Indigo marketing plan

Strategic Marketing Planning Chadi Kandil MKTG 340

APRIL 14, 2016justine metcalfe 300702041 kevin larrett-sikora 300738298 natsenet kibreab tewlde 300723666

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Executive Summary

In this report we will outline the overall marketing plan that aims to improve Indigo’s online

presence and in store experience.  Through key performance indicators we will be able to

analyze the success of our marketing plans.  To begin, Indigo is currently experiencing hardship

due to online advancements that its competitors have perfected. Furthermore, our objective is to

put Indigo in a position where they can compete more strategically. This will be done by using a

defense strategy that allows consumers to sell their used books through Indigo's online platform.

The first step in this process will include giving consumers the ability to drop off their used

books in store in exchange for different incentives. During that process we will use our KPIs to

ensure the success of this marketing goal. Moving forward if successful we will implement the

final goal which is to enable account holders to sell their used books on a commissioned based

structure.

Additionally, we plan to improve our customers in store experience by creating a more

interactive experience for children. To introduce this initiative, we will have a trial run that will

take place during the next peak season, this will allow us to determine the success of this

marketing goal. If successful, we will hire and train new staff to implement this strategy.

Our final marketing goal is aimed to improve the in store customer experience is to offer rental

tablets to customers in store. We will monitor the success of this program by presenting a

question inquiring if this rental helped improved their shopping experience.

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Strategic Planning Process

The company’s vision is to make connections and create experiences.  This is reiterated in their

mission statement which is “to inspire their customers and those they care about with life-

enriching products and experiences.”  Their key values are customer engagement, customer joy,

respect, teamwork, passion and community.  These statements are relatively in line with their

competitors, the one key difference is the aspect of customer service.  Amazon and Walmart both

have customer service as one of their key values.  The company’s mission statement and

corporate objective are in line with each other because they both believe in the experiences that

can be created using Indigo’s products.  Lastly these objectives align with the idea that joy is

created through Indigo’s Products.

Situation Analysis

The Internal Environment

Review of marketing goals and objectives

Indigo is Currently focused on marketing their online store, as trends point to higher online

purchases as well as diversifying their products.  Indigo is also focused on promoting their

partnership with Starbucks and Kobo.  These two companies mutually benefit off of their

relationship.  Lastly Indigo is currently marketing the experience of reading and how to make it

more enjoyable, this includes accessories that improve the reading experience.

Indigo’s current objective is “to inspire our customers and those they care about with life-

enriching products and experiences.”  Indigo is also diversifying their products and improving

their online sales experience.  Diversifying their sales is a main focus as they grow into new

areas.

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These goals are being achieved through their partnership with Starbucks and Kobo, these two

products improve the overall reading experience.  Indigo has increased the amount of products

they offer in stores and online.  Online sales are on the rise due to their shifting focus to online

sales.  Indigo has created an online store that mimics the feel of their retail locations.  It is

through these partnerships and changes to their business that they have achieved success.

Indigo’s goals are consistent with their mission statement which revolves around the idea that

reading is an experience that should be enjoyed.  Indigo sees reading as something that can be

life-enriching but also must be easy and convenient.  These objectives and goals are consistent

with the firm’s mission to improve the experience.  Indigo has begun to sell accessories such as

blankets, mugs and pillows all of which enhance the reading experience.  Indigo has also begun

to offer board games, treats and products for the home.  As Indigo continues to evaluate their

company their objectives will continue to focus primarily on the diversification of products and

online sales.

Review of current marketing strategy and performance

Indigo’s Marketing strategy is one that focuses on the promotion of online sales and non book

related items that they now offer.  Indigo is now marketing a wide variety of products and their

main focus in store is to educate the public on their offerings.  Indigo has a distribution strategy

that has both online and in store options.  Indigo has a large digital marketing campaign that

includes mobile marketing and online marketing.  Indigo has launched an app that allows

consumers to scan barcodes in store and request home delivery.  It is these strategic marketing

campaigns that allow Indigo to succeed.  Indigo is still struggling against large online retailers

such as Amazon, this is highly due to their low price strategy.  Indigo Prices their books slightly

higher to other book stores, both online and in person.  Specialty products in store tend to be of a

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higher quality and thus have a higher price.  Indigo prices their products higher than online

retailers because they are selling an experience both online and in store.

