Charles & Keith

A communication plan for Singapore based brand Charles & Keith to penetrate the UK market sufficiently and build their market share in the UK retail industry.

1. 1
CHARLES & KEITH
MARKETING & COMMUNICATION PLAN
SAYANI CHANDA
BA FASHION MARKETING
CHA15443874
28.05.20
WORD COUNT: 10950

2. 3
ACKNWOLEDGEMENTS
STATEMENT OF ORIGINALITY
I, student 15443874, certify that this is
an original and individual piece of work
and that no part of this has been written
by anyone else; I have acknowledged
(appropriately referenced using The
Harvard Referencing system) all sources
and citations; no section of this report
has been plagiarised; this work has not
been submitted for any other assess-
ment.
I would like to take this opportunity to thank my
parents, boyfriend and friends for their continuous
support throughout the entirety of this project de-
velopment, especially during the incredibly diffi-
cult last two months amidst a pandemic. Thank you
for the encouragement and motivation whenever
I needed it. This outcome wouldn’t have been the
same without all of you. I would also like to thank
my tutor Olga Mitterfellner, who has been an in-
credible mentor through this process and helped
me reach my full potential as a marketing student.
Also a special thanks to everyone who has taken
out time from their busy schedule to contribute to
my research for this project.

3. 5
PROJECT SUMMARY
This report has been created to investigate Charles & Keith’s existence in the UK footwear and
accessories market. It will apply various research methodologies in order to develop an under-
standing of their competitive position in the UK market and who their UK consumer is. It assesses
the main factors that are limiting Charles & Keith as a brand to increase their reach in the this
market. It will thoroughly analyse the brand’s current marketing plan for this market and suggest
improvements to their current strategy to penetrate the market effectively.
After creating a detailed marketing strategy with all the new improvements that have been sug-
gested, a brand collaboration with womenswear brand Rixo has been proposed to increase their
brand awareness and ultimately their customer acquisition rate. A detailed multichannel com-
munication plan has been devised to help promote this capsule collection. This multi-channel
communication plan suggested, will aid the brand in increasing their visibility and strengthening
the brand profile over a period of 12 months in this highly saturated and competitive market. This
report contains detailed strategies and relevant marketing tactics chosen to strategically target
the UK consumer with the ultimate goal of increasing traffic to their e-commerce website and
increasing sales which will help the brand establish themselves as a rival to their competitors in
the industry.
With today’s increasing consumer awareness and growing consumer demands it is imperative
that brands, especially on the high street, are ready to adopt new methods of marketing to keep
up with constantly changing consumer demands. With consumer power mainly lying with Mil-
lenials and Gen Z, brands need to evolve and rise up to customer expectations, otherwise they
stand the risk of falling behind and becoming irrelevant.
FIG:1

4. 7
CONTENTS
RATIONALE
BRAND INTODUCTION
INTRODUCTION
INTERNAL ANALYSIS
MARKETING MIX
TOWS MATRIX
VALUE CHAIN ANALYSIS
BRAND IDENTITY
BRAND IDENTITY PRISM
BRAND TOUCHPOINTS
MARKETING STRATEGY
ANSOFF MATRIX
POE MODEL
COUNTRY ANALYSIS
MACRO ENVIRONMENT
EXTERNAL ANALYSIS
COMPETITOR ANALYSIS
PORTER’S FIVE FORCES
BENCHMARKING
PEN PORTRAIT
TREND DRIVERS
CAGE ANALYSIS
PESTLE
POSITIONING MAP
CONSUMER SEGMENTATION
EMAIL MARKETING
MOBILE APP
PROPOSED STRATEGY
MEASUREMENTS: KPIs
BRAND INTRODUCTION
SOCIAL MEDIA STRATEGY
INFLUENCER MARKETING
BRAND COLLABORATION
66
84
86
RANGE PLAN
CAMPAIGN POSTER
COMMUNICATION PLAN
97
SEARCH ENGINE MARKETING
PRE LAUNCH
CONCLUSION
116
118
121
REFERENCES
APPENDIX
7
8
11
20
24
27
28
34
36
40
44
46
48
50
54
56
58
68
72
76
80
83
90
92
96
AIDA MODEL
LAUNCH OVERVIEW
98
108
LAUNCH
114
115
COMMUNICATION TIMELINE
FINANCIAL OVERVIEW
GROWTH OPPORTUNITITES
120
RISK ASSESSMENT
122
124
135
60
64

5. 7
SMART OBJECTIVES
RATIONALE
Demonstrate an extensive in-depth analysis of external issues
impacting the UK footwear and accessories market to critically
evaluate the year long communication plan for the brand.
Conduct research to identify the issues in Charles and Keith's
current communication plan for the UK market or lack of, and
suggest improvements to their current marketing plan to
achieve optimal brand awareness and visibility in the UK mar-
ket.
Construct a multichannel development plan detailing an effec-
tive marketing strategy and an engaging communication plan
to re-inforce Charles & Keith’s position in the UK market against
it’s competitors.
Highlight both negative and positive impacts of the proposed
concept through careful analysis of risks and opportunities
while also considering the financial implications of the propos-
al.
FIG:2
Charles and Keith is a Singapore-based footwear and accessories brand that is well established in
the mature markets it exists in, mainly in Southeast Asia. They also have a presence in the UK market
through their e-commerce website for two years now. However, they are still relatively unknown in
the UK due to the lack of brand visibility and promotional activities specifically directed towards UK
consumers.Charles and Keith has been unable to successfully penetrate the UK market despite hav-
ing received press coverage in the UK. In primary research conducted for this report, UK consumers
were interviewed on their shopping habits and purchase preferences, where majority stated that
they were either not aware of the brand or they weren’t aware of the brand’s UK website.
This report will explore and suggest the most effective and efficient strategies that the brand can
implement to build awareness and create a credible reputation amongst new customers, whilst ad-
hering to its core values and competing with existing UK competitors. This includes a two-pronged
strategy of aiming to reach a new target audience as well as trying to move consumers of other
brands toward Charles and Keith .
Primary and secondary research has been conducted to establish the external factors affecting the
brand along with a detailed internal analysis of the brand to understand the brand values and iden-
tity. A competitor analysis is also carried out to highlight the current positioning of the brand in the
UK market. The target market for this project will be Millennials which has been further established
through consumer segmentation which is supported by primary and secondary research.
This report includes a detailed communication plan which makes certain improvements to their
current marketing plan (specifically email marketing, improvements to their mobile app, SEO mar-
keting, social media marketing and influencer marketing). To further establish themselves in the
UK market, a brand collaboration with London-based womenswear brand Rixo has been proposed
along with a multichannel communication plan to successfully promote this Capsule collection.

6. 9
BRAND INTRODUCTION
MISSION
This 22-year old brand exists in over 600 countries world-
wide and their website ships to over 70 countries. They
were the first brand to launch an e-commerce platform
to launch in Singapore and have had a successful rapid
expansion throughout Southeast Asia and Middle East
where they have found ample success and established
themselves at the forefront of the high street retail mar-
ket in these respective countries. They expanded their
operations to Europe and the United States in 2018.
The brand has gained popularity throughout his lifetime
focusing on footwear and accessories for the modern
working woman. The brand's focus has always been pro-
ducing modern minimalistic designs with a clean archi-
tectural feel. The main focus of the brand as stated by
executive director Emanuel Driskill is “creating products
reflecting lifestyle trends while being accessible.’ (Eve-
ning Standard, 2018)
VISION
They aim to offer women fashionable and accessible shoes
and accessories while listening to what their customers ac-
tually want. They want their customers to be able to express
themselves through their product.
Vision to empower women around the world to express
themselves freely through fashion. The brand pushes the
boundaries of modern footwear and accessories by con-
stantly reinventing fashion with its curated collections.
FIG:3

7. 11
MARKETING MIX
INTERNAL ANALYSIS
FIG:4

8. 13
The brand is divided into four product categories separated by style but housed
under the same name: Shoes, Bags, Accessories and Kids. This includes:

Footwear: Heels, Flats, Sandals, Boots, Pumps, Wedges, Mules and Sneakers
mainly targeted towards women aged 21-45

Bags: Crossbody Bags, Handbags, Shoulder Bags, Tote Bags Mini Bags,
Clutches and Bucket Bags. This also includes a diverse range of wallets; Short
Wallets, Long Wallets, Wristlets & Pouches, Card Holders.

Accessories: This line of products was added later to their range which features
Belts, Bag straps, Keychains, Sunglasses, Jewellery.

Kids: Found in 2015, this line was launched to target babies, toddlers and young
girls. This collection includes a range of age appropriate shoes and bags which.
Eg: The Disney Tsum Tsum launched in 2017, was a successful collection that
appealed to kids and their mothers.

Charles and Keith use various meth-
ods to promote the brand and in-
crease awareness. Promotion is one
of the main ways a brand can com-
municate their heritage to consumers
and strengthen their brand equity.
The brand has always used high-end
looking ad campaigns to promote
their products and also released vid-
eos on their youtube channel.
They also did an international ad campaign with Hailey Bieber and Ju
Xiao Wen to reach a more global audience. They’ve also done influ-
encer product collaborations before eg: Irene Kim X Charles and Keith.
The brand has also always taken an active interest in social causes and
have created capsule collections to promote these causes eg: Cap-
sule collection for breast cancer awareness. They have been featured
in magazines like Vogue and WhoWhatWear. Various celebrities like
Maisie Williams and Kerry Washington have been spotted wearing
their creation which has garnered them a lot international attention.
Eg: “Maisie Williams was seen carrying 2 Charles & Keith wristlets to the
Emmy Awards in 2016, within a day both the items were sold out online.”
(MartinRoll, 2018) They are also known for their yearly warehouse sale
in their largest warehouse in Singapore which attracts a lot of attention.
They have successfully built a high-fash-
ion image perception amongst its con-
sumers as a fashion brand selling trendy
products with an edgy and minimalistic
aesthetic. Their product range offers foot-
wear and accessories for diverse occasions
from Workwear, Holidays to Party. They
have also recently introduced a wedding
collection. They have also had widely suc-
cessful product collaborations with artists
like Oamul Lu (illustrator) and organisa-
tions like Female Singapore magazine.
PRODUCT
New styles are launched every week. All
the footwear is available in a variety of
sizes ranging from 35 - 41. While the kids
footwear sizes range from 21 - 32. The
fabrics used to manufacture their prod-
ucts range from Calf leather, Faux leath-
er, Cotton, Mesh, Linen, cruelty free and
Vegan fabrics. The brand has always led
with a philosophy of sustainability for
which they’ve created their ‘4WARD’
collection which is a sustainably pro-
duced sneaker capsule collection.
The brand has worked with photogra-
phers like Chuando & Frey and Glen
Luchford to shoot these campaigns.
They have an online magazine on their
website that acts as a blog featuring
their campaigns and corporate press
releases. They use Instagram and Face-
book to heavily promote their products
and have also used influencer market-
ing. eg: they did a campaign with South
Korean longboarder Ko Hyojoo who
has over 500k followers on instagram.
PROMOTION
FIG:5
FIG:6

9. 15
The products are primarily designed in Singapore and
produced in Malaysia and China in over 30 factories
that solely manufacture for the brand. Even though
it’s a Singapore based brand, it’s produced in Malay-
sia and China due to much lower labour and manu-
facturing costs. They have their largest warehouse in
Singapore along with 30 in Malaysia and 1 in Read-
ing, UK. They own over 600 brick and mortar stores
worldwide, with all their physical stores being in Asia
(China, Singapore, Malaysia). While around 400 stores
are managed by the company, the rest are franchise
models mainly in Japan, Indonesia, Saudi Arabia.
In Saudi Arabia and Jordan, they teamed up
with Alhokair Fashion Retail. In Japan, the
company signed a deal with Japanese fashion
firm Onward Holdings to set up a joint venture
which aims to open up to 35 stores in Japan.
The company also struck an international deal
with LVMH’s private equity arm L Capital Asia
who acquired a 20% stake in the company
for more than $30 million in 2010. The brand
also sells online through their e-commerce
website where they ship to over 72 countries.
They use Adaptation Strategy for their products in
different countries. Eg: They have a limited range of
winter footwear in tropical countries like Singapore,
Malaysia, Indonesia compared to countries with cold
weather especially Europe like the UK, Switzerland
and Sweden where they have an extensive collection
of boots. They invest heavily on the location of their
stores which are placed in strategic locations like pop-
ular shopping districts and malls with high footfall.
Eg: Orchard road in Singapore, Select Citywalk mall in
Delhi. They have also had successful pop ups at The
Venetian in Macau and Galeries Lafayette in Paris.
“Consumers increasingly demand more in
terms of value, experience or extra service,
and as the ability of fashion retailers to match
each other’s product offers rises.” (Posner,
2011) Charles &Keith use standardised strat-
egy as a part of their retail strategy where all
over the world all their stores have the same
elements including decor, scent and music,
which establishes a strong brand identity.
They also use scent marketing where they use the same perfume to create
the same sensory shopping experience across all it’s stores around the globe.
New launches are placed at the front of the store along with some discounted
products to communicate the idea of affordability. Their packaging remains the
same across all stores with white paper bags with the brand’s logo on it. A cat-
alogue is also included with all products bought online and in-store. They are
also currently undergoing plans to make all their packaging plastic-free by 2022.
One of their main brand communication methods is
their in-store environment. Every store is built in the
same way with unfinished exposed white walls, marbled
floor, large mirrors with a minimal aesthetic reflecting
the refined and sophisticated vibe of the brand. “The
aesthetics of the new Charles & Keith stores are in-
spired by the brand’s refined design philosophy. They
have been thoughtfully designed to be in line with the
Charles & Keith brand identity, as well as to enhance
the overall shopping experience.” (FormRoom, 2018)
PLACE
FIG:7
FIG:8
PHYSICAL
EVIDENCE

10. 17
Charles and Keith has over 7000 employees world-
wide including their corporate staff in Singapore and
London and retail staff across all their stores. Their
head office in Singapore includes their creative teams
i.e, design and production and their marketing and
PR teams. They have had a range of celebrities be
their brand ambassador with Hailey Beiber being
their current one. Since they have joint ventures in
a few countries they work with a number of people
from these companies eg: Alhokair Fashion Retail.
Their London office in Shoreditch is quite new
and they are still constantly hiring for a variety of
roles like digital marketing and e-commerce. The
brand also often works with creative individuals
like artists and influencers either to create prod-
uct collaborations or curate collections for their
online magazine. Eg: Mae Tan and Yan Yan Chan.
They have worked with organisations like Woven and
UN Women Singapore to create collections for phil-
anthropic initiatives like World Environment Day.
“The brand is one of the few local firms in Singapore
to award scholarships to candidates under IE Sin-
gapore’s Young Talent Programme, to help groom
local talents for global roles.” (Martin Roll, 2018)
“In combination with a great product, the process builds
trust, loyalty and repeat custom.” (Posner, 2011). Charles
and Keith offers a range of customer service systems to
make the customer journey as swift as possible. There are
retail assistants in-store to help customers with their shop-
ping experience informing them about products and the
brand.
Online delivery takes up to 7 working days based on the country
with all countries offering standard and express delivery. Returns
are processed within 7 working days. They offer a loyalty program
in-store, where a membership card is provided upon sign up and
points can be collected on all purchases, which can be later re-
deemed in the form of a discount. They have a privilege mem-
bership for their online consumers who get exclusive deals and
discounts. They also have a feedback form on their website where
customers can provide general feedback on their products or ex-
perience.
On their e-commerce website they have a
live chat window to answer any queries. They
also have a ‘Contact Us’ form and custom-
er service is available through mail, email and
telephone 5 days a week. While in-store pay-
ments can be made through cash or card, on-
line payments can be only made through cards.
PEOPLE
FIG:9
FIG:10
PROCESS

