The Communication of Window Displays

‘Windows reveal the soul of the store’ (Portas, 1999: 41). Every store has its own concept that characterizes each display, varying from theatre, drama or in the case of Armani Exchange minimalism. Well-dressed windows are undoubtedly, a dynamic form of advertising for products reflecting the stores’ brand image. This essay seeks to evaluate how A|X Armani Exchange’s window displays communicate to spectators with the use of various resources. Armani Exchange is one of the sub-brands under the parental brand of Giorgio Armani. The use of colour, lighting, props and graphics can capture interest, indicating the foundation of any decent display whose aim is to get people off the street. Windows are used as a selling device promoting products. They also mirror what the store is about, bringing pleasure to the eye. A stores’ window is effectual if it tempts customers who will want and be able to purchase the products offered, conveying quality, style and pricing (Portas, 2007).
Moreover, windows can lure someone in a shop due to psychological factors. Brand founders such as Armani and Dior, give their own unique identity on their products and are therefore based on persona. As an online source says ‘Armani Exchange has become one of the most dynamic collections with its own unique identity, as well as an ever-growing base of young customers’ (www.ameinfo.com/192218.html). City life is emitted through its concept of sexy, chic and stalwart garments. Hence, it can be said that quality along with brand loyalty comes before the cost. Windows work on the principle “first impression is the best impression”, implying that only a few seconds are needed for a display to “speak” to a passer-by and get him/her inside a store. Portas asserts that ‘visual merchandising is the art and science of silent selling, bringing product, environment and space into one stimulating and engaging display to encourage sale’ (Drapers, October 29: 34). This is shown by the power of Armani Exchange’s logo -with grey background and white letters signifying practicality, neutrality but also timelessness- which is becoming more and more recognisable.
Furthermore, Armani Exchange’s target customers are both independent male and female who have their own style, belonging in the age group of 16-35. It is more accessible to the bourgeoisie, who want a taste of the luxurious brand. Given that prices are lower than the rest of the Armani sub-brands, the apparel is more inclusive to the public. This stores’ clientele may work as managers, interns or may even be students living in East London. Additionally, they may go out for a drink, coffee or shopping at least once a week, or read magazines like Vogue. Other stores they visit include Zara and Benetton. What is more CPI is escalating; competition is astonishingly high while consumer spending started to fall as September figures show because of pessimism (www.guardian.co.uk, 2010). As a result, retail sales are expected to fall in the following months, along with a rise in VAT.

