Author: Rebecca Holland - 100383716

Module Leader: Richard Hucker- 7MK507

Brand Extension Marketing Plan for Innocent.

WORD COUNT: 3,953 (excluding Title Page, Executive Summary, Contents Page, Glossary, List of Figures, Tables, Personal Reflection, References and Appendices.

“The key to extensions of any kind is that the brand must stay true to its original identity. Only in this way will consumer’s accept the change.”

Paul Temporal, 2002.

Executive SummaryThis marketing plan details the brand extension for Innocent to expand their product offerings from the drinks sector into the beauty sector. The continuity of ethics and health will be present in both the parent brand (drinks) and the new product development (Innocent Beauty) and such continuity is essential to the success of brand extensions.

Mintel Academic and Mintel Trends reported a decline in demand for fruit juices and smoothies. In contrast, the organic beauty sector is experiencing high demand, with a movement towards kitchen cosmetics. However, online research depicted that superfood facial products are only available in the UK via online websites or are sold in niche/unknown shops and are highly costly. A gap in the market for UK produced and UK based superfood cosmetics at affordable prices is evident. Innocent have a strong understanding of superfood properties and combined with expertise from a dermatologist, there is potential for Innocent Beauty to become the first superfood facial care brand available to the UK mass-market.

This marketing plan suggests that Innocent should follow a 3 year proposal, launching Innocent Beauty in January 2017 and gaining a strong share of the UK organic superfood beauty market by December 2019. Understanding consumer behaviour and beauty trends to correctly position themselves, appealing to their target markets is paramount to Innocent Beauty’s success. Innocent Beauty will innovate towards males (55+), engaging them in superfood skincare and stressing the health benefits to an ageing population.

By 2019, Innocent beauty should have a full range of products available in Boots, Superdrug, Tesco’s, Asda and Sainsbury’s, meeting the skincare needs for acne, wrinkles and sensitive skin. A focus on new trends like multi-masking and photo-ready skin (for a generation highly involved with online imagery, aka ‘selfies’), are innovative strategies to stay ahead of trends and attract new consumers to the brand.

A risk for Innocent Beauty is consumers doubting their ability to produce quality skincare, after predominantly specialising in drinks. To control this risk, dermatologists shall lead the process and be available to answer any customer queries. Each product shall include an easy to read guide that explains the ingredients and how superfoods work to target skin concerns.

If the 3 year plan is successful, by December 2019, it is estimated that Innocent beauty should have £15 million in revenue.

I

Table of ContentsExecutive Summary................................................................................................................................ I

Glossary................................................................................................................................................ IV

List of Figures....................................................................................................................................... IV

1.Introduction...................................................................................................................................- 1 -

1.1S.O.S.T.A.C................................................................................................................................- 1 -

2. Situational Analysis........................................................................................................................- 2 -

2.1 Innocent - Background............................................................................................................- 3 -

2.2 Organic Facial Care – Current climate......................................................................................- 4 -

2.3Macro Environment – P.E.S.T.L.E Analysis................................................................................- 5 -

2.4 Microenvironment – Porter’s 5 Forces....................................................................................- 6 -

2.5 Competitor Analysis.................................................................................................................- 8 -

2.6 Internal Environment..............................................................................................................- 8 -

3.Consumer Behaviour......................................................................................................................- 9 -

4. Strategic context for Innocent’s Marketing Strategy...................................................................- 12 -

4.2 Segmentation........................................................................................................................- 14 -

4.4 Target Markets......................................................................................................................- 16 -

4.5 Positioning.........................................................................................................................- 17 -

4.6 USP........................................................................................................................................ - 19 -

5.T.O.W.S......................................................................................................................................... - 20 -

6. Objectives....................................................................................................................................- 21 -

6.2 S.M.A.R.T objectives..............................................................................................................- 21 -

7.Tactics........................................................................................................................................... - 22 -

7.1Product...................................................................................................................................- 22 -

7.2 Place...................................................................................................................................... - 24 -

7.3Price and Promotions.............................................................................................................- 25 -

7.4 Performance..........................................................................................................................- 27 -

8. Actions......................................................................................................................................... - 28 -

9.Controls............................................................................................................................................29

10. Conclusions....................................................................................................................................33

References...........................................................................................................................................34

Appendices..........................................................................................................................................36

Appendix 1 – Internal Environment – Boston Box...........................................................................36

Appendix 2 – Product Life Cycle and Product Portfolio...................................................................37

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Appendix 3 – People, Physical Environment, Passion and Personality............................................40

3.1 B2B............................................................................................................................................40

Appendix 4 – Personal Reflection....................................................................................................41

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Glossary

BB = Boston Box

FMCG = Fast Moving Consumer Goods

IB = Innocent Beauty

NPD = New Product Development

PEOD = Price Elasticity of Demand

P5F = Porter’s Five Forces

PLC = Product Life Cycle

R&D = Research and Design

STP = Segmentation, Targeting and Positioning

TM = Target Markets

USP = Unique Selling Point

3YP = Three Year Plan

List of FiguresFigure 1: S.C.O.S.T.A.C Model

Figure 2: The Marketing Environment

Figure 3: P.E.S.T.L.E

Figure 4: Porter’s 11 Forces

Figure 5: Competitor Analysis

Figure 6: Discontinued Innocent veg/noodle

Figure 7: Customer Satisfaction and Post-purchase model

Figure 8: Current consumers

Figure 9: Behavioural segmentation (1)

Figure 10: Summary of facial skincare 2015/16

Figure 11: Elements of Strategic Context

Figure 12: Ansoff Matric

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Figure 13: Blue Ocean Strategy

Figure 14: Demographic Segmentation

Figure 15: Behavioural Segmentation (1)

Figure 16: D.A.M.P

Figure 17: Target Markets

Figure 18: Customer Pyramid

Figure 19: Perceptual Map (1)

Figure 20: Perceptual Map (2)

Figure 21: T.O.W.S Matrix

Figure 22: T.R.I.M.S

Figure 23: Marketing Mix – 9P’s

Figure 24: Kotler’s Product Levels

Figure 25: DAGMAR

Figure 26: Rodger’s Innovation of Diffusion

Figure 27: Factors of Demand

Figure 28: Supply and Demand Curve

Figure 29: Framework for Price Perception Formation

Figure 30: Product Pricing

Figure 31: Estimated Revenues

Figure 32: Monopolistic Competition

Figure 33: Communications Mix

Figure 34: Gantt Chart – Actions

Figure 35: Risk Analysis

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1.IntroductionInnocent are the market leader in the smoothies segment accounting for 79% of all value sales and enjoy a consistent brand image across factors like trust, quality and reputation.

However, Price (2015) documents dangers of excessive sugar in diets that have attracted negative media coverage. This impacted on consumer behaviour, with 62% limiting the amount of sugar in their diet and 36% buying less due to high sugar content in 2015.

In contrast, Libby (2015) observes that the skincare market has seen a trend towards kitchen cosmetics. An interest in nutrition and its benefits for the skins appearance has been prominent, with consumers demanding more organic skincare.

With the decline in demand for smoothies and an increased demand for organic skincare, this plan proposes that Innocent extend into the beauty sector by producing ‘Innocent Beauty’ face-care and face-masks using superfoods. The continuity of health and ethically sourced fruit and vegetables (added to their drinks range) can be used within IB, keeping the brand ethos, brand image and brand loyalty fluid.

