1 Key marketing tools considerations ......................................................................... 12

3.5 New Media Tools and Corresponding Creative Strategies ................................................... 14

3.5.1 Advertising ............................................................................................................... 14

3.6 Media Allocation Plan ........................................................................................................... 16

3.6.1 Geographical Target Area for Print Advertising ....................................................... 16

3.6.2 Continuity and Scheduling ....................................................................................... 16

3.7 Integration ............................................................................................................................ 17

3.8 Budget .................................................................................................................................. 18

3.9 Implementation .................................................................................................................... 19

4 Measurement and Brand Equity ....................................................................................... 21

4.1 Plan Effectiveness ................................................................................................................. 21

4.2 Integrated Marketing Communications Plan and Brand Equity ........................................... 21

5 References ........................................................................................................................ 22

6 Appendices ........................................................................................................................ 23

6.1 Appendix 1 ............................................................................................................................ 23

6.2 Appendix 2 ............................................................................................................................ 29


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6.3 Appendix 3 ............................................................................................................................ 30

6.4 Appendix 4 ............................................................................................................................ 31

6.5 Appendix 5 ............................................................................................................................ 32

6.6 Appendix 6 ............................................................................................................................ 33


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1 Executive Overview The main purpose of this Integrated Marketing Communications plan is to increase the communication objective of brand awareness to encourage product trial, purchase and brand loyalty for the Rodd & Gunn Tawa Dress-Smart Outlet. The main issue hindering the achievement of this objective is the inability for the outlet to leverage its key competitive advantage of offering the high quality Rodd & Gunn brand at a low price. The reason this market offering is not effective is because of the current marketing orientation of the Rodd & Gunn brand. Currently, the marketing is done on behalf of the brand as a whole, not specific acknowledging the outlet. This plan’s main objective is

a) Generate awareness of the Rodd & Gunn Tawa Dress-Smart b) Build an image seen as an extension of the Rodd & Gunn brand, not as a separate entity

Awareness will be generated by the use of advertising, specific to the Rodd & Gunn Tawa Dress-Smart outlet, which is not currently conducted. The strategy is to market the Rodd & Gunn outlet brand to key locales of its target market. The important consideration is the use of media, to be in keeping with the brand image and not to detract or overshadow current branding done on behalf of the overall brand. The proposal of the formation of a new image does not detract from the current brand image, but merely builds upon it keeping the same prestige value, but acknowledging the outlet as having a different offering than the full retail store. Current advertising techniques of the company are very visual, but at the same time not marketed through mass broadcast mediums. To express the same positioning, a similar strategy will be adopted, only using print advertisements. The big idea mainly lies in reaching the target audience in situations where they are willing to ‘hear’. They main places of advertising will be:

Men’s public washrooms Pubs (which have a similar image to Rodd & Gunn)

The media allocation is effective in targeting the audience on a one-to-one basis. This is imperative as using this strategy allows the customer to form individual opinions of a brand, before social group influences affect their brand ‘expectations’ The overall strategy is in place to increase the brand equity of the Rodd & Gunn Tawa Dress-Smart Outlet within two years. The increase of brand equity is achieved by this development of both image and awareness to target a larger and broader market than the Rodd & Gunn full retail store.


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2 Background and Target Audiences

2.1 Company and Service description Rodd & Gunn competes in the industry of male fashion. The overall Rodd & Gunn brand prides itself on selling top quality clothing for men which will last for a long time (Rodd & Gunn, 2009). The secondary offering is high in-store customer service providing opinions on fashion garnering a strong relationship with the customer. This offering is also consistent with its outlet stores such as Tawa Dress-Smart. The main difference is that these stores stock items which the full-priced stores cannot sell. The added offering however is the dramatic reduction of prices promising at least 30% off original RRP of all garments sold in store.

2.2 Situational Overview

2.2.1 BRAND EQUITY IN AREA The Rodd & Gunn Outlet is one of four retail outlets in Tawa Dress-Smart who compete purely in the industry of men’s fashion. As Rodd & Gunn’s overall brand is very strong, the Tawa outlet has experienced reasonable success in terms of market share in the Tawa Dress-Smart. Recently, in April 2009 Tawa Dress-Smart noted the Rodd & Gunn outlet as the best selling company of the top four for that month (J. Teal, personal communication, May 18, 2009)

2.2.2 COMPETITION The main competition to the Rodd & Gunn Outlet is the four outlets that purely compete purely in menswear: Barkers Outlet, Cutler and Co. and Working Style. This is based on geographical proximity to the outlet store (A. Edwards, personal communication, May 14, 2009) [Also see Appendix 1]. They are the only other three stores in Tawa Dress-Smart which targets a similar market to Rodd & Gunn.

