Retail Management

P op-Up S hopL aura Everett & Catalina Romero

Retail M anagement S ection 01

Winter 2013P rof . D aniel C. Green

INDEX

I. !e Parent Retail Brand: Sephora

I. Letter From the Editors

II. Business Model

I. Customer Segments

II. Value Propositions III. Channeling

IV. Revenue Streams

III. Competitive Strengths & Weaknesses

IV. Competitors

V. Current Events or Trends Impacting the Future

INDEX

II. !e Creation of !e Pop-Up Shop: Disney - Jasmine: A Collection by Sephora

I. Idea Tied To !e Mission, Values and Business Objectives of !e Parent Retail Brand

II. Goals and Objectives of the Pop-Up Shop

III. !e Parameters To Measure Success and Failures

IV. Must Haves For Achieving the Initial Objectives

V. Target Customer

VI. Current Trends & Major Directions Impacting the Retail Place

VII. Competitive Landscape

VIII. Product Line IX. !e Look or Attitude of !e Pop-Up Shop

I. External Look II. !e Floor Plan III. Interior Look

X. Location

XI. Marketing & Functioning of the Pop-Up Shop

XII. Inauguration and Event Management of the Pop-Up Shop

XIII. Promotion

III. Sources

I. !e Parent Retail Brand - Sephora

I. Letter from the Editors

Starting the new year 2013, the non-stopping media, the increase ofthe Online presence, and the general reputation of a well-known, and established company, depends today on several di!erent factors. Depends on the customer’s successful direct reaching, the customer’s constant change, demanding an easier and more practical lifestyle, and keeping up with theincreasing plus focused development of technology.

A direct example of a successful company, Sephora, which is ownedtoday by LVMH - Louis Vuitton Moet Hennessy - has been a motivation,and inspiration for many years. "e motivation and inspiration has been targeted to di!erent types of customers, always looking forward to get closer to the beauty world, and to always enhance the personal image through a healthy and collaborative way.

From many retail collaborations done between Sephora and several independent brands, this year, the unmistakable Disney Princesses’ brand division says hello to Sephora, bringing the image and historic Disney icon of Princess Jasmine. It’s our pleasure and true honor to present the product line and the marketing strategy in depth for the unique Sephora – Disney Jasmine customer.

Sincerely,

__________________________ ___________________________ Catalina Romero Laura Everett

II. Business Model

I. Customer Segments

"e consumer pro#le for Sephora is men and women ranging in age from 13-60. "ey are modern in thinking and independent, able to make decisions based on touch, smell and testing the products they want to ful#ll their beauty needs. With thousands of products o!erings and hundreds of brands, the endless assortment helps Sephora to gain demographic reach without limitation to age, ethnicity, or income. From baby boomers looking for anti aging products to the powerful money spending tweens who want to emulate their favorite celebrity endorsed products such as popular TV musical, Glee’s nail polish by OPI. However, Julie Bornstein, Senior Vice President for Sephora Digital (which includes Sephora.com, their loyalty program, Beauty Insider, social media and mobile), explains “while Sephora appeals to a lot of di!erent types of people, we have certainly a target customer who is a woman age 25-45”.

She is…loyal, outspoken, knowledgeable, thri$y, savvy and fashionable.

II. Business Model

II. Value Propositions

I. Newness With the latest boom in technology, innovation is the main factor to follow and to be updated with. Sephora, according to the LVMH 2012 First Half Fi- nancial Report, has been targeting the latest technology by using the mobile checkout device for quick and more e!ective process payments. In 2013, with di!erent applications and facilities sponsored by the company for the di!er ent devices such as iPads, iPhones, and smartphones, Sephora will target a closer and more satisfactory relationship with the target customer. II. Performance Besides Targeting the customer, on a worldwide level, Sephora, according to the LVMH 2012 First Half Financial Report, has been targeting very strongly the Asian market, focusing specially on #nancial growth purposes. By targeting the Asian market, Sephora focuses on the tourism boom not only in one of the biggest populations, as in China, but in the newest brick-and-mortar locations such as Hong Kong, Macao and Hawaii.

According to the previous source, the LVMH 2012 First Half Financial Report, for better performance, Sephora has been focusing strongly in the latest retail ing network called “Ile-de-Beaute”, which achieved a satisfactory sales percentage, and later, focusing on the expansion of the e-commerce through out the biggest locations in Europe.

III. Customization According to the LVMH 2011 Annual Report, Sephora o!ers a portfolio focused on di!erent high-end beauty care products and fragrances designed specially for the speci#c target customer. What makes Sephora di!erent among its competitors, is how the brick-and-mortar and online store creates a product sampling experience, for direct and personal acknowledgment.

According to the previous source, the LVMH 2011 Annual Report, Sephora o!ers young, and innovative di!erent brands for better variation and o!ering of products to the selected customer.

II. Business Model


IV. “Getting the Job Done” According to the LVMH 2011 Annual Report, Sephora’s sales associates, to follow up with the latest technology trends, carry an iPod that doesn’t only work as a technologic and smart device but works as a scanner and magnetic swipe reader. "e sales associates are advisors to their customers, making one-on-one contact experiences, also with the help of the technologic devices the process payment will be easier and much appreciated by the customers. V. Design According to the o%cial website Sephora.com, Sephora’s brick- and-mortar and online stores, are designed with an open-sell environment, featuring an ever-increasing quantity of classic and innovative brands throughout a really broad range, classifying them into skincare, color, fragrance, body, smilecare, and hair care. As a special addition, the Sephora’s private label is featured as well."e Sephora stores are designed in a minimal luxury where the products are presented on their best way available. "e concept of the store its focused on a black-and-white contrast, for the customer to not get distracted from the products while shop ping. VI. Brand/Status According to the 2011 LVMH Annual Report, the Sephora’s Brand and Status is entirely designed based in creating a freedom, discovery, and pleasure experience, with a touch of exclusivity and engagement. "e engagement with the customer has been so successful until today, that according to the previous sources, the loyalty has increased the possibility of opening new venues until the moment where Sephora has 1349 brick-and-mortar functioning stores today, in 28 di!erent countries.

