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Benetton's identity consists of colour, authentic fashion, quality at democratic prices and a passion for its work: these values are reflected in the strong, dynamic personality of the brand.
Values:
Quality- Benetton constantly strives to attain the highest level of quality in all of its products, processes and services.

Freedom of expression-Benetton are outspoken. They are convinced that our society can only evolve if people are provided with the right tools and are allowed to express their opinions freely.

Social engagement- Benetton considers it necessary to take concrete action to promote the development of individuals and communities and ensure respect for human rights at a global level.

Internationality- Benetton has always thought globally and not only in relation to their business. Their vision is that of a world in which ethnic, cultural and religious differences are overcome in the name of global citizenship.

Culture- Since the beginning, Benetton have opened a dialogue with some of the most prominent international figures in the world of culture to bring to the Company new tools to understand and interpret the contemporary world.

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As manufacturing methods moved on, mannequins started to be produced in Plastics, these could be mannequins made from Polyethylene, Polypropylene, Polyurethane, Polystyrene, ABS or Polycarbonate. As most plastics use vital fossil based oils in their manufacture, They need to be careful of their sustainable claim being true.

Once sustainability has been established, it is important to look at the recyclable or decomposition properties of the plastic. In the case of Polystyrene, ABS and Polycarbonate, These have been easily recycled for many years, with the material either being re-used or re-purposed.

Mannequin manufacturers now test fibers like coconut, hemp, flax, bamboo, old textiles, recycled fiberglass, wood, viscose, and beyond. Mannequins can be made with any of these materials upon customer request.

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LED lights

Colour blocks

Hanging clothing

Effective shop window because its bright and eye-catching.

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Advertisements:

Benetton intend to shock their audience.

Supporting equality.

Strong message and impact.

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Aimed at younger adults aged 25-40 who are a mostly fashion influenced audience.

Customers looking for Colourful, high quality clothing.

Upper middle class market.

Most bought items are outerwear.

Customers looking for an affordable price.

Growing number of women aged 25-34 years old shopping there.

Size 12 was most bought in 2012.

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Developed from my initial sketches I have created this sketch which I plan to use.

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Within its long-standing commitment to corporate social responsibility, Benetton plan to convert all of its cotton production to be entirely sustainable by 2025

Benetton Group has been ranked by Greenpeace as one of the world’s most sustainable companies, thanks to its global commitment to protecting the environment, product safety, and transparency of supply chain information.

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The United colours of Benetton is a family run business that was created in 1965 and in 1969 the first Benetton store was opened.

Through each of their campaigns they aim to shock their audience. They deal with topics that aren't talked about like HIV, Wars and hunger.

Their signature soft wool jumpers are made in a variety of colours quickly gained popularity.

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Their clothes are more of a classic, safe style with the vibe of someone well-travelled wearing them. They have nice bags and fabrics they use seem to be thick and soft. Their marketing and worldwide expansion isn't as aggressive as other high street boutiques. It might be because they don't seem to position themselves as a trendy, fast fashion brand.

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Benetton stores will change following the current design direction. Signage, design and communication materials will evolve to turn the shopping experience itself into a truly human moment, in which everyone – especially young women – will be able to isolate themselves from the background noise of status updates and filtered photos.

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1. Have you hear of this brand?
Women, Aged 60: I used to shop there when I was younger.
Man, Aged 19: yes but never bought fro them.
2. Have you purchased anything from them?
Women, Aged 60: Yes I used to buy dresses and knitwear from them.
Man, Aged 19: No
3. Whats your opinion of the brand?
Women, Aged 60: Excellent quality at a reasonable price.
Man, Aged 19: I've seen their adverts before and the brand sees interesting. I would like to see what their clothes are like.
4. How could the brand improve?
Women, Aged 60: More stores nearby.
Man, Aged 19: Broaden their product range.

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Encouraging customers to follow Government guidelines ensuring their customers stay safe.

Creates brand loyalty by showing they care about people's health and safety during the Pandemic.