2.2.3 POSITIONING Rodd & Gunn’s positioning statement consists of providing high quality, long lasting garments for men, at a price which reflects this quality. Rodd & Gunn’s garments evoke a ‘prestige’ quality. This is essentially their primary marketing tool, their own quality, as customers understand, expect and value this from Rodd & Gunn. This is evident from the power of Rodd & Gunn’s


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marketing through word of mouth as noted by the manager and assistant manager of the outlet store (See Appendix 1)

2.2.4 TARGET AUDIENCE Rodd & Gunn’s target audience can be described by means of using a ‘Demographic/Psychographic (lifestyle analysis)’ profile (Schiffman et al, 2008) as evident from current marketing and products. It should be noted that the Rodd & Gunn outlet pursue the same audience as the full priced stores, however the outlet can draw a larger audience of whom are financially excluded from the full retail stores. Overall Rodd & Gun brand Audience Profile

2.2.5 OTHER KEY AUDIENCES Staff As Personal Sellers carry the message of the brand. Wives Wives are major stakeholders in what the men purchase acting as

key influence groups (J. Teal, personal communication, May 11, 2009) [Also see Appendix 1]

2.3 Brand Building to Date It is important to note, before Rodd & Gunn’s brand building is analysed, that its brand advertises using the same message across the countries they operate in and the nature of the business (being a full retail store or an outlet). Rodd & Gunn has done very well to deliver a consistent image. Rodd & Gunn’s brand is very strong. It is fairly well recognised which is important as it is an international brand (mainly operates in Australia and New Zealand). In terms of the

Demographic Age 30-45 (This is the core group, but note that the store deals with many customers well beyond this age group)

Gender Male Marital Status Married Income $50,000-$60,000 Education Finished tertiary education Occupation Working professional, primarily an office job. Psychographic Activities Outgoing, enjoys being in the outdoors and participating in sport. Interests Family, friends and enjoys sport. Opinions Quite opinionated in terms of politics and worldly events. Is up to

date with current news.


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Communications Pyramid (Chitty, Barker & Shimp, 2008) Rodd & Gunn have high ‘Brand Recognition’ and a relative amount of ‘Brand Recall’ (consumers will be able to identify the brand if given on a piece of paper). With regards to the image it all revolves around a hunting theme, a very masculine and a traditional motif. This is evident with the brand’s logo and its outlet store. Rodd & Gunn’s logo is a pointer dog (See Appendix 2). The pointer dog’s historical background does well to embody the brand’s classical, rugged yet classy, quality image which very much effectively build’s their brand to cater to the ‘traditional gentleman’. Rodd & Gunn’s brand also incorporates mainly brown and earthy colours and textures. This is evident not only on their logo, but more so in their retail stores thus establishing these stores as effective marketing tools (See Appendix 3). The store itself has its windows and doors framed with distinct wood, and all furniture in store, including shelves and tables are all made of wood emanating this continued traditional feeling. The overall brand building of Rodd & Gunn is very implicit in nature. It very much suggests a feeling rather than a statement of who they are. From a marketing point of view this is very effective in terms of their ‘communications strategy’ as will be discussed below

2.4 Communications Strategy and Implementation to Date Rodd & Gunn have very much employed a creative strategy with a ‘symbolic/experiential orientation’ (Chitty, Barker & Shimp, 2008). Specifically, their main strategy can be described as a ‘brand image strategy’ involving advertising ‘psychosocial’ differentiation. This can be seen by analysing one of their print advertisements (See Appendix 4). Rodd & Gunn advertise their product based on the ‘environment’ their product is seen in. Advertisements such as the print advertisement in Appendix ... always advertise the model, wearing Rodd & Gunn in a very rural environment. This, sets a primary basis for the brand as delivering very masculine (and acknowledging this environment, very durable) products. This image lends the company to market the brand as a fit to their target market, but also as an aspirational brand for many customers employing the technique of ‘transformational advertising’. Furthermore, this environment nature of their advertising clearly shows the company acknowledging their consumer and the importance of the environment they operate within. This further describes their strategy more than a ‘brand image strategy’ but has an undertone of a ‘resonance strategy’, advertising their target customer’s current/aspirational lifestyle, attributed to the brand. By advertising in this form, Rodd & Gunn successfully establish their products, and more so their brand as being an active metaphor for their target customer’s environment, thus fitting in appropriately and effectively within their lifestyle. Thus their strategy is very much complex, letting the product very much speaking for the brand, marketing through a three pronged hybrid strategy of a ‘brand image strategy’ with hints of a ‘resonance strategy’.


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3 Integrated Marketing Communications Plan

3.1 Marketing Communications Objectives The Hierarchy of Effects Model (Figure 1) is the basis for specifying the outlet’s marketing communications objectives. The main objective is to build ‘awareness’ specifically for the Rodd & Gunn Tawa Dress-Smart Outlet store. Although the brand itself has done very well in marketing a successful brand image, the outlet store is not acknowledged as adding an added and different benefit to the full retail stores. This will be further discussed in ‘3.3. Current Branding’. The sub-objective is to improve the Rodd & Gunn outlet’s image. This improvement includes the creation of an ‘outlet logo’ which should be situated under the current Rodd & Gunn logo when advertising specifically for the outlet (See appendix 5). This objective is to create understanding for the outlet by affecting the audiences’ ‘expectations’. This can be used not only for the Rodd & Gunn Tawa outlet, but also for other outlets in NZ (Auckland and Christchurch) and Australia. This is the direct notification for the outlet acknowledging it as not a separate entity from the company and the brand but as an extension. Further reasoning for this is that compared to its competitor Barker’s Outlet (situated next to Rodd & Gunn), Barker’s fully acknowledge the retail store in Dress-Smart as an outlet (identified by the store name) whereas the Rodd & Gunn Tawa Dress-Smart store does not.