II. Business Model


VII. Prices According to the o%cial website, Sephora.com, the sales price range varies approximately between $5.00 and $998.00. VIII. Cost Reduction When it comes to Cost Reduction, Sephora has special clearance products, such as out-of-season products, gi$ sale products and others. "e cost reduction also includes the free apps for the dif- ferent devices and the free membership, either obtaining at the brick-and-mortar stores or through the online stores. IX. Risk Reduction According to the o%cial website, Sephora.com, the risk reduction is focused on the price guarantee. According to the previous source, Sephora’s products are o!ered at the best possible market place and for an easier sale, the #nal price, either if it is on sale or not, the product is marked correctly.

X. Accessibility According to the o%cial website Sephora.com, while making the experience memorable for the customer, Sephora focuses in creating its store by organizing their brands in alphabetical order for better comfort, speed and ease of looking for the desired product. Also, the customer possesses absolute freedom while shopping. No restraining in either touching, or sampling.

III. Channeling

For customer awareness, marketing and promoting is always necessary. Sephora, according to Jacqueline Renfrow, o%cial journalist at Response Magazine, Sephora is strongly oriented to the e-mail and web marketing. "e in-store marketing and training for the sales associates, is also in cluded in the marketing package. By creating personal and specialized attention to the customer, the loyalty to the selected brands, which today are part of Sephora, becomes successful. If by any means, the customer is not able to go to the brick-and-mortar store, then, by checking the purchasing history, an online advisor will be available for the next purchase. One of the many bene#ts Sephora o!ers to the customer is the “Beauty Insider” rewards card. "is has been attracting the customer to collect special shopping points and then, becoming a bene#t, the points can be redeemed for full-size products or selected samples. Also, by a%liating the customer to the Beauty Insider loyalty card, the birthdate and other personal data are stored into Sephora’s data base, therefore, Sephora will send special gi$s and noti#cations during these special dates.

IV. Revenue Streams

According to the 2012 LVMH First Half Financial Report:

Sales Volume #rst half of 2012 - June 30th

From the #ve divisions of the Group LVMH, Sephora is part of the Selec tion Retailers division

"e total revenue of the group LVMH is of 12,966 million euros

"e total revenue of the Selection Retailers division is of 3,590 million euros

"e total quantity of stores of the group LVMH is of 3,095 stores

"e total quantity of stores of the Selection Retailers division is of 1417

"e total quantity of stores of Sephora is of 1349 which means the amount of stores constitute the 95% of the total Selection Retailers’ stores division

"e total Revenue of the Sephora division based on the total Selection Retailers’ revenue is of 3410 million euros

If the total revenue of LVMH group is 12,966 million euros and the total revenue of only Sephora is 3410 million euros, it means Sephora consti tutes the 26,30% of the total revenue.


I. Strengths

Sephora thinks outside the box, constantly collaborating with other namesakes to #nd innovative exclusives. In 2012, Sephora and Pantone joined forces and created COLOR IQ technology. "is is a brand new product, which solves the problem of #nding the “scienti#cally pre cise” match of your skin tone to one of thousands of foundation products available at Sephora. Not only does this lead to future beauty revelation possibilities with Pantone, but it also has combined beauty with technol ogy in a new way, and it has positioned Sephora with ideas about our present and future market, technology. Sephora’s greatest competitive strength is found in this commitment to technology. L2"inkTank has ranked them number four in the “ge nius” category of their “digital IQ ranking” among 76 six other specialty retailers where the ranking is based on 20% mobile, 10% social media, 40% site, and 30% digital marketing. Sephora has taken this standing with its multifaceted digital faces; Sephora.com, which includes a special beauty talk section, twitter, you tube, Sephoratv, Pinterest, Tumbler and Instagram. L2 also rated Sephora as number one out of 100 other brands in their Mobile IQ report, which is based on 40% Mobile Sites, 30% mobile applications, 15% mobile marketing and 15% innovation and integration. Sephora’s extensive amount of mobile applications encom pass such things as web site product videos and an iPhone app which highlights include a “Beauty Advice” section as well as a virtual try on section for skin tone, nail polish, and make up application. Bill Kanarick, Chief Marketing O%cer for SapientNitro tells us, “To compete in today’s retail world, the brand needs to create that personalized, one-of-kind, unique online experience, presenting consumers with options they didn’t know they had.” It is evident that Sephora has done just that.

I. Strengths

In 2012, Sephora and Pantone joined forces and created COLOR IQ technology. "is is a brand new product, which solves the problem of #nding the “scienti#-cally precise” match of your skin tone to one of thousands of foundation prod-ucts available at Sephora.