It's a calming, soothing video which is helpful for people dealing with bad mental health. The video gives the audience a chance to meditate and have a few minutes of calm.

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I aim to capture a natural home environment with adults cleaning and doing household jobs while their child paints a rainbow with 'NHS' underneath showing respect to the NHS during the pandemic.

The new house is to resemble new beginnings and starting a new year.

I wanted to show the clothes beginning worn in everyday life to show how wearable and durable they are.

I wanted to keep in line with the company's advertising with a strong social message, in this i wanted to encourage the audience to show their respect for the NHS workers.
The theme of this shop window is a new house, showing everyday household tasks.

The man who's changing the lightbulb is there to represent the light at the end of the tunnel in terms of the pandemic and to show hope and comfort during this time.

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Exploring Scheme ideas and doing research into new ideas.

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She is a young, fun loving and sociable person who is a primary school teacher. In her free time she enjoys cooking, reading about how she can help the environment and visits museums. On weekends she goes out with work friends for drinks in her brightly coloured outfits showing off her bubbly personality. She has just purchased her first home with her fiance and loves her Fiat 500. Other shops she regularly shops at are Uniqlo and other stories, she loves spending her money on high quality clothing.

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New collection Advertisement

Fast pace video- Young and lively feel

Vintage- Polaroid camera
Dancing and running around with smiles suggests freedom.

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Predicted trends to look out for:
Monocrome
Maxi dresses
oversized trousers
Head scarf
shoulder padded blazer
Bold colours

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Fashion Trend Forecasting 2021-2023 | WGSN

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WGSN Fashion is a fashion trend forecasting subscription service, providing unique inspiration and data-backed trend direction.

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Range of bright colours used.

Appeals to both people who want to stand out and those who want a more subtle, simple look.

Everyday look with pops of colour.

Mixing patterns.

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Tips when creating a flat lay:
-work from big to small
-Don't be afraid to move things around
-Small accessories last
-leave space between items
-use different angles
-use lightroom to enhance images

I focused on tonal colours and created this flat lay. I played around with product placement and adding different accessories.

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I created their fun, lively brand personality.

I included jeans which are key products for Benetton.

I used colour blocking.

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Bright, block colours

High quality

Focus on Jumpers, coats and jeans

Men's and women's clothing

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50% of customers are put off online shopping as they can't feel the product.

Smell is the only sense that has a direct link to your brain’s limbic system. That’s important because the limbic system deals with long-term memory and emotion.

The right music in-store also influences memory, emotion and movement.

In summing up the opportunities in activating all five senses in the retail experience, Coleman advises that retailers need a firm fix on what their brand experience and message is in order to have a solid base for building multi-sensory experiences.

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Dark colours make it uninteresting and off putting.

The products don't stand out.

The products aren't displayed in their best light.

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This shows effective use of layers.

I like that my eyes are diverted from one piece of clothing to another.

The clothes are well organised, neatly folded making it more appealing.

Effective use of outfit bundles increasing multiple purchases.

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Block colours

They use tables to lay out products

Easy to move around store

Bright room

Calm and relaxing atmosphere

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This is a clear concept board showing what my shop window will consist of.

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As a ‘fast-fashion’ brand, ASDA George creates a new store planogram and directive about every six weeks.

To speed up the delivery of their visual merchandising directives even further, ASDA George makes use of StyleShoots all-in-one photography machines. Controlled by an iPad, the machines use top of the line hardware to instantly shoot and upload product images into the Visual Retailing software.

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I created an inspiration board in order to show employees the vibrant theme and feel.

The outfits in this collection are bright and will involve colour blocking.

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Customer engagement through full-screen shop windows for interactive use alongside social advocacy, experimental creativity, and commercial brand content.

Installed in Benetton's flagship stores around the world.

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This is a table plan for in store created with photoshop.

Benetton regularly use tables to showcase their products.

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I used photoshop to create a planogram of a wall display in the store.

I am following along with Benetton's use of hanging key products and underneath it having folded clothes in a range of colours.