Armani Exchange windows’ are open-back; implying there is ‘no back wall’ (Morgan: 44). The striptease effect is clear as we can see the internal displays emphasizing the focal point through the space between the mannequins, creating a more intense visual impact, which is representative of the merchandise of the store. A|X shows the garment’s prices at the bottom of the windowpane. Lighting from the ceiling and floor is ambient acting as a catalyst for the area (www.infostore.gr. 2010), as Figure 1 shows:
Figure 1: The window shows A|X Armani Exchange’s front window in Regent Str. London, October 19, 2010
Source: Kaisidi, 2010
For autumn/winter 2010, Armani Exchange trails a repetition of dark shades evoking a monochromatic colour scheme exerting sophistication and a clean look, which are pleasing to the eye. Materials like leather and fur with metallic details indicate luxury mixed with a touch of mystery, illustrating an intellectual and confident appearance. However silver and gold details on the garments complement the black shades, making the pieces more youthful. A downside of open windows is that high-priced items showcased can be tampered if somebody wishes to feel the fabric, so they are trickier to dress. Besides that another negative aspect is that windows are not as creative since there are fewer props. Hence there is no story to tell. Silhouettes are simple yet authoritative and influential.
Effective windows can ‘seduce’ (Portas, 2007: 54) you to purchase something you did not intend to. Buying even a small item, one satisfies a need, a want to feel more contented and self-confident. Also, what you wear is what defines you, reflecting your personality- as implied by Berger (1972). Windows can sway someone into investing in a garment that will make them enviable and glamorous at the same time. ‘The power to spent money is the power to live’ (Berger, 1972: 143), implying that each person interprets the world differently- the same applies in window displays.
Armani Exchange has a very clean approach of “less is more” by not overloading its windows together with being “strong and simple” emphasizing the brand’s power (http://ezinearticles.com, 2010). Furthermore, by following the “fresh is best” principle in accordance with Berger (1972), they renew their displays every week thus regular customers find new stock in every visit. Still though, A|X receives deliveries every 3-4 days so that monotony is avoided. For that reason, if a jacket is received in the middle of the week, it will be put on display on that day.
Visual merchandising makes ideas come alive whose purpose is to sell commodities through visualization, as induced by Clements (2010). Armani Exchange wants its customers to experience the brand with the aid of visuals. Particularly the three-dimensional sightline placed parallel with the double doors in the Regent Street shop ‘gives energy’ (Portas, 1999: 102), as shown by the image below.
Figure 2: The window portrays a 3D advert for A|X sunglasses in London, October 21, 2010
Source: Kaisidi, 2010
Christmas windows however, ought to be more interesting and intriguing. Armani Exchange Christmas decoration is ruled by special effects lighting and radiation. Oval rings are beaming light that changes colour every few seconds; a different look tried by A|X. The rings are symmetrically placed next to each other, as it is clearly illustrated in the following picture:
Figure 3: The window illustrates A|X Christmas décor in London, November 20, 2010
Source: Kaisidi, 2010
Despite having a sale, windows were not unattained (Portas, 1999), since signage advertising the offers are placed. What is more, it urges spectators to celebrate style with the vinyl on the windows’ glass, exploiting psychological factors to lure in onlookers. After questioning 40 citizens, calculations show that 46% found the displays of A|X attractive, although 8% felt that it did not stand out.
The effect of these circles illustrates gravity, communicating with the pavement (Portas, Mary Queen of shops-Blinkz DVD). They work as pause points as they can be seen from afar, making the passers stop and browse the new collection. The aesthetic balance of the store emphasizes how the power of light can visually transform a space. One could argue that the density of the garments in Armani Exchange’s windows is just enough to fill the space available given add-ons such as bags and wallets. This is shown with Figure 4:
Figure 4: The window shows A|X latest collection 3 weeks before Christmas in London, December 3, 2010
Source: Kaisidi, 2010
Mannequins are said to be a mighty tool, forming the scene of a display. In A|X, mannequins are golden and headless in order to appeal to a wider audience (Pegler, 2008). The mannequins’ outfits offer a possible wearable suggestion in which one could walk out of the store with having a feeling of fulfilment. Mannequins are front facing, but the passers can observe all the angles, as suggested by Morgan.
To conclude, window displays need to clearly define the identity of a store. A|X ‘serves as the ultimate testimony to the power of the brand’ (Roll, 2010). The visual placement of the store is rather simplistic so people may think it is too plain. Equally, others who are fond of minimalism obtain a positive vibe for the specific windows, which are a compelling representation of the brand ethos. A|X has an identifiable and cohesive commercial image, which triggers the clients’ interest in conjunction with facilitating communication. All in all, Armani Exchange window displays are effective for their target customers, as they communicate their minimalistic message emitting an aesthetic purity of warmth and luxury. According to G.U Journal of Science there has not been significant empirical evidence regarding the effect of window displays on consumers’ shopping attitudes’ (2007: 33).
Bibliography
http://ezinearticles.com/?Window-Displays-That-Work!&id=4390505

Leadership and Communication Management

Leadership and Communication Management We all know how the computer system works: Without the talented operator or appropriate software, even if it is equipped with the most advanced hardware, the computer itself will not achieve any results. If we compare the computer system as Enterprise, leadership is the operator and communication management is one of the most efficient software. When these two important elements combine in a cohesive manner, the Enterprise should expect the best performance. R Inc. is a leading third party logistics company.
It offers freight transportation logistics, outsource solutions, produce sourcing, and information services among many other services. As an employee with five years of service, I feel fortune enough to work for a company with 100 years of history that continually shows strong growth. As a non-assets company, a majority of the business is executed through communication, and it exists in every aspect of R culture. Any individual within the company will spend a majority of their day communicating with customers, vendors, carriers, and co-workers, so Communication management definitely plays a critical role within R company.
In R, branches are small independent organizations under the corporate enterprise, and each branch has its own communication system. Within the different leaderships, the style of communication varies. With my experience of having had three different branch managers in five years, I realize that leadership plays a critical role with communication management for the whole enterprise, and I would like to explore it more with my findings. Firstly, whether or not the leadership uses communication management to link employees to the company strategy could make a huge difference with the future of the enterprise.