I. Weaknesses

From analyzing customer feedback on in-store experiences, it becomes evident that like any other good business, there is de#nitely room to grow. "e largest amount of criticism is about the sales associates and their lack of providing a positive experience within the stores. Common complaints include lack of product knowledge, the absence of e!ort and feeling like the employee is not going above and beyond nor showing motivation to truly #ll the customer’s needs, and lots of negative reaction regarding beauty applications or demos, as the customer o$en feels they are being attacked or painted on, lack of ethnic diversity on the sta! as well as reference to their “tacky uniforms”. Makeup displays were also commonly grumbled about, their organization and lack of upkeep with regards to cleanliness and testers…one customer described her observation… “like a bunch of girls were on their way to a club and had to do their make up in one bathroom with one light”. One critical shopper in "e New York Times was extremely intimidated by the security guards… “these aren’t so$ pedal security guards who wear blazer and neckties” but rather “crime-#ghting cops, heavy with badges, bangles, holsters and suspicions about you.”

III. Competitors

According to the o%cial website, Hoovers.com, Sephora’s main competitors are:

IV. Current Events or Trends Impacting the Future

O%cially launching in April, Sephora stores gain exclusivity in the U.S. to the new La Source fragrance by Mugler. Not only is it a fragrance, but also a new innovational packaging concept that promotes the combina tion of sustainability and economy awareness. "e perfume will be ex tracted from a four-part canister which pours into re#llable bottles. Its is predicted that the Groupe Clarins, which owns Muggler, will see an increase of ten percent in retail sales as a result of the new model creation.

John Demsey, group president of the Estee Lauder Cosmetics Inc. ex plains how he feels about Sephora impacting the future of the beauty industry…”Sephora is powerful in terms of headspace, they de#ne the white space, in many instances, in terms of where beauty is going. "ey establish and reinforce beauty trends, which has an in&uence on the over all general market. "ey are true merchants.”

In 2013 Sephora will also do a fragrance collaboration with TV icons favorite twin designers, Mary-Kate and Ashley Olsen, for their Elizabeth and James brand. Not to mention a highly anticipated Marc Jacobs beauty line.

Sephora has also recently launched a brick-and-mortar store In New Delhi, India in December 2012. As we have studied in class, India is an up and coming market and Sephora has made the leap, “"e stage for high growth in beauty in India is coming up now. We’re going to be a big player in the beauty industry” Ravi "akran, Group President for LVMH‘s Asian and Middle East region. Sephora’s interactive retail concept where customers are encouraged to touch and feel the product is new for women in India. "is, along with the fact that they are also bringing 14 new brands not currently available in India proves an excit- ing future for the development of this location.

II. !e Creation of !e Pop-Up Shop: Disney - Jasmine: A Collection by Sephora

I. Idea Tied To !e Mission, Values and Business Objectives of !e Parent Retail Brand

A big company, such as Sephora is, comes with a history of di!erent failures and successes. "ese kinds of companies risk themselves to collaborate with di!erent brands known because of their impeccable reputation or because of their success on satisfying their current and formal customers. When two big companies create collaborations, the expectation of success becomes as big as their own magnitude. Our parent retail brand, Sephora, according to the o%cial website, Sephora.com, presents itself as a visionary brand o!ering at the same time other classic and introductory brands to the current audience.

IV. Current Events or Trends Impacting the Future

On the latest news about Sephora, according to the o%cial website, "e New Age Online, at the beginning of this year, 2013, Sephora has opened a beauty mega-store in Shanghai. It is not only a mega store but also a place where approximately 7,000 products are displayed through out #ve &oors. "e opening of the &agship store represents the strong leadership strategy that Sephora is proposing and putting in action for one of the biggest and most promising markets in the world today, Asia.

Also, a$er the o%cial inauguration of the Sephora store, this store has be come o%cially the largest &agship store in China. If you ever visit, it is located between Nanjing West Road and Maoming Road.

When we thought about whom did we want to collaborate with for the creation of the pop-up shop, we wanted to bring an idea where the creation of joy, innovation and experience were the emphasis of it. We needed a brand that had similar standards and mission statements plus a touch of good reputation and customer service success.

We want to be original, but by being original, we thought about how to create a joyous and memorable experience. And when you think about joy and making the customer feel happy as long as you can, no matter the age (because Sephora’s target customer’s age range goes pretty broad), or the product involved with the experience, why not thinking about the Walt Disney Company? But, thinking about the Walt Disney Company without a speci#c emphasis on a speci#c area, is thinking way too broad, so we needed to narrow it down to a speci#c segment.

"e main target customer of Sephora is the woman between 13-60 years old. If Sephora is the parent retail brand we have to stick with the same customer, or at least with the same gender, which gives us the lead to the Walt Disney Company’s segment, the Disney Princesses.

According to the o%cial website, and Sephora’s blog, “Sephora Glossy”, we found out on the latest news, that the division of the Disney Princesses is creating a collaboration with Sephora, promoting a make up line inspired by one of the most famous Disney princesses until today, Jasmine, from the movie Aladdin.

According to the o%cial website Sephora.com, Sephora and the division of the Disney Princesses already collaborated once, but that time was based on another Disney Princess, Cinderella. "e reviews among di!erent blogs, and the evidence on the same website of how the products went as sold out, re&ects the evidence of success with the mentioned collaboration.

"is is when we decided to go for the creation of a pop-up shop, with the main idea of promoting the new cosmetics line released by Disney Princesses, sponsored by Sephora.

II. Goals and Objectives of the Pop-Up Shop

"rough the pop up shop method we are seeking to promote brand exposure, create emphasis and intrigue on exclusive as well as limited edition products, harvest emotional connections, and deliver a memorable experience on an alluring “stage” which fascinates and surrounds the customer with sophistication and beauty by means of combining the realities and fantasies of beauty and the magic of Disney.