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After completing the personality test I was a Campaigner.

I agree that I am enthusiastic about sharing my ideas and trying new things and that I get easily stressed and overthink.

I disagree with the poor practical skills as I would off put that as a strength of mine.

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Customers can easily move through different areas of the store because of innovative check-out counters which are a series of numerous circular stations, which replace the traditional check-out counters, where customers can pay by smartphone or card, thus providing rapid service and eliminating lines. The new store was designed to offer customers a new and increasingly immersive shopping experience: a natural extension of online purchasing which offers an omnichannel shopping experience.

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I created this shop window model using foam boards. This brought my shop window concept to life.

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Exploring different shop window ideas.

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I went out to look at shop window displays to explore window schemes and messages.

This is a Christmas display and I like its simplicity.

The individual mannequin is effectively advertising the outfit.

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This is a design of my mobile app.

I included a colour wheel in which customers can chose what colour they want to explore.

I showed key products from the new collection.

I followed along with Benetton's clean and clear digital appearance.

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From research into Benetton's in store VM, I created these sketches.

I wanted a wall display that would highlight key products and feature them in a range of colours.

A table display makes it easy for customer to see the range of colours and feel the high quality products.

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These are some floor fixture layout ideas.

I was looking for a spacious design that focused on the use of tables to display products.

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Initial product adjacency layout sketches

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Initial product adjacency layout sketches

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I started sketching a few ideas working out what suited the brands key products and ensuring they were in the correct area of the store.

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Mind map exploring shop window concept ideas

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Mind map exploring shop window concept ideas

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Final product adjacency and floor fixture layout sketches

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Final product adjacency and floor fixture layout sketches

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This is a social media post showing off the new collection.

I used an image of a messy floor covered in paint also including a rainbow linking to my shop window concept.

I used the text "Shopping rule: Life's too short to wear boring clothes. Wear colour! shop our new collection." This is encouraging customer's self expression and is a fun way to get across the new collection message.

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Harvey Nichols is a luxury department store, which includes stores such as Gucci, Coach and Saint Laurent. Its flagship store is in Knightsbridge, London, which is one of the richest places in London, with some of the most expensive properties.
Being a luxury department store , shows how Harvey Nichols customer profile is someone who is upper class. Aswell as selling fashion, Harvey Nichols also sell designer beauty, homewear and also sell food and wine. They also have restaurants and cafes in-store which make shopping in Harvey Nichols an experience, and a day out.

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Customer experience is key to Harvey Nichols.
Not a department store, more seen as a boutique.
“Our strategy is not just about marketing and brand but about how it becomes all encompassing across the business and how we train staff.”
"Tongue in cheek" image the brand portrays.

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Customer experience is at the heart of the Harvey Nichols brand. In consumer group Which?'s annual ranking of the best and worst high street shops for shopping experience, the luxury retailer jumped from 21st to third with a score of 79%, putting it on par with John Lewis and making it one of the most improved brands in the survey.

For Harvey Nichols' marketing director that was recognition of the work she and boss Stacey Cartwright have been doing over the past three years to turn around a brand that Halliwell admits "needed polishing".

"This was a brand that hadn't necessarily done anything wrong but hadn't done anything and need polishing. I felt there was opportunity, opportunity opportunity," she enthusiastically explains.

"I did a lot of mystery shopping and realised that actually no one knew what Harvey Nichols was about. The staff didn't know. The customers didn't know. No one had figured out who we are and what we stand for."

Halliwell joined Harvey Nichols from O2, where she had spent 23 years working her way up to brand director. The move to Harvey Nichols was a big change, but Halliwell says she wanted to find out if she could be a good marketer without a multi-million pound budget like she had at the telecoms giant.

Her first task was probably the biggest - figuring out Harvey Nichols' brand strategy. That started by interviewing customers and staff to ask them what Harvey Nichols stands for as well as what the brand had been doing right and wrong.

No one knew what Harvey Nichols was about. The staff didn't know. The customers didn't know. No one had figured out who we are and what we stand for.