1.1S.O.S.T.A.CIn agreement with Temporal that, ‘the consumer decides if a brand extension is to be successful’, the author has adapted the S.O.S.T.A.C model to incorporate consumer behaviour, ‘C’, as a segment. S.C.O.S.T.A.C shall be used to guide this marketing plan.

1

Figure 1:S.C.O.S.T.A.C Model –adapted by the author

2. Situational AnalysisThe situational analysis utilizes Mintel data to detail the macro, micro and internal factors to ensure the best succession of Innocent’s NPD is attained.

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Figure 2: The Marketing Environment

(Source: http://www.slideshare.net/mustafvi786/marketing-environment-15497160)

2.1 Innocent - Background

Innocent is a UK Company producing and marketing healthy drinks. Innocent was founded in 1999 by Jon Wright, Adam Balon and Richard Reed and employs 350 people, sells over 2 million drinks weekly and has an annual turnover of £200m. Abbing, (2010) comments that, ‘the Innocent brand is a rich cocktail of health, ethics and humour. After realising that the people of the UK were leading

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busy lives littered with bad habits, Innocent vowed to make ‘health on the go’ accessible, using 100% natural ingredients’.

Conversely, as Price notes, ‘sugar and dental concerns are scarring the market, with value and volume sales expected to decline over 2015-2020’. Despite Innocent’s investment in NPD (reduced sugar and fruity water lines), combined with above-the-line advertising, Innocent saw both value and volume sales decline in 2015.

2.2 Organic Facial Care – Current climate.Johnson (2015) reports that, ‘the organic beauty industry is booming, with sales up 20 per cent year on year in the UK. The organic health and beauty market is estimated to be worth £1.6 billion. Anon (2015) furthers this observation stating, ‘consumers are increasingly concerned with the environment and their health, thus natural ingredients using chemical-free formulations are receiving consumer attention’.

Superfood skincare products are created in the same way as fresh juices or smoothies and sparked a trend in 2014, by combining quality skincare with eco-friendly ingredients. Hunter (2015) reveals the trend of 2015/16 is ‘multi-masking’, which incorporates two or more facemasks into one treatment. According to the NPD Group Inc., sales of face masks grew by 22.8% between Octobers 2014-2015. The skincare sector represented 24.1% of the beauty market in October 2015, which in total equated to £368m (the face-mask market totalled £6m).

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2.3Macro Environment – P.E.S.T.L.E AnalysisFigure 3: P.E.S.T.L.E

Fill (2014) claims, ‘PESTLE framework is one of the easiest and most popular frameworks for examining the external environment’. The author, to a certain extent, agrees with Fill’s observation, thus P.E.S.T.L.E has been used to assess the external factors for IB. However, there are limitations to P.E.S.T.L.E which are discussed below.

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Albright (2004) notes, ‘it can be difficult, costly and time consuming to collect data for an in-depth PESTLE analysis; assumptions can form the basis of the data, making it incomplete or incorrect’. In terms of PESTLE collated for this plan, the technological section is inconclusive as skincare trends, ingredients and technology change and many companies choose not to release details of their formulas. This made it difficult to fill in the technological section for IB using exact details.

‘PESTLE falls short of providing management with a methodology that includes the multi-levelled and -dimensional variants necessary for achieving sustainable competitive performance.’ (Heckroodt, 2014). In agreeing with Heckroodt, technological advances pose as competitors for Innocent and showcase the alternative options consumers have. Competitor analysis is concerned with the microenvironment, thus in this instance, technological research crosses over into the microenvironment.

2.4 Microenvironment – Porter’s 5 ForcesPorter proposed that industry competition is composed of five forces:

However, as Dälken (2014) comments, ‘it is questionable if the forces are still relevant. It seems doubtful that the unaltered model, which has been available for 35 years, is still relevant for analysing the balance of power within industry today’.

Significant change has taken place within the last decade due to the internet and Dälken argues that, ‘an increase of Digitalization, Globalization and Deregulation has fundamentally changed the structure of the ‘Old Economy’. The ‘New Economy’ is not wholly comparable with the ‘Old Economy’, which is the basis of the Five Forces model.’

Despite agreeing with Dälken that P5F is outmoded, the author believes it incorrect to dismiss P5F entirely. The original five components still hold relevance, thus an adaptation of P5F has been devised.

Figure 4: Porter’s 11 Forces adapted by the Author 2016

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The original 5 forces are separated into ‘the competition’ and ‘purchasing power’, including ‘failed brands’ and ‘bargaining power’ as part of the microenvironment. The ‘New economy’ that Dälken documents forms the final section to the adapted model, fusing Dälken’s and Porter’s observations, creating a newer, detailed version of the modern-microenvironment.

2.5 Competitor Analysis.Figure 5: Competitor Analysis

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IB will introduce mass-market, organic-superfood facial products into the UK high-street and supermarkets. Most organic superfood facial brands are prestigiously priced, only available in certain areas of the UK or online. This creates an opportunity to produce affordable UK based and UK produced organic-superfood face-care. IB shall compliment organic beauty trends and stimulate hype for affordable kitchen-cosmetics, forming part of the objectives to this plan.

2.6 Internal EnvironmentFill (2014) proposes that, ‘an analysis of the internal environment is concerned with understanding and evaluating the capabilities and potential of the products, systems, humans, marketing, and financial resources.’ Building on Fill’s commentary, Thomson in 1990 stated, ‘resources are not weak or strong, their value depends upon how they are being managed, controlled and used’.

Despite being an outdated statement, Thompson still holds value for Innocent. However both Fill and Thompson dismiss the impact of consumer behaviour. ‘Humans’ is broad, not underpinning consumer behaviour and Thompson implies the success of a brand relies on the company to ‘manage, control and use’ their internal resources efficiently. Undeniably, the company have significant power over how effectively their brand is marketed; nonetheless the author insists that consumer behaviour cannot be ignored

Figure 6: Discontinued veg/noodle line

Taylor (2009) disagrees with the emphasis that this plan places on consumer behaviour; ‘Brand equity is not what will make or break the veg pots. There are millions of innocent fans who would love to try new products from the brand. The bigger challenge with brand extensions, is not brand equity, it’s the business model.’

Taylor suggests the business model is designed with a second nod to consumer involvement. In disagreement, the author proposes that consumer demand dictates the design of the business model, making consumer behaviour central to successes of NPD and not secondary.

See appendix 1 for detailed analysis of Innocent’s internal-environment.

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3.Consumer BehaviourIt is important to understand consumer behaviour. As Blythe (2013) states, ‘there is, after all, no point in trying to market a product for which consumer acceptance will be limited’. The author believes this to be valid and recommends that Innocent devote time and money to extract exactly what their consumers want, as well as understanding the behaviours of potential new segments and enticing them to IB.

Wicks (2009) credits the author; ‘achieving customer satisfaction is a desirable goal of all enterprises. Retaining higher levels of customer satisfaction maintains customers, increases loyalty and ultimately earns more profits.’ Thomas (2008) also stresses the value of consumer behaviour, ‘higher levels of customer satisfaction mean that customers are likely to repurchase and builds consumer loyalty.’ Academic commentary lends support for a consumer orientated approach to IB.