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3.2 Overall Communications Strategy

3.2.1 STRATEGIC CONSIDERATIONS Hierarchy of Effects Model Current awareness levels can be described by the Hierarchy of Effects Model. Figure 1. Hierarchy of Effects Model

(Chitty, Barker & Shimp, 2008)


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As the model describes the success of a brand’s advertising based on the consumer achieving these goals consecutively, the current advertising of the overall Rodd & Gunn brand can be seen to be successful on all stages. Specifically, in terms of advertising the brand’s strengths lie in its Awareness and Expectations stages. Awareness, as stated by the manager and assistant manager of the Rodd & Gunn Tawa outlet is identified through the marketing activities of billboards, newspaper advertisements but more importantly word of mouth. In terms of the advertising techniques which are able to be controlled by the company (advertising and newspaper advertisements) These advertising techniques are very subtle, implicit and tangible thus influential in terms of the customer being given a form of ‘thinking space’ in a form of time and the unobtrusiveness of marketing encouraging the audience to make an opinion of the brand. These opinions are important in the establishment of ‘expectations’ attributed to the brand. By having appropriate expectations, this can either encourage, or discourage trial, but the important point is that once the customer is in the physical retail store for the ‘trial’ stage of the process, they are in a reasonably ‘willing’ and ‘able’ to buy the products offered. Thus the strategy for the Rodd & Gunn Tawa outlet focuses on the ‘Awareness’ and ‘Expectations’ stages of the Hierarchy of effects model The strategy for marketing the ‘Awareness’ stage includes the direct acknowledgement of the Rodd & Gunn Tawa Dress-Smart store as an ‘outlet’. This makes the audience aware of the ‘added-value’ or extra product offering of the outlet which is a larger and different product range at a lower price (at least 30% lower than full retail). It is important, however, not to deter from current branding, thus marketing should not advertise in mediums currently used by the overall brand, nor should they advertise via a mass medium to avoid the image of ‘competing’ against the existing strong brand image. The brand should be seen as an extension of the company, not a separate entity as the current marketing of Rodd & Gunn’s quality is the basis for the outlet store’s appeal. Thus the impact, reach and frequency of the marketing activities of the Rodd & Gunn outlet will and should be always limited to the impact of Rodd & Gunn’s overall marketing activities. It is important to note the relationship of the outlet’s marketing activities as symbiotic to the overall strategy, feeding off it, rather than overshadowing it. In terms of the ‘Expectations’ stage, the expectations the audience should be left with/should understand is that the outlet store offers the ‘same’ quality as the full retail stores at a lower price. The issue is not to deter the current customers from the full priced stores, thus the expectations of low price should appeal to a slightly altered target market, one that has less disposable income but is in search of the advertised high, prestige quality. Level of Involvement and Elaboration Likelihood Model Society has encouraged the purchase of fashion garments to become at least a ‘moderate level involvement’ purchase. This means buying clothes is not/should not constitute a ‘low degree of involvement’ where a customer merely purchases what they see straight away because they usually/should trial their clothes before purchase. Contrastingly, in relation to its target market, the products Rodd & Gunn sells are not at a high degree of involvement thus do not force a long period of time between the need recognition stage and the purchase stage of the ‘buyer behaviour process’.


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The Elaboration Likelihood Model (Chitty, Barker & Shimp, 2008) uses this acknowledgement of the ‘moderate level of involvement’ regarding Rodd & Gunn’s products and their opinion’s and active response towards the brand’s marketing activities. Figure 2. Elaboration Likelihood Model

(Chitty, Barker & Shimp, 2008).

As the brand’s product offering constitutes a moderate level of involvement (elaboration) required by the customer, marketing has the opportunity to and should advertise through the dual routes of both the central and peripheral route.

The Central Route

The persuasion through this route should be ‘emotion-based’ to relate to the target audience on

an empathetic level. Such emotion advertised should be the prestige factor of ‘Rodd & Gunn’s’

products thus stimulating Social and predominantly the ‘Ego needs’ of the customer. (Maslow’s

Hierarchy of Needs). This effectively garners positive emotions within the target audience thus

leading to positive attitudes towards the brand.


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The Peripheral Route

The peripheral route is used to arouse the superficial wants of the target market, thus this route

is taken and is important in generating initial awareness. Because the message of the marketing

should be ‘emotion-based’, the peripheral route should employ similar emotions evoking

positive attitudes toward the brand.

Other important Considerations

Positioning

o Discussed below in 3.3. Current Branding

Pull strategy as the brand is implicit, and the overall brand seeks to influence the

audiences’ behaviour to purchase their brand. The outlet will adopt this strategy to keep

them in line with Rodd & Gunn’s consistent message.

