Loewe digital strategy by @kerriarose

Microsoft PowerPoint - Loewe digital strategy_03012013_presentation_vf.ppt [Modo de compatibilidad]

Digital StrategyMadrid03/01/2013

Rosa Fernndez-Velilla

Introduction

Even thought luxury and digital have different roots, it is possible to successfully combine them. The challenge is: how can we make it work?

Luxury

Elevation

Digital ecosystem

Consumer controlFeedbackAuthenticity

Timelessness Craftsmanship

UniquenessHeritage

Interaction

UbiquityCool features

Consumer controlFeedbacky

Dream

Self distinctionHedonism

RitualsReal time

SegmentationMassification

InnovationSelf distinctionTheatralisation

Distance Accessibility

Huge Storage SharingArtBrand controlScarcity

How can we leverage digital strengths in the luxury world?

Index

1. Market analysis Market volume

N ffl t New affluent consumer Competitors Trends

2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives & strategies4. Action plan for each objective

Sales growth: multichannel approachSales growth: multichannel approach Brand awareness and desirability

5. Organisational implications6. Data measurement culture6. Data measurement culture7. Implementation plan8. Conclusions

Appendix 1 Purchase trialAppendix 2 Best practicesAppendix 3 Illustrative business planAppendix 3 Illustrative business planAppendix 4 New consumer purchase funnel

Market analysis: overview

1 2 3How is the market evolving?

How is the affluent

consumer?

What are our competitors

doing?consumer? doing?

The digital luxury market is growing.

(+25% 2011)

The affluent consumer is very

active in the digital

Almost all the luxury brands have

a digital presence. Th diff i(+25% - 2011) act e t e d g taecosystem. The difference is HOW.

Market analysis: volume and trends

Sales in digital luxury market continue to grow at double-digit pace.

Luxury Market

Worldwide luxury goods market revenues will grow by 10 % in 2012, and pushing total luxury goods revenues to an estimated 212 billion

Luxury Market

By market Main drivers

AsiaPacific sales,drivenbyChina,haveagrowthprojection

of18%thisyear Americas regionisalsoprojectedtopoststronggains,with

Accessories havebecomethecorecategoryinpersonalluxurygoods(27%ofsales.)

Tourists now account for 40 % of global luxury spending

By market Main drivers

revenuesrisingby13 %byyearsend. GrowthinEurope willapproximatelyhalveversuslastyear,

expectedtogrowby5 %thisyear.

Tourists nowaccountfor40%ofgloballuxuryspending. Ecommerceisanimportantdriverofthegrowth.

Luxury goods market will grow, in real terms by 4% to 6% per year between 2013 and 2015, pushing the market between 240 and 250 billion by the middle of the decade (Bains estimation)

Digital Luxury Market

Ecommerce is continuing to grow at 25 % per year, while sales at off-price outlets will see 30 % growth. Together, these emerging channels amount to 20 billion.

DigitalLuxury Market

Disparitiesbetweenbrandsthatarenotkeepingupwiththequickeningpaceofchangeinthemarket

Source:LuxuryGoodsWorldwideMarketStudy,Bain&Company,2012

Market analysis: affluent consumer & digital

The affluent consumer is the heaviest user of digital media. This represents a new paradigm for brands that seek deeper relationships with them.

Socialmedia

influenced/i fl

Searchvaluefor

money

Strategicapproachtosocialmedia

Informationaroundtheproduct(origin,

Heavyuserof mobile

/influencermoney

Experitionall

Mobilepresenceas1st i it

fabrics)

Experiences,iofmobile

andtabletsluxury

Product&S l l &

1st priority services,personalisation

Usedifferent

channels

Contentconsumer

(audioandvisual)

Seamlessly&coherentexperience

inallchannels

Contentandvisualorientedsite

Onlineas1st

sourceofinformation

Youngconsumer:seeksuniquenessoverheritage,24/7accessoverexclusivity,andentertainmentovermereshopping.Beingpartoftheeliteistheirdream. Consumethedream