Figure 7: Customer Satisfaction and Post-purchase Model – adapted by the author

The author’s adapted model combines Zeithaml and Bitner’s ‘Customer Satisfaction Model’ (2000) with Berdigan’s ‘Zone of Tolerance Model’ (2003) to illustrate how consumer satisfaction impacts on post-purchase behaviour, heightening the importance of consumer behaviour for IB brand loyalty.

IB brand extension will be more successful if attention has been given to consumer behaviour. This knowledge can inform both the marketing strategy and the objectives to best target Innocent’s segmentation.

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Figure 8: Current Consumers

Figure 9: Behaviour Segmentation

Figure 10: Summary of Facial skincare 2015/2016

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4. Strategic context for Innocent’s Marketing Strategy “Strategic marketing or marketing strategy?” has been deliberated for Innocent’s NPD. Academic discussion of the terms blurs them by suggesting that both focus on competitive advantages.

Coombs (2008), states, ‘competitive advantage is central to strategic marketing’ and Bradley comments that, ‘marketing strategy addresses its customers in the context of a competitive environment’. Both definitions appear to share attributes, making it difficult for the author to decipher what constitutes strategic marketing and what constitutes marketing strategy.

Walker (2003) complicates matters when verbalizing, ‘marketing strategy creates pathways for a desirable future. The output from such marketing strategy analysis and choice (or strategic marketing decision) is a marketing strategy statement.’ The two concepts are seemingly interchangeable within Walker’s statement, making it challenging to determine what outlines strategic marketing and what outlines marketing strategy. After much research over the debated definitions, the author came to an informed conclusion guided by Armstrong & Kotler (2014) and Aaker (2001).

Armstrong and Kotler define marketing strategy as ‘the logic by which a company hopes to create value and achieve profitable customer relationships. It consists of specific strategies for target markets using the marketing mix and marketing expenditure levels. Marketing strategy indicates how the company intend to create value for target consumers in order to capture value in return.’

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Aaker defines strategic marketing as, ‘an orientation based on strategic issues of how companies identify the STP process to create superior value for their consumers compared to their competitors’. Strategic marketing has a strong focus on competitive advantage’.

Using the definitions combined with research, the author defines strategic marketing as ‘the helicopter view of the overall strategy, focussing on the STP process and outlining competitor analysis’; whereas the marketing strategy ‘is the details of the map, i.e. the roads and specific turnings that can be made to ensure that important details are communicated effectively to the target markets’. Succeeding the authors own stance on strategic marketing and marketing strategy, the format of this brand extension situates the STP process (helicopter view) prior to the tactics (marketing strategy) ensuring that the overall view is assessed before crafting the details.

In addition, the author was inspired by Fill, (2014) whom states, ‘for marketing strategy to be developed successfully, it is necessary to understand an organisation’s strategic context and fit the marketing strategy to match the strategic context.’ The author has chosen to imitate Fill and Baines and create a marketing strategy based upon a strategic context. This stresses the importance for the strategic context to be understood prior to the marketing strategy and nicely intertwines the two. Bradley (2006) agrees with fusing the two concepts to generate a stronger marketing plan; ‘the strategic marketing process decides the marketing strategy based on a set of objectives, target market segments, positioning and policies.’

Figure 11: Elements of Strategic concept adapted from Fill et al 2014 by the author.

Building upon strategic context to influence the marketing strategy, the Ansoff’s Matrix can be applied.

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Figure 12: Ansoff Matrix adapted by the author

The author observes that the Ansoff model must be combined with T.O.W.S, P5F and the BB, (which all have their own limitations) and requires the finding of excessive information, which is unlikely to be available. Limitations of Ansoff are reiterated by McDonald (2007) stating that, ‘external forces are not accounted for which can drive a market regardless.’ Nevertheless, Ansoff proved useful when considering market-spend, especially as Innocent have a multitude of products.

Figure 13: Blue Ocean Strategy – adapted by the author

Blue Ocean Strategy has been utilized and adopted to direct IB marketing strategy.

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4.2 Segmentation Blythe (2013) states that, ‘segmentation is the act of dividing up a market into groups of people with similar needs.’ Additionally, Fill (2014) comments, ‘segmentation is the division of the mass-market into identifiable and distinct groups who have common characteristics and forms an important foundation for marketing strategies.’

However, the author’s preferred definition is, ‘the purpose of segmentation is to determine which potential buyers are likely to behave favourably towards your company and products’ (Blythe, 2013), as it asserts the importance of consumer behaviour.

Segmentation considerations have been explored below. Consult Appendix 3.1 for B2B.

Figure 14: Demographic Segmentation for IB

Figure 15: Behavioural Segmentation for IB

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A limitation of segmentation is meeting the needs of customer groups opposed to individuals. Joseph (2005) observes that, ‘a powerful way to enhance product involvement is to invite customers to play a role in designing/customizing what they buy. 40% of shoppers opt for personalised products despite the higher pricing.’ Joseph’s observation is still applicable, thus IB should offer personalised services at Christmas or seasonally, to design products for gift ideas. Alternatively, competitions could invite consumers to design their own superfood formula.

See appendix 2 for product portfolio and PLC.

4.4 Target MarketsDue to multiple TM, Innocent shall employ a differentiated targeting approach whereby each TM has its own marketing strategy to meet the consumer’s needs. – I.e. males aged 55+ will need a different marketing mix to 16-24 year olds.

Kotler’s DAMP acronym is useful for creating successful TM and has been used to guide IB.

Figure 16: DAMP

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Figure 17: Target Markets

Using Curry’s Customer Pyramid, a detailed diagram has been drawn to stress the importance of TM and illustrates how TM generate revenues for IB if targeted correctly.

Figure 18: Customer Pyramid adapted by the author

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4.5 PositioningFill et al (2014) states, ‘positioning is the means by which offerings are differentiated from one another to give customers a reason to buy’. Karadeniz (2009) comments, ‘positioning shows the place where existing or to be issued products are put in the market place by the customers.’ However the definition of positioning that the author most agrees with is Kotler et al (2008); ‘positioning is not something you do to a product. Positioning is something you do to the mind of potential customers.’

Due to the backdrop of consumer behaviour for this marketing plan, it is important that IB understand the behaviours of their TM. Altering consumer’s perceptions about superfood in skincare or persuading consumers to innovate forms part of the positioning.

Figure 19: Perceptual Map

IB will be the only product on the UK high-street offering superfood cosmetics.

Figure 20: Perceptual Map

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INNOCENT BEAUTYLUSH

NOURISH

THE BODY DELISKIN FOOD

WELDA

COVENT

Chart Title

Or-

gani

c Su

per-

food

s

Online

Or-

gani

c Su

per-

food

s

Online

UK High-Street

Or-

gani

c

IB stands out from competitors by being UK made and UK based, as well as innovating using superfoods.

4.6

USPIB will be the UK’s first superfood facial-care specialist, offering products to the mass-market at affordable prices. IB products will be the first superfood face-care product to be found in high-street shops and supermarkets, namely Tesco, Superdrug, Asda, Boots and Sainsbrys.

IB superfood skincare will have an intricate understanding of their target markets, to ensure that their products appeal to their main consumers. Their products will reflect the consumers needs and wants, to staisfy attitudes and motivations towards taking care of skin. This stands them aside from brands that merely cater to general skincare concerns.

IB shall focus on male skincare to offer products that captures what men want , whist having enivornmental and healthcare benefits. Kitchen cosmetics and male skincare are both growing trends and IB aims to be at the forefront, leading the innovation.