From analyzing the weaknesses of Sephora, we realize there is room for improvement concerning the employee-customer connection, emphasis on ethnic diversity, as well as their visual placement of the stores merchandising identity. With thousands of products available everyday at Sephora, it makes it extremely challenging for every employee to be a “beauty expert” on every single product. By limiting the product line available in the pop up shop strictly to the Disney Jasmine collection, this gives the employee the opportunity to truly know everything about the o!erings. "is also simpli#es the point of sale and leaves space to sincerely engage and open dialogue unto conversations about any other questions or concerns they may have. For example, questions regarding dark skin tones and best practices for care, advice and how to’s, and ideal color choices for enhancement. Aladdin’s Jasmine was Disney’s #rst princess of color. By creating a celebration that emphasizes her as a spokes model, it simultaneously sends a valuable message about the importance of ethnic diversity to the Sephora Company.

One of Sephora’s greatest strengths is that there is no barrier between the customer and the product. "e customer is invited and encouraged to touch and experiment. In result, this o$en produces messy application areas. "e aisles are also very limiting, angular, structured, and stagnant, much like a grocery store. In e!orts to give the Sephora customer a new and memorable experience, our goal is to reposition the merchandising identity within the pop up shop, further integrating the image of beauty and magic into the surroundings and placement of product.

III. !e Parameters To Measure Success and Failures

"e main parameters have to be based on many di!erent factors. "e main parameter is based on the reaction of the customer towards the products and the presentation of the pop-up shop.

"e #rst factor has to be measured on how o$en the pop-up shop is visited and how long does the customer stays on the pop-up shop. "e interest of the customer has to be re&ected as well. From the many ways of testing how happy or satis#ed the customer is, surveys can be made, second, the numbers help as well, re&ecting the success of the pop-up shop, suggesting what was the current volume of sales.

For these basic factors to be achieved, the help from the media and the planning of exclusivity is more than necessary. Today, the latest technology is usually manifested through di!erent portals and devices, but the online presence is more than necessary for these cases. We need to create buzz, through bloggers, journalists’ reviews (e.g. Cathy Horyn for "e New York Times, amount of fans manifested either through Facebook or Twitter, and amount of self-promotional or desired products through Pinterest.

IV. Must Haves For Achieving !e Initial Objectives

"e Sephora’s general brick-and-mortar and online stores, according to the 2011 LVMH Annual Report, has its basic design on minimalistic and basic luxurious layouts, with an intentional organization and distribution plan for the customer to #nd the products as quick as it is possible. "e pop-up shop has to follow these basic rules for keeping and representing the basic standards of the parent retail brand.

We have to make it minimalistic, subtlety luxurious, organized and with easy access to the products. We have to make a re&ection with a fusion between the two brands, but of course giving the Disney Princesses the heaviest weight.

Because Jasmine, as an image, comes from the movie Aladdin, it is a subtle representation of Arabia. "e pop-up shop has to be clear with the customer and deliver the message and the intention successfully. "e external layout of the pop-up shop has to re&ect the Disney Princess identity. Jasmine re&ects Arabia, the Middle East beauty and its features, the extended desserts, and somehow the magic of Disney has to be re&ected. "e association with the external image has to be immediate.

V. Target Customer

"e key demographic for Sephora’s general consumer ranges in age from 16-45, however, the marketing and aesthetic appeal for the product line as well as our shop will project sophistication, class, and elegance with a twist of magical fantasy and playfulness. "at being said, we want to target adult females ages 21-35. Disney’s movie Aladdin came to theatres in 1992, therefore it makes sense that our age segmentation would start at 21. Also, by age 21you are completely legal, therefore emphasizing your desires for more adult events and thinking.

"e customer we intend to target understands the identity of a princess icon is no longer de#ned as the pretty girl who wears the fancy jewelry and costumes; it’s much bigger than that. "is customer recognizes that the true magic derives from the jewels in her heart, re&ecting power, relatability, and inner beauty. Kate Middleton is a prime example of this. She came from middle class, went to college, and happened to fall in love with a prince. Our customer has an a%nity to her. Kate and Jasmine would be the princess they would want to be, because she sees traits of herself, because she realizes that true beauty is a total package.

.

E.g. Kate Middleton as a direct re&ection of the Pop-Up Shop’s target customer

VI. Current Trends & Major Directions Impacting the Retail Place

According to the trends reported at the National Retail Federation’s Big Show in New York this year, the major upcoming impacts we will be seeing in the retail place will be focusing on “the experience” and innovative technology. "ese are perfect theme enhancers for our pop up shop. Some of the demoed products we could use include digital, life size, 70-inch tall touchscreen signage, as well as interactive touchscreen mirrors. "ese digital platforms correlate with ideas of magic and fantasy and could be used as an extension to help translate the unforgettable experience we want to provide our customers. In fact, one of products we will be selling in the pop up shop from the Jasmine Collection is a compact mirror that has the words “shut your eyes and take a chance,” inscribed in gold lettering.

V. Target Customer

Adult females ages: 21-35

Women who desire elegant product and understand the true magic of a princess derives not from the jewels in the crown on her head, but the ones found in her heart, re&ecting power, relatability, and inner beauty.

She exudes the same traits as Jasmine!… Free spirited Rebellious Kind Caring Adventurous Clever Intelligent Intuitive Strong

.