EntrylevelproductsCoherentSEO/SEMstrategy

Aspirational consumer Superwealthy Uniqueexperience:VPmembersonly

Market analysis: competitors & digital

Luxury brands are taking different approaches for digital: some consider Internet just as a communication channel (or have poor presence) and others are embracing digital with a strategic approach.e b ac g d g ta t a st ateg c app oac

Brands:2012 Digital IQ Index: Fashion

Strategic approachTactical approach

Brands: Lack of digital strtegy Poor image on their site Poor branding image on the Internet Lack of strategy in social mediaLack of strategy in social media No integrated marketing campaigns No transaction features

Source: 2L2thinktank.com

Burberry best practiceWhile most of the luxury brands were focused on affluent babyboomers, Burberry

saw the white space on wealthy Millenials, especially in emergent markets. From that moment on, the company focus has been on digital.

Clearvisionondigitalh

STRATEGY

approach

SocialCRMcompanyculture(salesforce com)

Marketingcampaigns(70%budget)

FRONTEND BACKEND INTEGRATION BIGDATA

Predictiveanalysis(salesforce.com)

Organization:Socialmediadepartment,mobiledepartment,

insightandanalyticsdepartment

OperationalexcellenceEcommerceMobile

RetailTheatre

6YEARS

Source: Interbrand, 2012

Market analysis: what is changing in digital?

Apart from mobile, social, local, contents, multichannel and big data other specific trends are having a forceful impact on the market.

Lines between brands, retailers and publishers are blurring

Digitalasaservice

Seekforacontentpartner Provideservicestoengagecustomers

Pinterestly web designs Super wealthy consumers

Redesignaccordingtonewtastes Createmoreuniqueexperiences

Index



2 Brand analysis2. Brand analysis3. Digital approach for Loewe: objectives &strategies4. Action plan for each objective




Brand analysis: general overviewLoewe has achieved good business results in the last year aligned with a new interpretation of the brand, maintaining its roots.

We are a company more productive, our

factories are more efficient and the product

is perfect. Sales will grow Lisa Montague

We are art, not just styling

The creator is in the center of the brand

Bernard Arnault, LVMH Chairman and

The griffle

grow Lisa Montague, Loewe CEO

LVMH Chairman and CEO

The luxury brand

The upper range brand

Pyramid Brand: The New Strategic Brand Management, 2011, J.N Kapferer

pp g

The brand

This is a great time to reinterpret the DNA of a noble House to which so many Spaniards have a deep emotional attachment. Theres a pulled together, almost aristocratic sexiness to Spain that

Loewe: passion, authenticity and excellence

p p g , pIm trying to do a provocative take on. I want people wherever they are to say, Thats really

Loewe! Everything starts with a delight to the senses. Loewe where one touch tells the story.Stuart Vevers, Loewe Creative Director

Brand analysis: Loewe digital overview

Area Score Comments

Loewe has made major improvements in recent years and the objective is to keep up this pace.

Area Score Comments

DigitalStrategy N/A Thejob descriptionindicatesthatdefiningitisoneofthejobobjectives

Organization&culture CEO support.Digitalmanagerposition.Collaborativeculture9Corporate&brandpresence Visual impact.Contentfocusonproduct/craftsmanship/art&culture&history

Eshop = Roomforimprovement

Visits = Too much dependency on search engines

9

Visits Toomuchdependencyonsearchengines

Conversion X Poor siteperformance,usability canimprove,lack ofpaymentoptions.Notverytransactionally oriented

Processes N/A Lack ofinformationtoevaluate

Relational strategy N/A Lack ofinformationtoevaluate

Mobile X No mobileversionoftheweb

l d d f b d k f l dSocialMedia Goodfocus onbrandawareness.Lackofrealengagementandservice