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INNOCENT BEAUTY

LUSH

NOURISH

THE BODY DELI

SKIN FOOD

WELDACOVENT

Chart Title

Glob

-al

ly

Pro-

duce

d

Innovative

Glob

-al

ly

Pro-

duce

d

Innovative

Generic

UK

mad

e

5.T.O.W.SPrior to the objectives, a T.O.W.S matrix has been completed, assessing the strengths, weaknesses, opportunities and threats that may impact on IB’s objectives.

Figure 21: T.O.W.S Matrix

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6. Objectives.Ascertaining what consumers want fashions the objectives accordingly.

6.2 S.M.A.R.T objectivesThe S.M.A.R.T acronym is a traditional method to base Innocent’s objectives. However, Achievable and Realistic seem interchangeable, making it incomprehensive to set goals that are realistic yet not achievable and vice versa. For NPD it is imperative for brands to innovate, to attract consumer attention and rival competitors. For this plan T.R.I.M.S shall be applied.

Figure 12: T.R.I.M.S illustration – The author 2016

T.R.I.M.S objectives are set against a 3 year plan (2017-2019) and are as follows:

1. Stimulate awareness of Innocent Beauty by 65% for 16-34 years olds (both male and female) in the U.K by December 2019. Above-line-advertisement of 3.5million in year 1 is justified to promote and generate interest in superfood kitchen cosmetics.

2. Lead U.K innovation for male organic ‘superfood’ face-care, stimulating demand by 45% come December 2019, focussing on males aged 55+, whom are the main consumers of Innocent drinks.

3. Become one of the U.Ks top 25 organic beauty brands named amongst consumers by December 2019, by being the U.Ks first high-street and supermarket beauty range to specialise in superfood face-care at lower end prices.

4. Generate sales of Innocent Beauty products to deliver £15 million revenue by December 2019, operating across major UK players, namely, Boots, Superdrug, Tesco, Asda, Sainsbury’s and Waitrose.

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5. To attract over 1 million new consumers to the Innocent brand by 2019. Those consumers who like to innovate with beauty or are concerned with organic cosmetics can be attracted to the brand and in turn may be persuaded to try the drinks range.

7.TacticsGronoos (1994) claims that, ‘any marketing paradigm should fulfil the marketing concept, i.e. the notion that the firm is best off by designing and directing its activities according to the needs and desires of customers in chosen target markets.’ Inspired by Gronroos, this plan manipulates the marketing mix to meet consumer demands.

Figure 23: Marketing Mix – 9P’s – adapted by the author

7.1ProductProducts need to go beyond utilitarian and incorporate tangible elements, adding a hedonistic dimension to stand out from competitors, gaining a stronger position in the consumers mind. It is important for IB to advance beyond the core benefits of their products. IB can achieve this by using Kotler’s 5 product levels.

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Figure 24: Kotler’s 5 Product Levels

IB is a new product by a recognised brand; however, consumers need to be aware of IB in order to purchase. Raising awareness of the brand may entice new consumers, which increases Innocent’s market share, growth and revenues. Using Colley’s DAGAMAR model, we can see how to manoeuvre IB consumers from unawareness to awareness.

Figure 25: DAGMAR

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Once a consumer is aware of the product they are able to trail it and form a post-purchase evaluation. Post-purchase evaluation is important to IB so as amendments to products, packaging and pricing can be made if necessary. Consumer feedback acts as a control mechanism to ensure that IB is satisfying consumers, so as to not waste time and money. In addition, raising awareness of IB is useful to attract beauty innovators and early adopters (see figure 26) who influence others via word-of-mouth which as Blythe states, ‘is stronger than advertising or other marketing communications.’

Figure 26: Rodgers Innovation of Diffusion

Rodgers Innovation will be useful to IB to monitor the speed of innovation for new product lines. It is advised that Innocent review the Innovation of Diffusion regularly to ensure that the brand is growing. Rogers Innovation of Diffusion acts as a control to assess the performance of IB. Alternative methods can be explored to expand the growth of IB should it appear to be declining.

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Consult appendix for the PLC and product portfolio.

7.2 Place

7.3Price and

PromotionsAccording to Fill (2014), ‘price is the amount a customer has to pay or exchange to receive something.’ Building on this, the author proposes, ‘pricing is the perceived value of an item or service. Prices are only paid when a customer can justify the expense.’ This makes pricing vital and IB need to understood PEOD.

Figure 27: Factors of Demand

The factors of demand influence the supply. IB should not produce more than is demanded as this is inefficient. To achieve maximum efficiency IB need to operate at the equilibrium point, whereby

demand = supply to direct the pricing strategy.

Figure 28: Supply and Demand curve

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Aforementioned, consumer’s perceptions of price is central to IB and the author has noted Fill’s (2014) comments, ‘it’s not just costs that matter; we might observe changes in demand, as customer’s desires change’ and applied the observations to make informed pricing recommendations for IB.

Figure 29: Framework for price perception formation:

(Source: Mendoza and Baines 2012)

Consumer’s perceptions of price have dictated a value orientated approach for IB. ‘Prices are set on the basis of buyer’s perceptions. The process begins with the customer determining what value they derive from the offering, determining price.’ (Fill, 2014)

Figure 30: Product Pricing

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See appendix 3 for analysis on people, psychical environment, passion and personality.

7.4 PerformanceSpary, Innocents marketing chief stated, ‘Coca-Cola took a 90% stake in the business in 2013. Coca-Cola has no hand in the day-to-day running of the brand but it does provide significant scale and investment.’

Due to the investment of a world-leading brand, Innocent has a decent budget to utilize for NPD.

Figure 31: Estimated revenues for the 3YP.

(3YP not taken into account the budget required for R&D in 2016 prior to launching IB. Estimated £5 million pounds)

The success of IB relies on economic underpinning. Due to the monopolistic competition of the beauty market –‘(meaning many firms compete with product differentiation and there are free barriers to entry (Parkin, 2005)’- Innocent faces multiple substitutes, thus competitive advantage is paramount. IB needs to undertake research of their competitors pricing strategies, product development and values to ensure they differentiate themselves.

Figure 32: Monopolistic Competition

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2018

8. ActionsFigures 33 and 34 detail the communications mix.

Figure 33: Communications Mix

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28

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1 Host a meeting with board of directors, company owners, managers to discuss vision and plans for IB NPD

PR

2 O3 Stimulate hype and understanding of IB D4 Meet with the project manager montly to discuss IB progress U5 Assist the recruitment process for new staff and skin and superfood specilaists C6 T7

8 Meet with Skin specialists, R&D team, Marketing, Finance and HR monthly to keep up to date L9 Assist with the purchasing of materials for IB A

10 Assign schedules and specific duties U11 N12 C13 H14

15 J16 A17 N

118 719

20

21

22

23 P24 R25 O26 D27 U28 C29 T

L30 A31 U32 N33 C34 H35

36 J37 A38 N39

40 141 742

43

44

45

46 P47 R48 O49 D

UC

50 T51

52 L53 A54 U55 N56 C57 H58

59 J60 A61 N

162 763

64

65

66

67 P68 R69 O70 D

UC

71 T72

81 To work closely with marketing and finance to give real predicitons of costs and how consumers react to beauty marketing to guide IB launch L82 To meet with consumer focus group of the target markets and understand their expectation and knowledge of superfood skincare A