11. 19
The brand has always focussed on pricing their prod-
ucts according to a way that’s affordable to the larg-
er mass of people. They identify as a mass-market
brand that offers high fashion items at an affordable
price; Charles and Keith use a competitive pricing
strategy to do so. They offer a range of products with
a variety of prices, with their cheapest items like key-
chains starting at £5 and going up to £80 for their
higher-end shoes and bags. They often have pro-
motional sales online with deals like 20% off bags.
There is a pricing disparity in their product that varies from
country to country - A pair of ankle boots that are priced
at £55 on their UK website, and INR 6500 (£69) on their Indi-
an website. Generally, their products are priced slightly high-
er in Asian markets as opposed to Europe due to two main
reasons: 1. The cost of doing business in various countries
like India, Thailand, Japan, where fashion items are heavily
taxed. 2. The brand is perceived as an upmarket brand (high
value) in certain countries eg: India and is sold as a premium
brand enabling the company to charge a higher premium
as opposed to selling in the UK market that is a mature, sat-
urated market where competition with other brands is high.
They also have a ‘SALE’ section on their website
that features products that are marked down,
with discounts ranging from 20% - 35%. They
have a similar price range to their competitors like
Arket, &Otherstories, Aldo, with these brands
offering footwear at a price range of £25 - £80.
LOW PRICE
MID PRICE
PREMIUM PRICE
TOP
PRICE
(Charms, Earrings, Belts)
£9 - £20

£25 - £40
(Necklaces, Bracelets, Rings, Card wallet,
Shoes, Kids Shoes, Kids Bags)
(Bags, Shoes, Sunglasses, Kids
Bags )
£45 - £75
(Bags, Shoes)
£85 - £120
PRICING ARCHITECTURE
PRICE
As illustrated in the pricing architecture table even though
the brand only offers footwear bags and accessories they
have a wide spectrum of prices. The lowest priced items
are mostly accessories whereas the mid-price items include
kids, wallets and their jewellery collection. Majority of the
cheaper priced footwear are sandals and a limited range
of heels. The more premium priced kids wear also fall into
this category along with their entire sunglass range where
all the products are priced the same. The top tier con-
sists of bags and shoes mainly made of calf leather hence
the higher price point; these include the majority of their
winter footwear i.e, boots and their premium handbags.
FIG:11
FIG:12

12. 21
Efficient supply chain system where they produce around 20-30 styles every
week and around 1000 designs which helps maintain an extensive variety of
options for products for consumers to choose from.
High-quality products made from a range of fabrics; Leather, vegan and cru-
elty free fabrics; they are also launching a sustainably made collection where
maximum of the collection is made with bamboo fibres. Their sustainable
practices and methods are evaluated against the Singapore
Environment Council’s Eco-Shop Certification standards.
Strong brand presence in the Asian market, with large market shares in east
asian countries 88 stores in China, 46 in Indonesia and 35 in Japan.
Places great importance on being a socially responsible brand and has taken
effective measures to maintain their position as a sustainable and socially
responsible brand - eg: She Can Be jewellery collection. Through its part-
nership with a non-profit organisation Save the Children and a commitment
of US$100,000 to the campaign, it aims to demonstrate its support of girls’
education and empowerment in Asia and around the world.
They also follow a philosophy of Ethical Responsibility which has lead them
to have partnerships with organisations to support progress and conserva-
tion including the use of Forest Stewardship Council (FSC) certified paper,
as well as its collaborations with international organisations such as United
Nations Entity for Gender Equality (UN WOMEN), Breast Cancer Foundation
and World Wide Fund for Nature.
Featured on the red carpet on Masie Williams who has
been a very strong advocate of the brand. They have also
gained traction after appearing on magazines like vogue and
WhoWhatWear. Their bag was named IT bag of the season
during NY Fashion week by WhoWhatWear.
The brand does not currently have any brick and mortar stores
in Europe or US and only operate through their e-commerce
website.
They do have a mobile app but the app lacks ease of naviga-
tion and does not do justice to showcasing their products in
an effective way.
LVMH has a 20% stake in the company to help them expand
their country portfolio further. The brand already operates an
e-commerce platform that ships to over 70 countries.
They have had successful influencer and artist collaborations
in their mature markets which has created a lot of buzz for
their products amongst their customers. Eg: Charles and Ki-
eth X Irene Kim, Charles and Kieth X Oamul Lu, and worked
on a special art project called Prop Masters with photogra-
pher Nhu Xuan Hua.
Highly saturated market with intense competition
from existing popular footwear brands like Aldo, Kurt
Geiger, Office etc and in-terms of a similar design aes-
thetic, competition from more contemporary brands
like Arket, Cos, &otherstories
Compared to competitor brands like Aldo and Kurt
Geiger, their engagement rate on their social media
platforms is less; this further hinders brand awareness
and visibility on social media especially while trying to
penetrate a new market.
UK consumers are spoilt for choice in a very saturated
e-commerce market with affordable brands like Pub-
lic Desire, Missguided etc offering trendy designs at
a much lower price. For a new brand that isn’t well
known to the large masses this could put them in a
difficult situation in terms of being able to gain a com-
petitive advantage.
Due to their focus on quality over price, they are
slightly higher priced than competitor brands like
Aldo, Office etc.

Lack of brand awareness in the Western market specifically UK as they don’t have any
physical stores and are only present online with limited marketing activity.
Due to lack of Search Engine Optimisation Marketing, their brand does not show up
on google searches with popular footwear and accessories keywords hence unless the
brand name is specifically searched for it doesn’t show up on search engine results.
Their marketing activities are directed more towards their Asian markets with the brand
working on collaborations with local influencers and artists; as a result decrease the re-
latability of the brand in their newer markets.
The stock on their UK website in other product categories like accessories and kids are
relatively low compared to their mature markets. This is because they only have one
warehouse in the UK that is used for shipping products all over the EU regions.

The cost of materials is often higher for the products as their products are usually bet-
ter quality and longer lasting than their competitors hence their products are priced at
a higher price range than their competitors on the high street. Eg: A pair of boots at
Charles and Keith costs £85 compared to Aldo, £60.
Even though they have a pretty impressive follower growth rate, with an average of gain-
ing 1200 followers everyday, the engagement on their Instagram profile is low. With 1.2m
followers, they only have an average of 2k likes and 3-5 comments on their Instagram
posts.
STRENGHTS OPPORTUNITIES THREATS WEAKNESS
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13. 23
They already have e-commerce operations in place and have an office in London which helps
operate this business with local knowledge and expertise. Since they have already entered the
market they can use their current market knowledge to consider options of setting up conces-
sions especially with ASOS, which give the company a global platform to showcase their brand.
In the primary research conducted for this report, 80% of respondents said that they consid-
er the sustainability aspect of a brand before purchasing, and 76.9% respondents said that they
prefer to shop from brands that are ethically responsible. Charles and Keith are known in the
Asian market as a brand trying to make a difference in terms of sustainability and corporate
social responsibility due to their constant efforts, but currently this information is scattered all
over their website. Since the UK consumer is becoming increasingly conscious and places im-
portance on transparency from brands; Charles and Keith should create a space on their web-
site dedicated to all the sustainable and socially responsible work they have done to help the
community and the planet and also create a timeline to inform the consumer on what they
stand for as a brand. They should push this messaging on their UK website which will help
new customers have a positive and different outlook for an unknown high street brand. This
should include but not be limited to: the details of their production partners, the sustainable
materials they use for their collections, their work with the UN, Breast Cancer Foundation etc.
Since the brand is already well known in their existing markets (Asia), this can be used to fur-
ther help build a reputation in the UK market. The metro cities like London and Birming-
ham are known to have one of the most diverse consumer segments especially with a huge
surge of international students and working professionals from Asian countries like Chi-
na, India etc who might recognise the brand, which will help gain traction in a new market.
None of the brands that are an immediate competitor of
Charles and Keith in the UK market are simultaneously at-
tached to a sustainable or ethically responsible image. This
gives the brand an opportunity to push their sustainable and
socially responsible messaging and their sustainable line of
products in this new market to differentiate themselves from
their competitors. The brand being transparent about the
sourcing and production of the materials will not only be ap-
preciated by the UK consumers but tit would also help jus-
tify the slightly higher price points and help understand the
brand’s vision of quality over quantity.

Majority of well-known brands within the world have a favour-
able country to validate and enhance their brand identity.
The ‘country of origin effect’ (Thakor and Lavack, 2003) can
be used by a brand to be influential and can prove important
while building a strong brand equity. Singapore is positively
viewed within the global landscape for a variety of reasons
like political stability, infrastructure, talented workforce. They
are also known for being a service-oriented and efficient
country. Charles & Keith’s regional and global success has in-
directly had a beneficial effect on this “Made in Singapore”
brand image. Choosing to further emphasise this trait while
entering a market might benefit the brand by helping further
boost its brand image and equity.

LVMH is their most high profile investor with a 20% stake in the
company. Since this investment was made for the brand to be
able to scale globally, this capital could be used to further ex-
pand the network of warehouses and distribution centres in the
UK or EU region and help build the same width and depth of
the stock available to their customers in their mature markets.

As their business is operated online, they should set up an SEO
campaign which will help optimise their google rankings and
help them compete with popular e-commerce platforms like
missguided, topshop and ASOS. This SEO campaign would
be effective if they focussed on keyword research for their meta
descriptions, heading, sub-headings to ensure google algo-
rithms can spot these keywords easily and through on page op-
timisation on their website. This performance will help keep
track of their KPIs through SEO analysis and will make it eas-
ier to determine whether a CTA (Call to Action) is needed.

Since the brand’s instagram page has a low engage-
ment rate, it would be helpful to create an account
catering just to the UK market. This account would fo-
cus on targeting the UK consumer and the brand can
push content that is more relatable to the UK consum-
er and products that are available on the UK website
only. This will give the brand a platform to get to know
their UK consumers more in-depth by engaging them
in activities like instagram polls, giveaways, quizzes
etc which would also increase their engagement rate.
The content created on this account would be more
localised in terms of UK holidays, seasons, influencers
etc.

Offering localised product ranges specifically cater-
ing to the UK/EU market like design collaborations
with other brands or capsule collections with digital
influencers. Collaborating with a brand or person that
the UK consumer is familiar with would help increase
brand visibility.
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S/O S/T W/O W/T
FIG:13

14. 25
VALUE
CHAIN
ANALYSIS
Firm
Infrastructure
Headquarters in Singapore, 700 stores worldwide, centralised system - CEO, department managers, Offices in China, South Korea, London. They also have retail store managers
on-site that help to oversee day to day functions meeting store standards and hitting sales targets. They also have a customer service team dedicated towards their live chat on their
website.
HR Management
7000 employees worldwide, design team of 70 mainly Singaporeans, Malaysians and Chinese.
Technology
Department
Team of 100 people, who focus on R&D product development i.e, teams that specialise in visual display, photography, supply chain, inventory analysis, store design, international
business, training and R&D; 3% of its annual revenue in training its designers, who are also sent overseas to conduct market research.
Procurement
The products are majorly produced in Malaysia and China (30 factories) as it is more cost-effective rather than Singapore, where the brand is based. Their suppliers make products
exclusively for them so they have complete autonomy over the prodcution and distribution of their products.
Operations
400 stores are managed by the company, the rest are franchise models mainly in Japan, Indonesia, Saudi Arabia. In Saudi Arabia and Jordan, they teamed up with Alhokair Fashion
Retail. In Japan, the company signed a deal with Japanese fashion firm Onward Holdings to set up a joint venture which aims to open up to 35 stores in Japan. They have a total
of 30 warehouses in Malaysia and 1 in Reading, UK. They also ship to more than 70 different countries worldwide. Their largest markets outside Singapore are China (88 stores) and
Indonesia (46 stores)
Outbound Logistics
There is no presence of intermediaries in product selling for Charles and Kieth. All of the products are either sold in-store or through their e-commerce website. However, storage
and distribution to retail locations is important.
Marketing
They always use high-end looking ad campaigns to promote their products and release videos for each campaign on their youtube channel. They have seasonal campaigns every
year along with separate campaigns for special collections (eg: Lunar Year collection) and an International campaign to appeal to a wider audience. They have an online magazine on
their website in the form of content marketing. They use Instagram and Facebook to heavily promote their products and have also used influencer marketing. Eg: Irene Kim X Charles
and Keith. They also use digital marketing methods like PPC, Targeting and Sponsored social media ads to increase brand awareness and customer retention. They have also been
featured in magazines like Vogue and WhoWhatWear.
Service
They have a ‘Contact Us’ form on their websites for any queries or complaints. They also have a live chat window on their website for any queries that is also available through Face-
book messenger. Their customer service staff can also be contacted through mail, email and phone. They offer a returns system with free returns where the requests are processed
within 7 working days. They also have a shoe-mending service in-store. There is a feedback form available on their website where the customer can provide feedback on their prod-
ucts or the brand overall. They offer a loyalty program to their in-store customers.
FIG:14
FIG:15

15. 27
BRAND IDENTITY PRISM
PICTURE OF SENDER
PICTURE OF RECIPIENT
INTERNALISATION
Physique Personality
Relationship Culture
Reflection Self-Image

Minimalistic, high-quality, refined,
Modern
sophisticated, modern, simplicity, cre-
ative
Empowers women to express themselves
and find their inner confidence, provides
comfort, elegance and high quality
Unique, confident, elegant, independant Individualistic,confident women who ap-
preciate quality, comfort and versatility
Importance of self-expression,
versatile, high-quality products that make
women feel empowered and refined
EXTERNALISATION
CHARLES & KEITH
Charles and Keith’s core value is to empower women through their modern and simplistic designs. ‘Their mission is to offer high quality prod-
ucts and services with a commitment to perfection.’ (Martinroll.com, 2018) Charles and Keith’s goal is to appeal to a strong, individualistic
woman of a busy lifestyle. They embrace a culture of innovation where they want to be at the forefront of creating versatile, affordable and
trendy footwear for women. The products offered by the brand are extremely versatile, which allows the modern woman to wear it day-to-night.
The muted colour palette with occasional pops of colour and the comfortable and durable products target women of many sizes and ages.
BRAND IDENTITY
FIG:16
FIG:17

16. 29
P
R
E
P
U
R
C
H
A
S
E
-Maisie Williams carrying
2 Charles & Keith wristlets
(Emmy Awards,2016).
-Molly Godard featured
C&K accessories in her SS18
show.
- Priyanka Chopra, Hailey
Bieber and Gigi Hadid spot-
ted wearing their designs.
-Featured on WhoW -
hatWear and Vogue
-Spotted on many Asian
celebrities including K-pop
stars, Daniel Henney and
SNSD Girls’ Generation.
- Fashion show at Ngee Ann
City Civic Plaza, Singapore
to launch their fall collection.
-Pop Up stores at The Ve-
netian, Macau and Galeries
Lafayette in Paris.
PR
- Official Charles and Keith web-
site -- e-commerce shopping plat-
form and an online magazine.
- User friendly
- Filter products based on colour,
size, material, price
- Zoom-in feature, products can
be viewed from different angles
- Detailed account of the brand’s
efforts to be socially responsible
and a detailed timeline on various
related initiatives.
- Details on plans for 2021-2022
to make their supply chain more
transparent.
- Ongoing promotions
- ‘Sale’ section that displays all the
discounted products.
.
WEBSITE PROMOTION ADVERTISINGCOLLATERALPARTNERSHIPS
BRAND TOUCHPOINTS
FIG:18
Charles and Keith has a presence across so-
cial media platforms Facebook (1.9m follow-
ers) and Instagram (1.2m followers) They post
weekly on Instagram keeping their consum-
er engaged through posts about campaigns,
influencers donning their designs and prod-
uct shots.
2 seasonal campaigns- Spring Summer and
Autumn Winter which they launch through-
out social media, website and physical
advertisements.
Campaign video that’s posted on their You-
tube channel.
Sponsored ads on social media (Instagram
and Facebook)
‘Beyond Voices’ campaign on International
Women’s Day, to raise awareness about the
importance of gender equality and female
empowerment.
International ad campaign featuring Hailey
Baldwin to help reach a larger international
audience.
Awards received by the brand:
Singapore Retailers Association’s
Excellent Service Award 2002
Enterprise Award at the Singapore
Business Awards 2008