SEO&SEM X Lackofoptimizedstrategy

Inbound marketing N/A Lackofinformationtoevaluate

9

Digitalstoreexperience = No digitalbrandexperienceinthestore.Pickupinstoreoption

Index







Digital approach: objectives

Digital objectives:

Increase revenues through a multichannel approach, representing:O li b ti 3 M * i 2014 ( 200% 2012)1 Online boutique: 3 M. * in 2014 (+200% vs 2012)

ROPO (Research Online Purchase Offline): a significant % of all revenues**

1

2 Increase brand awareness and desirability with deep focus in international markets**

*Initial estimate which will be subject to a detailed analysis of economic/financial data and web analytics** To quantify the objective , it will be necessary to see the type of reports made by Loewe

Estrategia DigitalDigital Approach: strategies for objective 1

Increase revenues through a multichannel approach1

Strategies:

1.1. Optimising the e-boutique enhancing usability, experience and serviceOpt s g t e e bout que e a c g usab ty, e pe e ce a d se ce

1.2. Increasing traffic to stores through ROPO (Research Online Purchase Offline)

1.3 Developing a mobile presence that serves as engine to increase sales

1.4 Developing the digital experience in store to leverage sales

1.5 Connecting all the dots

Digital Approach: strategies for objective 1


A specific strategy for the digital presence should be necessary in every different market:p gy g p y y China Japan Other emerging markets Rest of Europep US

Topics to consider: How can we optimise revenues: through Loewe e-boutique or through wholesale?

Is it necessary a multichannel approach or just a online focused approach? Which is the main traffic source in each country? How are the special characteristics of the digital consumer in this country?

Do we have to adapt the product offering? Which is the better pricing policy? Etc.

Digital Approach: strategies for objective 2

Increase brand awareness and desirability2 Increase brand awareness and desirability2

Strategies:

2.1. Supporting general rebranding strategy through a consistent and innovative digital communication approach

2.1.1. Defining and developing digital communication campaigns2.1.2. Optimizing the social media strategy to generate brand awareness and engagement

2.1.3 Developing innovative experiences in stores Coherence and a seamless experience are the best way to create a brand (objective 1)

2.2. Developing specific strategies for new markets

2.2.1. Analyzing specific characteristics of target in each market2.2.2 Putting focus on digital PR and social media strategies adapted to each market

Digital approach: Loewe target

All the digital presence should be aligned with Loewes current and potential target.

Multiple dimension analysis according to: market demographics

d t h h bit

Seniors Baby Boomers Generation X Millenials

product purchase habits relation with technologies and passions/interests

Illustrative Example: USA Millenials

Source: Kenan Flagler Business School, 2012

Celebrity addicts

Index







Estrategia DigitalDigital Approach: strategies for objective 1


1 1 Optimising the e-boutique enhancing usability experience and service

Strategies:

1.1. Optimising the e-boutique enhancing usability, experience and service

1.2. Increasing traffic to stores through ROPO (Research Online Purchase Offline)

1.3. Developing a mobile presence that serves as engine to increase sales

1.4. Developing the digital experience in store to leverage sales

1.5. Connecting all the dots

Objective 1: multichannel approach

Multichannel approach is customer-centered. Its all about giving freedom to the customers to be able to shop wherever and whenever they want. It embraces the whole business so it should be on the CEO agenda.o e bus ess so t s ou d be o t e C O age da

What is multichannel shopping?

Shopping across a number of different channels (B&M, online,

catalogue, etc.) depending on the category/ brand

Buying goods from the same retailer but doing it across

different channels depending on the product

Using a number of different channels to make a single

purchase

The impact is on the whole value chain. It implies new processes, new organizational structures, and an expanded investment commitment

Loewe multichannel approach

Deliver online purchase in-store Drive traffic to store (ROPO) Supply management processes: share

inventory, integrated return policies, etc& ff

Holistic customer analysis and single view of the customer: social CRM

Synchronize multiple databases (sales, financial, etc.)