Indigo sales are on the rise with 12.9% growth in their third quarter, this is the 9th straight quarter

that Indigo has posted a revenue growth.  Sales in both online and in store are on the rise and has

produced double digit growth.  As stores close Indigo has produced in store growth of 15.5% and

13.4% online.  Their profit is on the rise for Indigo as they shift their focus away from selling

books in store to more modern ways of selling products.  Indigo is aware in the shift away from

selling books in store to online.  This change has been recognized and has launched a new

improved website and an app that aid both online and in store purchases.   Indigo holds a 0.2%

share of the online book sales market, while Amazon holds 7% of the market.  While profits

seem to be on the rise overall visits to Indigo fell by 15% while Amazon has almost doubled

their visits.  This decline may be due to a lack of awareness about Indigo, the brand name isn’t as

recognizable as Amazon.  Secondly Indigo fell behind in the online market, in this same time

frame other retailers such as amazon were already building customer relationships.  Lastly higher

prices are sure to be contributing factor.

Review of current and anticipated organizational resources

Indigo books have 90 locations and 126 locations under different names such as Cole’s.  Indigo

currently employs 6,500 people in Canada.  Indigo Books has a yearly revenue around 1 billion

and has 516 million in assets.  Indigo has long standing relationships with customers under many

banner names such as Coles, The Book Company and Smith Books.

Resource levels are on the rise as profits increase, Indigo can use these additional resources to

further develop their online platforms so that they are more competitive with other retailers.

Indigo can also use these additional recourses to purchase new products to be offered in their

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stores.  Indigo books are looking to move a substantial amount of their book sales to their online

website, while shifting in store sales to reading accessories and products for the home.

Review of current and anticipated cultural and structural issues

Indigo is looking at the long term success of their company although they were late to see the

changes in the market.  Indigo’s changes to the way they do business are responsive instead of

proactive.  They are willing to embrace these changes and are working toward a new business

model that focuses online.  The internal struggle at Indigo is the balance between online sales

and in store sales.  This is the main issue that Indigo faces today.

Indigo Books is a good place to work although there are not a lot of options for moving up from

lower level positions.

The overall position of the marketing function is one that focuses on online sales and increasing

exposure to retail stores through the online site.  This is important as more and more of their

business shifts to online sales.   

The Customer Environment

Who are the firm's current and potential customers?

When purchasing products from Indigo there are three major players, the purchasers, users,

purchase influencers and bearer of the financial responsibility.  Firstly, the purchaser may be any

individual who is purchasing a book or product for their home.  This person is typically an adult

looking to buy a book for themselves or others or a home product for themselves or as a gift for

someone else.  Secondly the user may be someone who is looking to read a book or possibly a

student who has received a book from a school.  The user is also anyone who may be using

product for their home.  Purchase influencers may be someone who has given a recommendation

on a book or product. A purchase influencer can also be someone who has required the purchase

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of a book for their education.  The bearer of the financial responsibility can be anyone who

purchases a product in stores or online, this is a wide range of people.

What do customers do with the firm’s products?

Indigo’s products vary and allow anyone to find something that they are looking for.  Indigo

assesses customer needs and purchases more of certain products depending on their popularity.

There are many benefits offered by Indigo’s products that include but are not limited to

education, entertainment, comfort and relaxation.

Indigos Products are purchased online, in store and through their mobile app.  It is these three

formats that divide how Indigo reaches their consumers.  Indigos products are often purchased

by students who are required to purchase their products to enhance their education.  Teachers

may assign books or students may feel compelled to buy a book to help understand certain

topics.  Individuals may purchase products because they have an interest in a specific product.

Products are also primarily purchased by women; this is more prevalent in the non book related

departments.