Awards received by managing di-
rector Charles Wong
ASEAN Youth Award 2005 by the
National Youth Council
Entrepreneur of the Year 2008 by
the Rotary Club and the Association
of Small and Medium Enterprises
Entrepreneurship Award 2012 by
the Spirit of Enterprise
Young Achiever Award 2013 by the
Business China

Blog posts on their e-commerce
website under the magazine section
which is used to inform customers
about new collection launches and
press releases about all the philan-
thropic work the brand does.
- Partnered with Singapore Committee for UN Women
for International Women’s Day
- Worked with fair trade business, Freeset to create
an online exclusive socially responsible capsule collec-
tion, Floral Days for World Environment Day.
- Frequently collaborating with digital influencers
mainly based in Singapore, Malaysia and China.
- Collaboration with Female Singapore magazine.
- They also have a hashtag going around ‘#Imwith-
CharlesKeith' to further increase brand awareness
where they repost their customers wearing their de-
signs.
- Collaborating with independent artists like Oamul Lu
to create a capsule collection.
Collaborated with Woven, a social enterprise based in
the Philippines
Singapore-based embroidery artist Teresa Lim to cre-
ate a capsule collection.
Charles & Keith have permanent ongoing partnerships
with the following companies for a variety of social and
environmental causes:
SAVE THE CHILDREN
SINGAPORE ENVIRONMENT COUNCIL
TEXTILE EXCHANGE
THE FOREST STEWARDSHIP COUNCIL (FSC)
WOVEN
- Seasonal promotions (Black
Friday, Boxing Day).
- 10% student discount
through StudentBeans (UK).
-Catalogues for each of their
campaigns that can be found
online, in-store

17. 31
P
U
R
C
H
A
S
E
PURCHASE DISPLAY
- Products for two consumer segments: Wom-
en and Kids, in the following categories: Bags,
Footwear, Accessories and Kids.
- Main categories:
Bags: Crossbody Bags, Handbags, Shoulder
Bags, Tote Bags MiniBags Clutches, Bucket
Bags
Footwear: Heels, Flats, Sandals, Boots,
Pumps, Wedges, Mules, Sneakers
Wallets: Short Wallets, Long Wallets, Wristlets
& Pouches, Card Holders
Accessories: Belts, Bag straps, Keychains,
Sunglasses, Jewellery
Kids: Shoes and Bags
- Largest variety is on their e-commerce web-
site, but their stores also have all the catego-
ries available to shop. Few countries like India
and Malaysia do not stock kids wear.
- Standardised product not available in all
countries.
- Sizes range from from 35 - 41.
- Products are launched on a weekly basis
PRODUCT ASSORTMENT SOCIAL MEDIA
P
O
S
T
P
U
R
C
H
A
S
E
CUSTOMER SERVICE LOYALTY PROGRAM
Their products are made from
a range of fabrics; Calf leather,
Faux leather and Vegan & cru-
elty-free Fabrics.

A lot of their financial resourc-
es go into designing their
products to maintain the cou-
ture-like aesthetic of the brand,
hence their in-house design
team puts a lot of care in de-
signing the products in a way
that makes it last for a long
time.
The brands lets a new custom-
er sign up through email for a
10% discount. These custom-
ers are also sent emails in the
form of newsletters and pro-
motional emails to keep con-
sumers engaged and informed
about the various happenings
of the brand.
PRODUCT QUALITY
NEWSLETTER
FIG:19
Display of their ‘New Arrivals’,
both bags and footwear to give
the customers a quick overview
of what the brand has to offer-
standard across stores world-
wide
The store environment : white
washed marbled walls, floor-
ing, giant mirrors, bright lights
which- minimalistic aesthetic.
Store uses scent marketing - a
uniform sensory sensory shop-
ping experience across all stores
professionally curated music
for all their stores elevating the
whole experience.
-Shoppable Instagram
and Facebook page
where customers can
directly purchase prod-
ucts from the product
images on the posts.
-They have 1.2m fol-
lowers on instagram
and 1.9m likes on Face-
book.
-Sponsored posts and
ads on Instagram and
Facebook.
-Youtube channel with
5k subscribers, where
they upload their video
campaigns.
‘Contact Us’ form on their web-
sites for any queries or com-
plaints. They also have a live
chat window for any queries
that is also available through
Facebook messenger.
Customer service staff can also
be contacted through mail,
email and phone (Mon-Fri)
Returns system with free re-
turns where the requests are
processed within 7 working
days. Refunds usually take up
to 14 working days.
Shoe-mending service in-store,
that’s subject to the damage
and degree of repair required.
Live chat on their website.
Feedback form available on
their website where the cus-
tomer can provide feedback
on their products or the brand
overall.
Loyalty program in-store, points
are collected based on purchas-
es which can be later used as a
discount.

Privilege Membership to cus-
tomers who incur a bill of £150
in a single purchase and auto-
matically sign them up to their
loyalty program where they get
exclusive discounts.

Referral program on their UK
website where a customer can
get £10 off by referring friends/
family.
Charles and Keith use a variety of communications to engage
with their customer to ensure they have a seamless shopping ex-
perience. This involves a variety of channels that helps the brand
reinforce their brand identity. They have a mix of paint on and on
the media which they effectively use. The brand gained traction in
the UK after being spotted on a variety of celebrities. The compa-
ny has also received a number of accolades as a designer and has
a business. They use Localised Assortment Strategy to tailor their
range of products based on which country they are selling in. Eg:
In Singapore due their all year tropical weather, they stock limited
styles of winter footwear as opposed to their online website for
the UK, where they stock all their winter footwear and often even
have promotions on them. They also engage with their customers
through their social media channels and have a substantial fol-
lowing on Instagram. They have gained visibility in the UK market
after being featured on publications like Who What Wear. They
also offer a huge array of products with an extensive line of both
footwear and accessories. They have a swift return service and a
very dedicated customer service team for which they have been
continuously praise for on social media which has helped build
brand reputation.

18. 33FIG:20
CURRENT MARKETING STRATEGY

19. 35
EXISTING PRODUCTS NEW PRODUCTS
NEW MARKET
MARKET PENETRATION
MARKET DEVELOPMENT
PRODUCT DEVELOPMENT
DIVERSIFICATION
- Privilege membership for customers who incur a bill of
£150 in a single purchase
- Promotion and sales: Extra 10% with purchase of two or
more products
Affiliate program
- Student discount (Online only)
Referral Program (Refer a friend and get 10% off)
International campaigns featuring Hailey Bieber
Feedback form for customers (UK website)
Diwali collection available in India, Dubai and Malaysia.
- Collaboration collections
(Oamul Lu X Charles & Keith), (CHARLES & KEITH BY TEETEEHEEHEE)
- Special seasonal collections (eg: Lunar New Year collection)
- Creating content with influencer for their online magazine
(Party Edit 2019 by digital influencers)
Creating a bridal collection
Sunglasses collection (spotted on Sofia Ritchie and Gigi Hadid)
Charles and Keith Disney collection for Kids.
Extensive Jewellery collection (South east Asian market)
Charles and Keith eid collection only available in UAE, Malaysia, Saudi Arabia
and India.
Alice In Wonderland Collection
Lunar Year collections launched every year during Chinese New Year widely
circulated in China, Singapore, Malaysia.
ANSOFF MATRIX
- Sales and Promotions (eg: 20% bags)
- Charles and Keith seasonal campaigns (launched thrice
a year)
- #EachForEqual campaign for International Women’s Day
- #Timeisnow campaign, Charles and Keith paired up with
Singapore Committee for UN Women to champion gen-
der equality
- Online Exclusives collection (Singapore and China only)
- Creating ‘Prop Masters’ which is a two part editorial shot
by photographer Nhu Xuan Hua.
EXISTING MARKET
Charles and Keith have mainly used market penetration and market development strat-
egies to establish themselves in Asia. They have ensured that new products are circulat-
ed well in their existing markets through influencer marketing and their seasonal cam-
paigns usually shot by famous photographers like Glen Luchford and also ensured new
exciting collections are dropped from time to time to keep customers engaged. Their
product collections appear to be more extensive in their mature markets eg: Singapore,
Philippines and Malaysia especially in terms of kids-wear and jewellery.
Accessories like:
Belts
Bag straps
Keychains
A butterfly jewellery capsule collection that was created to
raise awareness and funds for Breast Cancer Awareness.
FIG:21
Their western stores are mostly online with the UK and US being their significant expansions. Over the years they
have used localisation strategy to create collections specifically aimed at people of the respective countries, for
eg: Diwali collection for the Indian market and Eid collections for the middle eastern and south east asian markets.
They have introduced special features on their UK website like Privilege membership and student discount to ap-
peal to the UK market more. Since they also primarily work with south east asian influencers and celebrities, they
have also started an annual international campaign which stars celebrities who usually appeal to a larger global
audience. The diversification of the brand is also more prominent in the older markets where the variety of acces-
sories are more extensive than the western markets. Eg: UK only has sunglasses and wallets while Singapore has
belts, keychains, phone cases etc. While the range of products are similar, the depth of products is more prominent
in their mature markets. Eg: Singapore website’s accessory range includes around 160 products compared to the
UK website’s 79 products.

20. 37
POE MODEL
• Sponsored posts and stories on Instagram and Facebook
• Affiliate Marketing with StudentBeans by offering 10% discount for students on the UK
• Influencer Marketing: Emili Sindlev, Nicole Wong, Géraldine Boublil
• Targeting campaigns: To advertise Charles & Keith ads on other partner websites to users who have
previously visited the website or their social media accounts.
• Retargeting campaigns: To advertise Charles & Keith ads on other partner websites to users who
have searched Charles & Keith related terms like ‘ankle boots’ , ‘sling bags’ , ‘tote bags’ etc.
• PPC campaigns:. They use Product Listing Ads (PLAs) which are created specifically meant for eCom-
merce PPC campaigns that contain product titles, images, and prices.
• Third party websites: Affiliate codes (promotional codes) advertised on websites like vouchercodes,-
co.uk , discountcode.dailymail.co.uk.
• Content marketing: Magazines and newspapers like Evening Standard and WhoWhatWear,
• Seasonal Ad campaigns, eg: International campaign Featuring Hailey Bieber and Ju Xiao Wen
• Molly Godard featured C&K accessories in her SS18 show
• Maisie Williams was spotted on the red carpet wearing their bags twice
• Article on whowhatwear UK on the ‘IT’ bag of the season worn by all influencers
• influencers and models getting shot in C&K bags and shoes during fashion weeks (PFW, LFW)
• Featured in Goxip magazine (Hong Kong)
• Bloggers wearing the brand on instagram and Facebook
• Celebrities like Gigi Hadid, Priyanka Chopra, Kerry Washington featured wearing their products.
• Featured on popular bloggers’ instagram account, wearing their brands without any pre-agreed contracts.
• Follower growth of an average of 1125 followers per day.
• C&K official website is an e-commerce website where products can be purchased and
delivered to over 30 countries.
• The website also has a section that serves as a blog; featuring all the happenings and
developments of the brands and includes all the press releases.
• Social media: They have an Instagram, Facebook and Twitter account - Instagram: 2.1 m
followers , Facebook: 1.8 m likes
• Advertising campaign for Instagram (Beyond voices for International Women’s day)
• nfluencer marketing: Irene Kim X Charles & Keith
• Seasonal campaigns for all collections along with campaign videos that are uploaded on
Youtube.
• Collaborations with artists:
• Illustrator Oamul Lu for a capsule collection, Singapore-based embroidery artist Teresa
Lim
• Instagram campaign: #CHARLESKEITHFORHER hashtag campaign – for every hashtag
posted, CHARLES & KEITH will donate US$1 to Save the Children, up to US$50,000.
OWNED MEDIA
EARNED MEDIA
PAID MEDIA
As shown in the figure Charles and Keith uses a mix of paid owned and owned media. They
use several paid media methods to promote theeir campaigns - from sponsored posts and
stories on Instagram and to targeting campaigns. They have a digital marketing plan in place
that involves PPC, and email campaigns.They have used a standardised strategy with influ-
encer marketing as they use the same influencers to market their products to all countries.
They have also done sponsored articles on a variety of digital media. As a brand they’ve been
featured on famous celebrities on and off the red carpet, they also made their London fashion
week debut in 2018. The brand owns their official website which is the centre of operations
in the UK. This website also functions as an online magazine. They have also created several
collaborative collections with artists and bloggers which has increased their brand reach over
time.
FIG:22
FIG:23

21. 39
EXTERNAL ANALYSIS
FIG:25
FIG:24

22. 41
COUNTRY
ANALYSIS
UK retail accounts for 11% of global internet retail sales
London attracts 17% of global retail trade.
Online retail is expected to account for approximately 45% of the total fashion
market by 2024
Mobile sales are expected to overtake desktop sales by 2023
The retail industry is the UK's largest private sector employer
with almost three million workers.
The UK has the lowest corporate tax at 28% which is the lowest in the G7
60% of individuals in the UK purchased clothing online in 2019.
The UK fashion industry accounts for 5.4% of the national GDP
41FIG:26
FIG:27
FIG:28

23. 43
"London is a hub for artistic expression, a
trend incubator and a pioneer in digital, It
felt like the right market to launch digitally
first."
- Mace-Driskill
(Executive Director, Product & Strategic Planning
at Charles & Keith)
FIG:29
FIG:30

24. 45
MACRO ENVIRONMENT ANALYSIS
UK FOOTWEAR AND ACCESSORIES MARKET
The global footwear market is constantly evolving due to change in consumer spending patterns which now in-
creasingly gives precedence to style. “The global online footwear market size is poised to grow by USD 70 billion
during 2019-2023, according to a new report by Technavio, progressing at a CAGR of close to 5% during the
forecast period.” (Businesswire.com, 2019) “As a category, footwear tends to be one of the more fragmented with
category leaders found among smaller players delivering revenues between $1 billion and $3 billion.” (McKinsey,
2020) Accessories have also quickly risen in popularity especially amongst the Gen Z population. “Mintel estimates
that the fashion accessories market grew by almost 5% in 2019 – reaching £3.6 billion, up from £3.4 billion in 2018,
driven by strong sales of bags and a growing luxury accessories market.” (Mintel, 2020)
The growth in the UK footwear market has also exceeded clothing sales. “Growth in the UK footwear market contin-
ues to outpace fashion, increasing 8% in 2017 compared with 3.1% clothing sales growth, reports market research
agency Mintel. It predicts the UK market will be worth £15.6bn by 2023.” (Brown, 2018) While North America still
has the largest market share in the footwear market globally, other emerging markets like China and India are in-
creasing their market share. While Brexit has increased uncertainty of financial security due to the dropping value
of the pound, this has also encouraged more tourists pouring into the country and encouraged increased spending
habits. “Overall, in the year until August 2019, both visits from overseas residents to the UK and spending were up
in comparison to the same period in 2018, with 26.1 million inbound visits and £16.5 billion spent. (Mintel, 2020)”
FIG:31