Provide a similar experience online & offline Develop mobile strategy Combine on & off in marketing campaigns

New organizational structures New incentives

Objective 1: multichannel approach

We need to analyse carefully all the different customer journeys to attribute the sale to the accurate channel to avoid conflicts between them.

Researchonline Buy online

Delivery at home

P&L & incentives online channel

PC mobile tablet PC mobile tablet

Stock of the product

in the store? No

Yes

Researchonline Buy online

Delivery in store

P&L & incentives store (100%)

PC, mobile, tablet PC, mobile, tablet

P&L & incentivesPC, mobile, tablet PC, mobile, tablet


Stock of the product

Yes

Research Book B i t

P&L & incentives store (100%)the product

in the store? NoResearch

online Book

appointment Buy in store

PC, mobile, tablet PC, mobile, tablet


Researchonline

P&L & incentives store (100%)

PC, mobile, tablet

Buy in store

Researchstore


(100%)Buy online

Action plan: 1.1 optimising e-boutiqueConcerning Loewes site, some factors are necessary but not motivating. As a luxury

brand, to gain real engagement, we need to deliver an awesome experience, aligned with the business objectives and the expectations of our target.

Experiences Around Innovation > something new Services Personalization

Motivating

Design Content

More content: partnership (Creativity/ Art / Innovation) Pictures in context of use More product information (ie.: Product Page) Content related to stores

ART Visual impact Product catalogue Pinterest design

Personalization

P f

Usability

High page speedC it t t hi h l f t t ffi

Minimum n of clicks Clear call to action Simple check-out process

Necessary

Multiple payment options

Performance

Excellent product Consistent price

Capacity to support high volume of concurrent traffic Quick solution to performance failures

As a minimum, we need to replicate the physical store experience to be consistent. What are our strengths in our stores?What are our strengths in our stores?

Sensorial recreation Product availability

Visual merchandising Service

Uniqueness

Action plan: 1.1 optimising e-boutiqueOur online presence has to be clearly aligned with our business objectives.

$$$

VS

$$$

VS

Branding

Action plan: 1.1 optimising e-boutiqueConcerning traffic to e-boutique, Loewes is too dependent on search enginemarketing traffic (58% of traffic vs 37% industry average). A more diversifiedstrategy is required.

Phase 1: Push Phase 2: Pull

r

y

r

a

n

d

T

e

r

r

i

t

o

r

SEO & SEM strategy Social Media for site traffic

generation

B

r Email marketing

INBOUND MARKETING

p

a

r

t

i

e

s

SEO strategy Digital PR: influencers

Loewe as fashion luxury target destination point

r

i

t

o

r

y

o

f

3

r

d

p

T

e

r

r

Action plan: 1.1 optimising e-boutique

It is crucial for an awesome brand experience to transmit an Im taking really good care of you as a customer culture. In order to achieve this, back office

operations optimisation is a key factor

Technology infrastructure & systems

operations optimisation is a key factor

Order management Content managementDelivery: Logistics &

transport Customer service

Key Factors for Loewe

Product availability

Accurate & integrated inventory system

Order tracking culture & systems

Agreements with different transport agencies

Picking and packing optimised services

Easy return policy

Professional customer service center

Action plan: 1.1 optimising e-boutique

The delivery experience is very important.Outside Outside

Inside

Action plan: 1.2 optimising ROPO

ROPO (Research online, purchase offline) is a very extended consumer behaviour. Loewe needs to address it proactively.

Important things to consider

Develop more call to actions for the book an appointment functionalityDevelop more call to actions for the book an appointment functionality

Develop more content related to Loewes Peter Marino stores

Example: The Homes by Dunhill

Develop a more user friendly list of stores locations

S i l k ti i t d i t ffi t t Special marketing campaigns to drive traffic to stores

Search engines optimisation for store location

Action plan: 1.3 mobile presence

More than 20% of searches for fashion occurs from a non-PC device. The iPad maybe transformative for luxury fashion brands, as the device enjoys twice theconversion rate of PC (and twenty times that of smartphones).conversion rate of PC (and twenty times that of smartphones).