Advertising needs to be where market will ‘hear’ (willing and able to form positive

opinions toward the brand)

3.3 Current Branding It is imperative that current branding must not be changed (branding for the whole company).

The communication’s strategy of the outlet itself is relying on the ‘prestige’ status of the

company’s brand as a whole, thus the basis of the outlet’s appeal. Positioning of the brand is that

it gives the opportunity for consumers to purchase products they would not normally be able to

afford, rather than a ‘cheap’ retail store.

3.4 Communications Mix

3.4.1 KEY MARKETING TOOLS CONSIDERATIONS When using the AIDA model (Attention, Interest, Desire and Action) (Ferrell & Hartline, 2005) as seen in Figure 3, the three most effective marketing tools identified are Advertising, Sales Promotion and Personal Selling. This rationalises the use of these three tools as key marketing tools for the Rodd & Gunn Tawa Dress-Smart Outlet to consider using. In terms of current marketing activities, the outlet currently is very effective in personal selling (in-store customer service) and sales promotion. Thus advertising is the main tool consideration discussed.


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Figure 3. AIDA Model

(Ferrell & Hartline, 2005)

Advertising Advertising plays a vital role in garnering ‘awareness’ and ‘attention’ to the outlet’s brand. In relation to the Hierarchy of Effects Model and the communications strategy, advertising will do well to supplement the goals of ‘awareness’ and correspondingly influence the ‘expectations’ towards the brand. In terms of executing effective advertising, the previously identified importance of the Elaboration Likelihood Model provides an appropriate strategy of targeting both dual routes of ‘Central’ and ‘Peripheral’. Thus the main ‘new’ marketing suggestion is the introduction of effective advertising specifically for the outlet which will act to support the other current marketing tools. An important consideration for advertising is that it cannot market via broadcast mediums or other mass mediums which communicates to consumer groups. This can create the risk of competing against existing marketing of Rodd & Gunn and their overall brand. Rodd & Gunn’s full retail stores are the main focus of the overall brand, as opposed to the outlet stores, thus marketing should also reflect this view. Sales Promotion This form of marketing is currently undertaken by the company and is an essential current marketing tool not only of the outlet store but also the brand. Such high quality customer service should be continued as its use lies in its constant effectiveness. Furthermore, being an outlet, sales promotion is expected from such a retail store, thus constituent with considering the ‘expectations’ stage of the Hierarchy of Effects model.


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Personal Selling This comes in the form of the current employees. These workers are integral to the final purchase of the product as the AIDA model identifies that they stimulate increased customer ‘desire’ and prompt ‘action’. This is mainly due to the close relation the customer will feel with one to one communication, with the employees offering sound advice on purchase.

3.5 New Media Tools and Corresponding Creative Strategies

3.5.1 ADVERTISING Print Advertisements The creative strategy itself is the most effective with print advertisements as it is very visual and most effective when tangible and dealing with an individual audience. An example can be found in Appendix 6. These print advertisements will spearhead the ‘Meet Rodd’ campaign. The Rodd & Gunn Tawa Dress-Smart Outlet should pursue a similar strategy to that of the overall Rodd & Gunn brand, that is, the hybrid strategy of the ‘brand image strategy’ and the ‘resonance strategy’. The key difference with the outlet’s strategy will be that its ‘resonance strategy’ will play a more prominent role than is currently. Brand Image Strategy As noted earlier, (2.4 Communications Strategy and Implementation to Date) Rodd & Gunn’s overall brand image strategy is very effective and unique to the brand thus the approach to this strategy should not change. It was also identified that the effectiveness of Rodd & Gunn’s advertising lies with acknowledging the relevance of the customer’s external environment to describing their lifestyle. When advertising, the product should continue to be associated with symbols. The main symbol Rodd & Gunn uses in advertising is the use natural environment the customer is immersed in. When advertising the outlet, the Rodd & Gunn product should continue to be a metaphor for the customer’s lifestyle which is represented by this external environment. As this is the current, primary strategy of the overall brand, the outlet’s approach should not deviate but attempt to be very similar to this thus expressing a consistent message to the overall brand and company. Resonance Strategy As analysed before, the current resonance strategy of the brand consists of presenting the customer an ‘aspirational’ lifestyle. This is the main point of difference for the outlet’s advertising and the advertising of the overall Rodd & Gunn brand. The overall brand creates this ‘aspirational’ association by presenting a very much surreal, romanticised, rural environment surrounding the model wearing Rodd & Gunn clothes. Instead of being confined to the rural