A majority of the employees will enjoy making achievements and receiving recognitions from their hard work. As a leader, if you do not show employees the company’s vision, explain the contexts, and share the strategy, it will not be easy for employees to be self-motivated and to opt into the company’s strategy. They could get lost in the routine and sometimes mundane nature of their work and not put forth their best efforts. How many times have you heard people say: “I just do the work and go home? ” If you are the leader, don’t you want to make a difference for both the company and people you serve so that each is getting the best out of the ther? I can honestly say that I was one of those who got lost after working for 3 years without any managed communication from leadership. One day, I woke up and decided I needed to make a change. I wanted to learn something new, and I knew I didn’t feel fulfilled with the same old. I chose to switch to a new branch. The new manager managed well the communication and linked my career path with the company strategy. I know I trust this leader as much as he trusts me, and I do perform better with a vision. I found management does exist in the enterprise; it isn’t a legend found only in textbooks. This Manager introduced S.
M. A. R. T goals to create the link between company goals and the employees. “S. M. A. R. T” means specific, measureable, attainable, relevant and time-bound. With the smart goal, employees could work toward their own goal which is also linked to company strategy. We confidently know that we will be rewarded through hard work with job satisfaction, bonuses, raises, improved benefits, higher positions, and employee recognition. We also know that we will have all the support needed to get there. What’s the difference? Employees are linked to the company strategy sharing the mutual dream. Who makes the difference?
The Leadership! How can they make the difference? Use the proper communication management. Secondly, communication management from leadership can influence employees on how they make their decisions which will affect the business. Employees would judge and select the most important information from leadership to make their decisions, and these decisions could affect the business in direct or indirect ways later. With poor communication management, leaders could deliver improper information which will impact negatively on employee decisions. Undoubtedly, as a return, the decision could negatively affect the business.
To connect employee’s decision tightly toward company’s strategy, it requires leadership to manage the communication system in the right manner. Here is one negative example that could prove my point: In my old branch, information wasn’t shared well on a regular basis. Sometimes, we were given two or three conflicting instructions from different team leads on the same task. Because the communication from leadership wasn’t well managed, we would decide individually on what we thought we were told to do or what we thought that was the easiest and best way to do.
Will our decisions fit the company’s strategy or benefit the best? We did not know, we were not empowered with the vision, and we could not tell whether the decision we just made was right for the company. If leadership had managed the communication, employees could have followed the vision and made the proper decision for the company. When all of these employees’ decisions are added together, it will decide the future of the company. With or without communication management from leadership to help those decisions be determined will make a big difference in the company’s future.
Thirdly, Leadership has the greatest influence inside the company, and with well managed communication, it would deliver the best results for the company. I learned the sentence “Monkey does as Monkey sees” from our 6 year old daughter. People all have the strong capability of imitation and it is very easy to follow the trend. Inside Enterprise, employees look up to the leadership, and any action from the leadership is actually a communication to employees. How does the leader use their time? How does the leader reward the employee? All of their actions will be followed closely by employees.
You will feel like going to work early when you see your leader go to office at 7am every morning and work in the action area; but you won’t feel like going at all if your leader comes to office no earlier than 9:30 am and always being surrounded by his/her favorite subordinate in the locked office? You would like to make your best efforts at work when you know your leader always rewards the hard workers, but you might not feel like contributing when the reward only belongs to the ones who would surround him/ her in the locked office. I have experience with both kinds of leaders.
Their style of the communication management affected business loudly in different directions. As leadership, you have to put forth efforts to manage the communication, because leadership will influence employees through their communications. To impact an employee in good or bad way, depends on how the leadership designs the communication management. Admittedly, some branches in R do not have the best designed communication management so far, some leaders have started adopting this software for their own use to optimize the system and management.
Also, at the corporate level, R has a well-designed company structure to ensure the success of the business; it has built solid policies, procedures, and created a great working environment, and it ensures the platform for communication management ready for all branches. I believe that communication management will be very well established at R through leadership efforts soon, and with its steady growth, it should continue to be one of their building blocks for success.

Communication and Young People

UNIT 1 PRINCIPLES OF DEVELOPING RELATIONSHIPS WITH CHILDREN, YOUNG PEOPLE AND ADULTS 1. 1. 1 EXPLAIN WHY EFFECTIVE COMMUNICATION IS IMPORTANT IN DEVELOPING RELATIONSHIPS WITH CHILDREN, YOUNG PEOPLE AND ADULTS Communicating effectively with children, young people and adults is very important to enable strong and positive relationships between these groups.
Related article: Contribute to Evaluating the Effectiveness of Agreed Methods of Communication
Communicating positively with adults, this includes teachers and parents, is an important part in helping build a strong and trusting relationship with each other, therefore opening the lines of communication, both written and verbal, so I can put forward any ideas regarding lesson plans, activities or any concerns I have regarding the child. Developing positive relationships with children and young people will create a happy, calm and safe environment. Children and young people will then feel able to approach me and talk about any concerns they may be having that could affect their learning or social skills.