Customers tend to purchase more products at given times and days of the year.  The winter

months are the busiest time of the year, due to the limited outdoor activities available.  The

Christmas season is the busiest time of year for Indigo.  During the Christmas season Indigo

carries speciality products and decorations that have become very popular with consumers.

Indigo’s slowest time of year is the summer months.

Indigo being primarily a book store is very concerned with their environmental impact and so are

their consumers.  Indigo is committed to having no less than 30% post consumer waste and no

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less than 60% in 5 years.  Indigo is also committed to helping the environment and has many

programs that aim to reduce their environmental impact.

Where do customers purchase the firm's products?

Customers purchase these products in store, online and through their app.  Online sales are

becoming increasingly more popular for the sale of books.  The brick and mortar locations are

typically located in urban centres and within existing shopping malls.  The products purchased in

store can be from the Indigo brand of they can be products from other companies sold by Indigo.

Ecommerce has changed the way products are purchased because customers no longer have to go

to the stores to purchase these products.  These products can now be purchased in the comfort of

your own home.  E books have also changed this process because you no longer need to go to the

store to purchase a hard copy of a book.

When do customers purchase the firm's products?

Customers purchase these products year round, although sales tend to rise during winter months.

Sales promotions such as boxing day and black Friday have also proven to be successful.  Online

sales have allowed customers to purchase products at their convenience.

Purchase behaviour changes throughout the year as demand lowers and rises.  After winter

months sales tend to decline throughout the summer.  Additionally, after the holiday season sales

fall as consumers tend to reduce spending.  Indigo’s products are not seasonal and can be

purchased year round.

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Why do consumers select the firm’s products?

Consumers purchase the firm’s products for many reasons including the fact that they have retail

locations, returns can be made in store on online purchases, they have loyalty to the brand and

lastly because they want to have an enjoyable purchasing experience.  Indigo fulfills the same

need as their competitors, but do so in a different way.  Indigo provides an experience and

focuses on less which means they perfect it.

Indigo is a brand that must rely on brand loyalty in order to be successful with their current

business model.  They price their products with premium pricing which limits the type of

consumer who is willing to purchase their products.  The value of their products is the same as

the value of a product purchased from another retailer, but it is the perceived value that Indigo

relies on. As this industry becomes more and more about price Indigo must rely on their

customers to continue to purchase their premium priced products.

Why do potential customers not purchase the firm’s products?

Customers are looking for a fast and easy way to receive their products; they are also looking to

have an enjoyable shopping experience.  Indigo does a good job fulfilling these needs, although

there is room for improvement.

There are many benefits to the competitor’s products that are not offered through Indigo.

Amazon and Wal-Mart offer lower prices and the ability to purchase other products at the same

time.  This feature allows consumers to spend less time at the store and less time online.  This

feature also limits the amount of online orders a consumer has to do; this cuts down on shipping

costs.  Amazon and Wal-Mart also offer credit cards which act as loyalty programs which

encourage shoppers to come back and advantage of additional savings.  Small retailers offer a

similar environment as Indigo which allow for premium pricing order to attract certain

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customers.  These disadvantages may cause customers to look elsewhere. Attracting new

customers can be done through lowering prices, promotions that may attract new customers and

marketing the benefits of purchasing from Indigo instead of Amazon.

 The External Environment

 Competition

Retail book selling business is highly competitive and continues to expand with technological

changes. Specialty bookstores, supermarkets, drug stores, warehouse clubs, Internet booksellers,

and other retailers like Best Buy, Wal-Mart and Amazon continues to expand their physical book

offerings, often at substantially discounted prices. Amazon has become one of the earth's biggest

bookstore’s with their website offering millions of books, movies, music, games, and other

items. This increased competition may negatively impact Indigo’s revenues and margins. In

addition, the digital book industry is also highly competitive and is continuing to grow. The

number of retailers selling e-books has increased, as have the number of retailers selling e-

readers. With e-reader technology widely available on tablets and mobile devices and new e-

reader devices being released with expanded capabilities. As the digital book industry continues

to expand and change, increased e-book sales continue to negatively impact Indigo`s physical

book store. As e-books are priced lower than physical books, consumers may reduce their future

purchases of physical books in favour of e-books, which could reduce Indigo’s revenue.