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environment, the outlet’s resonance strategy should still depict a romanticised environment but one which the customer realistically operates in such as at work, playing sports with friends, spending time with family etc. By using this advertising method, the Rodd & Gunn overall feeling is consistently expressed with the outlet’s marketing efforts, but the change to a more realistic environment invites or encourages customers who may have been once deterred by the Rodd & Gunn’s price. The realistic approach creates a different relationship with customer which they can relate more to on an experiential level, thus feeling more confident that such products are actually made for them. Furthermore, this establishes the difference between the full retail stores advertising an aspirational product offering which meets ‘self actualisation needs’. The outlet differs as it essentially offers the opportunity for ‘every man to have this prestige quality in their lives’ meeting their ‘social and ego needs’. Execution of Print Advertising In terms of execution the print advertisement itself should not have any large sales promotional deals in text or explicitly stated on itself so the audience can draw their own brand opinions from the advertisement. The focus of the advertisement is the user of the Rodd & Gunn’s product, and how the product induces ‘prestige’ for the user within his environment. This prestige status attributed to the user is obviously a form of ‘brand image’ strategy. The most important deviation from the overall brand’s current advertising is the treatment of the environment in the advertisement. Instead of being a rural landscape, the outlet should incorporate realistic environments which users are accustomed to everyday in their lifestyles. This is important to communicate to the customer that a more generic man is being targeted and is being offered the same ‘prestige’ quality of the full retail store. The text, ‘Meet Rodd’ is an act to address the audience that the man is the representation of the target market of the Rodd & Gunn Tawa outlet store. All the print advertisements must have the Rodd & Gunn Outlet branding, a link to the website and maybe a small promotional caption ‘expect 30% off full retail’. This is primarily where the ‘Big Idea’ lies, as the print advertisements are the key medium to spearhead the ‘Meet Rodd’ campaign. The importance of print advertisements as a key marketing tool is important as the key media vehicles used are tangible (thus allowing for greater customer relationship) and deals with the customer on a direct, individual basis (thus allowing for the development of ‘thinking space’ for the audience to form opinions). Key media vehicles include:

Mini (A4) billboards Small cardboard coasters

The innovation of this advertising is not the solely by the medium, but the combination of the specific tools with the location of advertising, as the location chosen are where customers are willing to ‘hear’ (discussed below 3.6.1. Geographical Target Area for Print Advertising). Online advertising This form of advertising is the most simple as it seeks to be more informative yet is very important as it builds on the ‘expectations’ stage of the Hierarchy of Effects model. Specifically, online advertising for the Rodd & Gunn outlet Tawa should constitute a link from or just a


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specific page on the Rodd & Gunn website dedicated to describing the outlet, what it offers, how it differs from the full retail stores and contact details. Currently there is no such feature on the page, so the strategy of actively acknowledging the outlet as an extension of the company is vital to increase the outlet’s sales. Furthermore, this online presence of the outlet is important as it is the next stage of the strategy after the outlet’s print advertisements have garnered awareness.

3.6 Media Allocation Plan

3.6.1 GEOGRAPHICAL TARGET AREA FOR PRINT ADVERTISING Though the media tools selected are fairly generic, the strategy is to reach them at key places where the target audience are willing to be subject to marketing, ‘willing to hear’. Thus the following places are the three places determining key places to reach customers:

Men’s Public toilets o Mini A4 billboards in each cubicle and above urinals o Specifically public toilet in respectable places such as large shopping malls i.e.

Reading Cinemas Courtenay. The rational for marketing here is the opportunity to target many

customers, but on an individual, one-to-one basis. Also, from the consumer’s point of view this marketing is virtually inescapable.

Pubs o Small cardboard coasters o Should especially advertise in pubs consistent with the traditional image of

Rodd & Gunn e.g. Occidental in Wellington, very classy as evident from professional working patrons, and traditional as evident from its wood furnishings.

Although pubs generically garner a social atmosphere, the Rodd & Gunn coaster itself communicates to one person at a time, as obviously coasters can only functionally rest one drink at a time. This coaster aims to occupy space in social conversation; generically a customer is ‘bored’ thus needing something to look at.

Permission has been given to advertise at the Occidental free of charge (S. Vala, personal communication, May 14, 2009)

Traffic in the Occidental has been approximated to 150 customers per day (S. Vala, personal communication, May 14, 2009).

These areas of advertising are specifically in the Wellington region due to the Rodd & Gunn Tawa outlet’s location. However, if advertising is successful, this strategy can be adapted to Rodd & Gunn’s other outlets (in Auckland, Christchurch or Australia).

3.6.2 CONTINUITY AND SCHEDULING The advertising will adopt a pulsing advertising schedule.


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Figure 4. Rodd & Gunn Tawa Dress-Smart Pulsing Strategy

This graph only takes into account the print advertising costs, and the initial cost of the webpage as these are the new marketing tools recommended by this strategy. It is important to note that though there are periods where marketing has no cost, this does not mean to say there is no marketing taking place. Marketing continuing on a constant basis will be Sales Promotions, Personal Selling and the ongoing availability of the outlet’s webpage. The campaign’s peak periods of advertising are the beginnings of each season, thus campaign pulses every quarter of the year. The reason for this is primarily acknowledging the change in consumer lifestyle with regards to each season etc. different sports are played each season, and practical changes such as the need for different clothing with regards to expected weather conditions. This advertising will also coincide with sales promotions usually updated by the company in regards to trends i.e. in winter the outlet offered $199 Jackets, in summer the outlet offered 3 polos for $99.