UNC

83 Recruit new staff H85 Recruit skincare specilaists

86 Support IB training J87 Arrange additional training if staff need it A

N

88 Meet with marketing to design posters, online campagins 190 Meet with managers to ensure that image of IB is achieved to standard and to satisfy objectives 791 Meet with R&D to see products and bottles to understand what they are working with etc

Following the meeting dicussing IB, inform rest of staff about NPD

Budget for Skin specialists

Budget for new staffi ng

Cost analysis of NPD for IB

Budget for Marketing

Budget for R&D

Budget for HR

Logistic considerations

Meet with industry exeperts to produce quality and effective skincare made from superfoods

Meet with health and safety

Hire scale-up consultant

Skin specialists are hired as part of the R&D

skin specialists to help train exisitng staff of Innocent and guide mangers to ahciveing goals

Revenues and profit predictions

Meet monthly with relevant people to analyse the scale of projects, funding and expenses

Monitor company spend for NPD and make cut backs or extend budgets where necessary

Pilot trails

Source potential sites for factory space to produce IB or look into rented space or expansion of Fruit Towers

Research potential process technology to produce products

lab/kitchen trials - restest and retest to meet food safety regulations, beauty regulations

Product development

Source raw materials for products

Source co-manufacture for packaging

Network and pitch products to retailers and guarentee shelf space for promotions, followed by permanent space

Undertake research with superfood specialists and skincare specialists, the general and project managers

Email responses and generate direct mail and promotional mail

newspaper features

Help to design the superdrug advert to feature instore

RESEARCH & DEVELOPMENT

Design packaging

Consumer feedback on packaging and information - what can be imporved - respond accodingly - redesign

Daily running of website

Trail products on tarhet market and analyse feedback for IB

Write press releases

Meet with Graphic desiners

Meet with TV and Radio production teams

Consumer resreach via surveys and email and focus groups

Work closely with target market to understand what they want and portray this to departments to meet needs

process information from the research team and feedback to staff accordingly

Complete training on IB

Formulate a marketing plan and meet objectives

Design TV advert

MARKETING

Design radio advert

Design posters

Run the social media campaign

Blog on the website

Promotional emails

Monitor the effi ciency of IB

Assesss and implement cost analysis strategies

Assess and implement marketing startegies

Oversee the project manager

Watch a pre-relase of adverts and all social media campaigns

Oversee consumer feedback for product and allocate changes needed to meet feedback and objectives

Train staff about IB

Meet with the General manager

Meet with head of departments to assess development of IB and assign tasks

Meet with skincare specialists to understand superfood and skincare combinations

PROJECT MANAGER

Meet with marketing to oversee objectives and deadlines are met

Meet with finance to ensure budget is allocated properly and profits made

Meet with R&D to ensure product tests are on schedule

Meet with retailers to speak about the NPD for IB and ensure shelf space

write press realses for IB

FINANCE

SKIN SPECIALISTS

HUMAN RESOURCES

GRAPHIC DESIGN

20202016 2017 2018 2019

Assist with product tests and trails

Support new staff and existing staff training for superfoods and IB

Report to Owners of IB progress each quarter

ActionTOP-LEVEL STAFF

GENERAL MANAGER

Establish objectives and meet with departments and individual staff members as necessary

Figure 34: Gantt chart – Process of timed actions.

9.ControlsThere are many risks involved when creating IB. IB will be part of the FMCG sector and this is forever evolving. IB needs to continuously innovate and understand beauty trends, competitors positioning and shifts in consumer demand to be successful in the beauty market.

The author agrees with Temporal (2002) that ‘brand strategy is not a matter of image strategy. Senior management should take full responsibility and not let PR, marketing, R&D, advertising and all other departments act separately.’ IB’s general manager and project manager take full responsibility for all risks detailed below in figure 35.

Figure 35: Risk Analysis

Risks Limitations Mitigation Cost to Innocent ResponsibilityBad crop of superfoods

Limits the quality produce for superfoods skincare that can be used for IB affecting production

Either limit productions or ensure there are extras of the superfoods on each order in large industrial freezers should this happen

Less supplied, so less revenue/profits

Buyers need to ensure that extra is purchased and frozen, which in turn will depend on R&D informing them how much they need.

Superfood skincare receives bad press

Affects demand of IB

To ensure IB have facts and figures and consumer success rates to combat negative press with

Less demand so less profits. Excess supply that has not been purchased by consumers or retailers

Dermatologists need to provide statistics for marketing to use to counter any bad press.

Products don’t sell well

Consumers dislike products, packaging, price, find it irritates or doesn’t work

To ensure focus on consumer behaviour throughout. To find out what they want and need and alter product, design, and cost as needed (within reason). Hold focus groups and blind tests, as well as surveys to really understand consumer behaviour

IB make no or minimal profits meaning they have spent more than they earned. They will face a situation whereby they could have to discontinue the brand.

Marketing need to push the brand onto consumers through via the communications mix and take any negative feedback to R&D so as they can develop new formulas etc.

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Consumers do not trust a drinks specialist to produce rated beauty products

Wont purchase in fear of the product not being a high quality skin product and being perceived as a waste of money

To make sure skin specialist fully trained all staff at all levels. Have regular meetings and updates between the whole staff force to speak through any issues and to make sure all workers are coherent.Ensure that there is advise on hand to answer any FAQs and provide reassurance of product to consumers

Minimal profits, low market share or growth

Skin specialists and marketing to ensure that consumers feel safe using IB.

New superfood company enters the market

Increased competition, consumers have a choice.

Ensure that USP is clearly stated – first company to innovate and use superfoods in skincare for high-street and supermarket brand.Upkeep customer loyalty through regular promotions, customer feedback, loyalty card offerings, rewards systems etc.

Want to make the IB consumers feel valued by the company to keep ensure they always buy IB despite any competition, to ensure market share and revenues.

Marketing to ensure IB is positioned as the consumer’s first choice.Also R&D to find out what other trends are occurring and to innovate new products accordingly

Some Innocent staff are against the IB NPD

Loses coherence of staffing which can affect messages and quality of work

The project manager and general manager need to push the potential success of IB. Let staff trial the products and have their input. Team discussions of what can improved, what is working well

If not all staff are working together then this can impact on the quality of IB and also the timeframe. If staff are disengaged can take longer to complete tasks and may be completed to a lower standard – avoid this from

Project manager and General manager as previously stated.HR could organise training and team building days.

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(monthly). Entice the sceptic staff members with skin food trends and statistics of competitive companies

happening by keeping team morale

Mismanaged costings

Funding incorrect for marketing, R&D can hinder the process if have to wait for more funding and can slow targets down

The monthly meetings between departments and head staff are crucial. If prices do rise of superfoods, production costs, rental space for trails etc., then always revise the budget and costing weekly and notify the whole scale production if awaiting more money, to reset new targets and timeframes

Missing deadlines. Cannot inform the public that Innocent are releasing a beauty range in January 2017 and then it not be ready for the release date.

Finance team.

Supermarket prices rise or production costs rise. Price of superfoods rise.

Any cost of production rising affects the overall budget and total spend for IB NPD

Plan for a 10% increase, 20%, increase, 50% increase and 100% in any cost of production and ensure funding covers each potential risk

Budget and revenues being miscalculated could cause huge implications for the project as a whole.