It is important to listen and use positive language when communicating, this can include eye contact, nodding and showing interest. Knowing the child’s care goals and any IEP’s will help identify the needs of the child. 1. 1. 2 EXPLAIN THE PRINCIPLE OF RELATIONSHIP BUILDING WITH CHILDREN, YOUNG PEOPLE AND ADULTS The principles of relationship building are built on mutual respect, willingness to listen to each other and trust. There needs to be clear and effective communication which includes positive body language and consideration between each other. Always remember everyone is different in their beliefs, values and religion.
Use diversity positively. 1. 1. 3 EXPLAIN HOW DIFFERENT SOCIAL, PROFESSIONAL AND CULTERAL CONTEXTS MAY AFFECT RELATIONSHIPS AND THE WAY PEOPLE COMMUNICATE Different social, professional and cultural contexts may affect relationships and the way people communicate because of a lack of understanding of one anothers background and culture. When communicating with others we may need to adapt the way we communicate in different situations, for example formal and informal communication. Formal communication could be a meeting with the teacher, outside groups and following policies and procedures.
Knowledge of events happening outside the school ie at home may explain a persons behaviour, so talking to the teacher and getting as much information as possible may help communication within the relationship. Understanding the affect of language and non-verbal communication is important in maintaining a good relationship. Maintaining professional relationships with children at all times helps the children with boundaries and what is acceptable behaviour. The ethos of the school sets out how the children are expected to behave. UNIT 1
UNDERSTAND HOW TO COMMUNICATE WITH CHILDREN, YOUNG PEOPLE AND ADULTS 1. 2. 1 EXPLAIN THE SKILLS NEEDED TO COMMUNICATE WITH CHILDREN AND YOUNG PEOPLE There are many skills needed to communicate with children and young adults. I should use eye contact and actively listen by using positive body language, facial expressions and by reacting and commenting on what is being said. I should always be approachable and find opportunities to speak to children. Giving children enough opportunities to talk and express themselves may boost their confidence when speaking to adults.
When speaking to children I would get down to their level so they don’t feel intimidated. I would smile, nod and make appreciative sounds to show that I was interested and fully attentive in what they have to say. Always be polite, relaxed, confident and articulate. 1. 2. 2 EXPLAIN HOW YOU WOULD ADAPT COMMUNICATIO FOR: (a) THE AGE OF THE CHILD/YOUNG PERSON (b) THE CONTEXT OF THE COMMUNICATION (c)COMMUNICATION DIFFERENCES I would always take into consideration the age of the child/young person I was communicating with and adapt my language appropriately.
I would always ask questions to ensure they understand what is being communicated. I would always praise and encourage the child/young person. There can be differences in accents, languages or speech difficulties. We must respect communication differences by working to provide an environment which prompts diversity. This can be done by using welcome signs in different languages also learning essential greetings in these languages would be beneficial. Displaying pictures reflecting multicultural images could bridge communication differences.
There are many group activities including preparing food from other cultures and celebrating multicultural festivals that can make people with cultural differences feel included. Makaton is also a great way of communicating with someone with speech difficulties. 1. 2. 3 EXPLAIN THE MAIN DIFFERENCES BETWEEN COMMUNICATING WITH ADULTS AND COMMUNICATING WITH CHILDREN AND YOUNG PEOPLE When communicating with children I should be clear, concise and use appropriate language for their age, needs and abilities by using words and phrases they will understand.
I should actively listen to children and respond positively. I would ask questions to prompt responses and check understanding. I would always concentrate on what the child is saying and keep eye contact, smile and nod. When communicating with children I would always give encouragement and praise. When communicating with adults I would always maintain professionalism and always respect their ideas. There are many types of communication that can be used including email, letters and texts. I would always comply with policies and procedures for confidentiality, sharing information and data protection.
If there were any poor areas of communication I would always discuss and resolve these problems in a clear, concise and respectful manner. 1. 2. 4 EXPLAIN HOW TO ADAPT COMMUNICATION NEEDS OF ADULTS I should always communicate clearly with other adults and treat them with respect. I would always listen to their views and opinions. I would speak clearly, concisely and with confidence. 1. 2. 5 EXPLAIN HOW TO MANAGE DISAGREEMENTS WITH CHILDREN, YOUNG PEOPLE AND ADULTS When managing disagreements I must listen to all sides of the conflict and assess the whole situation.