Responsive Web Mobile web Mobile Apps

Different options

1 2 3Responsive Web Mobile web Mobile Apps

A single site that rebuilds itself for all devices

Specific web design for mobile phone and tablet.

Specific app development. Download needed.

1 2 3

2011.dconstruct.org M-lanvin.com Balenciaga.com

Stella McCartney Amble by LV Armani EXX Swarovski Multifaces app

U i l Uniqlo

Which is the best option for Loewe? Not recommended in phase 1

Action plan: 1.3 mobile presence

Best practices for mobile presence:

Source: http://www.luxurydaily.com

Index







Objective 2

Increase brand awareness and desirability2

Strategies:

2.1. Supporting general rebranding strategy through a consistent and innovative digital communication approach

2.1.1. Defining and developing digital communication campaigns2.1.2. Optimizing the social media strategy to generate brand awareness and engagement

2.1.3 Developing innovative experiences in stores Coherence and a seamless experience are the best way to create a brand (objective 1)

2.2. Developing specific strategies for new markets

2.2.1. Analyzing specific characteristics of target in each market2.2.2 Putting focus on digital PR and social media strategies adapted to each market

Action plan: 2.1.1 digital communication

Loewe should cover all the target touch points with a 360 degree approach, 365 days/ year and in an interactive way.

3rd

LOEWE UNIVERSE

3rd

3rd

Consumer

Potential consumer

3rd

Aspirational consumer

3rd

3rd3rd

Even more, Loewe should become a destination point for affluent consumers


Digital is perfect to create awesome integrated marketing campaigns aligned with strategic objectives as following:

Source: http://www.luxurydaily.com/top-10-multichannel-campaigns-of-2012/


Burberry best practice example of developing a new communication territory:

++

Tradition Tradition Innovation

BRITISH COATSHIGH END

TRENDY+

Millenials

+BRITISH COATS TRENDY PRODUCTS

Millenials

Acoustic Music

Action plan: 2.1.2 social media strategy

The objective is to develop a strong visible social media presence aligned with business goals.

Brand awareness Purchase Services

9Engagement

Tell stories Showcase products Amplify PR events Show celebritiy interaction with

Drive traffic to e-boutique or stores (Currently: Facebook:1.294 visits/

Customer services Post sale service (i.e:

maintenance)9 Feedback culture Engagement specific campaignsShow celebritiy interaction with

the product Product vs lifestyle messages

month: 0,6% vs 4% average of the industry)

Easy to spread Loewe World to the whole digital ecosystem (ie: share buttons in the product page).

Different objectives for each social platform planned calendar for all of the different networks

Key Factors for Loewe

Focus on driving traffic to e-boutique (i.e: Pinterest) Deeper engagement in marketing campaigns (i.e: The art of the trench)

Strategy for reputation challenges.

Visually focused presence: Instagram, Pinterest, Youtube

Social presence in influencers ecosystem

Action plan: 2.1.2 social media strategy

Influencer Territory Brand TerritoryVS

Source: Instagram

Action plan: 2.1.3 innovative in-store experience

Loewe should consider the roles of their stores now and in the future. Are they flagships for the brand? Are they a combination of flagship and technology emporiums? Are they showrooms for product display? What future role will

Sh f i i ti

p y p p ydigital play in the retail store?

C i t T ti P i t1 2Showroom for inspiration ConvenientTransactionPoint1 2

Loewe general strategy will determine the role that digital will play in stores:

Terminals in the store to shop the web if there is no in-store inventory

Interactive windows

Shop assistance ipad enabled Shop assistance ipad-enabled

Smartphone check-out

Immersive and interactive digital experiences

Action plan: 2.2 new markets approachEach market requires a different approach. See below China s social media landscape.