25. 47
Sustainability and Brand Transparency:
Footwear is responsible for  one-fifth of the impact  made by the apparel industry as a whole,
with more than 700 million metric tons of carbon dioxide produced as a byproduct of its man-
ufacturing and raw material extraction each year. (Moore, 2019) Consumers want retailers to
be increasingly transparent towards their trade practices and in a lot of cases this becomes
the deciding factor of whether an individual wants to purchase from a brand. “Over two thirds
(67%) of people agree that fashion retailers should be letting customers know even when items
are not made sustainably” (Baram, 2019) eg: New Balance launched it’s Test Run Program, a
range made from using surplus from other sneakers.
Experiential Retail:
Even with the rapid increase of online retail, marketers need to understand that in-store re-
tail especially in the footwear and accessories market play a huge factor due to the size and
touch and feel aspect of the products. “Experiential marketing is all about creating unique,
memorable experiences for consumers, and experiential store design has become an integral
part of experiential marketing.” (Ebster and Garaus, 2011) Today’s consumer don’t just shop
to purchase products, they are also buying into the experience, hence stores need to keep up
with this increasing demand. With the constantly evolving retail environment, it is imperative
that brands understand that they shouldn’t be innovating or digitising just for the sake of it;
and rather truly understand the problem that they’re trying to solve and the way they go about
meeting the needs and standards of their customers. Experiences don’t always have to be a
permanent aspect of a store; eg: “ TOMS’ placed VR headsets into 100 stores, enabling them
to virtually transport customers to Peru to see the impact of their  One for One  giving campaign
on local people.” (Storefront, 2020)
Sportswear Growth:
Sportswear and athleisure items still continue to be one of the most popular forms of foot-
wear. According to data from Mintel’s Sports & Outdoor Fashion – UK, December 2018 Re -
port, the sportswear market reached £7.2 billion in 2018, growing 5.9% since the previous
year. As casual and comfortable dressing takes centre stage, “"Goldman Sachs just relaxed its
historically formal dress code  — this is significant because they have a very young workforce
and this is the preference.” (Hoffower, 2019) people are constantly changing the way they
dress on a day to day basis where sneakers is the footwear of choice for the majority. 37%
of all consumers purchasing a pair of trainers over a 12-month period. (Baram, 2019) Up and
coming brands like Veja, are market leaders of sustainable fashion combined with athleisure.
Changing weather conditions:
In recent times the country has seen erratic weather conditions which has led to the diffi-
cult trade situations for several brands. “In 2018 both February and March were colder than
November and December 2017, and at an average temperature of 3.8 °C, March 2018 was
3.5 °C colder than March 2017” This unpredictability has led to loads of brands not being
able to asses when to launch collections. “The unpredictable weather has remained an issue,
with many retailers putting winter styles on Sale far too early” (Drapers, 2019) Weather usu-
ally affects more seasonal footwear like boots, “Promotions on boots in March 2018 meant
that lots of people were buying cheaper boots as soon as it got cold in the UK, whereas
full-priced spring/summer collections did not sell at all during this period.” (Mintel, 2019)
FIG:32
TREND DRIVERS

26. 49
CAGE ANALYSIS
CULTURAL
ADMINISTRATIVE
GEOGRAPHICAL
ECONOMICAL
- English is the most widely spoken language of the UK.
- 80.5% of people in the UK being White British, and 19.5% were from ethnic minorities including White and Black Caribbeans
and Asian British: Indian 2.3%,
- 50.7 Christian, 2.5% Muslims and 41% atheists
- Common language, English spoken between the two countries. The brand messaging and communication is all in English hence it
would be an easy transition for the brand to branch out to the UK market.
- Both the UK and Singapore are countries with a population from a variety of ethnicities and backgrounds hence the brand is al-
ready experienced with appealing to a multicultural country.
- Charles & Keith has already used localisation strategies for multiple markets like India, China and Singapore appealing to people
from all religious backgrounds and also launching special collections like Lunar year, Diwali, Eid etc
- Parliamentary democracy under a constitutional monarchy and follows a multi-party system.
- Companies need to consider their exposure to UK taxation, including corporate income tax, (VAT) and employment taxes. The
current standard VAT rate in the UK is 20%.
- Singapore is the United Kingdom's largest trading partner in Southeast Asia.

- EU-Singapore Free Trade Agreement (FTA) no longer applies to Britain.

- Bilateral foreign relations between Singapore and the United Kingdom
- “Looking ahead, we expect to see an acceleration of cross-border e-commerce from Asian players, as new platforms continue to
emerge, and the trend accelerates in Asian countries beyond China.” (Business Of Fashion, 2020)
- The uncertainty of the UK leaving the EU translates into risks over supply chain and investment decisions. Further clarity on UK’s
regulatory regime will help Singapore based companies operating in the UK determine their market strategies in the country.
- The Singapore-United Kingdom Partnership for the Future agreement promises to further strengthen trade relations between the
countries post Brexit.
- Physical remoteness between two countries is huge as they are situated in two separate continents.
There is a time difference of 7 hours between both the countries.
- UK’s climate is defined as a temperate oceanic climate with the majority of the months having a cold and wet climate as
opposed to Singapore's year round tropical climate.
- The countries have well connected trade links by air and sea which has reduced transportation costs through direct trade.
- Due to the reduced transportation costs, it is fairly cheap to transport items from Singapore to the UK. This is imperative for
the brand as they ship in products from their factories on a monthly basis.
- The time difference between the two countries can prove to be difficult for the brand operations, as the office hours between
the headquarters and London differ.
- Charles and Keith has established themselves in a majority of markets that have a tropical weather hence they would need to
adjust their range of products based on the UK's cold climate.
- The UK attracts over two thirds of all Singaporean investment into the European Union with a cumulative stock of £20.6 billion.
- It consistently accounts for more than 5% of the value generated by the UK economy each year and is estimated to contribute around
£17.5bn taxes to the UK, nearly 30 per cent of all tax revenues. (UK Trade and Investment: UK Retail Industry – International Action
Plan)
- Inward investment, accounts for 40 per cent of UK economic output, enables the UK economy to create, maintain and grow employ-
ment.
- The UK retail industry is a “ significant contributor to the UK economy employing more than three million people and generating
£300bn for the economy. ((UK Trade and Investment: UK Retail Industry – International Action Plan)
- Singapore is listed as one of the eight countries, selected by the UKTI (UK Trade & Investment) to prioritise local retail brands with
their international expansion through the national network of International Trade Advisors in the UK.
- Singapore is Asia’s most competitive business country and is ranked number four in the world’s Highest GDP per Capita, the finan-
cial strength between the two countries help strengthen trade relations between them.
- Private limited companies are required to file complete annual accounts and company tax returns with the Companies House and
Her Majesty’s Revenue and Customs (HMRC).
FIG:33

27. 51
PESTLE ANALYSIS
POLITICAL
As stated by Savills’ retail research director
Marie Hickey “Despite the challenges facing
the UK retail market, London is continuing to
appeal to the expansion plans of international
retailers,” (Retail Gazette, 2019)

While European retailers made up the major-
ity of international brands entering London
last year, accounting for a 63.6% of openings,
Asia-Pacific retailers increased their share the
most, representing a 15.2% share of new en-
trants in 2018. (Retail Gazette, 2019)

The decision by the UK to leave the EU has led
to the devaluation of the pound and has made
future trade restrictions in Europe uncertain.
The profit margins of the retail industry will
bear the repercussions of this move.
55% of people prefer to buy footwear from retail-
ers that are trying to reduce their impact on the
environment. (Mintel, 2019)

People have admitted that they prefer to shop with
sustainable footwear retailers, with over a third
(39%) willing to pay more for ethical products, it is
becoming increasingly confusing for consumers to
understand exactly which retailers and brands are
and are not eco-conscious. (Mintel, 2019)

Footwear sales are hugely dependent on the
weather, with unseasonably cold or warmer snaps
blamed for a slowdown in sales during the year
and many retailers not being well prepared for
sudden weather changes. (Mintel, 2019)
ENVIRONMENTAL
The cost of living is the biggest worry; half (50%)
think that Brexit will negatively affect prices,
compared to just one in five (18%) who have a
more positive outlook. (Mintel, 2019)

Data from the Behaviour towards Footwear sec-
tion shows that over three quarters (78%) of foot-
wear shoppers say that investing in good quality
footwear is important to them. (Mintel, 2019)

Over the last two years, there has been an influx
of lesser-known, more affordable independent
brands (Mintel, 2020)

When looking at the overall purchasing of fashion
products, handbags are the most popular fash-
ion accessory bought in the last three months,
with over one in five (22%) women having pur-
chased one. (Mintel, 2020)
SOCIAL
TECHNOLOGICAL
44% of consumers who shopped online for products in the
last 12 months did so using their smartphone. This com-
pares to 38% last year. (Mintel,2019)

Mintel’s Digital Trends – UK, July 2019 Report found that
almost a third (32%) of UK consumers have been prompted
to buy a product or partake in an activity after seeing some-
thing on social media in the last six months. (Mintel,2019)

Growth in the UK online fashion market remains strong as
sales are expected to increase 13.4% to £23 billion in 2019,
meaning that the channel will capture a third (33%) of con-
sumer spending on clothing, footwear and accessories.
(Mintel,2019)

Over the year to August 2018, internet sales in department
stores increased by 26% (Rhodes, 2018) Internet sales in
total have increased by 14% on the year.
Not only is there a risk of higher tariffs on
goods both imported and exported, but
the movement of goods could also be de-
layed due to increased customs declarations.
(Mintel, 2019)

The current rate of Corporation Tax is 18%.
This is the joint lowest in the G20 - the world’s
largest 20 economies. This in turn will encour-
age more multinationals to invest in the UK.
Lower tax rates enable firms to invest more
which leads to higher growth and therefore,
higher tax revenues.

Post Brexit - ‘Retailers will need to prepare
for changes to import tariffs as well as con-
sidering their supply chain and how their
own exports into the EU may be impacted by
tariffs’ (CharlesRussell Speechlys, 2019)
LEGAL
“With the EU departure looming, economic growth has screeched to a halt, collapsing to just 0.1%
in the first quarter of 2018 – the UK’s weakest quarterly growth since 2012.”
(Phrasee, 2019)
The fall in the value of the sterling since the Brexit vote has created a raft of problems for retailers,
driving up import costs and forcing retailers to either absorb the costs or drive up prices. (Retail
Gazette, 2018)

A slowing economy - or perception of such - could result in reduced UK consumer spending. (FTI
Consulting, 2017)
Research indicated that the number of store openings from Asia- Pacific retailers increased by a
whopping 400% in 2018 compared to the year before. (Retail Gazette, 2019)

While lower interest rates encouraged short-term consumption during the mid-years of the past
period, debt-fuelled consumption is unsustainable and the boost is expected to have been short-
lived. (IBIS World, 2019)

2019 had the slowest rate of spending growth since 2010, largely driven by Brexit uncertainty. The
industry faced large-scale business restructuring. (Deloitte, 2020)

Revenue in the Footwear market amounts to US$14,353m in 2020. The market is expected
to grow annually by 1.1% (CAGR 2020-2023). (Statista, 2020)
ECONOMIC
Despite the political uncertainty in the UK the retail industry has continued
to thrive with both local and international retailers flocking to the capital.
London continues to be a lucrative hub for companies to set up shop in.
While there is always the presence of European companies in the UK the
past two years have also seen a rise in Asia-Pacific retailers expanding to the
UK. Consumer behaviour towards footwear and accessories have led to a
positive outcome where both footwear and accessories enjoy a substantial
market share in the retail environment. With the rise of conscious consumer-
ism and a large section of people in the UK are slowly becoming wary of the
brands they purchase from and the brands and implication on the environ-
ment. Additionally the UK also offers a very lucrative market for international
companies to expand through with various measures taken by the UK gov-
ernment to promote international investment. While factors like low interest
rates encouraged short-term consumption the uncertainty of the political
environment has discouraged consumer spending habits through a capacity.
FIG:34

28. 53
COMPETITOR ANALYSIS
FIG:35

29. 55
PORTER’S FIVE FORCES
THREAT OF NEW ENTRANTS
THREAT OF SUBSTITUTES
SUPPLIER POWER
BUYER POWER
COMPETITIVE
RIVALRY
As brands need sufficient capital and resources to support ex-
pansion to a new country; with Brexit a change in trade regula-
tions is going to affect a lot of European brands, hence launching
in the UK would be a much harder process. “For serious growth,
most fashion businesses rely on exports. With an increase in ex-
port tariffs, those brands unable to relocate their business or dis-
tribution outside of the UK will become more costly for stockists
to buy than their European competitors.” (High Snobiety, 2019)
THREAT OF NEW ENTRANTS: MEDIUM - LOW
COMPETITIVE RIVALRY: HIGH
Charles and Keith have manufacturers who produce products
solely for them. Hence “To ensure that the burgeoning busi-
ness is run smoothly, Charles & Keith made sure that it had
control over the entire chain of operations.” (Web.archive.org,
2015) Charles and Keith have over 30 factories in Malaysia and
China making products exclusively for them, hence the bargain-
ing power of suppliers is low as they have several options and
can switch to a different manufacturer. This provides an advan-
tage to Charles and Keith by diminishing suppliers' leverage.
The UK retail market is very saturated; London being one of the
most popular destinations for locals and tourists alike. There are
other alternatives that are more established like Kurt Geiger and
Topshop. The brand awareness of these brands are much higher
hence customers might pick these brands over an unknown brand.
Customer loyalty is low due to so many options available hence
they can easily switch to other brands. “Consumer spend growth
of footwear is set to continue, with a total growth forecast of 17.7%
predicted between 2018 and 2023 after inflation” (Savills, 2019)
THREAT OF SUBSTITUTES: HIGH
SUPPLIER POWER: LOW
BUYER POWER: HIGH
As can be seen in the figure above Charles and Keith is entering a highly
saturated UK retail market where consumers are spoilt for choice hence
the threat of substitutes is high. Having their own manufacturers is ben-
eficial to the brand as they have full control of the production process.
Due to the recent UKBrexit a lot of the european companies have been
discouraged to move their business to the UK which as a result makes
the threat of entry medium to low. Competitive rivalry is high amongst
competitors as Charles and Keith is facing stiff competition from their
rivals on the High Street. In a market as competitive as the UK the cus-
tomer controls the success rate of a brand. Due to the brand's limited
presence in the UK market it is difficult to stand out from their com-
petitors brands especially due to the lack of a physical store in the UK.
Charles and Keith’s products are all direct to consumers, they
don’t have wholesalers or concessions. All their stores are stand
alone in malls, high streets and airports hence they don’t have
to compete with brands on a wholesale level. Customer loyalty
is already on a decline due to the presence of several options.
Charles and Keith only has an e-commerce website in the UK
market and the existence of several other online stores offer-
ing a spectrum of footwear and accessories at a competitive
price increase the bargaining power of the customers especial-
ly given that brand recognition and awareness is relatively low.
Charles and Keith faces intense competition from spe-
cialist shoe brands like Aldo, Steve Madden,, &other sto-
ries as they are already established brands on the high
street and have existed in the UK market and hence have
a lot of experience understanding the UK market and
consumer. Most of these brands also have large financial
capital available to them to pay for advertising. Charles
and Keith does not hold any fabric or process patents,
hence its product portfolio could be copied in the future.
FIG:36