Shadi Halliwell, Harvey Nichols

Unsurprisingly, almost everyone gave her a different answer. But what stood out, she says, is that while Harvey Nichols may be a relatively small player both in the luxury and the retail markets, "size doesn't matter".

"Our size is beneficial to us," she adds. "The core part of the strategy is we are not a department store we are a large boutique and that means access, ease and experience. That allowed us to offer a 360-degree service proposition.

"We want people to come in to find an outfit and then be able to offer them the opportunity to have a quick blow-dry, get their make-up done. Then she will leave the store not just with a dress but with a pair of shoes, a great hairdo, fantastic make-up and a huge smile on her face as well."

The key realisation was that service in the luxury sector is often "crap" and that Harvey Nichols could differentiate by offering something extra.

"I realised very quickly that [in the luxury retail sector] people hide behind product because they are selling £3,000 bags," she says. "What we saw was that we are servicing people who can probably afford 50 £3,000 bags but also the person who has saved up all year or is spending their 21st birthday money. Our strategy is we want our customers to stand out, to be unique, to be fearlessly stylish. That's a massive ambition because that is saying we can dress our customers better than anyone else."

Focusing on the customer experience

To do that, however, Harvey Nichols needed to change its service proposition. Halliwell admits luxury retail can be intimidating for many people and that all the different concessions can be confusing for someone that has simply come in to buy a trench coat.

What was needed was an experience that aligned across the store, whether they worked as a beauty consultant or in the fashion department. And so it launched a Style Academy, a two-day training programme that would enable its staff to offer advice and help people feel "fearlessly stylish".

The first day taught everyone about colour, cut, shape, hairdos - how to style people. The second focused on the questions to ask to find out what the customer was looking for. "It has transformed our business," says Halliwell. "Our strategy is not just about marketing and brand but about how it becomes all encompassing across the business and how we train staff."

The idea of being a boutique rather than a department store has also seen Harvey Nichols move away from the typical concession set-up. For example, in the beauty department, all the counters have a Harvey Nichols "ribbon" and the company tasked individual brands with coming up with unique counters to make the experience in its stores stand out.

"With a Mac counter, for example, the shopper doesn't know if they are in New York, Shanghai, Paris, they are all the same," explains Halliwell. "Instead we wanted to put our mark on it by giving the brands a space to create something totally different. The Chanel counter is a one-off. It is Harvey Nichols with the brands on top. That gives us the authority we deserve in beauty, where we have a lot of heritage."

That idea has been extended into fashion. Gone are heavily branded sections for Burberry or Louis Vuitton in favour of an easier shopping experience. "We have concessions but you can't see them," she comments. "We realised the barriers were irrelevant to the customer. If they come in wanting to buy a trench coat they want to be able to find trench coats. And it means staff can work across concession to get looks for them and not be stopped by some imaginary boundary."

There has been a total revamp of two floors of menswear, while the accessories department has also been made over, at the flagship Knightsbridge store [there are plans for similar revamps across the brand's 15 store estate]. The Beauty Lounge has been overhauled to offer more treatment space and even has its own front door and concierge service.

There has been a focus on giving people more reason to come to the store than simply to shop. There is a men's grooming parlour, a cocktail bar, cafés and, up on the floor fourth state of the art treatments such as 111Cryo, where customers spend £90 being subjected to temperatures of -90 for the promise of a huge endorphin rush and burning up to 800 calories.

Unsurprisingly this has taken a toll financially. With huge sections of the London store shut during the work, including its front door, sales were up just 1% for its 2015-16 financial year while pre-tax profits halved to £2.6m. Yet Harvey Nichols believes it is a price worth paying to get its brand back on the map.

Aligning the brand

Halliwell has also had a job to do to get its marketing more aligned. In her role as group marketing and creative officer she is responsible for marketing, content, digital, loyalty and visual merchandising.