 

 

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Economic Growth and Stability

Canadian economic conditions remain strong; retail businesses are highly susceptible to market

conditions in the economy. A decline in consumer spending, especially over the December

holiday season, could have an adverse effect on Indigo’s financial condition. Other variables,

such as unanticipated increases in merchandise costs, higher labour costs, increases in shipping

rates or interruptions in shipping service, or higher interest rates or unemployment rates, could

also unfavourably impact Indigo’s financial performance.

 Political Trends

Businesses can be affected by many aspects of government policy. In particular, all businesses

must comply with the law. They must also consider the impact of any forthcoming legislation on

their operations. This may require taking action before the legislation comes into effect.

Regulations are designed to reduce the amount of electronic waste going to landfill sites.

Businesses must obey these environmental laws. However, a company that goes further by

taking other measures to minimise its environmental impact will be seen more favourably by

consumers.

Legal and Regulatory Issues

The distribution and sale of products, along with communications to customers, are regulated by

a number of laws and regulations. Changes to statutes, laws, regulations or regulatory policies, or

changes in their interpretation, implementation or enforcement, could adversely affect Indigo’s

operations and performance. Indigo may also acquire significant costs in the course of complying

with any changes to applicable regulations. Failure to comply with applicable regulations could

result in judgment, sanctions, or financial penalties that could adversely impact Indigo’s

reputation and financial performance. Indigo believes that it has taken reasonable measures

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designed to ensure compliance with applicable regulations, but there is no assurance that they

will always be deemed to be in compliance. In addition, the distribution and sale of books is a

regulated industry in which foreign ownership is generally not permitted under the Investment

Canada Act as well, the sourcing and importation of books is governed by the Book Importation

Regulations to the Copyright Act (Canada). There is no assurance that the existing regulatory

framework will not change in the future or that it will be effective in preventing foreign-owned

retailers from competing in Canada.

Technological Advancements

Information management and technology are key components to the ongoing competitiveness

and daily operation of the business. If Indigo’s investment in technology fails to support their

growth initiatives or to keep pace with technological changes, Indigo’s competitiveness may be

compromised. Indigo has also increased its investment in developing improvements to the

digital customer experience but there can be no assurances that the Indigo will be able to recoup

its investment costs.

Sociocultural Trends

As customers shift spending toward e-books, Indigo continues to adjust its merchandise mix to

grow general merchandise categories to offset the erosion of physical book sales and margins.

The general merchandise retail landscape contains a significant amount of competition from

established retailers.

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Indigo Chapter`s SWOT Analysis

STRENGTHS:

Large retail store

Strong physical presence

Play area for kids

Diverse product selection

Current partnerships

Reward program

WEAKNESSES:

Limited digital marketing techniques

Limited electronics products

Limited product categories

OPPERTURNIES:

Partnerships

Used books

THREATS:

Competition

Frequent changes in technology/online

Strengths

To begin, their first strength is the fact that they have a large retail store that is able to bring a lot

of people into their store. Furthermore, their physical presence is a great advantage as people

would like to visit and read inside their store, it brings more attraction to young families as

Indigo has also created a section for kids. Additionally, they have a diverse product selection that

varies from books, baby clothes, home decor, electronics and more. This will bring a variety of

customers into the store and potentially can increase the amount of purchases a customer buys.

Furthermore, the company currently is partnered with Starbucks. This is a strength because it

provides a one stop shop for their customers. Additionally, it provides an added convenience that

emphasizes on Indigo’s vision in creating experiences for their customers. They also have a

successful reward program that increases customer loyalty and increases customer retention.