We could potentially combine the ideas and turn the product into a life size compact mirror whose narrator is a communicating genie that takes the consumer on a magic carpet ride journey through beauty products of Sephora. Along with new innovations, we will want to integrate the current ones to further link customer connections; smart phones for a “checking in” status, and ipads for a mobile point of sale, as well as access to other products that are not being sold in the pop up shop. We can further publicize the event by Internet sharing through social media; YouTube, Facebook, Instagram, and Twitter. We want to provide our customer with an experience that roots from Disney Ideas, only take it to a higher level of sophistication. Walt Disney Company quoted the following about the experience at their parks, “Here you leave today and enter the world of yesterday, tomorrow, and fantasy.” When women enter our pop up shop they will leave the worries of their today, enter the world of yesterday through the focus on the beautiful and long loved heroine, Jasmine, #nd tomorrow through the advancement of technology, and indulge in fantasy through the pleasure of makeup and.

VII. Competitive Landscape

As the channels get bigger, the opportunity for the number of increased competitors does as well. As of October 2006, Sephora started opening smaller versions of their stores within jcpenney stores. Now there are more than 375 locations scattered throughout the country. "is now places Sephora in more direct competition with big box retailers such as Macy’s and Bloomingdales. However, Sephora’s big competitor is still Ulta. In fact, if you look at their websites, the categories at the top from which one can click and search are extremely similar, even in the order by which they are listed…Makeup, Skincare, Fragrance, Bath and body, Hair, Tools, Men, and Gi$s. A$er doing some research, we discovered that Ulta, (like Sephora) also has exclusive product with Disney. "eir product o!ering is two di!erent tin packaged eye shadow palettes based on two beautiful, female, witch characters in a movie called Oz, "e Great and Powerful, set to hit theatres in March 2013. "at being said, although our movie character/spokes model is animated, our target customers have had since 1992 to relate and establish empathy and conviction for the heroine/princess, Jasmine.

VIII. !e Product Line

According to the o%cial fashion blog, Beautezine, the product line Disney - Jasmine - A Collection by Sephora, consists of 14 di!erent items, releasing this coming March, 2013. "ese items include six di!erent nail lacquer colors, each one with a di!erent name inspired by the movie Aladdin, an eyeliner kit labeled a$er a characteristic slogan based on the previous mentioned movie, a compact mirror, and an eyeshadow kit, each color named a$er the movie as well, a perfumed body shimmer, and a Eau de Parfum.

One of the many features o!ered by the to-be-released line, is the beautiful and unique packaging. "ese packaged items are included, each, with a slogan, inspiring, attracting, and suggesting to follow and to pursue the princess inside each customer. "e design of the package is designed in a way that is so clear, that the silhouette of princess Jasmine can be seen on one of the packaged items, and the ornaments on the other items, suggest the Arabian style used throughout the whole Aladdin movie. "e colors used on the products and packaging suggest feminine and delicate touches for the targeted customer as well.

According to the previous source, the main slogans used on the packaging are:

Eyeliner kit - “Have a wish, or two, or three”Eyeshadow kit - “You’re only in trouble if you get caught”

Nail Lacquer kit - “Wish for more wishes” Compact Mirror - “ S hut your eyes & take a chance”Perfumed Body Shimmer & Eau de Parfum - “ A whole new world”

Sephora Disney Jasmine A Whole New World Eau de Parfum

Sephora Disney Jasmine A Whole New World Perfumed Body Shimmer

Aladdin’s Girl: Berry copper shimmer Dream Princess: Iridescent glitter in a clear base

All "at Jasmine: Rich jade cream Fit For Royalty: Deep plum shimmer

Your Wish Is My Command: Pale lilac cream Berry Tale Romance: Vibrant orchid cream

Kohl Eyeliner, Liquid Eyeliner, Gel Eyeliner & Brush

Sephora Disney Jasmine "e Palace Jewel Compact Mirror

Blue Oasis: Pale, aqua blue satinTrust Me: Mid-tone, shimmery rose pink

Abu: Deep, cool, shimmery brownAli Ababwa: Pale, o!-white matte cream

Sultana: Pale, icy lilac shimmerFriend Like Me: Mid-tone, icy blue shimmer

Master: Deep eggplant purple satinComic: Highly frosted golden champagne

Cave of Wonders: Bright, mustard yellow satinSand in the Glass: Highly frosted white gold

Lapis: Mid-tone matte blueMystical Wonder: Mid-tone satin grapeRajah: Rusty orange with gold shimmer

Arabian Sunset: Vibrant, reddish pink satinBazaar: Mid-tone chocolate brown satin

"rilling Chase Blush: Mid-tone, muted rose with a hint of shimmerGolden Sands Bronzer: Medium, golden bronze with shimmer

IX. !e Look or Attitude of !e Pop-Up Shop

I. !e External Look

Our inspiration for the pop up shop structure and aesthetics is drawn from the famous architectural masterpiece, the Taj Mahal. "is structure is a testament of love, erected in commemoration and honor of Mumtaz Mahl, the Queen to emperor Shah Jahan of India in the 17th century. Like our Princess Jasmine, Mumtaz was known for her beauty inside and out. It is said that magni#cent poets would sing sonnets of her immeasurable beauty…”"e moon hid its face in shame while the stars extinguished their light in fear of being compared to her radiance.” She was also known for her charitable doings, brave disposition, and adventurous spirit.

One of the details of the Taj Mahal that we would like to replicate at the top of our tent is the onion dome shape. Under the central dome at the Taj Mahal is the octagonal burial chamber. Our &oor plan will also integrate this internal octagonal shape that will serve as a &owing path for customers to purchase the Disney Jasmine products that will be placed on two tables per each octagonal side. Within that shape instead of tombs, we will have a central display of a gold wishing well that frames a pink lotus shaped fountain. "e center of the wishing well will have a platform that bears an oversized golden magic lamp.


