Marketing Plan

Target Setting
› Lorna Jane’s current business model is reliant
on expansion of retail outlets to drive increase
in turnover
› Market dynamics dictate alternate revenue
streams will need to be found for the business
to grow
› Current Lorna Jane online store is an
opportunity to increase product availability &
distribution but still limited to its target audience
of active women
Business Plan Objectives
› Over the next five years Lorna Jane intends to
increase revenue 50%

› In the next 12 months in pursuit of that goal our

marketing plan is designed to;
› increase revenue by 10%
› Create a new revenue stream
› Increase SKU profit margin in the new revenue
stream over current COG model
Brand Audit : Lorna Jane Brand Position
› To women aged 25 – 45 years Lorna Jane is an
active clothing Brand that offers an alternative to
traditional sportswear brands.
› It is a brand that everyday women relate to and
feel inspired by. In a world where women are
often made to feel inadequate this is a
refreshing point of difference
Brand Audit : Business Analysis
› Growth will eventually slow using retail
expansion model
› Online store growth potential
› Any NPD must be consistent with pricing
position to maintain brand authenticity
› Intelligent & practical design is integral to
current product range, adopt underlying
design principles from Lorna Jane to NPD
› Any cost driven re-engineering of the
current or proposed product range would be
considered high risk if the performance of
the clothing suffered.
Strengths of the LJ Brand
› can leverage existing Lorna Jane brand advocates &
strong core brand idea
› unique inspiring brand image in market sector
› healthy lifestyle segment is the largest segment in the
sportswear category
› full control of NPD using existing capabilities
› own brand retailer, no dictation from 3rd party on
launch times/pricing
› can utilise existing manufacturing model and supply
chain, speed to market is high
› trust in the parent brand already established with core
consumers
› online shopping a preference among male consumers
and delivers higher profit margins – fewer operational
overheads
Weaknesses of the LJ Brand
› low brand awareness against established
heavyweight brands
› low budget compared to large players in
sportswear
› Lorna Jane is very female centric, LJ needs to
have its own independent masculine identity
that men can 'own'
› Reduced sales opportunities due to lifestyle and
reluctance to purchase at traditional retail
outlets for male target market
› Low desire for product unless communicated
effectively
Opportunities for the LJ brand
› Largely untargeted/untapped segment within men’s
sportswear market, competitive advantage there for
taking
› No brand history of LJ, can start with clean page and
be ‘owned’ by early adopters
› Leverage of core customers - women as disciples of
the brand and traditionally primary shoppers in
relationships
› Promotion of online for convenience to male
audience
› As per Lorna Jane strategy, positive brand cross-
promotion within lifestyle sector an available vehicle
for LJ in raising profile
› Brand sensory qualities ignored by competition, for
example scent, touch, sound. Either could be
considered and owned by a new brand, for example a
scent infused on clothing and print media.
Threats to LJ and Parent Brand
› Men connecting it too closely with 'Lorna
Jane' - too girly (likely if independent LJ
ethos not communicated effectively)
› competitors entering the same space (likely
if message is weak and allows others in)
› backlash of parent brand, rejection from
core consumers of Lorna Jane as not in line
with brand mission (unlikely but needs to be
managed)
The Six P’s
› Product – range of ‘basics’ using underlying design
principles of Lorna Jane parent brand
› Place – current retail outlets, strong emphasis to
online environment in communications strategy
› Proposition – the LJ brand is about celebrating
everyday achievements
› Pack – use existing retail models, for online delivery
partner with reputable logistics team, pack has LJ
branding
› Promotion – heavy viral content with communication
strategy, interactive and experiential delivery of
message
› Price – in line with current Lorna Jane model to retain
brand authenticity
Trends: Consumer Insight
› As identified in the AFA Advertising Effectiveness Award case study
of ‘SKINS’ – an athletic undergarment, people have become cynical
about celebrity endorsement from the sporting world;

› Sports stars as a group are not our heroes. We love some

individuals and even adopt the media’s names for them as if they
were part of our close circle of friends…However as a group sports
stars get quite a bad rap – we often regard them as spoilt,
misbehaving, over paid, over sexed and slightly disconnected from
real life

› We’ve become a little cynical about celebrity endorsements.

Everyone knows that sports stars are paid huge sums of money to
endorse the brands they use – this devalues the linkage between
their expertise and their dependence on choosing the right brands
to earn a crust through superior performance. They also seem
willing to lend their faces to almost anything if there’s a few dollars
in it.
Issue Identification
› Develop communications strategy that delivers relevant message
– Identify how brand is currently seen by target audience and determine
brand’s vision – how we want it to be seen.
› NPD of LJ range
– Project milestones to be established within supply chain deliverables
› Determine the ratio of Lorna Jane stores that will carry some of the men’s
range. Direction has to be moved away from the traditional fixed retail outlet
to the online purchasing environment
– Creation of LJ online store, using existing capabilities
› Training of staff for LJ range. Create excitement among retail staff of Lorna
Jane outlets for brand launch, distribute prototype and first run clothes to
these brand champions to spread message
– Scheduling of LJ promotions in retail outlets. Concentrate on Brisbane,
Sydney and Melbourne
› Launch date TBD. Based on supply chain commitments to project
deliverables
– Identify tangible measurables for brand awareness in target audience, to
gauge effectiveness of communications strategy
› Identification of effective measurement tools & frequency of auditing these
results
Scorecard Tracking, Measurement
› How do we know how we are tracking?
› We intend to model a brand tracking survey
to monitor awareness via online
questionnaires as found in Keller’s Building,
Measuring and Managing Brand Equity,
concentrating on;
› Brand Awareness and Usage
› Brand Judgements
› Brand Performance
› Brand Imagery
› Brand Feelings
› Brand Resonance
Communications
“A truly great idea spans 360 degrees. It is
like a rallying cry that lives across every
piece of communication, from offline to
online, from in-store to trade.”
 Our Audience
Confident yet approachable Individuals looking for a healthy lifestyle,
balancing friends, family & work
They do good deeds, not just to just to help other. It’s in their personality.