Additionally, they have a strong online presences and are available to communicate to customers

through many different social media platforms such as Twitter, YouTube, Pinterest, and

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Facebook. This broadens the platforms that in which customers can contact and give feedback in

regards to their company. This is also a strength because they can gain in depth knowledge about

how their customers perceive them which can help them improve themselves.     

Weakness

Currently Indigos biggest online competitor is Amazon which uses a digital marketing technique

where anyone who visits their web e commerce site will be promoted anything they recently

viewed with other suggested items. Indigo however, falls short in their digital marketing

platforms because, based on experienced, when one enters their website and clicks through they

are not promoted any suggestions based on products they have viewed. This is a weakness

because it is a successful marketing strategy that their competitors have taken on yet indigo has

not and is not reaping the benefits.  In addition, Indigo has limited online product categories

compared to Amazon, as Amazon is controlling the largest market share and with dozens of

product categories mostly on the electronics section.

Opportunities

The biggest opportunity that Indigo faces is to partner with other retailers. Currently they have

partnered with Starbucks which has increased their revenues astronomically. Potentially if they

partner with another food chain they can increase the amount of people that are currently coming

into their retail stores. Another opportunity that Indigo can dive into is the sale of used books.

Their main competitor Amazon offers the option where customers can buy either brand new or

used products. If Indigo used marketing techniques to promote that people can bring in their used

books for different rewards such as coupons or bonus reward points it would increase the

likelihood that they would bring them. In turn, Indigo can sell these books at a lower price point

while increasing the relationship they have with their customers.

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Threats

As technology continues to change it may be difficult for Indigo to keep up with the market.

Also, competitors such as Amazon are dominating the online world therefore Indigo must work

hard to stay ahead of competition. Seeing as social network platforms are always innovating to

provide a better experience, Indigo must always understand such platforms so they can provide

that same experience.

SWOT Matrix

Strength:

Increase on digital marketing techniques

Increase online services

Offer & sell more electronics (i.e. laptops)  

Opportunities:

Build a stronger physical presence

Increase current partnership

Increase the size and improve the kids place

Weaknesses:

Improve online services  

Threats:

Stay ahead of competition

Developing Competitive Advantages

Currently Indigo is known for its large retail store’s that promotes a one-stop shop for its

customers. They try to promote convenience by serving their customers needs, thus increasing

their partnerships with other food outlets will emphasize their commitment to convenience. For

example, if Indigo partnered with Subway restaurant they will be promoting that families can not

only get their books and electronics while also having a place to entertain their children - they

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can also buy lunch for their family. This will allow them to gain competitive advantage over

their main competitor Amazon that currently does not have a strong physical presence.

Additionally, they have huge locations by opening more locations and increasing the size of the

children's play area to potentially build a place where families can bring their children while they

shop. Not only does this promote families visiting their location but it adds to their promise of

customer engagement. They can also introduce a “reading corner” in their kid’s area where

Indigo can hire and train new staff to read different books to the children that have families

shopping within the store. This will deeply resonate in consumer’s minds because consumers

perceive Indigo as a book store therefore reading to their children will emphasize on the main

product that they sell.  

Indigo currently has a weak digital marketing platform compared to their main competitor

Amazon. They can improve their digital platform by using the data their customers give them

based on what products they search for and promote suggested or related products. Seeing as the

customer previously searched for similar items, by promoting other items that compliment their

previous searches will increase the likelihood of conversion thus converting their weakness into

a strength. Indigo’s biggest threats are the changes in technology and competition. By improving

their online presences and functions in their retail stores they will directly be able to compete

with competition. Technology is always changing and Indigo needs to be prepared for these

changes. Technology in a sense is a liability to any corporation and the only way to avoid falling

behind is not having a department in the company that is continuously analyzing what is going

on online.    

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Developing a Strategic Focus

The strategic focus follows an aggressive direction because we are competing directly with our

closest competitor.  Secondly we are diversifying the products we offer along with trying to

broaden the type of consumers we attract to the store.  Our main competitor is an online retailer,

and we offer an in store experience which allows use to have a competitive advantage.  