However, she says that when she joined the windows had one message, while stores were saying something else and advertising promoting something else. "I said we need to be one voice. I didn't want to squash people creatively but we had to have a key message that the visual merchandisers could then interpret how they liked, the stores do their thing and advertising do its things. Because of that we get great bang for our buck. Together, we get the best share of voice we can with the limited budget we have."

What Halliwell hasn't changed is the "tongue-in-cheek" image the brand portrays. Its latest campaign for its luxury jewellery department features a Northen Bald Ibis, considered critically endangered, wearing a £200,000 necklace. It follows hugely successful campaigns including 'Love Freebies', which used CCTV footage of shoplifters to promote its new loyalty app.

"As a creative platform, that tongue-in-cheek attitude has really allowed us to talk about the insights that aren't spoken about in research groups," she says.

"When we launched the loyalty app we were trying to come up with a campaign that wouldn't make everyone yawn. And we tapped into that idea that everyone loves a freebie, whether they're rich or poor. And that campaign made the ITV news, it won a Cannes Lion.

"We have a small marketing budget so we have to get people talking. In magazines, jewellery ads are all of beautiful women wearing beautiful jewellery. But we only have five spots so we need more than a three-second dwell time in print. So we thought about rare and came up with the rarest bird we could and stuck a gorgeous piece of jewellery on it. We punch so much above our weight."

Attracting promiscuous shoppers

One of Halliwell's major projects has been to launch Harvey Nichols' loyalty app. Halliwell admits the brand was 10 years behind in loyalty despite loyalty programmes becoming key to building a relationship with consumers.

"Customers demand that if they're going to be loyal to a brand they want something back. It's like a friendship; if you aren't imparting your part of the deal they'll go elsewhere," she says.

The app offers points based on spend, but also experiences and a way for the retailer to talk to customers one-on-one. It has beacon technology in-store so that it can offer treats such as a free coffee or highlight new products or events. And every quarter customers can get cashback, or opt to spend their points on experiences such as a blow dry. They also get exclusive access to deals and sale previews, for example.

It has required big changes to her team. There are 55 people in the marketing division across point-of-sale, email, content, the app, PR, CRM and digital. Halliwell says she had to bring in digital expertise as the business focused on areas such as SEO, PPC and affiliate marketing. It also needed to "beef up" its CRM team to make the most of the opportunity the loyalty app afforded to the brand.

We want our customers to be fans because fans forgive. They are going to be promiscuous but if we do all the right things they'll always gravitate back to us.

Shadi Halliwell, Harvey Nichols

Halliwell says the app has "excelled" with members visiting more regularly and spending more frequently. "I can't give the exact numbers but it's compelling," she explains.

"People now expect something back and I think once you start being seen as giving something back, that adds an element of loyalty. We want our customers to be fans because fans forgive. Of course they are going to be promiscuous because there is a whole world out there. But if we do all the right things they'll always gravitate back to us."

All of this investment in the store and customer experience might seem counter-intuitive given the rise of online shopping. But Halliwell doesn't see it like that.

"You have to have both now. We have a very efficient transacting website that shows product off as best it can but makes it easy for customers to order and transact. And then we have the stores," she says. "We've got food, hospitality, hairdressers, beauty treatments; we can do everything in here."

She also doesn't believe that the rise of digital has fundamentally changed marketing. "The fundamentals of marketing, the discipline of understanding customers and delivering against their needs is exactly the same. The way you talk to customers and the tools have, but marketing hasn't changed."

There was a long to-do list when Halliwell joined Harvey Nichols, but most important was a focused strategy that ensured everyone across the business understood the retailer and what it stood for. Halliwell might now be leaving for "new opportunities" but you sense her successor will find a brand in much better health than the one she started at three years ago.

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Harvey Nichols' marketing boss on transforming the brand through a focus on customer experience

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Customer experience is at the heart of the Harvey Nichols brand. In consumer group Which?'s annual ranking of the best and worst high street shops for shopping experience, the luxury retailer jumped from 21st to third with a score of 79%, putting it on par with John Lewis and making it one of the most improved brands in the survey.