30. 57
BENCHMARKING
Shoes: £40 - £130
Bags: £30 - £110
Accessories: £9 - £59
Kids: £25 - £59
Shoes: £17 - £150
Bags: £55 - £150
Accessories: £5 - £98
Kids: £19 - £45
Shoes: £35 - £80
Bags: £35 - £75
Accessories: £8 - £45
Kids: £30 - £55
Product Fabric
Calf leather
Faux leather
Cruelty free fabrics
Breathable linings
Reviews
average of 4/5 stars
75% customers ap-
prove of quality
Product Fabric
Silk
Canvas
Leather
In-sock padding
Metal-free
tanned soles
Reviews
72% customers do
not approve of price
for the quality
Product Fabric
Synthetic fabrics
Rubber soles
No comfort padding
Reviews:
81% customers did
not approve of qual-
ity
Price
(Value
for money)
Quality
(Value
for money)
Selling
environ-
ment
– across all
channels
Shoes; 1507 items; Sizes:
UK 2-8
Heels, Flats, Sandals,
Boots, Pumps, Wedges,
Mules, Sneakers
Bags; 600 items
Crossbody,Handbags,
Shoulder bags, Totes, ,
Minibags , Clutches, Buck-
et bags
Short and Long wallets
Wristlets and pouches
Card holders
Accessories, 117 items
Belts, Bag straps , Key-
chains , Sunglasses, Jew-
ellery
Kids ,Shoes,Bags
12 items
Reach
700 stores worldwide
Ships to 70 countries
Mobile App
Strategy
Store standardization
Standard decor and
merchandising
Scent marketing
Social media pur-
chasing
Facebook
Instagram
Reach
UK and EU only
20 stores
Mobile app
Ships to 28 countries
EU focus
Strategy
Contemporary store
interiors
Store standardiza-
tion
Social media pur-
chasing
Instagram
Reach
200 stores across
100 countries
Ships to 97 coun-
tries
Mobile app
Strategy
Store standardiza-
tion
Social media pur-
chasing
Facebook
Instagram.
Range –
width and
depth
70 items; SIzes: UK
3.5-7.5,Trainers,
Heels, Sandals, Boots,
Flats, Loafers, Mules
External brands
Adidas, Veja, Reebok
Bags; 53 items
Crossbody bags,-
Totes, Travel bags ,
Wallets, Purses
Accessories; 113; Hats
Gloves, Scarves, Hair,
accessories,Sunglases
Belts
Kids
73 items
Shoes
Accessories
Shoes; 562 items
Sizes: UK 2 - 9.5
Heels , Sandals, Sneak-
ers, Mules, Platforms,
Boots
Wide fit available
Bags; 187 items , Top
handle, Totes, Cross
body, Backpacks, bum
bags, Clutches, eve-
ning bags, Purses and
wristlets, Shoulder bags
Accessories; 347 items
Sunglasses,Scarves,
Hairaccessories,
Gloves, Belts, Jewel-
lery, Hats
Kids; 79 item, Footwear
only
Uniqueness
Quick design to produc-
tion turnaround
Large design variety
High quality
Affordability
Equal focus given to Foot-
wear and bags

‘Modern lifestyle mar-
ket’
Stock external brands
Larger footfall
Differentiation strategy
In-store cafes
Built brand equity and
integrity, popularity
over 42 years
Trendy, affordable
footwear
People-centric philos-
ophy
Presence in emerging
and mature economies
Easily recognizable
brand
Use FSC certified paper
Collaborations:
UN Entity for Gender
Equality, Breast Can-
cer Foundation, World
WIde Fund for Nature,
FREESET
Capsule Collection
She Can Be collection
USD 100,000 for girls’
education and em -
powerment , Sustain-
able sneaker collection,
Helps capture CO2 from
atmosphere
International standards
Universal Declaration
of Human Rights , ILO
Core Conventions
Sustainable and ethical-
ly conscious brand
Clothing return
scheme
Recycle unwanted
clothing
Transparency
Materi rces,
Supply chain, Factories,
Producers
Green-washing accusa-
tions
Umbrella company:
H&M
Accusations of under-
paying workers
75% factories lack trade
union representation
Sustainable packaging
“Take the Box not the
Bag” campaign (2019)
Carbon footprint reduc-
tion; Boxes made 80%
from post-consumer re-
cycled material
Created eco-tote;
against single-use items
Profits donated to
ocean support causes
Energy efficiency Re-
duced emissions by
33%; Climate neutral
Certified by South Pole
Ship Smart Initiative
Reduced product air
transport by 70%
Ethics hotline (24/7)
Social
Media
Instagram, 1.3m follow-
ers, Facebook 1.2m likes,
Twitter 13.7k followers,
Youtube 5k subscribers
(Platform for campaign
videos)
Main channels
Instagram and Facebook
+1120 followers daily
Low engagement; Avg 3
comments and 2 likes
<5 comments on Insta-
gram posts
Sponsored posts and sto-
ries; Direct shopping
Instagram, 477k followers
Main channel, Posts every
2 days, Sponsored posts
and stories
Steady engagement rate
Avg 20 comments and 2.5
likes
Content, Product shots,
Lifestyle photos from,
Home products
Direct shopping
Facebook, 74k likes
Direct shopping
Twitter, 2144 followers
Youtube,210 subscribers
Instagram, 2.9m followers
Product shots and influ-
encers, Facebook, 5.5m
likes, Twitter, 137.8k
followers, Youtube, 7.5k
subscribers
,TikTok ,805.8k followers
Pinterest,65k followers
Main channels
Instagram and Facebook
Content upload thrice a
day,High engagement
rate, Avg 7k likes, 200
comments ,Direct shop-
ping
Sponsored posts and
stories
CSR
CHARLES & KEITH
ARKET ALDO CHARLES & KEITH
CHARLES & KEITH
ARKET
ARKET
ALDO
ALDO
FIG:37
The reason for comparing Charles and Keith to
these two competitors is because aesthetically Arket
has a similar range of products and Aldo has
a more affordable price range which is cheaper
then Charles and Keith products. Based on the
Benchmarking illustrated in the table, Charles &
Keith has a competitive advantage over the other
two brands in terms of their product offering with
their ability to churn out 20-30 designs on a weekly
basis. Being a specialty brand focussing on both
shoes and bags gives them a competitive advantage
over their competitors. Along with taking a variety
of initiatives towards sustainability the brand
also gives great importance to ethical responsibility
towards social issues like creating an online
exclusive capsule collection where all proceeds
went to women in India previously entrapped in
sex trade, whereas Arket has been accused of green-
washing. Competing with Aldo and Arket they
fall short of being transparent as they are still in
the process of making details of their entire produc-
tion process readily available. Their biggest
disadvantage as a new brand is their lack of brand
awareness which increases the competition they
get from the other two brands mentioned. Being
a very popular Scandinavian brand, Arket had already
established themselves prior to launching in
the UK. Aldo has been in the UK market for over a
decade and a half establishing themselves at the
forefront of High Street footwear retail. Not only
does Aldo have a wider presence across all social
media channels, with the latest one being Tik-Tok
but their engagement rate is also higher.

31. 59
Trendy
Price +
Price -
Massmarket
POSITIONING MAP
In the current market scenario Charles & Keith has
been positioned as a brand that is affordable and also
trendier than some of its other competitors. This map
focuses on two factors: Fashionability and Price. In
comparison to its competitors, Charles & Keith has a
strong product offering, focussing equally on footwear
and bags. The main factor that differentiates the brand
from its immediate competitors like Arket and &other-
stories are that they specialise specifically on footwear
and accessories as opposed to the other brands that
also have clothing and homeware. Their main compet-
itors in terms of fashionability are Arket and &othersto-
ries and in terms of price are Aldo and Zara.
FIG:38
The market is already saturated with a lot of competitors but as
illustrated on the map there is a gap for a brand that is trendy
enough to compete with contemporary brands and affordable
enough to compete with mass market brands. In addition to its
varied product offering, the brand is also working on launching
an affordable bridal range and their second sustainable collec-
tion. Charles & Keith has taken several ethical and social respon-
sibility initiatives towards their employees and production part-
ners and also created sustainable collections. This factor also
plays an integral role in setting them apart from their competi-
tors in the market.

32. 61
DEMOGRAPHIC GEOGRAPHIC PSYCHOGRAPHIC BEHAVIOURAL
CONSUMER SEGMENTATION
The main consumer group belongs to the Millennial or Gen
Z generation. The age range of their core customer is 21-30,
but Charles & Keith designs products that are suitable for
women who are also 35+. Women in their mid 30s to early
40s are lucrative consumer segment for their kids range. Ma-
jority are working professionals and students; with a dispos-
able income or in case of students either have part-time jobs
or are international students who are financially supported.
These consumers work in a range of industries like retail,
marketing, creative, law, banking etc. The average monthly
income of most of the consumers are between £800- £2200.
The UK has a surge of international students who primarily
come from Asian countries like China, India, Malaysia where
Charles and Keith is predominant in the market hence the
probability of them being familiar with the brand is also high.
They also make up a large section of the target consumer.
.
These consumers in the UK, are mainly people
who live in metropolitan cities like London,
Birmingham and Manchester and urban areas
that are in the outskirts of cities. The younger
consumer segment also live in student towns
like Bristol, Sheffield, Nottingham etc. Howev-
er since this business operates mainly online,
it will not be limited towards the metropolitan
crowds. According to the Acorn User Guide
these consumers largely fall into the following
groups: D City Sophisticates, E Career Climb-
ers –K Student Life (Acorn User Guide, 2014)
In the UK, this consumer segment is mostly young and they have a
very different outlook on spending habits. They value self over the
validation they get from others. In a generation of social media es-
pecially Instagram where “54% of female UK consumers use Insta-
gram (Avocado Social, 2019), these consumers are spoilt for choice
with various brands to choose from hence the brand loyalty is com-
paratively less and they usually prefer to purchase from a wide va-
riety of brands. “If brands are shrinking in importance, social me-
dia is growing. Millennials are turning to their online networks when
making purchasing decisions.” (Goldmansachs,2018) This group of
consumers also prefer shopping online as it saves time and effort
and helps them make informed decisions while choosing brands.
The convenient nature of online shopping along with features like
next day delivery and promotional deals appeals to the younger con-
sumer. “Around 45% of millennials say same-day delivery is import-
ant.” (Drenik, 2019) These buyers value factors like sustainability and
ethical responsibility. They prefer to purchase quality over quantity
along with brand uniqueness rather than just buying into the brand
name. This segment cares more about a brand story rather than just
the products they offer. “72% of all Millennials agree that they would
rather spend their money on experiences than possessions.” (Mintel,
2019) This generation of consumers care about how brands repre-
sent themselves in media, in regards to being diverse and inclusive.
80% of UK consumers state that they don’t look out for a brand’s popularity
while making a purchasing decision
Based on the primary research conducted for this report, 74%
consumers aged between 21-35 said that they consider dynamic
digital engagement before purchasing from a brand while 37%
consumers said that they are more likely to click on an email
with a promotion. Maintaining customer loyalty in a highly sat-
urated market like the UK is imperative for a brand; this ensues
a number of factors like price, quality and personal satisfaction.
96% consumers said that they are more likely to purchase again
from a brand that gives them a sense of satisfaction while 98%
said that the quality also plays a role in their decision making.
When looking at an e-commerce website, 88% respondents also
stated that the ease of search is essential while browsing and
shopping on a website. 69% respondents aged between 18-35
said that the retail experience is very important while choosing
a brand. Consumers are becoming constantly conscious of the
brands they purchase from in terms of ethical responsibility and
sustainability hence in some cases these aspects are becoming
deciding factors towards their purchasing decisions. “Millenni-
al social awareness is part of their work life because they have
grown up with the internet and social media.” (Forbes.com, 2019)
FIG:39

33. 63
CONSUMER MOODBOARD
FIG:40

34. 65
PEN PORTRAIT
Aideen, 30
Profession: Marketing Manager at Zara UK
Location: Clapham, London
Living in London and working in the fashion industry, she is always aware of
the new and latest trends and keen on experimenting with them. She likes to
wear a mix of affordable and luxury brands. She is also an avid online shopper
who is always on the lookout for new independent brands to shop from. Her
preferred method of discovering new brands is Instagram and influencers. She
considers herself a loyal customer to a few of her selected favourite brands.
Quality and customer service are the two most important factors for her while
selecting a brand. She believes that the current footwear brands available in
the UK are all similar looking from a design standpoint and no brand specifi-
cally stands out to her as unique.
Her favourite brands range from street wear brands like Zara, Mango and
Weekday to luxury brands like Chanel and Celine. She leads a healthy lifestyle
working out almost 7 days a week and eating healthy for the majority of the
week. She also likes to have a booming social life where going for drinks with
friends is always on her itinerary. One of her favourite pastimes is online shop-
ping and she spends most of her money on clothes and skincare. Her sense of
style is minimalistic and her entire wardrobe only consists of neutral colours.
She also likes to look out for any fashion events happening in town and usually
makes it a point to attend them. While she's open to buying footwear online
she is also sceptical purchasing from new online brands due to sizing issues.
Annyee, 23
Profession: Freelance Graphic Designer
Location: Hoxton, London
Living in London and having studied at London College of fashion she has always
been in touch with the fashion industry. Being a fresh graduate living in London
she mostly shops from High Street brands even though she agrees that t brands
that currently exist in the UK market are all very similar and nothing specifically
stands out to her. Originally from Malaysia, she has always been a Charles and
Keith customer and was also aware that they have a UK website even though she
admits that sometimes she forgot that they ship to the UK because she's never
seen an advertisement for them anywhere. She says that there is a lack of fun
and edgy affordable brands and hence she's always on the lookout for a variety
of online stores especially on Instagram and Twitter. Her general opinion on the
current High Street is that the brands are all quite repetitive and somewhat low
quality for the prices.
Being a freelance designer she does not always have the same schedule but her
favourite downtime includes playing video games online windows hopping and
watching TV. Her favourite weekend activities are working on personal projects,
experimenting with food and staying up late to watch TV. When asked what is
the most important factor while buying footwear online she said the return pol-
icy. She describes her style as a mix of every day and eclectic pieces especially
her leather jacket collection which she has collected over the years from a vari-
ety of vintage stores all over London. But when asked to prioritise the products
she spends the most of her money on, make up and skincare top her list.
FIG:41 FIG:42

35. 67
EXISTING PRODUCTS NEW PRODUCTS
NEW MARKET
MARKET
PENETRATION
MARKET
DEVELOPMENT
PRODUCT
DEVELOPMENT
DIVERSIFICATION
EXISTING MARKET
The Charles & Keith UK website has been up for 2 years yet
brand awareness is still quite low. The majority of UK consum-
ers haven’t heard of the brand. Inspite of being featured on
magazines like WhoWhatWear and Refinery29 and having a
huge following on social media their brand awareness is low
due to the lack of UK centric marketing activities and as a re-
sult their ecommerce website’s performance is substandrad
with less than 500 visits a day.
The Ansoff matrix has been used to highlight the two main
strategies the marketing plan will entail: market penetration
strategy and product development strategy These two srar-
tegies will be utilised to devise an improved plan to help in-
crease brand awareness and recognition in the UK market.

Market Penetration: A UK centric Instagram account will be created to specifically cater to UK audiences which will aim
to increase audience interaction in the market. This Instagram account will be further imposed through influencer mar-
keting. There will also be improvements suggested to their mobile app to successfully to increase customer retention
along with an improved email marketing campaign to effectively engage with their existing customers.