I. !e External Look


II. !e Floor Plan

100 sq$

100 sq$


II. !e Floor Plan I. Product Display Table

"e &oor plan is divided into several di!erent stations where the customer can interact and sample the o!ered products. For having a successful sampling experience, we designed our main counters making a fusion between the minimalistic black and white style representing Sephora, and the ornamental arabesque curves with a gold background representing the Princess Jasmine Arabic style. When displaying the counters, each counter will display several units of the closed and packaged product for the customer to take it directly from the counter, and by keeping Sephora’s tradition every step of the way, no more than three open product units for testing and sampling.


II. !e Floor Plan II. Make Up & Interaction Stations

For the next interactive station, we based our idea in one of Sephora’s characteristics, that is the direct interaction between the customer and the make up artist. "is method will not only count with the special interaction but with the promotional channel. "e make up artist will promote the product by applying the product to the customer, according to color skin, make up style and others. "e design of the station will be based on the unmistakable magic carpet, where the customer can come and sit over big Arabian pillows placed in the big Arabian carpet. We want to keep the ambiance and the environment of the pop-up shop so detailed that the customer feels like a princess living in Princess Jasmine’s world.


III. !e Interior Look

"e center of the wishing well will have a platform that bears an oversized golden magic lamp (much like the one seen in the movie Aladdin). A projector will be placed overhead which circulates center of the room with the quote from the movie… “Make a wish, or two, or three.” When tearing down the pop up shop, each coin thrown into the said wishing well will then be donated to the “Make a Wish Foundation.” "e outer edge of the store will be square at base. Columns will support each corner of the tent. In front of the columns will be large area rugs with &oor pillows that will serve as makeup stations, where the customer and the Sephora pop up shop employees can engage. Each side of the square &oor plan will have a place where the customer can enter or exit that is shaped in an arch fashion, just like those seen at the Taj Mahal. However, we will have one grand entrance that will have a runner carpet that extends from inside the tent to the sand on the beach, making it a part of the moment to remember.


III. Interior Look

I. Objects & others inside the pop-up shop

I. Counter for Product Display

X. Location

Because we decided to create our pop-up shop based on the to-be released product line, Disney’s Princess Jasmine, a collection by Sephora, we decided to research on how strong the impact of the movie Aladdin by Walt Disney Pictures had globally for choosing the location of the #rst venue. When we found the results, the box o%ce was the main resource for it.

According to the o%cial website IMDb.com (Internet Movie Data Base), the movie Aladdin, was produced by Walt Disney Feature Animation Studios and was distributed by Walt Disney Pictures. "e movie was released in 1992, creating a total box o%ce of $504,050,219. During the #rst year of release, the highest gross sales were strongly emphasized in the USA, followed by the UK, Australia and Europe. So, by analyzing this result, we decided to stay in the USA.

X. Location

Because we want to create a successful and memorable impact by launching the pop-up shop, we wanted to launch the venue in a big city, where the target customer is identi#ed and familiar with the parent retail and collaboration brand. "is is where the concept of launching the pop- up shop in a main city applies. "e challenge is identifying on what city should we launch the project.

Companies’ backgrounds are always a good way to research about where and how the concept relates to the cities. And, as mentioned before, we want to stay on a big city for a higher impact, and a city where the audience is related to the focal point, which in this case applies as Disney.

If you think about Disneyland, you think about California. If you think about Disneyworld, you think about Florida. "e di!erence between these two is minimal when it comes to the parks and resorts concept. But, if you think about where the Disney movie concept came from, according to the o%cial website, "eWaltDisneyCompany.com, California is the state that carries that heritage. We want to stay close to where they grand central is, but we can’t forget about the parent brand, Sephora, which is the main promotion and distribution channel.

"e main city of California today is Los Angeles. According to the o%cial website, Sephora.com, in the area of Store Locations & Events, we can #nd approximately 26 current Sephora venues in a ratio of 100miles at Los Angeles, CA. Los Angeles having so many commercial and touristic places, the next challenge is to choose the perfect spot for placing the venue.

"e movie Aladdin develops through di!erent scenarios depicting Arabia, Baghdad, and Saudi Arabia. From all these scenarios, the Arabian Desert can be interpreted as one of the main ones. Because the immediate word association with desert is sand, we thought immediately about placing our pop-up shop in the beach, which will be the perfect ingredient to the environment that we want to create for our target customer.

Because California is located at the west coast of the United States, the amount of beaches is very broad, so we had to choose the spot where visits are o$en and the reputation is outstanding.

California is not only host of the Walt Disney Studios Motion Pictures, but also host of many television and movie productions. According to Los Angeles Times, one of the hottest and trendiest spots right now, and one of the main places for #lming one of the most successful television series production today ("e CW TV’s “90210”), is the Santa Monica Pier/Beach.

X. Location

"e Santa Monica Pier/Beach, we think, is the perfect place for placing the pop-up shop. Supporting the idea, according to the Santa Monica Mirror, in 2012, the average tourist person spends $234 per day (our target customer is a constant shopper), and 75% of the constant visitors and tourists prefer walking instead of di!erent transportation. "e fact that the L.A. visitor and local prefer to walk will help attract the customer to the venue, almost in a natural way.


According to the o%cial website, GlassDoor.com, the main jobs usually enrolled at a standard Sephora store are: sales associates, cashiers, product consultant, makeup consultant, skin care consultant, color lead, color consultant, retail store manager, beauty product consultant, color specialist, operations consultant, beauty advisor, assistant buyer, beauty studio captain, skin care expert, merchandise planner, cosmetic sales, makeup artist, and store director. For the opening of our pop-up shop we will hire the main roles adding a few personnel on the sales associates, the make up artists and the beauty product consultants, knowing that the tra%c expected during the opening period will be high and constant.