Marketing Goals and Objectives

Marketing Goal: Increase and improve Indigos online presence

Objective 1: Within 6 months, Indigo will implement a strategy where individuals/customers

can give their used books to the store and in return gain discounts, coupons, and/or bonus

rewards. This will better the relationship that Indigo has with their customers.

Objective 2: Within 12 months, Indigo will implement improvements to their ecommerce

website where account owners have the option to sell their used books. This will allow Indigo to

directly compete with competitors bringing more traffic to their website and improve their online

presence.

Marketing Goal: Improve in store experience

Objective 1: Within 6 months, Indigo will Introduce staff that will read to children as their

parent’s shop, this will allow parents to shop without distraction.  This will also get children

interested in reading.  

Objective 2: Within the store we will offer the rental of tablets and e-readers.  This will allow

consumers to preview books as they shop opposed to searching for it on the in store computer.

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Marketing Strategy

Pets and Pc’s

Our main Target group has a population of 1,306,643 and includes 429,189 households. Their

household income is $132,591 and they have a mix between college and university degrees.

They have small children and live suburbs outside of major cities. This target group is becoming

more diverse with the presence of immigrants. There time is spent taking care of their children

and going on family trips. This target group shopped at Indigo 38% than the Canadian average.

Urban Digerati

This Target group has a population of 497,448 and includes 268,465 households.  They have

white collar jobs and have university educations.  They are young and concentrated in urban

areas such as Toronto and Montreal.  This group lives in high rises, they are culturally diverse

and have vibrant social lives. They frequent fitness clubs, clothing stores and bars.  This target

group hasn’t started a family yet so they still have disposable income to spend on thing that

interest them.  They are conscious consumers and care about the environment.  This target group

shopped at Indigo 41% more than the Canadian average.

4p’s

We will expand the online offering and in store experience by adding more value to the

consumer.  Indigo will offer a new online platform that allows users to sell their used books

online, similar to what their competitors offer.  This will increase sign up rates and traffic to their

website.  Customers will see the price of a new book offered through Indigo, they will also see

the price of a used book offered through the discretion of the user. The seller will be able to price

the book at a value that they see fit.  Customers will be able to see the condition of the book

which will often influence the final selling price.  Our distribution channels will be in store and

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online.  In store delivery will be experience based.  This will allow us to reach a wide variety of

consumers.   Online, Indigo will offer new books that can be shipped to our consumers.  They

will also offer new books that will be shipped from sellers to the buyers.  

Currently Indigo has a strong online presence on social media, they will leverage this existing

presence to promote these changes.  On social media we will use hashtags and online contests

which will help get consumers engaged in our products.  We will also use YouTube to help

promote these new services.  This platform will target users who are viewing videos related to

our products and services. We will also email existing subscribers about these changes which

will help inform subscribers. We will also use pay per click which will allow Indigo to show up

at the top of searches on major search engines.  We will choose keywords and phrases related to

the sales of books.  

 Marketing Implementation

We are trying to improve Indigo’s online presence, additionally we want to improve the instore

experience.  We will be hiring new staff that will read to the children every hour.  This position

will work to improve the children and parents experience in store.  The people that we will hire

will have experience working with kids. We will invest time in pursuing the best candidates that

believe in the marketing vision we have and ensure that they have the qualifications to deliver

the best experience and ultimately want to implement the marketing strategy.  

Evaluation and Control

Formal Controls and Informal Controls

Prior to implementing our marketing plan and executing the marketing goals we can assess the

likelihood of the success of our potential goals through a trial run, an in store survey and an

emailed survey. The trial run will take place during a peak season which will include the next

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upcoming holiday. We will use one of Indigo’s current employees to fill the position until the

success of the trail run is determined. After families experience this new offering, we will

conduct an in store follow up survey to determine its popularity and if people like it.

Furthermore, we will send emails to our current subscribers informing them about the potential

opportunity to donate their used books. We will also remind them of the different incentives they

will receive for offering us their used books. Within the email there will also be a section to

confirm if the idea of donating their used books is of interest.  