Product Development Strategy: This will be done through making a collaborative capsule collection of footwear and
accessories between Charles & Keith and womenswear brand Rixo. A communication plan will be devised to promote
this collection amongst existing customers and new potential customers.
PROPOSED STRATEGY
FIG:43
FIG:44

36. 69
EMAIL MARKETING
OBJECTIVES
- Increase customer engagement
amongst their existing customers.
- Get to know their UK consumer
more in-depth.
- Increase CTR (click through rate) on
their emails by 35%
- Increase website visits by 30%
- Grow email subscriber list by 25%
STRATEGY
Customer Engagement
Customer Retention
Develop a new email market-
ing plan and redesign the for-
mat of the existing email
TACTICS
CHANNELS
Digital Media (Email Campaign)
Emails are sent out every two days, hence fre-
quency is high which leads high unsubsribe
rates and a reduced Click Through Rate to the
actual website. ‘Email is a core push channel;
it is very cheap and large scale, but therefore
prone to abuse through over-contact.’ (WARC,
2016) Even though the emails aim to engage
their customers, sending out emails too fre-
quently will discourage customers.
The current design format of the emails
take a more generic approach to design-
ing emails with one lifestyle image fol-
lowed by a vertical section of product
images. The overall email look is crowd-
ed with too much content and and as
a result, the readability of the email re-
duces. This can potentially lead to their
users unsubscribing from these emails.
“Email marketing is probably the most effective digital method of marketing your online busi-
ness because it is fast, cost-effective, personalised, flexible and, above all, targeted.” (Wynne,
2011) As of 2019 there are 3.9 billion email users worldwide as opposed to 3.4 billion social media
users worldwide. According to Statista, email usage in the UK is predicted to grow by 2 to 3%
each year from 2018 to 2023. (Statista, 2020) “The importance of email to a business cannot be
understated. It remains the primary channel that both marketers and consumers prefer across all
stages of the customer lifecycle. It’s able to assist brands to enhance customer experience across
each stage of this journey like no other channel,” says Tim Bond, Head of Insight at the DMA.
(telemedia.co.uk, 2020)
The new design will feature features a fresh take on the layout, with the fo-
cus on campaign pictures rather than just using product visuals. The use
of negative spacing with pops of color places a clear central focus on the
product. The information is perfectly aligned with an angular vertical zig-zag
layout for easy skimming. The addition of a bright colour along with care-
fully curated content makes for a more visually appealing experience for
the customer. As seen on the prototype, the product collection is placed
at the bottom of the image for customers who would be interested to ac-
tually scroll to the bottom to view the range of products on the website.
PROPOSED EMAIL MARKETING PLAN
A survey email format will be added to the email cam-
paign where customers will be sent interactive survey
emails which will consist of feedback emails and inter-
active questionnaires designed with the objective to in-
crease customer engagement. This will help the brand
gain data on the preferences of the UK consumer to bet-
ter curate products for the UK website while also estab-
lishing a rapport between themselves and their consumer.
Format of the email
Survey emails
The customers will be given an incentive to complete this survey
where upon completion they will be given a 10% discount (full
price and sale items) the first time and then after completing four
surveys they will be given a 20% discount on full priced items.
Instead of sending emails every 2-3 days l, this
plan proposes to send out emails once a week
and 2-3 times a week only during sale periods
like Black Friday and Boxing Day.
While Charles and Keith does employ email marketing, they do not seem to
have a consistent email marketing plan for their customers in the UK. This im-
pacts their brand awareness in the UK because the brand isn’t recognisable
to a large number of people. Currently the three different types of emails they
send out are..- promotional, sign-up and content emails (eg: collection launch-
es). There are three issues detected within their email marketing system;
The emails that are being sent out seem
to be specifically designed to be viewed
on a desktop screen, the mobile view does
not display consistently.
42% of emails are being opened
on smartphones or tablets
Average email click-to-open rate
in the UK is 13.4%
You’re going for brunch with friends; which bag are you taking out?
A: Sling bag
B: Tote Bag
C: Backpack
D: I’m not a bag person.
NYE is here; what are you wearing with your outfit?
A: Glitter heels
B: Ankle boots
C:Trainers
D: Thigh high boots
FIG:45
FIG:46

37. 71
FIG:47

38. 73
MOBILE APPLICATION
OBJECTIVES
STRATEGY
TACTICS
CHANNELS
Increase customer engagement
amongst existing customers
Increase brand loyalty amongst
existing customers
Increase customer satisfaction
Increase click conversion rate
Creating brand visibility
Raising brand awareness
Create a seamless shopping experience
Re-designing the existing Charles & Keith app
Creating Push notifications for new promotions
and abandoned carts on the app.
Creating special promotions in the app
Digital Media (Mobile App)
Retail apps help drive engagement
and build brand loyalty while meet-
ing consumer expectations. “Reten-
tion and loyalty are easier to drive
through apps, and push notifica-
tions and in-app messaging are very
important to this, (Drapers, 2020)
- It’s an exact copy of the webpage- like they made a mobile app for the sole reason
of owning an app.
- The graphics aren’t focussed on reflecting the brand identity of Charles & Keith
which includes flashing GIFs and texts which aren’t in sync with the brand image.
- None of the images are optimised for mobile use.
- Landing page is very long for a mobile app
- There are a number of pop ups which hinder the user experience
- It has a sidebar for it’s main menu which is laggy and freezes sometimes while
using the app.
Overall, a very tedious journey with Too much going on. A mobile application is
supposed to be a seamless customer journey who is trying to shop on the go.
Apps help collect consumer data like
browsing habits and shopping history bet-
ter than websites. This data can be used to
create a more personalised experience for
the consumer along with push notifications
to keep the app at the front of consumer’s
minds. “As the mobile channel becomes
critical for retailers, more consumers
are leveraging the apps to buy, browse,
read product reviews, access coupons
and find a local store,” (wwd.com, 2020)
Solution for the design issues detected:
Charles & Keith does have an app that is available to download but
there were issues detected within the app:
The visual prototype of the app considers both the
design and technical issues detected and improves
it to make the customer journey smoother. The new
version includes features that increase customer
engagement like doing a quick 5 question survey
which upon completion will show a personalised
recommended product section for each customer
and also an Instagram section curated with their
customers donning their designs. The new app will
also have a section which will highlight active pro-
motions going on and automatically apply the pro-
motion in the cart if the products are eligible for it.
25% of e-commerce traffic coming from
apps in 2020.
“Done well, retail apps engage
both in and out of stores with
personalised experiences”
67.7% of 16-to-24-year-olds prefer to use
retailers’ mobile apps over mobile-opti-
mised websites.
- Simplify the design. Reformat it.
- Using limited but stronger visuals as opposed to many weak images.
- Getting rid of the footer which takes up a lot of screen space and serves
no purpose
- Introducing a vertical scroll for two purposes: Instagram # posts and a
“You may also like..” section with recommended products based on search
history.
- Replace sidebar with a bottom navigation bar (Account, Wishlist, Home/
Style, Shop)
- Creating push notifications informing customers about new customers
and abondoned carts.
- Creating a live chat window; currently it is only available on the website
FIG:48

39. 75
FIG:49

40. 77
SOCIAL MEDIA STRATEGY
OBJECTIVES
STRATEGY
TACTICS
CHANNELS
Create and Increase brand awareness.

Increase Instagram following by 20% on the Charles &
Keith UK account.

Increase customer retention rate by 15%

Increase consumer engagement on their UK Instagram

Strengthen brand presence in the UK
Use both earned and paid media to engage
consumers through the use of intriguing social
media images and video.
Create an Instagram account specifically
for the UK market

Influencer Marketing
Instagram
56% UK residents aged between, 18 - 34 use Instagram.
Why does a Charles & Keith need a UK Instagram account?
Distinguish the brand’s locations: Creating an Instagram account specifically for the UK
market, will encourage local users to use that account to directly visit the UK website. .
Target Consumer: Charles and Keith’s usual customer is 26- 35 while in the UK they want to tar-
get a younger consumer aged between 21- 30. This difference in target audience means that the
content will differ as well.
Different products or services: Majority of the Brands established markets are in tropical countries
while in the UK the majority of the weather is cold hence this hinders the brand from posting branded
content specifically for a country Eg: There is a lack of instagram content focussed on winter footwear
which can possibly alienate UK and European customers.
Regional Promotions: creating a UK account will help target consumers with promotions specifically
happening in the UK. eg: Boxing Day
INSTAGRAM PROTOTYPE
SAMPLE SOCIAL MEDIA PLAN
Primary (and only) channel of choice – Instagram
Develop social media content plan – 4-5 posts per week; (images, vid-
eos, stories, polls)
Develop blogging schedule – 2 posts per month (online website; direct-
ly linked on Instagram)
Review social media analytics software and perform competitor analysis
Analyse consumer activity and engagement data collected on Face-
book Analytics
Weekly budget planning for sponsored stories and posts
Instagram Videos get up to 21% more interactions
FIG:50
FIG:51
FIG:52
FIG:53

41. 79
INSTAGRAM MOODBOARD
FIG:54
This mood board illus-
trated shows an ‘Insta-
gram flow’ craeted to
highlight the type of
content that the UK In-
stagram account would
post to effectively en-
gage their customers.

42. 81
Charles and Keith have used Influencer marketing
as a marketing tool on several occasions. They have
had successful collaborations with influencers like
Irene Kim aand Linda Tol. They also hosted a string
of events focussing on influencers in Singapore, Paris
and a influencer trip to Formentera where they invit-
ed fashion A-listers like eia Sfez, Maria Bernad, and
Oumaya Elboumeshouli. They also worked with song-
stress duo Mafalda and Cailin Russo. Their Instagram
account is full of popular bloggers spotted in their
designs honning the hashtag #ImwithCharlesKeith
“Influencers have become one of the biggest talking points in the UK
retail industry at present, with retailers increasingly trying to understand
what the rise of social media influencers means for their business and
how they tap into the power that these people now have.” (Mintel, 2019)
Research on influencers for Mintel’s Digital Trends – UK, July 2019 Report
found that clothing and accessories are the products that consumers are
most likely to buy after seeing someone use or recommend them on so-
cial media, with YouTubers and vloggers, sports stars, actors and musi-
cians the most influential people at present. (Mintel, 2019) According to
primary research conducted for this report 57% of people said that they
look to social media for fashion inspiration and would purchase a product
endorsed by an influencer. 32% of UK internet users have been prompt-
ed to buy a product or partake in an activity after seeing an influencer
use/recommend it on social media in the last six months. (Mintel, 2019)

OBJECTIVES
STRATEGY
TACTICS
CHANNELS
Increase brand visibility on the UK Instagram
Generate traffic on e-commerce website
Increase customer conversion rate by 15%
Increase Sales on their UK website
Influencer Marketing
Content Marketing
Affiliate Marketing
Sponsored content
Instagram account takeovers
Instagram
INFLUENCER MARKETING
This will be done through influencers who have a fol-
lowing over 100k. 4-5 influencers will be used to push
content about the Charles & Keith UK account. They
will do two posts and one story each; this will be aimed
at promoting the new UK Instagram account and to
promote any upcoming product launches. They will
also be sent products to produce the required content.
They will be paid based on a pre established amount
depending on the number of posts and stories they do.
The influencer marketing plan will be done on their new Instagram account. This would be the first step towards localisa -
tion. Influencers selected for this program will be picked considering factors like their average engagement rate, consisten -
cy of content creation and size of potential audience. To ensure complete transparency towards users, all the influencers will be di-
rected to use #ad or #sponsored on their Instagram while posting about the brand. They will use influencer marketing in two ways.
INFLUENCER MARKETING PLAN
This will be done with micro-influencers who have a following of less than 30k. 10 - 15
influencers will be given a unique code each to promote on their accounts. They’re more
influential in their own niche markets than macro influencers with a large following. In a
study conducted by Markerly which looked at 800,000 Instagram users, suggested that
“Those with less than 1,000 followers generally received likes on their posts 8% of the time.
Users with 10 million+ followers only received likes 1.6% of the time.” (Forbes,2018) The
micro influencers will work on a code based affiliate system. They will get paid based on
a ‘Cost per action’ system where they will get 10% of each purchase made using their link.
CONTENT MARKETING: AFFILIATE MARKETING:
The influencer moodboard shown below is a visual representation to give an idea of the type of influencers the brand will work
with in the future; which includes content creators for fashion, lifestyle, travel and music. The influencers chosen to work with the
brand specialise in a variety of fields but mainly focussing on fashion and lifestyle. A list will be established to chalk out what peri-
od will be the most effective to work with certain influencer. Eg: Travel bloggers will be worked with more often during summer time during
Charles & keith has also had successful collaborations with influencers in countries like Malaysia, South Korea and Indonesia and it ultimate-
ly aims to do the same in the UK market as well. eg: “Marketing leaders at Beats by Dre, a premier headphone brand, suggest the com-
pany's popularity and growth was driven by "impassioned influencers" and "luminaries" not by target demographics.” (WARC,2019)
FIG:55

43. 83
INFLUENCER MARKETING MOODBOARD
OBJECTIVES
STRATEGY
TACTICS
CHANNELS
Create and Increase brand awareness.

Increase Instagram following by 20% on the Charles &
Keith UK account.

Increase customer retention rate by 15%

Increase consumer engagement on their UK Instagram

Strengthen brand presence in the UK
Improve user experience across website

Build a variety of backlinks

Target local searches with local landing pages
Drive awareness to the website, lead
generation and increase business inqui-
ries through SEO to reduce PPC spend.
SEO Marketing
SEARCH ENGINE MARKETING
Content Marketing: Currently C&K has a ‘magazine’ on their website that helps to
engage the audience and increase visibility of their website. The engagement met-
rics that will be used to measure the success rate of the SEO campaign are:
Conversion rate: This will be used to measure the click to conversion rate from so-
cial media and email to the website.
Time spent on the page: This will help track how long the consumers are spending
on the website and if intended content is actually being read and used by the con-
sumer.
Pages per visit: This metric will be used to understand if reading the content is help-
ing users move on to the next section of their consumer journey and helping them
purchase products.
Scroll depth: This measures how far visitors scroll down individual webpages, which
determines what content is popular and the order in which they should be dis-
played to ensure the optimum usage of the website.
SEO is the process of improving ranking in search engine results by making optimisation
changes to your website. PPC, on the other hand, is an online advertising tool in which ad-
vertisers pay their host in advance. (Wynne, 2011)

Charles and Keith doesn’t currently have any SEO marketing hence their google ranking is
low. This affects the traffic the website receives. The use of SEO will help measure and track
the performance of the website. This SEO campaign will be launched through three types
of SEOs: Keyword search, Content search and search engine marketing. “Professional SEOs
track everything from rankings and conversions to lost links and more to help prove the value
of SEO.” Moz.com, 2020)
Useful keywords and keyword clusters will be used to create an effective SEO campaign. This
will increase brand awareness and encourage organic searches on google and organic traffic
to the website while increasing brand visibility on google search. The website overall will be
optimised to increase the time the user spends on the website. The following features will be
used to ensure optimal usage of the SEO campaign.
FIG:56
FIG:57

44. 85
MEASUREMENTS: KPIs
EMAIL MARKETING MOBILE APP SOCIAL MEDIA MARKETING SEO MARKETINGINFLUENCER MARKETING
Brand engagement Brand engagement Brand engagement Brand engagement Brand engagement
Clickthrough rate: (Total clicks OR unique clicks ÷
Number of delivered emails)
Conversion rate: Number of people who completed
the desired action ÷ Number of total emails delivered
Bounce rate: Total number of bounced emails  ÷ Num-
ber of emails sent
list growth rate: Number of new subscribers) mi-
nus (Number of unsubscribes + email/spam com -
plaints)] ÷ Total number of email addresses on mail -
ing list]
Email Open rate
Unsubscribe rate
Brand awareness
Subscriber list growth rate
Number of active users
Number of logins
Daily active users
Monthly active users
Number of purchases
Brand awareness
Number of downloads
Number of registrations
Social shares
Number of likes per post
Number of comments on per post
Number of reposts per posts
Number of mentions
Number of Followers per day
Check social media analytics tools for reach and
engagement.
Suggested analytics tools: Linkshare and Google an-
alytics Google trends
Brand awareness
Number of people viewing stories
Cost per click
Click through rate
Referral traffic measured through analytic tools like
Google analytics
Number of likes on sponsored posts
Number of comments on sponsored post
Number of viewed stories
Brand awareness
Signup growth rate on website
Number of likes
Click to conversion rate
Number of sales using unique link
Percentage of referral traffic
Percentage of non-branded search traffic
Keyword rank increases
Organic search performance
Click to conversion rate
Organic landing page bounce
Brand awareness
Bounce Rate
FIG:58

45. 87
FIG:59

46. 89
STRATEGY
CHANNELS
TACTICS
Collection will be available on the Charles & Keith website
and the Rixo website.
Also available on Charles & Keith’s Instagram and Face-
book shop.
The collaboration between these two brands will be a limited-edition cap-
sule collection. This will include three handbags, a makeup pouch and two
pairs of shoes. This collaboration will combine C&K’s minimalistic designs
with Rixo’s colourful and edgy prints. By launching limited edition prod-
ucts, brands can create excitement and build brand awareness, amongst
both new and existing customer. It also shows existing customers that the
brand understands what they want, this further increases brand value and
makes the brand even more dedicated. This helps two brands with simi-
lar target consumers to significantly overlap their customer bases to create
something their customers are going to love. It helps create a ‘broad glob-
al footprint’ of the brand. “Collaborations satisfy an increasing consumer
need for “newness and nowness”, according to Katy Lubin, vice president
of communications at fashion search platform Lyst.” (Vogue Business, 2019)
BRAND COLLABORATION
Use of effective images and videos to promote the
campaign pushed through online media and social
media as well as an exclusive launch party to create
desire and awareness.