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In 1831 Benjamin Harvey opened a small linen shop in a terraced house in Knightsbridge.Four years later he expanded into the building next door as the business grew.
In 1841 Harvey employed James Nichols and four years later was promoted to management.
In 1973 Harveys son Benjamin Charles Harvey became the sole partner and quickly set about further expansion.
By the 1980's Harvey Nichols had made a name for itself.

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Harvey Nichols has seven stores within the UK and Ireland, consisting of five large-format stores in London, Edinburgh, Birmingham, Leeds and Manchester, and two small-format stores in Bristol and Dublin.

All the Uk stores have luxury food markets, restaurants, cafes and brasseries.

Harvey Nichols stores offer the ultimate fashion experience. Seen as ‘the place to be’

Harvey Nichols is the club that doesn’t require a membership.

Exclusive, niche and established labels sit alongside accessible everyday collections

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In 2018 Benetton introduced personalised knitwear

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I have been making amendments to my CV, which I then put through the CV 360 and scored over 80% which is a great improvement. I am going to continue on improving and updating my CV.

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The design team at United colours of Benetton are consistently researching new materials and creating new lines for different target audiences from children to adults, offering them not only practical and modern styles but also maximum comfort.

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Women's collection is both for women who work and look for an easy and elegant wardrobe and for those who want to create alternative looks with a mix & match style.

Men's collection is a mix of elegance and originality.

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The product department hand-draws the entire collections, turned into sketches from the most sophisticated graphics programs. They then create the samples utilizing the fabrics selected.

The product department is the link between all the areas involved in the development, manufacture and distribution of their collections.

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I gave the knitwear section the most space as it's a product I wanted to put emphasis on as its a best selling product for the brand.

I've placed jeans and skirts in the primary zone as they are products I've highlighted to be successful given the time of the year and Benetton's current best selling products.

Accessories are my point of sale which I've placed near the fitting rooms so customers can browse while waiting.

Shoes I've placed towards the back in the discovery zone to encourage customers to finish off an outfit they've picked up along the way.

Jackets are near my cash desk in the destination zone given the time of the year and the weather still being cold, customers will still be in need of jackets.

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I have followed along with how Benetton currently layouts it's stores so I mainly chose to use tables to show products.

I've placed some mannequins next to the tables in order to show the product off.

I included round tables as its easy to get around and acts as a focus point.

I put a clothing rail near the cash desk to make it easy for customers to move around.

I used wall displays to make the store more spacious and its a good way of getting lots of product out and on display.

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-Slam City Skates offer an extensive range of products from all the leading brands.

-Appointment only stores meaning random customers don't just come in and out.

-In the store you can hang out, watch skate videos and play video games.

-London's oldest skate store established in 1986.

-On Go skating day 2017, they opened their doors to a new East London store.

-They ensure they sell the best products around at an affordable price.

-The brand is entirely self- financed.

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Clothes Skaters look for:
Flexibility: Everyday clothes that are more stretchy so you don't confine body movement.
Durability: Wearing thicker material like cargo trousers and denim.

Customer profile:
-Lives in an urban area
-Between 13 and 18 years old
-Male
-An Individual that enjoys freedom
-Rebellious

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Clothes Skaters look for:
Flexibility: Everyday clothes that are more stretchy so you don't confine body movement.
Durability: Wearing thicker material like cargo trousers and denim.

Customer profile:
-Lives in an urban area
-Between 13 and 18 years old
-Male
-An Individual that enjoys freedom
-Rebellious

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Store Aesthetic
Black is used on the doors and windows as an accent colour.

Wood is used throughout.

White walls are used to make the products colours stand out.

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Spaces: Slam City Skates Moves Location After 27 Years

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Millie S. - Store Assistant - Waitrose & Partners | LinkedIn

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View Millie S.'s profile on LinkedIn, the world's largest professional community. Millie has 1 job listed on their profile. See the complete profile on LinkedIn and discover Millie's connections and jobs at similar companies.