During the execution of the marketing plan our management team will conduct reviews with

managers to ensure that they are mentally prepared and committed to execute the plans and have

everything they need to produce success.

The key performance indicators that we will use to measure the success of the marketing

performance are an overall increase in sign up rates online, an overall increase of traffic in the

store and both online an overall increase in conversion rates.  Another performance indicator that

we will introduce is after the customers has finished using their rented e-reader there will be a

quick pop question asking the customer if this service has improved their shopping experience.

This will ensure the improvement of our customers in store experience.  

Marketing Audits

If we see an increase in the overall traffic online that will determine the marketing initiatives

towards the sale of online used books is successful. Secondly, if we receive positive feedback

from our instore surveys we can conclude that our children's reading corner is beneficial to the

improvement of our in store experience. Additionally, we will monitor the correlation between

the traffic rate and conversion rate to determine if people are just interested or if people are not

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only interested but actually making purchases. Management will be responsible to perform the

marketing audits to ensure that the marketing strategy meets expectations. If it is determined that

the marketing strategy isn't meeting expectations, we will move forward with the next marketing

initiative. For instance, theoretically if after 3 months we notice that a limited amount of people

is bringing used books into the store, we will then move forward with informing people of our

online platform which enables them to sell their books individually.

Implementation Schedule

IMC Activities Month

One month Six Months Twelve Months

Email Marketing Start sending Emails

to our subscribers

Analyze KPIs to

ensure efforts are

successful

If efforts are

successful,

implement

following

marketing strategy

in regards to the

digital platform

Analyze KPIs to ensure

efforts are successful

Use of YouTube Create ad video in

aims to gain

awareness

Here we will have

the results and

reaction from our

video

Analyze KPIs to ensure

efforts are successful

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Appendix

SG SESI Name Count % Base Count

Base %

% Pen Index

S2 16 Pets & PCs 621,552 4.69 1,040,551

3.33 59.73

141

U3 11 Urban Digerati 265,648 2.01 452,910 1.45 58.65

138

U1 01 Cosmopolitan Elite 107,025 0.81 185,606 0.59 57.66

136

U1 02 Urbane Villagers 195,891 1.48 341,325 1.09 57.39

135

S2 18 Management Material

204,406 1.54 358,391 1.15 57.03

134

U3 12 Street Scenes 271,791 2.05 481,783 1.54 56.41

133

U3 38 Grads & Pads 171,075 1.29 302,815 0.97 56.49

133

S3 15 Heritage Hubs 394,573 2.98 701,791 2.25 56.22

133

S1 06 Kids & Careers 532,661 4.02 945,222 3.03 56.35

133

S1 04 Suburban Success 157,986 1.19 283,035 0.91 55.82

132

S3 42 Home Sweet Rows 317,182 2.39 576,624 1.85 55.01

130

U1 08 Boomerang City 413,189 3.12 751,021 2.41 55.02

130

S3 14 Diversity Heights 282,655 2.13 514,760 1.65 54.91