They’re Nice Guys

Values and Aims
› Fit LJ and Lorna Jane Values
› Inspiring
› Realistic
› Approachable
› Holistic
› Challenge the status quo and trends
› Recognise their difference from the tribe
› Let them decide on which race they’re running
The Idea

› To engage and relate our audience with the LJ

brand we realised that our guys are already
happy with their performance, and they're not
interested in the latest trend. They're too busy
just working on balancing their lives. They're
happy, healthy and holistic individuals and we
wanted to acknowledge that

› To bring this to life we want to challenge the

notion that “Nice Guys finish last” and reward
them for….well just being them!
 Activating the Core Idea

Product Placement
Knowledge & Insights Media

Talk of Town
Who says
Sponsorship & nice guys
Events finish last?

Online

Loyalty Program

Promotions
 Media - Magazines
› Print Campaign promoting
the everyday nice guy

“I delivered a knock out.

It was a Fettuccini Boscaiola”

Who says nice guys

finish last?
Media - Magazines
› “Achieve outside sport”
› Infiltrate men’s routines
outside of the sporting arena
› Men’s Lifestyle Magazines –
i.e Alpha, Men’s Health,
Rolling Stone, Empire
› Weekend newspaper inserts
(i.e Good Weekend)
› These publications tend to be
quite influential in this area –
apparently men often tear out
pages, take the page to a
retailer and say “I want to buy
this” – the whole outfit!
 Online
› Microsite
– www.niceguys.com.au
› Facebook launching a
‘nice guy –ometer”
application
› SMH & AFR magazine
website banners
› “My Guy” blog on the
Lorna Jane website
› Viral campaign (SWOT
Team)
Talk of Town
› Nice Guys Mobile + SWOT team
› Rewards everyday achievements
› Nice Guy Mobile
› Storm Sunrise Show
› Heavy Viral Content
Promotions
› To leverage Lorna Jane’s existing female
purchasers, provide a bounce-back offer
for their husbands, boyfriends, brothers
etc
› With every purchase over $100 of the
Lorna Jane female clothing range,
receive a $10 voucher towards the men’s
LJ range
Loyalty Program
› Implementing a loyalty program to
reward purchasers of LJ clothing
› For every $300 you spend, go into the
monthly draw to win a prize
› Rewards could include personal
training sessions, MP3 players, Mens
magazine subscriptions, mobile
phones, Red Balloon vouchers to pick
their own adventure!
 Events
› Nice Guy Awards VOTE
NOW!

Trent Downey Jarrod Klein Mark Haynes Tommy Manelli Lee Kwan
Giving up taxi Holding the Bus Smiling at strangers Clapping other teams Giving Directions
goal
 Events – LJ Wii Fest 2009
› Set up a Wii Fest Challenge sponsored by LJ
› Wii Fest Roadshow event travelling to major
cities
› Sport for the everyday guy
› Event designed to promote an active life for
everyday positive living
› Where Nice Guys (or girls) can finish first
› Registrations for event used to generate an LJ
database
 Product Placement
› Clothe everyday men in
active reality TV programs
such as “The Amazing Race”
in LJ and Lorna Jane gear
› Demonstrates the functional
and fashion attributes of the
clothing in practice
Measurement
How do we know how we are doing?
› What are our Key Performance Indicators?
– Financial Indicator: Sales Revenue

– Brand Activity Indicators: Awareness,

Brand Equity, Communication Tracking
Methodology
› Qualitative – Focus Groups

› Sample = 200 across Sydney, Melbourne, Brisbane

› Brand Judgements –What is most unique about the
brand? To what extent is LJ different from competitor
brands? What do you like about the brand?
› Brand performance – what are your perceptions of
the LJ Brand…stylish, of high quality, good value,
offers exceptional comfort, is not overly branded?
› Brand imagery –- do you associate LJ with healthy
active living? To what extent is LJ distanced from the
branded sportswear of competitors?
› Brand feelings – does LJ give you feelings of;
freedom, social approval, self respect, independence,
fun, belonging??
Methodology
› Quantitative Online

› Sample = 500 across Sydney, Melbourne, Brisbane

› Brand awareness and Usage – what brands of
sportswear are you aware of? Which brands have you
purchased recently? Which is your preferred brand?
Have you ever heard of LJ? Have you ever purchased
or had bought for you LJ? How likely are you to
consider purchasing LJ?
› Brand resonance – agreement with the following; I
consider myself loyal to LJ, I buy LJ whenever I can, I
would miss LJ if it went away, I identify with people that
wear LJ, I feel a connection to people that wear LJ
Methodology
› Quantitative - Events

› Attendance levels, observe extent/length of

engagement with Brand
› Quick Polls
– Had you heard of the LJ Brand before
today? If you have, where did you see
hear or read about LJ
– Gauge appeal, uncover other lifestyle
activities that the target market
engage in
Methodology
› Quantitative - Online activity

› Click through rates

› Cost per acquisition
› # Entries into online promotion