Influencer Marketing

Instagram Filter
Create desire and awareness through promotional strategies.
OBJECTIVES
Increase Brand Awareness
Strengthen brand presence in the UK
Generate traffic on social media
Increase daily visits to their website by 20%
To sell at least 500 products in the first two months of
the launch
“Innovative events and attractions, such as integrating social media
connectivity into stores, and building exclusive ranges that require
shoppers to get hands-on, can help drive footfall and deliver a boost
to our high street.” (Retail Gazette, 2018) A collaboration is an effec-
tive way for brands to generate hype and get itself brand in front of
potential customers. It increases brand reach; as it’s potentially taking
two sets of customers and showing them how both of the brands can
be trusted. Eg: Junya Watanabe X The North Face, Moschino X H&M.
This will give both the brands
an opportunity to enhance
their creativity levels and
come up with a line of prod-
ucts that will combine both
the brands’ respective ele-
ments of knowledge, resourc-
es and expertise.
WHY a collaboration?
INCREASE MARKET SHARE
Charles and Keith and Rixo can
share their expertise and offer a
unique range of products to their
customers which will help them
gain competitive edge and in-
crease their market share. They
will benefit from higher return on
investments and will be able to
grow their overall worth.
KNOWLEDGE SHARING
INCREASE BRAND REACH
This collaboration will generate
higher revenues and profits by in-
creasing the sales of products using
a variety of offline and online mar-
keting methods. This collaboration
will be used as a strategic tool and
medium for both the firms as get-
ting attached to each other’s brand
name through an alliance would re-
sult in enhanced brand value and
reach.
WIDENED CUSTOMER BASE
This will give Charles & Keith
an opportunity to increase
their base of customers by
introducing the brand to
Rixo’s entire customer base.
This collaboration will generate publicity for
both the brands not only amongst custom-
ers but also industry professionals. Charles
& Keith and Rixo will use an essential mix
of marketing channels to make the custom-
ers aware of the alliance and to inform them
more about the collection.
HIGHER PROFIT
FIG:60

47. 91
BRAND INTRODUCTION
Rixo is a London based womenswear brand founded by Henri-
etta Rix and Orlagh McCloskey. Retail prices range from £65 for
printed silk scarves to £365 for a sequin midi-dress. They have
130 stores and 100 wholesale accounts, including Liberty, Har-
rods and Selfridges in London and Saks Fifth Avenue in the US.
They are also set to launch in LA and Australia. Loyal fans include
Holly Willoughby, Lily James, Kylie Minogue and Sandra Bullock.
80% of their e-commerce comes from mobile. Their collection
usually consists of dresses and separates featuring flamboyant,
colourful patterns hand painted in London and printed on lux-
urious silk crepe de chines in Italy and China. (Fashion Capital,
2020) “Net-a-Porter revealed that not only are they increasing
their buy of Rixo stock year-on-year, but demand for the label has
grown on their site by almost 300% since 2017.” (Teather, 2020)
WHY RIXO?
RIXO CHARLES & KEITH
Inclusive
Empowering
#HumansOfRixo
Timeless silhouettes
Sustainability
Contemporary
Innovation
Modern
Minimalistic
Affordable luxury
Pastel colours
Bright colours
Independent
#IMWithCharlesKeith
Ethical Responsibility
Distinctive prints
High-quality
High-street
Cosmpolitan
Wanderlust & free spirit
COMPLEMENTARY MARKETING GOAL
RIXO
CHARLES
& KEITH
Appeal to a new market (high-street consum-
ers) by creating a collection affordable by larger
masses
Increase brand awareness and visibility
Target Consumer age: 24-35 Target Consumer age: 21-30
FIG:61
FIG:62
FIG:63
FIG:64
As depicted in the figure above, Charles & Keith and Rixo share
common values as both the brands focus on empowering their
consumer. Though they operate at different price points, their
target market is similar, with both targeting the millenial wom-
an aged between 21-30. Both companies place value in high
quality products. Sustainability is at the core of both companies’
operations. The stark contrast in their aesthetic will make for a
very interesting and compelling collection which will excite both
customers and industry professionals and garner attention on
social media. .

48. 93
RANGE PLAN
HEELED ANKLE BOOTS
FABRIC: Suede, Embroidery
MAKEUP POUCH HEELED SANDALS
FABRIC: Faux Leather FABRIC: Satin
PRICE: £120 PRICE: £30
PRICE: £100
FIG:65.1 FIG:65.2 FIG:65.3

49. 95
STARPRINT HANDBAG
FLORAL PRINT HANDBAGYELLOW PRINT HANDBAG
FABRIC: Suede, Faux Leather, Embroidery
FABRIC: Faux Leather, Fabric print FABRIC: Faux Leather, Fabric print
PRICE: £120
PRICE: £95 PRICE: £95
FIG:65.4
FIG:65.5
FIG:65.6

50. 97
CAMPAIGN POSTER
COMMUNICATION PLAN
Instagram
Instagram Filter

Influencer Marketing
Mobile App
Website
Print Media
Youtube
Newsletters
Bus Stop AD
Photoshoot
Invite
Launch Party
Press Release
PRE LAUNCH
PR Package
LAUNCH
Generate a substantial brand awareness of the Charles and
Keith X Rixo capsule collection among the target audience by
achieving a minimum of 200 K followers on Instagram before
the launch of the campaign.
Generate interest and hype on Instagram about the capsule
collection leading up to the launch party
Build a loyal following of the brand by achieving a social media
engagement rate of 12- 15% consistently throughout the first
12 months of the campaign launch.
Continuously drive traffic to their official website by using a
multichannel communication plan to increase brand awareness
through appealing content throughout the first 12 months and
thereafter.
Communication Objectives
FIG:66
FIG:67.1
FIG:67.2

51. 99
INSTAGRAM

According to Statista.com, there were 24.46
million Instagram users in the UK as of March
2020, with 31.9% of those users being between
25 and 34 years of age. (Statista.com,2020)
The purpose for a brand to be on Instagram
is to meet the needs of the people engaging
in their content and spending time on it. The
collaboration content will be pushed on their
new Instagram account to create awareness.
The collaboration campaign poster will
be posted on posts and stories. The
giveaway competition for people to
win tickets to the launch party will also
be promoted through stories to gen-
erate hype and increase customer en-
gagement on their UK account. They
will also do sponsored stories and
posts to promote the campaign further.
PRE LAUNCH
INSTAGRAM FILTER

A filter will be created to further
promote this campaign that will
be available for everyone to use.
The filter will be launched at least 2
weeks before the collection launch
to generate hype and garner inter-
est amongst users. “The novel and
creative nature of these filters has
piqued the social media user's cu-
riosity, but the incessant need to
share them across your own sto-
ries, and the ease with which this is
achieved, is the real driving force be-
hind the crazy numbers this trend is
generating.” (TheDrum.com, 2020)
FIG:68.1
FIG:68.2
FIG:69 FIG:69.1
The filter shown here is a rendi-
tion of the same print that will be
used in all the branding of the col-
lection. It depicts the shower of
flowers from the campaign poster
along with the collaboration logo.

52. 101
PR PACKAGE


This PR package will be sent to a
variety of people including influ-
encers and industry professionals
like editors, buyers, stylists etc to
inform them about the collabora-
tion launch and to invite them to
the launch party. This package in-
cludes the makeup bag from the
collaboration collection, a can-
dle, water bottle, earrings and
an invitation card to the event.
CANDLE
WATER BOTTLE
EARRINGS
MAKEUP POUCH
INIVITATION CARDFIG:70.1
FIG:70.2

53. 103
INFLUENCER MARKETING
Both macro and micro influencers will be used to promote
this campaign.
Macro Influencers: This will be conducted through 2-3
macro influencers. They will one post and two stories each
on the collaboration;
1. One story will be discussing the PR package that will be
sent to them.
2. One Story to promote the Charles & Keith launch party
ticket giveaway
3. One post creating content with of the collaboration
products that will be sent to them.
Micro: This will be conducted through 10-12 micro influencers.
They will two posts and two stories each on the collaboration;
1. One story discussing the PR package that will be sent to
them
2. Story to promote the launch party ticket giveaway.
3. Post to promote the launch party ticket giveaway.
4. They will be sent a promo code to promote the capsule col-
lection with. When customers purchase products using their
code, they will get paid 10% of each sale.
The website is the main platform where
the collection will be sold. It will also sup-
port the promotions of the capsule col-
lection publishing images on the home-
page and creating awareness about
the new campaign. This will feature the
teaser poster and promotional con -
tent for the social media campaign in or-
der to create more curiosity around it.
WEBSITE
MOBILE APP
The global market has experienced a tremendous increase in
the number of smartphone users and generally the usage of
mobile apps is on the rise. 53.3% of consumers agreed that most
purchases made using smartphones were impulse buys. (Inter-
netRetailing,2019) Research states that 67% of women in the UK
use retailer mobile apps to shop. (digitalturbine.com,2019) The
newly designed mobile app will be used to promote this cap-
sule collection with relevant campaign images and promotions.
FIG:71.1
FIG:71.2
FIG:72
FIG:73

54. 105
YOUTUBE

Video content is on a rise as more people prefer to watch videos over
reading a post. This viewership will continue to rise. YouTube gets 8m
visitors per day in the UK and the average mobile YouTube views per day
is 1 billion. On average, per month 8 out of 10 among 18 to 49 years old
watch YouTube and even female users are only 38% that number shows
a significant increase. Hence every successful campaign is in need of a
video to be able to engage more with the platform.
This video will include a behind the scenes from collaboration photo
shoot which will be released on Charles and Keith’s YouTube channel This
will also include interviews of the production team and models.
NEWSLETTER
Newsletters will be sent out to the
existing Charles and Keith custom-
ers who are on their mailing list. The
first email will only have the teas-
er poster while the second one will
have the photo shoot campaign
and the collaboration products.
PRINT MEDIA
This campaign will also be promoted
through offline media mainly in the
form of print advertisements which
will be seen on magazines targeted
towards the core customer. Although
digital advertisements are fast and
instant and find high-impact maga-
zines have a high level of circulation
and an extensive reach of customers
which gives the advertisement further
reach. As print media Will be used
prior to the launch the advertisement
in the magazine will only have the
teaser poster of the collection along
with the branding and the hashtag.
FIG:74
FIG:75
FIG:76

55. 107
BUS STOP
The campaign poster
along with the campaign
photoshoot images will be
displayed on bus stop ads
all over the major cities of
the UK i.e, London, Bir-
mingham, Liverpool etc.
Primary research shows
that 40.2% people agreed
that they tend to look up a
brand after seeing a phys-
ical advertisement for it.
PRESS RELEASE
A press release will be released online
and offline, announcing the collection
which will circulated over 2 the span of
two days.
FIG:77
FIG:78

56. 109
PHOTOSHOOT CONCEPT
MOODBOARD
An essential aspect of marketing is for the brand to be
able to connect with their customer. Hence translating
their needs is imperative to the success of this cam-
paign. This collections aims to create an escape for the
millennial working woman in their busy lives and aid the
brand towards making a connection with their customer.
AWAY WITH THE GIRLS. This concept is centred around
creating an escape for the customers from their busy
lives. The collection includes one-of-a-kind pieces to
add a bit of drama and fun to their everyday wardrobe
which will reflect on the photoshoot. The collection
launch is during autum yet the look and feel is bright
and floral. The models are dressed up in Charles and
Keith X Rixo shoes and accessories posing against a
dreamlike backdrop which will make for an aspirational
campaign. The mood and the theme of the campaign is
a fun bright campaign that aims at invoking excitement
in the customer. Both the brands with their unique iden-
tity; with one being minimalistic, contemporary and the
other being colourful and vintage will make for beauti-
ful marriage who balance each other out.
LAUNCH
FIG:79

57. 111
LAUNCH PARTY INVITE
LAUNCH PARTY DETAILS
The event for the collection launch will
take place in Noho Studios, central Lon-
don. It will take place on September 19,
2021. The event will be attended by fash-
ion and media experts, stylists, buyers
from different companies like ASOS and
MatchesFashion and a string of UK based
influencers (fashion, lifestyle, travel). This
will also be attended by local Tv and film
celebrities who are popular on social
media. This launch event will take place
over the weekend (Saturday + Sunday)
The giveaway contest winners will
also attend the Saturday party. be
hosted on their Instagram. Win-
ners will be announced on the 17th
as a lucky draw on their Instagram.
Saturday:

This will be a closed event, which will be the main launch party for
the launch. There will be a string of activities that will take place be-
tween 4-9 pm. These will include:

A wine and paint workshop for 30 mins which will take place twice;
at 5pm and 6pm.

An interactive cocktail session where both the brands will discuss
the collection, and share their experience working together on the
collection.
Photo Booth: A Polaroid Instaprint station and a selfie mirror photo-
booth which will be placed around the venue in order for guests to
have fun and create their own memories at the event.
A bar serving a selection of cocktails and canapes along with a DJ
set from 6-9 pm.
Sunday:
Will be held from 1pm - 6 pm which will be open to the public and have the same
activities as Saturday, barring the bar and canapes. Prosecco will be served to
all guests. It will be an opportunity for customers to get affiliated with the brand
and immerse themselves in a fun experience. There will be a wine and paint
workshop held every one hour starting from 1pm. There will also be a Lucky
Draw for the guests to win the pair of ankle boots from the capsule collection.
There will be an Q/A session conducted by a panel of the two companies dis-
cussing their experience working on the collection. The guests will be able to
purchase the collection at the event. There will also be donation boxes spread
throughout the venue where guests will be able to donate their old clothes and
shoes from any brand and get a 10 - 15% discount on their purchase of the cap-
sule collection products based on the weight of the clothes they donate.
The launch event will invite influential people
in the media, a range of journalists, influenc-
ers and key industry individuals. Each invitee
is permitted to bring a plus one and each of
the popular publications will be sent to 3 in-
vites to ensure at least one person can attend.