129

U4 23 Asian New Wave 118,285 0.89 217,519 0.70 54.38

128

U2 05 Asian Sophisticates 249,233 1.88 461,346 1.48 54.02

127

U6 56 Single City Jazz 189,330 1.43 353,856 1.13 53.50

126

U4 34 Rooms with a View 129,316 0.98 241,708 0.77 53.50

126

U2 13 Asian Avenues 280,353 2.12 525,020 1.68 53.40

126

S2 37 Trucks & Trades 361,303 2.73 681,441 2.18 53.02

125

U5 29 Silver Linings 104,688 0.79 198,805 0.64 52.66

124

U4 31 New World Symphony

266,080 2.01 511,823 1.64 51.99

123

U1 03 Arts & Affluence 131,242 0.99 253,911 0.81 51.69

122

U6 65 Young & Connected 178,588 1.35 349,278 1.12 51.13

121

E1 17 Exurban Wonderland 242,463 1.83 470,779 1.51 51.50

121

E2 24 Fresh Air Families 398,744 3.01 783,345 2.51 50.9 120

22

0S3 25 South Asian Society 216,421 1.63 426,023 1.36 50.8

0120

S2 50 Suburban Scramble 271,496 2.05 532,618 1.71 50.97

120

E1 09 Satellite Burbs 435,659 3.29 855,958 2.74 50.90

120

U6 52 Striving Startups 168,329 1.27 332,515 1.07 50.62

119

S4 26 Second City Retirees 313,801 2.37 621,716 1.99 50.47

119

S4 22 Aging in Suburbia 335,807 2.53 672,767 2.15 49.91

118

U2 27 Diverse City 239,272 1.81 479,029 1.53 49.95

118

S1 10 Emptying Nests 147,835 1.12 298,175 0.96 49.58

117

U5 19 Grey Pride 72,394 0.55 148,056 0.47 48.90

115

S3 20 South Asian Achievers

182,583 1.38 373,871 1.20 48.84

115

U4 43 Newcomers Rising 228,208 1.72 473,133 1.52 48.23

114

R1 35 Country Acres 184,384 1.39 379,620 1.22 48.57

114

U6 68 Low-Rise Renters 322,151 2.43 679,996 2.18 47.38

112

R2 33 Heartland Retirees 203,299 1.53 429,638 1.38 47.32

112

T1 47 Traditional Town Living

190,498 1.44 406,311 1.30 46.88

111

S4 39 Our Time 179,486 1.35 381,913 1.22 47.00

111

E2 36 Exurban Homesteaders

170,633 1.29 364,373 1.17 46.83

110

U5 66 Sunset Towers 207,813 1.57 455,584 1.46 45.61

108

U6 63 Lunch at Tim's 429,302 3.24 964,936 3.09 44.49

105

U2 28 Metro Multiculturals 257,311 1.94 596,754 1.91 43.12

102

R1 40 Wide Open Spaces 339,785 2.56 790,264 2.53 43.00

101

T1 54 Serenity Springs 270,924 2.04 642,525 2.06 42.17

99

T1 51 Aging & Active 144,953 1.09 365,187 1.17 39.69

94

T1 57 First Nations Families

120,547 0.91 324,155 1.04 37.19

88

E2 53 Outdoor Originals 119,938 0.91 324,541 1.04 36.96

87

R2 58 Rustic Roads 137,015 1.03 475,604 1.52 28.81

68

U7 49 Enclaves Multiethniques

119,015 0.90 537,121 1.72 22.16

52

23

U7 44 Jeunes et Actifs 73,530 0.56 441,952 1.42 16.64

39

U5 21 Beau Monde 56,139 0.42 335,020 1.07 16.76

39

E3 30 La Vie est Belle 50,288 0.38 305,710 0.98 16.45

39

R3 62 Terre à Terre 41,309 0.31 258,625 0.83 15.97

38

S1 07 Nouveaux Riches 37,578 0.28 252,352 0.81 14.89

35

E3 32 Mini Van & Vin Rouge

107,133 0.81 804,621 2.58 13.31

31

U7 67 Survivre en Ville 60,221 0.45 526,562 1.69 11.44

27

S5 48 Variété Suburbaine 43,684 0.33 423,367 1.36 10.32

24

S5 59 Locataires en Banlieues

23,045 0.17 240,966 0.77 9.56 23

R3 45 Jeunes d'Esprit 19,383 0.15 206,983 0.66 9.36 22R3 46 Villes Tranquilles 21,040 0.16 282,198 0.90 7.46 18U5 61 Les Seniors 15,791 0.12 202,232 0.65 7.81 18E3 41 Vieille École 39,354 0.30 549,185 1.76 7.17 17R3 64 Fête au Village 17,565 0.13 260,045 0.83 6.75 16S5 60 Bons Vivants 24,987 0.19 387,892 1.24 6.44 15R3 55 La Vie Bucolique 26,401 0.20 438,860 1.41 6.02 14