Marc Jacobs Sina Weibo presence

Source: L2thinktank, 2012

Index







Organisational implications

Digital impacts the whole value chain of a company. One of the keys to success is the CEO approach to digital and the organisational model.

Where is Loewe right now?, What is the ideal model?

Liderazgo/Estrategia

NivelO Nivel1 Nivel2El CEO no tiene claro/ no cree en la ventajas de la digitalizacin para su empresa. No est presente en la estrategia de la empresa.

El CEO cree que la digitalizacin se circunscribe a la generacin de una pgina web o similar o a la automatizacin de procesos. La digitalizacin es un apartado

colateral de la estrategia de la empresa

El CEO es consciente del impacto de la digitalizacin en toda la cadena de valor de la empresa y ha realizado el anlisis pertinente (o est en ello). La digitalizacin est incorporada en la estrategia de la empresa

Modeloorganizativo

colateral de la estrategia de la empresa. incorporada en la estrategia de la empresa

No existe responsable concreto del rea digital. Las acciones se ponen en marcha de manera desorganizada dentro del rea que corresponde segn la coyuntura especfica.

El rea digital tiene un responsable y est integrado dentro de un departamento concreto (generalmente marketing o sistemas)

El rea digital es una funcin horizontal que depende directamente del CEO y est al mismo nivel que el resto de direcciones generales

Culturadeempresa

Existe una norma que prohbe el acceso a redes sociales externas. No existe una intranet, ni herramientas colaborativas para trabajos de equipo /multidisciplinares

Est permitido el uso de redes sociales. Existe una intranet pero no se incentiva demasiado su uso.

Se fomenta el uso de la Intranet y de herramientas colaborativas para transmisin de informacin y recogida de feedback de empleados. Se utilizan redes sociales para procesos crticos (ej: recruiting)

Source: WINK TTD, 2012

Organisational implications

Once the digital strategy is set and approved, we need to define the functions and the organisational model to support them.

WEBCONTENTMANAGEMENT

Create, update, translate and maintain web

MARKETING

DigitalMarketingPlan

DIGITALGENERALSTRATEGY

StrategicPlan , p ,content

Contribute with web solutions for our internal customers according to the communication needs

Oversee suppliers for web support projects Web optimisation

Marketingcampaigns EPR

SEO&SEM SocialMedia

Emailmarketing CRM

BusinessPlan Strategicplanforeachmarket

Followup Governancemodel

Teammanagement

ORDERMANAGEMENT&CUSTOMERCARE

Dailyordersmanagement Customer care

LOGISTICS&DELIVERY

Ordertrackingmanagement Incidents resolutions

CRM

EBOUTIQUEPURCHASES

Wholesaleordermanagement Inventory management

MOBILEREPORTING

Customercare Sales Postsale Crossselling

Incidentsresolutions Serviceoptimisation

OTHERS

Inventorymanagement

MOBILEREPORTING

Webanalytics Dashboardfollowup&actionplan

OTHERS

Mobilestrategy Mobileactionplan

Technologyinfrastructure&systems Instoreexperiences

Index







Data measurement culture

Concerning revenue growth, there is a simple formula to optimize:

Sales=VisitsX ConversionRateX AveragePurchase

Initial Focus for Loewe

Data measurement culture

It is crucial to develop a metric system to measure the full cycle of an online customerin the Loewe marketing funnel and follow the achievement of the objectives.