Finance Team

Newer beauty trend takes the market by storm

Consumers turn away from superfoods and IB

Keep as up to date as possible with beauty trends and formulas. Continuously innovate existing products to incorporate newest superfood, or strongest SPF ingredient etc. Continue to

Newer beauty trends will affect the market share of IB and the market growth as well as overall profits

R&D and Marketing.

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redevelop packaging and push social media for loyalty and feedback on superfoods to understand what IB can do better

Damage master brand

If IB is not successful it can potentially damage the master brand (drinks) and hinder the reputation and brand loyalty of Innocent as a whole.All brands have their limitations and stepping outside of these can dilute brand power (Temporal, 2002)

To have a release statement in place (similar to when veg and noddle pots failed) to apologise to consumers and to agree that Innocent do drinks best and they will be focussing their energies into this now to make the best drinks possible for their consumers

If IB fails, people may be sceptical about Innocent as a whole which is damaging to brand loyalty, market share and profit

All teams have a responsibility to ensure the Innocent brand is kept reputable.

Reaction or bad reviews/rates

Bad press can hinder the popularity and success of the brand

Use social media stars (Zoella, Tanya Burr, and Naomi Smart to endorse and review the brand on their channels). Respond to negative feedback and ensure the consumer tells Innocent exactly why they were dissatisfied and adjust accordingly. Offer a tailor made product to suit their skin needs better?Reactions may be unavoidable, to ensure labelling is extremely clear

Bad reviews can damage the purchasing of a brand which in turn lowers market share, growth and profits.

Marketing need to ensure that IB are portrayed well and counter any bad reviews, feedback back the content of the reviews to R&D.

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and recommend the sensitive range to consumers with sensitive skin. Avoid contact with eyes etc. and to follow instructions carefully or to discontinue use if reaction happens.

STP is incorrect Can confuse consumers and cannibalize sales of existing drinks brand (Temporal, 2002)

Ensure consistent interaction and relationship is built with consumers at all point. Research to be ongoing to make sure STP isn’t altering and if it is to act accordingly and notify all departments

If STP is incorrect then IB will not be positioned correctly to target the main segment base of consumers. Sales will be down and so will profits

Marketing.

10. ConclusionsGaining a market share in the organic beauty sector to combat the declining consumer demand for smoothies and fruit juices is savvy. Innocent have the produce and suppliers to market and produce IB face-care and face-masks. The same 100% natural ingredients used for their drinks shall be integrated into their skincare range, ensuring the continuity of health and eco-friendliness.

IB has a great platform for introducing high-street and supermarket priced organic face-care and masks into the market, as competition for kitchen cosmetics is minimal. Existing brands are only available at prestigious price points, are international or available online, meaning that IB have few competitors, strengthening their USP.

To be successful, IB need a clear focus on consumer behaviour, particularly 55+ males, to innovate and stay ahead of beauty trends, alongside employing skin specialists to guide the NPD process. If the 3YP is effective, it is forecasted that IB shall generate revenues of £15 million come 2019.

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References

Aaker, D. A., (2001) Strategic Marketing Management. 6th ed. New York: John Wiley & Sons, Inc.

Abbing, E. R., (2010) Brand Driven Innovation: Strategies for Devlopment and Design. London: AVA Publishing.

Albright, K. S., (2004) Environmental Scanning: Radar for Success. Information Managment Journal, 38(3), pp. 38-45.

Anon., (2015) Mintel Trends: Natural Extravaganza. [Online] Available at: http://academic.mintel.com.ezproxy.derby.ac.uk/trends/#/observation/744414[Accessed 29 November 2015].

Baines, P, Fill, C and Kotler, P., (2012) Essentials of Marketing. Oxford: Oxford University Press.

Blythe, J., (2013) Consumer Behaviour. 2nd ed. London: SAGE Publications Ltd.

Bradley, F., (2003) Strategic Marketing in the Customer Driven Organisation. Hoboken: NJ. Publication .

Coombs, T., (2008) Comparing apology to equivalent crisis response strategies: Clarifying apology's role and value in crisis communication. Public Relations Review, 34(3), pp. 252-257.

Dälken, F., (2014) Are Porter’s Five Competitive Forces still applicable? A Critical Examination concerning the relevance for today's business., Enschede: University of Twente, Faculty of Management and Governance..

Fill, C and Baines, P. (2014) Understanding the External Environment. In: Marketing 3rd Edition. Oxford: Oxford University Press, p. 116.

Gronroos, C., (1994) From Marketing Mix to Relationship Marketing: Towards a paradigm shift in marketing. Management Decision, 32(2), pp. pp-4-20.

Heckroodt, S., (2014) Should managment move beyond PESTLE?. [Online] Available at: http://www.usb-ed.com/content/Pages/Should-management-move-beyond-PESTLE.aspx[Accessed 5 Janurary 2016].

Howard, D, J., and Barry T, E., (1990) A Review and Critique of the Heirarchy of Effects in Advertising. International Journal of Advertising: The Review of Marketing Communications, 9(2), pp. 121-135.

Hunter, A., (2015) Get the Gloss: Expert Health and Beauty. [Online] Available at: http://www.getthegloss.com/article/do-you-have-time-for-multimasking[Accessed 1 January 2016].

Johnson, J., (2015) Get the Gloss: Expert Health and Beauty. [Online] Available at: http://www.getthegloss.com/article/sense-and-sensitivity-organic-beauty-week-it-s-time-for-brands-to-be-upfront[Accessed 1 January 2016].

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Jospeh, (2005). Mass Consumption. Boston: Harvard Business School .

Karadeniz, M., (2009) Product Positioning Strategy in Marketing Management. Journal of Naval Science and Engineering , 5(2), p. 99.

Kotler, P., (2008) Principles of Marketing. 5th ed. Prentice Hall : London.

Kotler, P. and Armstrong G., (2014) Marketing: An Introduction. 12th ed. London: Prentice Hall .

Libby, C., (2015) Mintel Academic. [Online] Available at: http://academic.mintel.com.ezproxy.derby.ac.uk/display/737119/?highlight[Accessed 19 Novemeber 2015].

McDonald, M, Ward, K and Smith, B,. (2007) Marketing Due Diligiance: Reconnecting Strategy to Share Price. Oxford: Elseiver Ltd.

Parkin, M (2005) Monoploistic Competion and Oligopoly. In: Econimics . Essex : Pearson Addison-Wesley, p. 192.

Price, A., (2015) Fruit Juice, Juice Drinks and Smoothies - UK. [Online] Available at: http://academic.mintel.com.ezproxy.derby.ac.uk/display/716243/#[Accessed 3rd January 2016].

Spary, S., (2015) Marketing. [Online] Available at: http://www.marketingmagazine.co.uk/article/1335130/innocents-marketing-chief-doubling-tv-ad-air-time-millennials-kale[Accessed 9 January 2016].

Taylor, D., (2009) The Brandgym Blog. [Online] Available at: http://wheresthesausage.typepad.com/my_weblog/2008/09/innocents-veg-pots-pots-of-money-or-not.html[Accessed 4 January 2016].

Temporal, P., (2002) Culture, Insight, Strategy. In: Advanced Brand Management from Vision to Valuation. Chichester: John Wiley & Sons Pte Ltd, pp. 113, 114.

Thomas, B., (2008) High Performing Organizations. Issues and Challenges. s.l.:McGraw-Hill Publishing Companies.