3.7 Integration In terms of integration it is important to gauge whether:

• Sub-parts align with strategy and overall plan • The sub-parts are congruent with marketing objectives of influencing

awareness via targeting areas where customers are willing to ‘hear’. • They are also congruent with changing customer expectations by means of

targeting a broader, slightly more general market. • Check for consistency across tools and audiences


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• In this instance the positioning the overall brand and the outlet’s image has been and should continue to be considered constantly to make sure they do not deviate from each other, in terms of product quality.

• The creative strategy is very robust as the only change between advertisements is the actual peripheral cues of the print advertisement’s background (the ‘environment’).

3.8 Budget The marketing budget for all Rodd & Gunn marketing activities is done by a ‘Top Down’ approach as executives and head office decide this figure. Unfortunately the executives were understandably unwilling to provide such a figure for this report (See Appendix 6). Thus a hypothetical budget of $8000 per annum will be the basis of funding these activities suggested by Nick Thompson (N. Thompson, personal communication, April 28, 2009) Marketing Budget Allocation and Rodd & Gunn Tawa Dress-Smart marketing activities Public Toilet advertising

$3456 – Including 6 frames in Reading Courtenay for 32 weeks in total (covering the two year span of the ‘Meet Rodd’ campaign). Each frame is priced at $18 per week by Adzup whom own the advertising space. Advertisements are run 4 weeks at a time every quarterly to anticipate the change of seasons by two weeks. (Adzup, 2009)

Coasters $3328 – Should last for two years providing 200 coasters a week. Price is quoted by PromoGenie charging $0.14 per coaster. (PromoGenie, 2009)

Advertising space at Pub

N/A – Free because of relations with worker at the Occidental (S. Vala, personal communication, May 14, 2009).

Personal Selling N/A – Requires no further expenditure as is currently already undertaken by company

Sales Promotion Discounts

N/A – Requires no further expenditure as is currently already undertaken by company

Website (Design and Program)

$99 Sparx for Static Webpage. That is all that is needed for an additional information page attached to the current website of Rodd & Gunn (Sparx, 2009)

Measurement Tools N/A – Tools are either already in place (Employees/Personal Selling) or free (hit counters online)

Total $6883

The strategy lends itself to be cost efficient in relation to the provided budget. However, gauging the success of these tools is imperative as if successful; the brand can extend their marketing efforts to more pubs and shopping malls with an extra $10,000 available for future marketing.


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3.9 Implementation Following is a Gantt chart to represent the total marketing activities recommended by this plan. Figure 5. Rodd & Gunn Outlet Gantt chart


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The Gantt chart aids visually to help the company fulfil Implementations objectives of: coordinating efforts of specialists

o the combined effort and timing of the simultaneous marketing activities ensuring all decisions can be implemented and that people are assigned to each task monitor activities

o This chart shows the ongoing activity of the outlet’s marketing tools, especially where the advertising is ‘pulsing’ in relation to its continuous marketing tools.


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4 Measurement and Brand Equity

4.1 Plan Effectiveness All measures will be in place to identify changes in brand awareness attributed to new marketing activities. Effectiveness of plan will be measured by:

Sales o Explicit increase in sales comparing current sales (during campaign) to previous

week, month and year sales. In-store feedback

o Personal selling plays a vital role in receiving this feedback. As Rodd & Gunn have strong HR and customer service, the employee can ask and determine the method of referral of a customer to the outlet store. After asked, the employee can note down which medium was effective to that customer. An aggregate tally each month can determine which is the most effective in drawing customers

Online hit counters o An online hit counter on the outlet page on the internet can determine increased

interest. Aggregate site visits of Rodd & Gunn compared to previous weeks, months and years as well as the proportion of hits the outlet receives compared to its full-retail site can briefly describe the change (if any) in awareness.

Effectiveness of plan in first few months/first year may prompt to increase advertising in more washrooms and bars given the availability of $10,000 in budget

4.2 Integrated Marketing Communications Plan and Brand Equity The key outcome of this plan is to enhance the brand equity of the Rodd & Gunn Tawa Dress-Smart outlet. This is achieved by effectively affecting the behaviour of the target customer. Thus effective brand equity lies in: Program evaluation

In terms of measurement and feedback tools discussed above in 4.1 Plan Effectiveness Taking corrective action

Taking corrective action constitutes the analysis of measurement and feedback tools and making appropriate adjustment to the plan’s ‘Fundamental Decisions’ and ‘Implementation decisions’. Thus the cyclical process of taking corrective action with regards to the relative success of the IMC plan is important in order to achieve successful brand equity.


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5 References Adzup. (2009). Specs sheet: Washroom. Retrieved may 17, 2009 from

http://www.adzup.com/washroom_specs.pdf Chitty, W., Barker, N., & Shimp T.A. (2008). Integrated marketing communications (2nd ed).