Index







Implementation plan 2013 - 2014

2013General

analysis

2013/2014sGeneral

Digital strategy

2014

2013/2014sstrategic

plan Marketsdefinition

E-boutique Conversion optimisationSEO/SEM optimisation Web innovative experiences

1.1 Increase revenues

ROPO

Mobile

Specific ROPO plan

Mobile implementationMobile Strategy

Internationalmarkets

Corporate web

Pending strategic roadmap

Support to branding campaigns & develop new contents aligned with digital strategy (inbound marketing) Content Plan

1.2 Increase brand

awareness &

desirability

Mobile

Social media

2013 Social Media Plan

2014 Social Media Plan

Traffic to store & e-boutique action planBrand awareness & preference action plan

Services oriented action plan

Mobile implementationMobile strategy

desirability In-store & digital

International markets Pending strategic roadmap

Digitail plan and implementation

Quick wins

Data culture Balanced scorecard plan and implementation

Implementation plan: detailed calendar

A detailed implementation plan is necessary once the high level one is approvedwith the strategic priorities.

Index







Conclusions

Loewe online presence is an excellent way to enhance the brand image and make revenues grow. The real challenge is to embrace digital as a meaningful part of Loewes strategyLoewe s strategy.

Innovative communication approach to digital space carefully aligned with Loewes brand imagep y g g

Focus on international markets

Strong link to younger potential consumersg y g p

Multichannel approach

Online store as flagship storeg p

Index







Appendix 1: purchase Trial

Quick wins to improve conversion rate

Create a complete breadcrumb for easier navigation.

Wh h i th l i t i th t When changing the language, maintain the current page.

The filters are not easy to remove.

The back button doesnt always work.e bac bu o does a ays o

In the basket resum, differences between links and data are not evident.

The format of the shipping method is not aligned with brand image.

The check-out process is too long and the end is confusing Important . The list of regions has misspellings.

Appendix 1: purchase Trial: SEM

Reviewing SEM strategy

Almost all the strategy and budget is being spent on brand campaigns with low activity

related to generic searches for luxury goods.

Few customised ads are used by keywords.

They dont use the title in the copies.

They dont use extensions on ads : telephone information, store location, social

( l )(google +), etc.

The landing page for ads is always the home of the store, when more specific landing

ld b d (i L h db )pages could be used (i.e.: Loewe handbags).

Appendix 2: best practices

Product launch campaign: Burberrys Body fragance launch (samples through the internet for fans Buzz, feedback)

Social media campaign: Burberry: artofthetrench.com Herms: Paris, mon ami

Share functions:Share functions: www.balenciaga.com

Catalog: www.dunhill.com www.tourneau.com www.lyst.com

Page product:www outlier com www.outlier.com

www.ofakind.com

Web design: www.dazeddigital.comg www.anothermag.com www.whitewallmag.com www.outlier.com www.pinterest.com http://www.vogue.co.uk/ www.net-a-porter.com www.fab.com

Appendix 3: illustrative business plan

Illustrative estimated P&L from other company

Appendix 4: new consumer purchase funnel

The Internet has empowered the consumer in three ways: 1.) during the decision-making process leading to the purchase, 2.) at the actual moment of

purchase and 3.) throughout the product ownership period (including product p ) g p p p ( g pdelivery, maintenance, and return)

BEFORE

Fuente: Purchase funnel basado en la teora tradicional de Procter & Gamble

AFTER

Fuente: Purchase funnel basado en la teora de Google, The Zero Moment of Truth, 2011

Source: Wink TTD , 2012, based on on Google Theory: The Zero Moment of Truth, 2011

Appendix 4: new consumer purchase funnel

Each of the phases of the new purchase funnel comprises multiple levers that activate purchasing decisions with greater or lesser order of importance.

STIMULUS ZMOT FMOT SMOT

Source: Wink TTD , 2012, based on on Google Theory: The Zero Moment of Truth, 2011

Thank you!Madrid03/01/2013

Rosa Fernndez-Velilla

Loewe digital strategy by @kerriarose

Business

area score comments

data measurement culture6

data measurement culture7

data measurement culture

analyzing specific characteristics

estrategia digitaldigital approach

market main drivers

consumer purchase funnel