"e opening event is planned to be during early summer, and to start on a Saturday, between 11:00 A.M. and noon, where the weather can work as a pro fact. When working inside the pop-up shop, normally the layout of the Jasmine will give us the idea of the employees wearing an out#t representing the princess characteristics. But, because the event is planned for early summer, the trends will lead into colorful and acid out#ts, so we prefer our employees to be wearing the unmistakable black Sephora uniform, to distinguish the di!erence between the employees and the customers.

"e employees representing the catering division, Bon Appétit Management Company, will be wearing their own uniform. White chef blouses, and black pants plus an apron with the corresponding labels. We are planning to have on the inauguration day, between 10 and 15 people working at the catering division.

About the STUs, for the opening day, and for the #rst period of time working with the pop-up shop, we are planning to sell between 2000 and 2500 product items, expecting a successful impact on the selected target audience. We are planning to sell the product line items at the price selected by the parent retail brand, Sephora.

By keeping Sephora’s tradition, we are planning to keep the shopping experience as before. A$er every purchase, every customer gets three selected small samples inside the shopping bag.


As mentioned previously, for the checkout system, we plan to have the make up artists, and other sta! members carrying an iPhone, which also acts as a wireless register, for immediate checkout, and more e%cient and quick direct service to the visiting customer. "e rewards system, Beauty Insider, will be available and utilizable as well. Reward points will be awarded for every purchase done by the customer. If there were points before then, the beauty insider points will be available for use at the moment of purchasing any product of the pop-up shop.


I. Packaging


When inaugurating the pop-up shop, we want the best team possible working with us, helping us complete the customer experience by providing healthy, and fresh snacks plus trendy and classy drinks. When thinking about who can be the successful provider and sta! working with the general functioning of the pop-up shop, we thought about Bon Appétit Management Company.

Because of previous references of our alma mater, SCAD, the results were satisfactory to the point where the company got hired for an extended period of collaboration.

Bon Appétit Management Company, according to its o%cial website, works from catering services to specialty venues, including corporations, colleges and universities. We would classify in the specialty venues category.

Because we are working with Sephora, and Disney Princess’ Jasmine, the mission statement by Bon Appétit Management Company matches perfectly with the vision that we have for satisfying our visitor customer. We want the customer to visit the venue, and stay for more than the minimum amounts of time that shopping requires. We want to provide healthy snacks, and interesting drinks representing the exotic characteristic that Jasmine carries on her image heritage.


Bon Appétit Management Company provides cooked and fresh food made from fresh seasonal ingredients, provides great tasting food including guests’ preferences, such as vegetarian, vegan and international, and what comes as one of the biggest strengths, the sta! employees, usually include student workers with high potential and abilities. California, and Los Angeles in speci#c, is one of the biggest cities with a high amount of colleges in the United States, which might collaborate perfectly with the sta! hiring process.

Because we don’t want any type of distractions from our pop-up shop, Bon Appétit Management Company manages the distribution and o!ering of food and drinks sporadically, arranging the sta! to walk constantly around the venue. "e employees will be bringing the food and drinks directly to the customer, making the tasting of these fresh, fun and interesting.

Because our target customer is the L.A. contemporary woman, she might have kids. "e target customer might visit the venue bringing her little one(s), and because of this, we want to provide to the adult woman a styled cocktail, based on Nuvo pink wine, and we’ll provide pink, decorated lemonades to the little ones. "e food needs to be odor-less and extremely fresh for keeping the essence of the perfume product clean and concentrated.

"e food will be fresh, cold fruits such as chopped berries, melons, and pineapples. Also, working with the latest boom of the cupcakes (they are absolutely fascinating for every age and type of person), we are taking the positive side that the frosting can be decorated with almost anything imaginable now. "e cupcakes will be frosted in the colors of the product items and sparkled very subtlety with eatable sugar glitter, for keeping the magic of Disney Princesses until the very last detail.

XIII. Promotion

In order to tell our customer about our Pop Up Shop event we will be advertising on social media platforms; twitter, pinterest, instagram, and Facebook. We will target our strongest presence on Sephora and Sephora TV. Our shop is all about experience and interaction, therefore we want to integrate this excitement leading up to the event as well. On the Sephora website we will have a “wishboard” and an ongoing daily countdown starting from thirty days before the event. "e initial advertisement page will explain the details, who, what, when and where, of the Pop Up Shop with a Jasmine clickable icon inviting the viewer to the wishboard for a chance to win their own adventure for two in Arabia. "e wishboard will have a background of a black starry night sky with constant animated GIF’s of shooting stars and a full bright moon above. At the center of the scene will be a magic lamp with moving smoke coming out of it. Beneath the lamp will read a quote from the movie that has a spin on the end; Make a wish, or two, or three…. about beauty. "e customer will be able to click on the lamp and type their wish. Once the wish is complete, they will then have the option of making their wish public or private. If they decide to make their wish public, it will then magically appear below the golden lamp, where others peoples wishes constantly cycle through. "ere will also then be a prompt in ballot form wish reads… “I hope your wish comes true” and asks the customer for basic information. Every customer that makes a wish will be entered in a contest to win a paid trip for two to Dubai on the Arabian Peninsula that includes a dune drive through the desert, sunset watch, camel riding, and a feast of Middle Eastern food in the heart of the desert under the stars.