Victoria: Cengage Learning Australia Ferrell, O.C. and Hartline, M. (2005). Marketing Strategy. Thomson South-Western PromoGenie. (2009). Basket order. Retrieved May 17, 2009 from

http://www.theonlinegurus.com/custom-printed-drink-coasters_product_8319_26.aspx

Rodd & Gunn. (2009). Guarantee. Retrieved May 10, 2009, from

http://www.roddandgunn.co.nz/Guarantee/Information/4 Rodd & Gunn. (2009). Our brand. Retrieved May 10, 2009, from

http://www.roddandgunn.co.nz/Our-Brand/Information/34 Schiffman, L., Bednall, D., O’Cass, A., Paladino, A., Ward, S., & Kanuk, L. (2008). Consumer

behaviour (4th ed). Frenchs Forest, N.S.W.: Prentice Hall Sparx. (2009). Static webpage. Retrieved May 17, 2009 from http://www.sparx.co.nz

http://www.adzup.com/washroom_specs.pdf



http://www.roddandgunn.co.nz/Guarantee/Information/4

http://www.roddandgunn.co.nz/Our-Brand/Information/34

http://www.sparx.co.nz/


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6 Appendices

6.1 Appendix 1 Interview Questions and Answers with Rodd & Gunn Tawa Dress-Smart Outlet Manager and Assistant Manager. Manager Interview 14/05/2009 Name: PERSONAL INFORMATION WITHHELD Age: PERSONAL INFORMATION WITHHELD Gender: PERSONAL INFORMATION WITHHELD

1. What is your role in the company, and how long have you held this role for? I am currently Manager and took on this role on the 26th of December 2008.

2. In your own words, how would you describe the company’s image and

service it provides? We have a image of selling top quality clothing for men of different ages and size. We are also known to have very good service to our customers that make them want to come back and shop at Rodd and Gunn.

3. Who are Rodd & Gunn’s main competitors?

In the mall any store that sells men clothing.

4. What is Rodd & Gunn’s advantage over these competitors? In a full price store we have a two year grantee that none of our competitors do offer. So when a customer then comes to us being an outlet they know we have top product. Also since the resection has hit a lot of other companies have dropped their quality of work to get through but we have not and will not because when we come through we will still have a good name.

5. What type of people to Rodd & Gunn target?

We target males of different status age and size. We cater for arrange of dress from suits, formal dress, casual dress. Clothing form Sports coats to causal jackets also dress pants to jeans and shorts. Dress shoes or sandals. Dress shirts to polo's so you want an outfit come see me and my team.

6. How do you think these customers see the brand? I have had customers say they come back because our product washes and wears well, that we have arrange of cuts and fits for most people. I personal will not let some walk out of my shop looking like a blind person dressed them it has to suit them and what they are wanting it for. 7. How do you think these customers are made aware of this company


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The biggest advertising we have is word of mouth. We sometimes have ads in a magazine or paper. Our stores are very well presented that some do just walk in to have a look but walk out with at least one bag in their hand.

8. If you were marketing the brand to these customers, what do you think is the best

way to reach them? We were the suit providers for the All Blacks so in a respect we did advertise this way but in all honesty we are not the kind of company that needs to be spread all over the TV.

9. What customers other than the group described above have you noticed purchase

from Rodd & Gunn aside from this target market? We do find women buy our polo's for golf and just hem them in the body as men polo's are longer in the torso. Also the knits as they cannot find the same nice colours and quality in women's wear. Rood and Gunn did use to make women's clothing a few years ago. 10. Do you know of, or have you been aware of any marketing activities outside of the

store? If so, what form of media was used and what do you think is the prominent marketing tool used? Bill boards outside of air port and print. Best response I have is the Newspapers when customers ring to see if we have it in stock.

11. In terms of marketing, do you know if the company does marketing specifically for

the Tawa Dress-Smart store or is it done on behalf of the whole brand? Whole brand we are all one we work as a team not an individual. 12. How is an outlet store different from a full retail store?

We have at least 30% of the full price. To sum us up "we sell what the full price store didn't when it was in season."

13. What kind of in-store promotions are provided? There is a range of different promotions we use. Price point i.e. all knits $99 or less. Multi buy i.e. 3 polos for $99. 14. Who and how are these promotions decided? i.e. is there a specific timeline when

promotions should begin and end? People at head office decide the promotion and we get told when to start it normally on that day or at end of night to do next morning then get told when to take the signs down. We do how ever give feedback on how it went what worked well and what did not.

15. Compared to the other Rodd & Gunn stores, how well does this store do

(compared to NZ stores, and compared to all the stores in both Australia and NZ)? And how is this comparison determined? (i.e. % of budget made? Sales? Etc.)

We do well but I am unable to answer any more than that sorry.

16. In terms of marketing and Rodd & Gunn, do you know of any figures such as, how much marketing budget is allocated to the Tawa Dress-Smart store or to any store? Or any type of communications plans/strategies?


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This is all handled at head office but we do not tend to get marketing budgets as a company we work as a team and advertise for all at once.

17. What would you say if the main marketing objective of the Tawa Dress-Smart

outlet store? Product awareness? General sales to get rid of stock? And would you say the objectives of the outlet store are different from a full price store? If so, how?

