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Digital Marketing Campaign Proposal for Massimo Dutti, New York
- Zara is a clothing retailer established in 1985 in Spain and owned by Inditex Group. It has over 521 stores across 47 countries. - While known for its European style, Zara seeks to expand its presence in the US by opening two new stores in New York City and Washington DC. - To increase its brand awareness and store traffic, Zara should utilize a paid digital marketing strategy that includes social media partnerships, influencer events, and targeted local promotions to attract new customers.
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Founded in 1985, owned by Inditex, offers clothing and accessories for women, men, and children. Sales reached 1 billion euros in 2012.
Operates 521 stores across 47 countries, including 2 in the US (NYC and Washington DC) opening in Fall 2012.
Targeting cosmopolitan, urban individuals aged 20-35 who value quality design, primarily NYC locals, tourists, and young professionals.
Strengths: Strong presence, good style, prime locations. Weaknesses: Low US brand awareness. Opportunities: US growth, digital marketing. Threats: Market saturation.
Highlights competitors including The Gap, private brands, and public companies with various revenues and locations, noting a competitive market environment.
Digital presence includes a website and social media platforms with low engagement, indicating low brand awareness and activity.
Identified low brand awareness, strong competitors, and poor customer service reputation as key challenges.
Objectives include increasing brand awareness and store traffic in the US, particularly New York City.
Recommendations include utilizing digital media, editorial placements, in-store events, VIP shopping events, and social media engagement.
Strategies include various paid media, editorial placements, in-store events, and user-generated content to boost engagement and sales.
Overview of a media schedule detailing prelaunch, launch, and evaluation phases to improve brand awareness and marketing effectiveness.
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Digital Marketing Campaign Proposal for Massimo Dutti, New York
- 2. • Established in1985 in Spain • Owned by Inditex Group • Product Line - Women: Clothing, Accessories, Soft, Fragrances, Eyewear Men: Clothing, Accessories, Soft, Personal Tailoring, Fragrances, Eyewear Children : Boys & Girls clothing Baby • Financial information - The sales reached 1 billion euros ($1.3 billion) in 2012. The revenue growth > retail space expansion Inditex’s most profitable brand in 2011 Operating margin 24 19
- 3. Stores 521 stores In 47countries 2 US Stores : NYC (Fall 2012) , 689 5th Ave Washington DC (Fall 2012)
- 4.
- 5. Target Audience Cosmopolitan, Urban Liketo urban, elegant, classical and sophisticated clothing styles Between 20-35 years old Enjoy quality and good design at a price NYC locals and tourists Young professionals or office staffs Upper middle and upper social economic class
- 6. SWOT Strengths • • • • • Strong European presence ClassicEuropean style Prime location on 5th Ave Visually appealing website Engaging video content Threats • Over saturated marketplace • Many European brands entering the US marketing in the past 5 years • Many well established competitors with large digital followings Weaknesses • Low US brand awareness • Low social presence (compared to competitors) • Not utilizing all appropriate social channels • Not using paid search, paid social, or display ads Opportunities • Growth in the US market, specifically NYC • Leveraging digital marketing practices to grow digital presence and increase US brand awareness • Use digitally tied local promotions to attract customers to the NYC store
- 7. Competitors Type: Division ofThe Gap, Inc. Founded: 1978 Number of locations: 642, more than 500 in United States Headquarters: San Francisco Type: Private Founded: 1983 Number of locations: 333 Headquarters: 770 Broadway, NYC Annual Revenue: 1.7 billion, FY 2011 Type: Public company Founded: 1967 Number of locations: 631 Headquarters: 650 Madison Avenue. NYC Annual revenue: 4.98 billion , FY 2010 Type: Subsidiary of LVMH Founded: 1989 Number of location: 70 Headquarters: 550 Seventh Avenue, NYC Products:Fashion, leather goods and watches
- 8. Competitors 6.7 M 438 K 40K 4.5 M
- 9. Current Digital Presence Digital Platform Detail 321K Website √ Nosocial network links Facebook √ All the content is about photos featuring products and models; No interactivity; Less activity. 16K Twitter √ For customer service: Just answering questions 1K Pinterest √ Few people like or repin the pictures; not connect with its other social network; relatively fewer followers Instagram √ Not active Youtube √ High quality videos; Not organized Blog √ Good content; Hard to find the blog; Less active APP √ For E-commerce; No brand experience SEM X Display X Email √ There’s enews letter sunscription link, but I’ve never received any. 3K n/a
- 10. Problems • Low BrandAwareness • Strong Competitors
- 11. Problems • Lack ofCustomize Marketing Effort – Diversity in the marketplace • Average to Poor Reputation on Customer Service – Staff lacking product knowledge
- 12. Objective • Increase awarenessin US • Increase store traffic in NYC
- 13. Recommendations • • • • • Utilizing paid digitalmedia Editorial placements In store blogger events E-mail VIP shopper event Social media tie-ins
- 14. Paid Media Banner ads video FacebookAds Sponsored Posts Paid search
- 15.
- 16. NYC Fashion BloggerEvent Fashion Fashion Blogs Event Social Media
- 17. E-mail Invite OnlyVIP Shopping Event Email VIP Event Online Store Social Media Fashion Blogs
- 18. Media Tactic User GeneratedContent User Generated Content Social and blog posts In Store Event Send out invitation Email Social Website Store Paid Social Call-to-action Invite people to join newsletter Inform of launch MD Blog Paid Search Banner Ad
- 19. Media Schedule Pre-Launch April Launch May-Aug Eval. Sept Maintain Oct -Dec Website Update Improve Social Media Update Improve MD blog Launch End Jan Maintain Magazine Blast Email Digitallytied In store Event Banner Ad Launch Improve Mid Discount Push Improve Paid Search Launch Improve Paid Social Launch Improve Mid: Measure success and how to improve End: Measure success and how to improve End