XIII. Promotion

"e information from the ballots will give us demographic details of our customer and the wishes will provide Sephora with valuable psychographic information about what beauty means to the customer. Sephora TV will also have a digital countdown timer of 15 days leading up to the event. Each day will show a new makeup how to video using the Disney Princess Jasmine products that we will be selling at the event. Sephora customers will be encouraged to take pictures of themselves in their new makeup applications and hash tag Sephora for Instagram and pinterest page.

We cannot however forget about promoting to the customers that cannot make the actual Pop Up Shop event. We will be #lming the entire event from start to #nish and will include personal interviews with customers, Sephora employees and our celebrity guest, Kim Kardashian. We will do a live streaming through Sephora TV as well as have digital screens in the top 100 Sephora stores as a showcase event where customers in the stores can watch the magic happen! Sephora Beauty Insider Members who purchase makeup at the event will also receive double points towards their rewards program for every dollar they spend.

XIII. Promotion

I. Promotion !rough Social Media

"e impact through the di!erent social medias and portals can be seen already, attracting its customer by showing how the product is apply and how successful it is when applied.

XIII. Promotion

To generate additional buzz at the pop up shop, we have decided to have TV reality star Kim Kardashian as a celebrity guest. Not only is she beautiful, but also she is very active in the social media world, from facebook to instagram, twitter and her own personal blog. She closely favors our Princess Jasmine in looks. In fact, in 2010, she even dressed up for Halloween as Princess Jasmine- pictures were all over the Internet.

As a young women, she grew up thinking of Jasmine as a cartoon role model…”Its good for women to have a role model…I was obsessed with Princess Jasmine…I admired Sophia Loren and looked to her body shape, so if I can help anyone feel more comfortable in their skin, I’m all for it. I say be proud of who you are”. Kim’s passion for the princess and what she stands for will help produce the positive energy about diverse women that will be celebrated at this event.

III. Sources Arabian Adventures, "e Destination Management Company. “Dune Dinner Safari.” Arabian Adventures, "e Destination Management Company. 2012 Arabian Adventures, n.d. Web.

Beautezine. “Sephora by OPI Disney Jasmine One Is Never Enough Nail Lacquer Set Review, Photos & Swatches.” Beautezine - a Makeup and Beauty Blogazine. Beautezine.com, 30 Jan. 2013. Web.

Beautezine. “Sephora Disney Jasmine "ree Wishes Eyeliner Set Review, Photos & Swatches.” Beautezine - a Makeup and Beauty Blogazine. Beautezine.com, 5 Feb. 2013. Web.

Beautezine. “Sephora Disney Jasmine "e Palace Jewel Compact Mirror Review & Photos.” Beautezine - a Makeup and Beauty Blogazine. Beautezine.com, 28 Jan. 2013. Web.

Beautezine. “Sephora Disney Jasmine Storylook Eyeshadow Palette Volume 2 Review, Photos & Swatches.” Beautezine - a Makeup and Beauty Blogazine. Beautezine.com, 29 Jan. 2013. Web.

Beautezine. “Sneak Peek at the Sephora Disney Jasmine Collection for Spring 2013.” Beautezine - a Makeup and Beauty Blogazine. Beautezine.com, 25 Jan. 2013. Web.

Bon Appétit Management Company. “About Us.” Bon Appétit Management Company. Web.

Facebook, and Julie Bornstein. “Sephora: Advertising Case Study.” Facebook. Facebook, n.d. Web.

Fernandez, Maria E. “Google Map: ‘90210’ Hot Spots in L.A.” Los Angeles Times. Tribune Newspaper, 2013. Web

Fine, Jenny B. “Sephora: Forging a New Model.” Women’s Wear Daily. Conde Nast, 7 Sept. 2012. Web.

Garen, Brenton. “New Santa Monica Tourism Data Released At Summit.” Santa Monica Mirror. Santa Monica Mirror, 21 May 2012. Web. IMDb. “Box O%ce/Business For Aladdin (1992).” IMDb. IMDb.com, Inc., n.d. Web.

III. Sources

LVMH Louis Vuitton Moet Hennessy Group. “LVMH 2011 Annual Financial Report.” LVMH Investor Relations. LVMH Group Inc., 2011. Web.

LVMH Louis Vuitton Moet Hennessy Group. “LVMH 2012 First Half Financial Report.” LVMH Investor Relations. LVMH Group Inc., 2012. Web.

Osterwalder, Alexander, and Yves Pigneur. Business Model Generation. N.p.: Self Published, 2009. BusinessModelGeneration.com. Web.

Renfrow, Jacqueline. “Beauty’s on the Inside at Sephora.” Response Magazine. Questex Media Group LLC., 1 Apr. 2009. Web.

Sephora USA, Inc. 2013. “About Us.” Sephora. 2013 Sephora USA, Inc., 2013. Web.

“Sephora USA, Inc. Competition.” Hoovers - A D&B Company. Hoovers, Inc. Inc, 2012, n.d. Web.

Sun, Feifei. “Beauty Boom: Is Sephora Becoming High Fashion’s Next Target?” Time Magazine - Style. WordPress, 9 Jan. 2013. Web.

"e Daily Telegraph. “Kim Kardashian’s Role Model Was Princess Jasmine from ‘Aladdin’” "e Telegraph AU. "e Telegraph, 07 July 2010. Web.

Walt Disney Company. “Walt Disney Studios Motion Pictures.” "e Walt Disney Company. Disney, n.d. Web.

Wolf, Naomi. “Mommy, I want to be a Princess.” "e New York Times, December 2, 2011.

Wynne, Alex. “Mugler to Expand on Fragrance Fountain Concept.” Women’s Wear Daily. Conde Nast, 18 Jan. 2013. Web.

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Retail Management