Objective would be good quality clothing at a very good price. Different from full price store as they are more expensive but the customer will get a two year grantee and most likely right size. Outlet good price no grantee and what is left in a customer’s size is it no ordering.

18. Any other notes with regards to the brand, marketing, customers of Rodd & Gunn? You should come shop at my store and see what i have spoken about for yourself then you'll see our brand, marketing and how we treat our customers like VIPs.


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Rodd & Gunn Tawa Dress-Smart Interview 11/05/2009 Name: PERSONAL INFORMATION WITHHELD Age: PERSONAL INFORMATION WITHHELD Gender: PERSONAL INFORMATION WITHHELD Years of employment with Rodd & Gunn: Almost 1 year

1. What is your role in the company, and how long have you held this role for?

Assistant manager – 5 months (was part time before this though) 2. In your own words, how would you describe the company’s image and service it

provides?

Well known and respected gentleman’s clothing brand, known for its high quality garments that last. Customers know that they can walk into any Rodd & Gunn store and receive exceptional customer service every time in order to find garments which they will be satisfied with for many years to come.

3. Who are Rodd & Gunn’s main competitors?

Other men’s clothing stores. Especially those who sell cheaper garments at the moment due to the recession. They do not offer the same quality though or our awesome 2 year guarantee.

4. What is Rodd & Gunn’s advantage over these competitors?

2 year guarantee. Clothing is designed to last. High quality European fabrics and great design. If customers pay a little bit more now they will ultimately save in the long run.

5. What type of people do Rodd & Gunn target?

We get a wide variety of customers. From every day men looking for casual garments to high class business men looking for work clothes. We aim for a customer to be able to satisfy all of their outfitting needs in our brand.

Higher social status – need to be able to pay the money in the first place. Target males. Although often females are also involved in the outfitting process so they

also play a role. Age – middle aged to older men. From 30’s onwards. Although with the introduction of R

& G this range is expanding to appeal to a bigger range - from early 20’s Target smartly dressed fashion conscious individuals.

6. How do you think these customers see the brand?

Our customers know that we are a well respected brand whom they can trust. Our logo – the pointer dog – is well known to mean quality.

7. How do you think these customers are made aware of this company? i

Word of mouth plays a huge role – people tells friends about great products they have bought from us in the past. Our logo is also well known, so if somebody sees someone in the street wearing a great shirt with a dog on it, they know it’s from Rodd & Gunn. Advertisements also play a role in making sure people see our new garments every season.


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8. If you were marketing the brand to these customers, what do you think is the best

way to reach them? On Television? If so, when? An advertisement during the

rugby? Etc.

Sponsoring the All Blacks was important for the brand as it brought it into the limelight as “cool” and rose awareness. I think it makes more sense to target the customers in the comfort of their own home though, through email and internet. Giving men the option to look when they feel ready rather than pushing them.

9. What customers other than the group described above have you noticed purchase

from Rodd & Gunn aside from this target market?

We get lots of women in store purchasing for their husbands (who don’t like to shop

themselves). People wanting to buy a good quality present for a male in their life also

often come to us, as they know the gift will be valued and last.

10. Do you know of, or have you been aware of any marketing activities outside of the

store? i.e. TV adverts, Print, Radio etc. If so, what form of media was used and

what do you think is the prominent marketing tool used?

Media advertising in newspapers – such as the life section of the Dominion Post. Radio – especially the outlet store which is mentioned in the Dress-Smart ad.

11. In terms of marketing, do you know if the company does marketing specifically for

the Tawa Dress-Smart store or is it done on behalf of the whole brand?

See above

12. How is an outlet store different from a full retail store?

We sell garment that are out of season (as our retail stores refresh their look every

season). We also sell “seconds” but these are few and far between because our product

is of such high quality.

13. What kind of in-store promotions are provided?

Mark downs in outlets Outfitting promotions – eg. Buy pants and get a shirt for a special price.

14. Who and how are these promotions decided? i.e. is there a specific timeline when

promotions should begin and end?

Not sure who actually decides this. Head office though, not the individual stores.

15. Compared to the other Rodd & Gunn stores, how well does this store do

(compared to NZ stores, and compared to all the stores in both Australia and NZ)?

And how is this comparison determined? (i.e. % of budget made? Sales? Etc.)

Look at % of budget and % comp store growth from previous years. Making a profit increase each year is a major goal.


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16. Any other notes with regards to the brand, marketing, customers of Rodd & Gunn?

Takes a special kind of person to work for Rodd & Gunn. We look for individuals with huge potential as well as admirable qualities – such as playfulness and loyalty.


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6.2 Appendix 2 Current Branding Current Brand and Logo

Rodd & Gunn Tawa Dress-Smart Outlet store signage


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6.3 Appendix 3 Rodd & Gunn Tawa Dress-Smart Outlet


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6.4 Appendix 4 Example of Rodd & Gunn’s current overall brand print advertisement


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6.5 Appendix 5 Proposed Rodd & Gunn Outlet Brand


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6.6 Appendix 6 Meet Rodd Campaign: Print Advertisements ‘The Working Man’ (To go in washroom)

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