Walker C, (2003) Strategic marketing management: planning, implementation and control. 4th ed. London: McGraw Hill.

Wicks, A. M. and Rothlein C. J.,(2009) A Satisfaction-Based Definition of Quality. Journal of Business & Economic Studies, 15(1), pp. 82-97.

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Appendices

Appendix 1 – Internal Environment – Boston BoxBoston Box – Product Portfolio Analysis (adapted from Fill et al 2014, by the author)

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Appendix 2 – Product Life Cycle and Product Portfolio

Product Life Cycle

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Product Portfolio

The product portfolio summarises a list of products IB aims to offer over the course of 4 years (2016-2020) and their pricing.

Young and Innocent

Innocent Age Superfood for a Superman

Camera Ready Don’t Stress Can you multi-mask?

Sensitive range for young and sensitive skin – includes SPF rating 30 and 50

Acne-fighting range to reduce spots and fade red marks.

Blackhead and whitehead clearing scrubs available.

Smoothing cream to even out skin tone whilst restoring problem skin.

£prices from £2 - £7

Range of products to fight wrinkles and restore collagen – SPF rating 15, 20, 25, 30 and 50

Available for combination skin –1.acne-dry2.acne-oil3.acne sensitive

4.dry skin5.Oily skin6.sensitive skin

Makeup removers available

Ant-ageing masks to reduce wrinkles whilst fighting large pores or masks to even out skin tone whilst fighting signs of ageing.

Prices from £4 to £12

Sensitive shaving cream

Moisturiser to nourish, smooth and restore

Anti-ageing range

Acne-range

Sensitive Range

Tough sport range with SPF

Face washes for a deep clean

Products include SPF

Prices from £3-£9

Smoothing balm for even skin tone

Cools flushed skin.

Fades red marks

Absorbs excess oil

Brighten the face to reduce signs of stress or tiredness

SPF ratings

Prices from £3-8

Environmental creams and washes to combat pollution and environmental stresses.

A revitalising cucumber spritzer spray available to clear and refresh on the go.

Prices from £2-7

Range of masks to combat a range of different skin complaints.

Acne vs wrinkles

Acne vs red marks

Wrinkles vs blackspots

Tired skin vs dry skin

Prices £1 t0 £4

Under multi masking comes the night-time daytime collection as well as weekdays and weekends to cater for different routines depending on the situation.

£4-10

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Product Ideas

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Appendix 3 – People, Physical Environment, Passion and PersonalityInnocent has a strong brand image. ‘Fruit Towers’ is its headquarters and customers can call the ‘banana phone’ if they have any queries. Their packaging is covered with humour, ‘Ingredients: 2 apples, 3 pears, 4 strawberries and no kitchen sinks’ alongside catchy phrases, ‘the fruit, the whole fruit and nothing but the fruit’. Innocent have passion for what they do and this is evident in their above-the-line advertising. They have hosted their own ‘unplugged’ festival which allows people to go camping and unplug themselves from their phones and hectic lives, promoting their core values of healthy lifestyle and eco-friendlily living.

Innocent have earned themselves a position of respect in their customer’s minds, with their products being positioned as great taste and high quality and IB should aim to emulate this.

Quirky packaging, advertising and interactive social media campaigns should help to endorse IB in a fun and fresh way, ensuring that consumers purchase IB and raise awareness through passion for superfood skincare. Admittedly Innocent lack specialised knowledge of skincare, but their understanding of the benefits and properties of fruit and vegetables is exemplary. Investing in knowledge of skincare shall provide the information they need to channel their understanding of healthy superfoods into skincare.

Their personality as a company is award-winning, achieving ‘The Times top 100 company awards’ and Innocent have an influx of people wishing to work for them. Their personality and passion has been the success behind their brand loyalty and they should continue this into IB. The combination of the success of their established drinks lines, recognised branding and passionate staff, should allow them to successfully network with retailers to stock their IB line (B2B) for an initial trail period, followed by permanent shelf space should IB prove successful.

3.1 B2BB2B was not discussed throughout this plan as Innocent have already formed a strong relationship with Tesco’s, Sainsbury’s and Boots (meal deals). However, IB is a new product and the stores may need convincing to trail the product. A push strategy shall be used to encourage the stores to trail Innocent beauty. Superdrug will also be worked closely with to advertise IB beauty on their radio station. Consult table for details.

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Appendix 4 – Personal Reflection

1. W

hat?

(Wha

t did

you

do?

)

Description What Happened?

Met the learning criteria for ‘Markets, Customers and Marketing’

WH

Y?

What did you do?Attended seminars for the module. Did occasional background reading and worked in groups when asked. Gave a group presentation. The end goal of this section of the module was to complete a marketing plan worth 80% of the grade, so I wrote a 4000 word plan.

Emotions How did you feel during the experience?

The experience of writing the plan was overall ok. I did the reading I needed to and formulated my own ideas. I really like

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the brand Innocent and so having an opportunity to produce a piece of work on them was rewarding.I did confuse myself frequently, especially when it came to defining the difference between marketing strategy and strategic marketing.Before writing the report, I believed it was going to be fat too difficult to cover all topics required from the contents page within the word count. However, the previous students work available on UDO and the contents page exercise we did in the seminar was very helpful.I also would have found it useful to go through power point presentations for key models. I have not done marketing before and everything is very new to me. At times I felt a bit lost with what was being spoken about and the learning of models to apply to my work would have been useful. I did have a go at looking at the models myself, processing and adapting them where my understanding let me. I did doubt my self-teaching at times and need to work on my confidence when it comes to believing I can do it.How do you feel now looking back?Looking back, I think I over panicked on some aspects of the work. I discussed a lot of ideas with fellow pupils and it was frequently commented that I needed to take it one step at a time and be calm. Aforementioned, I often lack the confidence to believe I know what I am doing and that I am capable. I do have a tendency to over panic that my work will be below standard and I will be rushing to meet deadlines. However, I did start the writing of the work in good time of the deadline and finished the plan 4 days prior to the deadline.I do wish I had a better grasp of academic writing and would like to learn how to use previous academic theories and commentary to turn it into my own academic observations, bringing out my own voice.

Why did you feel this way?

As explained, I think I just lack confidence

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to believe I can produce work at Masters level.What did you enjoy?I enjoyed having the opportunity to adapt models where I could. I liked to take my own stance on things and it challenged me to think about ideas and theories in my own way, as opposed to taking academic viewpoints at face value. This skill will be highly useful for when I come to write my dissertation.I really liked the group work we completed, as I really enjoyed spending time outside of the allocated seminar time to bond with my peers and to hear their ideas.

What did you dislike? I disliked feeling lost, but that could be attributed to my own confidence levels. I would have liked more learning of the models and some key theories, as I felt a bit silly for not knowing what they were when the names of them were used within the seminar. I should have asked, but I did not want to slow down the pace of the learning for everyone else. I could have met with Richard individually to go through it and in hindsight I wish I had.How did this compare to previous experiences?There is always an element of under confidence with me and I need to work on that. In all modules I can believe I do not know what I am doing or how to apply my ideas to a well written business report.What worried you? That I didn’t understand enough of the information to make a well researched and well written report which would be justifiable of a good grade.What reassured you? The previous students work, the contents page we did in class. Speaking with friends and making sure I met with Richard to go through a draft.