FIG:80

58. 113
LAUNCH PARTY MOODBOARD
LAUNCH PARTY MENU
FIG:81 FIG:82
FIG:83

59. 115
AIDA MODEL
Brand engagement
Number of Frequent purchases
Units of each product sold
Channel of purchase
Brand awareness
Number of returning customers
Creating a solid brand im-
age is essential for differ-
entiating against competi-
tors and creating a positive
brand perception amongst
the target audience. The
AIDA model has been used
to identify the various stages
a consumer will go through
before and during the pur-
chasing process. The above
mentioned communication
plan has been devised to
gain maximum exposure and
engagement while encour-
aging purchasing amongst
new and existing consumers.
Awareness
A variety of methods will be used to generate brand awareness prior to the capsule collection launch and af-
ter. Bus stop ads will be used as a form of offline physical advertisement while influencer marketing and so-
cial media marketing will be used for online marketing. Existing customers of the brand will be informed
about the new collection through email marketing and the mobile app. Furthermore consumers will be en-
couraged to share their brand experience of products and the launch party to generate organic awareness.
Interest
The launch party for the capsule collection will be imperative to generate interest as consumers will
get the opportunity to physically interact with the brand at the event where they will be able to di-
rectly experience the products the brand has to offer. The addition of the Instagram filter through
the social media strategy is also going to generate further interest on the capsule collection. Further-
more, sharing relatable content on Charles & Keith’s social media channels resonating with their mil-
lennial consumer incorporating both created and user generated content would aid towards this.
Desire
Action
The Instagram giveaway and filter for the launch event gives the customer an opportunity to engage
with the brand. The limited number of tickets available for the giveaway and the lucrative opportunity
to network with key industry professionals at the launch event will further create a level of desire around
the brand. The second day of the launch event, open to the public will be an opportunity for the brand
to inform the customers about their products and also how they implement ethical responsibility and
sustainability in their brand values. This will prompt a positive brand experience and build a strong
sense of brand identity while offering engaging content for the customer to interact with the brand.
Throughout the suggested communication process consumers will be given a variety of oppor-
tunities to get acquainted with the brand and engage with the content that is at offer and as
a result familiarise themselves with the product. The proposed influencer marketing plan sug-
gests using micro influencers to promote unique promotional codes for the capsule collection
which should provide additional motivation for customers to try out a new brand. This collec-
tion will further help towards bringing in new customers by aligning themselves with an estab-
lished brand like Rixo which will persuade customers to purchase products from the brand.
LAUNCH CAMPAIGN OVERVIEW
CAMPAIGN NAME
Charles & Keith X Rixo
HASHTAG
#anewchapterck
PLATFORMS
Online: Brand Instagram, Influencer’s Insta-
gram, Email, Youtube, Website
Offline: Magazines, Bus Stop
KPIs
ACTIVITY
A campaign photo shoot will be carried out prior to the main launch
event. A giveaway competition will also be held on their Instagram
account for customers to get a chance to come to the main launch
event. This event will be held at central London to celebrate the
launch of the collaborative capsule collection. The photographs of
the campaign will be unveiled the same evening and will also be si-
multaneously posted on all their social media channels.
FIG:84
FIG:85

60. 117
COMMUNICATION PLAN TIMELINE
JAN FEB OCTJUNAPR DECAUGMAR MAY SEPJUL NOV
Create the UK Instagram account
Start Mobile App
Improvements
Launch new app.
Redesign email with new features.
Start SEO campaign.
Influencer marketing with macro
influencers.
Secure influencers for campaign.
Collaboration capsule collec-
tion photo shoot.
Announce collaboration
capsule collection.
Micro influencer start posting
about campaign.
Sponsored posts and stories on
Instagram.
Magazine ads
Launch Instagram filter
Newsletter about collaboration.
Bus Stop ads
Ticket giveaway on Instagram
Send PR package out
PR unboxing videos by influencers
Launch event
Giveaway winner announced
BTS video of campaign on
YouTube
Launch photo shoot images
Continue advertising campaign on
print media
Launch ambassador program
Push online sales
start identifying core cus-
tomer and build loyalty
Regular activity on email and Instagram on a weekly basis
Promote campaign on sponsored
digital media
FIG:86

61. 119
FINANCIAL OVERVIEW
TASK NAME QUANTITY PRICE (£) COMMENTS
Charles and Keith X Rixo budget
Floral Ankle Boots
Floral bag (Yellow)
Star print bag
Makeup Bag
Creative agency
Campaign Photoshoot
Sub Total
Packaging
Floral bag (Blue)
Modelling agency
Spring Studios
TASK NAME QUANTITY COMMENTS
Online Marketing
Instagram
Influencer marketing
Instagram Filter
Sponsored Posts
Email Marketing
Sub Total
Mobile app
YouTube
Magazine AD September, November
1 DAY 250,000
6,0001 DAY Anti Agency
Stylist 1 DAY
Offline Marketing
Bus Stop AD
Improvements
UX Designer
2000
Sub Total
Sub Total
TASK NAME QUANTITY COMMENTS
Launch event
Invitations
Press Release
Postage
Only sent to key industry professionals
and influencers
Catering

Venue
Packaging
Bar
350
Sub Total
Event Management
DJ
Decor, Staff, Photographer
Sub Total
PR Package
sent to everyone
Water Bottle
Candles
Earrings
Makeup Bag
SEO Marketing
2 DAYS
2 DAYS
2 DAYS
2 DAYS
1 DAY
1 DAY
8,000
60,000
1,500
12,000
3000
200 250
200100
100
100
100
100
800
 600
In-house
In-house mentioned in collaboration budget
4 months 20,000
400
400Printed Satin Heels
300
300
300
300
3,000
PRICE (£)
PRICE (£)
6,0006 months
500
5002 months
1,0009 months
6,000
In-house
JC Decaux
300,000
500,0002 months
800,000
2 months
34,000
300
75,900
£ 1600
259,000
4000
20,000
20,000
6,000
18,000
18,000
20,000
106,000
Total cost price
Total cost price
Total cost price
Total cost price
Total cost price
Total cost price
Youtube ADs
FIG:87

62. 121
GROWTH OPPORTUNITIES
RISK ASSESSMENT
Small
Medium
Big
Low Medium High
Likelihood
Impact
The risk that the demand for Charles and Keith products will fail to
materialise which can occur due to shifts in customer needs and
preferences.
1.
Constant risk of losing brand value due to competition2.
Consumers might not respond and engage with the influencers
chosen to promote the brand.
3.
4.
Users might want to unsubscribe from the email marketing list
due to spamming which might ultimately lead to a negative
brand experience.
Projected revenue for capsule collection may not be reached.
5.
6.
Influencers might fail to follow FCC guidelines
7.Product development delays caused by manufacturing/warehouse
issues.
Lack of repeat customers8.
Projected number of people might not show up at the launch event9.
Influencer marketing might still not translate into engagement. 10.
11.
Distribution risks such as channel conflict, loss of partners and in-
ventory risk.
Cyber security risks.
12.
14.
In the case of any negative events such as poor customer service
damaging brand reputation.
13.Data collection and customers privacy concerns.
1
3
2
4
6
7
89
5
10
11
12
13
14
Low
High
High Low
Growth rate
Market Share
Cash Cows Dogs
Question MarksStars
Collaboration collections
Crossbody bags
Bucket bags
Jewellery
Kidswear
Sunglasses
Sneakers
Sustainable collection
Heeled Sandals
Boots
The cash cows in this matrix have been identified as the collaborative collections and the sustainable collections, as there is a demand in the market for sustainable
products and the collaborative collections helps generate awareness and interest towards the brand. The star products are mainly their range of popular items like
bucket bags and heeled sandals as there is a huge demand for these products and the brand has received ample press coverage for these products. Question marks
are sneakers and sunglasses; it is hard for a new brand to compete with sneakers due to a very saturated market whereas sunglasses are a seasonal product which are
not purchased year round due to the UK weather. The dogs are mainly kids wear and jewellery, both the categories have relatively low sales and the lack of options
in these categories make these the least profitable categories in their product offering.
Assuming Charles and Keith are successful in implementing the pro-
posed marketing and Communication plan, the following sugges-
tions have been made as future prospects for the brand to explore.
Market penetration strategy for the brand in the form of a conces-
sion on ASOS which will be a relatively low risk strategy aiming to
increase the brand’s market share within the footwear and accesso-
ries sector.
A product development strategy for the brand to build a sustainable
collection working with local British artisan organisations like the as-
sociation of guilds of weavers, spinners and Dyers which will be a low
to medium risk strategy depending on internal capabilities to drive
new innovative products.
Assuming Charles and Keith achieves the projected success rate in
the UK market, another market penetration strategy has been de-
vised which will be implemented post two years of carrying out the
communication plan which will entail a long-term pop-up store.
The sun and clouds matrix by Vaughn Evans has been used to do a risk assessment for
all the possible implications this communication plan could have. One of the highest
risks illustrated here is the distribution risks which can occur from a variety of reasons like
channel conflict or inventory risk which will directly affect the product availability of the
collection. This risk is even higher because Charles and Keith only have one warehouse
in Reading hence their operations are already limited. The cyber security aspect has
also ranked high as with the increase of social media usage there is a higher chance of
consumer data getting stolen or hacked is also increasing. Towards the low to medium
end of the impact spectrum is mostly influencer marketing related risks where it won't
always translate to consumer engagement which can be mitigated as by using other
alternate marketing tools like Word of Mouth marketing. One of the most likely risks are
the unsubscribe rate growing due to too many emails which can also be controlled by
making adjustments to their current plan.
FIG:88
FIG:89
FIG:90

63. 123
CONCLUSION
FIG:91
The proposed marketing strategy in this report seeks to promote Charles and Keith through an integrated multichannel com-
munication plan throughout 2021, while accelerating the brand's development and strengthening the profile of Charles and
Keith in the UK retail industry. Shortcomings of Charles and Keith’s current marketing plan include a lack of localised promo-
tional content directed towards the UK market, a lack of SEO marketing which adversely affects the google ranking of their
website as well as brand visibility, and the substandard user experience of their mobile app resulting in a low download rate.
Charles and Keith has a large potential for development through the introduction of an SEO marketing plan, making necessary
improvements to their mobile app, collaborations with well established brands and having micro influencers market their prod-
ucts on Instagram due to their higher engagement rate. Moreover, in an effort to localise their promotional practices, Charles
and Keith could create content targeted toward the local consumer through a UK instagram account. This becomes especially
pertinent in the long winters the UK experiences, since the worldwide Charles and Keith Instagram account mostly showcases
footwear for tropical weathers.
Once established in the UK retail market, Charles and Keith has the opportunity to uniquely differentiate itself by virtue of the
quality of its products while maintaining their affordability, as well as their commitment to sustainability and ethical responsibil-
ity. Furthermore, to keep the local consumers engaged, Charles and Keith could continue with a variety of exciting collabora-
tions -- for example, a collaboration with Saatchi Art Gallery to create a collection inspired by one of their art archives, similar
to what they did in the Philippines with Tatler.
The aim of this multichannel communication plan is to increase daily visits on their website by 20% and sell at least 500 prod-
ucts from the capsule collection within the first 2 months of launch, in addition to increasing their customer retention rate by
15% on social media through micro-influencer marketing.
The main limitation of the proposal is the lack of data available publicly about the company, specifically financial data impera-
tive to understanding the company's internal operations and to critically assess them to ensure optimal return on investment
on the proposed communication plan.
By incorporating a specific marketing plan that can be broken down and split into localised consumer and media focussed
strategies, Charles and Keith can achieve a higher level of success in breaking into the UK retail market, thereby making this
plan significantly valuable to the future development and profitability of Charles and Keith.

64. 125
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IMAGE REFERENCES
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Figure 12: Authors own
Figure 13: Authors own

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Figure 21: authors own. Ansoff matrix
Figure 22: POE model. Authors own
Figure 23: POE model. Authors on
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Figure 27: Author’s Own
Figure 28: Author’s Own
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Figure 15: value chain analysis authors own
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co.uk/lifestyle/esmagazine/charles-keith-uk-a3964071.html> [Accessed 27 May 2020].
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Figure 33: CAGE analysis. authors own
Figure 34: pestle analysis. Authors own
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post?aid=the-croc-effect> [Accessed 27 May 2020].
Figure 36: porters five forces. Authors on
Figure 37: benchmarking. Authors own
Figure 38: positioning map. Authors on
Figure 39: statistics. Author’s Own
Figure 40: consumer mood board. Authors own
Figure 41: pen portrait. Authors on
Figure 42: pen portrait. Authors own
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Figure 44: Author’s Own
Figure 45: statistics
Figure 46: authors own
Figure 47: email marketing prototype. Authors own
Figure 48: Authors own
Figure 49: Mobile application prototype. Authors on
Figure 50: social media plan. Authors on
Figure 51: Instagram prototype. Authors on
Figure 52: Instagram prototype. Authors on
Figure 53: Instagram prototype. Authors own
Figure 54: Instagram mood board authors on
Figure 55: influencer mood board. Authors own
Figure 56: influencer mood board. Authors own
Figure 57: SEO marketing. Authors own
Figure 58: KPIs table. Authors on

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Figure 59: collaboration mood board. Authors on that's 59
Figure 60: collaboration. Authors on

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ersonline.com/people/the-drapers-interview/meet-the-best-
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ersonline.com/news/first-look-rixos-new-parisian-collabora-
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Figure 63:Venn diagram. Authors own
Figure 64: Authors own
Figure 65.1: Authors own
Figure 65.2: Authors own
Figure 65.3: Authors own
Figure 65.4: Authors own
Figure 65.5: Authors own
Figure 65.6: Authors own
Figure 66: campaign poster Authors own
Figure 67.1: Communication plan table. Authors on
Figure 67.2: Communication objectives table. Authors on
Figure 68.1: Authors own
Figure 68.2: Authors own
Figure 69: Authors own
Figure 70.1: Authors own
Figure 70.2: Authors own
Figure 71.1: Authors own
Figure 71.2: Authors own
Figure 72. Authors own
Figure 73. Authors own
Figure 74: authors own
Figure 75. Authors own
Figure 76. Authors own
Figure 77. Authors own
Figure 78. Authors own
Figure 79. Authors own
Figure 80. Authors own
Figure 81. Authors own
Figure 82. Authors own
Figure 83. Authors own
Figure 84. AIDA Model. Authors own
Figure 85. Authors own
Figure 86. Communication plan and timeline. Authors on
Figure 87. Authors own. Financial table
Figure 88. Authors own. BCG matrix
Figure 89. Authors own. Sun and clouds matrix
Figure 90. Authors own
Figure 91. Charles & Keith, 2020.  Athleisure Range | Summer
2020 | CHARLES & KEITH | CHARLES & KEITH SG. [online]
Charleskeith.com. Available at: <https://www.charleskeith.
com/sg/musepost?aid=athleisure-outlook> [Accessed 27
May 2020].
APPENDIX I

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71. 139
A survey was conducted for the purpose of primary
research which included a mix of interval or nominal
questions. The survey aimed at discovering consumer
attitudes and purchasing behaviour in terms of online
shopping and social media. There were 154 respon-
dents that took the survey the results shown above
reflect their answers.
APPENDIX II
Two interviews were conducted for the pur-
pose of primary research which included a mix
of interval or nominal questions. This interview
was conducted with two people, to learn about
their their shopping habits, lifestyles and pur-
chasing behaviour in-depth to criticially analyse
their behaviour. Both the subjects were picked
based on the Charles & Keith core consumer
characteristics. Thes information provided by
these interviewees have been used to build the
pen portraits.

72. 141
APPENDIX III
Consent Forms
APPENDIX IV
INSTAGRAM FILTER MAKING PROCESS

73. 143
APPENDIX V
TUTORIAL SHEETS & ETHICS APPROVAL

74. 145
APPENDIX VI
GOOGLE TRENDS RESEARCH FOR SEO MARKETING
Research on Google trends found that Charles and Keith
when searched on Google does not have a high-ranking
and when cross researched with other trends like ankle
boots and cross body bags Charles and Keith does not
show up on Google search results. As can be seen on
the images the Charles and Keith in the UK does not get
a lot of organic searches on Google compare to Charles
and Keith in other regions.
APPENDIX VII
These images show to Charles and Keith store is
one in Dubai and another in Malaysia which were
taken last year during my travels. This further re-
inforces the fact that Charles and Keith uses store
standardisation strategy across its stores all over
the world with the same decor and layout.