How confident did you feel?As stated, my confidence is lower than it should be

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2. S

o w

hat?

(How

hav

e yo

u de

velo

ped?

)

Skills What can you do that you couldn’t do before?I can adapt models. I have also had a go, with Richard’s guidance at using my own voice within work. I attempted to use academics in a way that allowed me to agree or disagree with them or use them to base my own view upon.

What helped you achieve your aims? (strengths) My biggest aim was to get a draft in so it could be looked at so I knew what I needed to do to improve in, to give myself the best chance of obtaining a good mark. Setting this goal drove the structure to my work and I completed a section of the contents page each day.

What got in the way? (weaknesses) I lacked some understanding of the models and how I could apply them to my idea for Innocent. I also lacked confidence.

Knowledge What do you know that you didn’t know before? I know more about academic voice and using academic content to formulate your own opinion. I learned new models and theories.

What did you remember that you had forgotten?I used a Consumer Behaviour within my report. I loved my psychology A Level and did a few modules when at undergrad. I am also basing my dissertation in consumer behaviour and so looking at a few consumer behaviour theories to guide my thinking triggered memories. I also remembered DAGMAR from my communications model, as well as Rogers Diffusion of Innovation, T.O.W.S and P.E.S.T.L.E

How does the new information you have link to what you knew before?I used T.O.W.S, S.O.S.T.A.C, Porter’s 5 forces in my Implementing Integrated Marketing Communications module. My consumer behaviour module also informed by knowledge. The new information on how to fuse academic thinking with my own

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will be useful for next terms modules and my dissertation.How does this new knowledge change the way you think about things? As previously discussed, I am more hopeful that I can use academic work to inform my own judgement and write Level 7 work.

What was the most important thing you learned? Academic views and how to use them well for this level of study.

What was the least useful thing you learned? Referencing. I need to learn how to Harvard reference properly.

What information did you disbelieve/distrust?None?

Self Awareness What did you learn about yourself?I already knew, but this module clarified that I need to gain more confidence. I also could be more focussed at times, I can be easily distracted and find it difficult to stay motivated for long periods of time. I am working on my time management.How important was this to you?Learning to time manage is important. I like to take regular breaks to enjoy time in the evening to watch films, as well as working at mu internships and enjoying a social life to some degree. This module taught me if I start things in advance, I am more able to fit my life around the work. I do a long time to complete work. I like to re-read it a lot and I take a while to complete tables and alter models.What did you find fulfilling? I have never used excel before and exploring this tool for the Gantt chart has been fun. I liked the early feedback I got from my draft after seeing Richard whereby he said that my adaptation of the models was good. I am pleased, as I have never used paint or word to draw models before and has been a new skill I have learned.

What did you find difficult? Writing to a maters level standard and tying my ideas together. My report structure in places was

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quite fragmented and I need to work on how I tie the content together to make it flow well.

What motivated you? Setting myself a draft motivated me to meet personal goals to have it completed in time to show Richard and make amendments before the deadline.My boyfriend completed a Masters in Chemical Engineering at Nottingham University in 2013/14 and graduated with a distinction. I am motivated to work as hard as he did to achieve the best grade possible.

What questions did it present you with? Am I always working as hard as I can?

How do you need to change? Read around the subjects more, to get a better knowledge prior to writing the reports.

What did you learn about the way you reacted to things? I react to things in a state of panic and need to be more rationale and put my ideas into a logical sequence/plan and read around the literature to prove or disprove myself.

What did you learn about what is important to you? Getting a good mark and completing the work in good time.

What information contradicted your prior beliefs/understanding?I didn’t think that I could include my own voice in the report as undergrad I was informed that this was wrong.What information supported/reinforced your prior beliefs/understanding?That academic theory and strong referencing was important

Relationships with Others

Who did you meet who you didn’t know before? Margaret, Nivas, Onifade and Fabien.

WH

Y?

What existing contacts did you use? I used my marketing course group. We have a private group on Facebook and we talk in that about the work. That was useful to gage how others were approaching the

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report.I used Richard, to send him my idea and to make sure the data from Mintel was ok. I wrote a draft and arranged to meet Richard to review the draft.

How did your relationship develop with others?I really enjoyed working on group the presentation. My relationship with Nivas strengthened as he was in our group and he had some useful insights, especially as he came from the MBA and not marketing. I really Margaret and think she is an inspiration for doing a full time MBA and raising a family with four children. I also got to known Janene a lot better who is good fun and had some great ideas when we went away on our leadership weekend.Who was helpful to you? Ben, Naomi and Bella who I spoke a lot with.I liked how quickly Richard responded on email.

Who got in your way? nobody

How did you handle these people? I didn’t have to.

How could you manage these people more effectively in the future? Not relevant

How did you help other people? I supported people in the group chat on Facebook if asked questions. Margaret took my number to chat to me if she needed to.

Who else might have been helpful for you? Tanya who was a January starter last year and studies business and finance. She was great help for the contents page session and seemed to really understand the concepts and ideas. She was very well informed on the business models and I think she would have been a good resource.

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3. W

hat n

ext?

(Wha

t will

you

do

with

the

thin

gs y

ou h

ave

lear

ned?

)

Action What will you do with what you have learned? Make sure I carry my knowledge of the author’s voice into future reports and my dissertation. Continue to develop the S.O.S.T.A.C model for reports where applicable as it really helps me to structure and guide my work.

How will you use the new knowledge/skillsI know when I go into the field of marketing that S.M.A.R.T objectives, T.O.W.S and P.E.S.T.L.E may come in use, as well as the knowledge of how to write a marketing plan.

How will you share your new knowledge with others? I have a friend who is on the part time MBA at Derby and will be doing this module next term. I have offered to help her with the structure of her work and some guidance on the contents page.

How will you develop your skills/knowledge further?Practice academic writing, as this is a weakness of mine. Work on critiquing academic and bringing in my own view to strengthen a piece of work.What gaps/ areas for future development remain and how will you fill them? Academic prose. I could utilize the writing skills at university or send in drafts and gradually build up my ability to academically write. My writing was also a problem at undergrad.

How can you use your strengths you have identified? Keep developing models and working well with others and lending support to others where possible.

How will you develop your areas of weakness?Practice practice practice and get tutors to check my academic style.What will you do differently now? Stop confetti referencing and work alongside the referencing rather than parroting what they have written.

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What would you do differently if you did the same thing again? I would read around the subject more. Learn the models as I went along. I thought at one point that I had not left myself enough time to do this report effectively and felt panicked. I have learned it is better to start much sooner as oppose to feeling panicked, even though I finished the report days in advance.

How will you manage your emotions more effectively? When this report was due in, I also had 3 other pieces of work and 2 job interviews, alongside starting my internship. I felt overwhelmed with the amount of things I needed to do. I need to sit down this term and formulate a plan of action, to tackle my work load more effectively. I did was worn out and tired at some points which made me feel very stressed.How will you develop new areas of interest? If I read around subjects more I may come across schools of thought that grab my attention.

How will you change your behaviour? Make a plan of action to ensure that I have managed my time. To read more before beginning an assignment to give that greater depth to my work.

How will you strengthen your relationships with others?Make sure that I engage with the new January starters by adding them to our Facebook group and offer them support if they need it. In terms of existing friendships, we need to organise more social meals or drinks outside of university to get that work life balance.

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50 | P a g e