Remain calm and maintain pupil safety. I would give the people involved time and space to calm down and then speak to the individuals to see what caused the disagreement. I would try to resolve the issues by negotiation and always reinforce good behaviour with encouragement and praise. UNIT 1 UNDERSTAND LEGISLATION, POLICIES AND PROCEDURES FOR CONFIDENTIALITY AND SHARING INFORMATION, INCLUDING DATA PROTECTION 1. 3. 1 SUMMERISE THE MAIN POINTS OF LEGISLATION AND PROCEDURES COVERING CONFIDENTIALITY, DATA PROTECTION AND DISCLOSURE OF INFORMATION
Confidential information is information that should only be shared with people who have a right to have it. Confidential information can include SEN records, health and medical information and social services information. Consent is required if this information is passed onto others. This confidential information must only be used for the purpose for which it was gathered. Except where a pupil is potentially at risk, information should not be given to other agencies unless previously agreed. I would always follow the schools policies and procedures regarding confidentiality and the sharing of information.
The Data Protection Act 1998 deals with the processing of personal data. It also safeguards the storage of data kept on computers, including hard drives and floppy discs. Certain information is exempt for disclosure if it is likely to cause harm to the physical or mental health of a child or someone else. I should never agree confidentiality to a child who is in harm, this is illegal. Under the Data Protection Act 1998 all settings processing personal information must comply with the eight principles of good practise.
Personal data must be; fairly and lawfully processed processed for limited purposes adequate, relevant and not excessive accurate not kept longer than necessary processed in accordance with the data subjects rights secure not transferred outside the EU without adequate protection Individual rights are protected by the Data Protection Act 1998, Human Rights Act 2000 and Freedom of Information Act 2000. the Equality Act 2010 provides a single legal framework with clearer legislation to effectively tackle disadvantage and discrimination.
Included in the Human Rights Act 1998 is article 8, the right to respect private and family life, home and correspondence – unless this impacts on public security, safety, prevention of crime, protection of health or rights of others. It may be a breach of article 8 when sharing confidential information unless justified. Reasonable action should be taken, including information sharing, to safeguard the rights of individuals. The Children Order (Northern Ireland) 1989, section 47, sates that we have a duty to enquire were we suspect a child is at risk of significant harm.
The Children Order 2004, section 10, There is a duty on children services to promote co-operation between agencies, social services and the police, to promote the well-being of children. This includes information sharing. There is a duty on schools to safeguard the welfare of children, this includes information sharing. This legislation is found in the Education Act 2002. UNIT 1 1. 3. 2 EXPLAIN THE IMPORTANCE OF REASSURING CHILDREN, YOUNG PEOPLE AND ADULTS OF THE CONFIDENTIALITY OF SHARED INFORMATION AND THE LIMITS OF THIS
I would never agree confidentiality to a child who is in harm. It is important to respect confidentiality to gain and keep the respect of others. I should make sure that I let others know my obligations and that parental consent would be needed before any information regarding their children could be shared with other professionals, however if there are any issues to indicate the child is at risk from harm or abuse or if there is a legal obligation placed on the school to disclose information, this can be done.
I would explain to pupils who have medical conditions that their information needs to be accessible to all staff who are in contact with the pupils. 1. 3. 3 JUSTIFY THE KINDS OF SITUATION WHEN CONFIDENTIALITY MUST BE BREACHED Confidentiality protocols must be breached in cases of suspected child abuse or when a child or young person is at risk. I would always inform the individual that this information cannot remain confidential and needs to be passed on to meet the needs of the child.

Ipad’s Integrated Marketing Communications Report

Table of Contents Introduction1 Apple’s Integrated Marketing Communications Programme for iPad. 2 Brand Positioning2 Target Audience3 Target market and segments4 Evaluation of the products’ Integrated Marketing Communications plan:4 Conclusion7 Recommendations7 Bibliography8 Introduction This report will discuss Apple’s Integrated Marketing Communications (IMC) Programme for their iPad product and how this is coordinated to communicate the iPad’s product positioning strategy.
Apple’s iPad is a tablet computer adding a new genre to their mobile devices. The report will discuss the brand positioning and any recommendations for future IMC planning. Apple’s corporate headquarters are based in California in the US in the heart of the Hi-tech industry. They are global in terms of computer electronic consumable sales. Apple position themselves as a top of the range brand with pioneering innovations and consumer needs and wants in mind.
Steve Jobs, former co-founder, chairman and CEO of Apple Inc. , made a compelling positioning statement during his introduction of the iPad at a conference in January 2010, he stated that the iPad is “so much more intimate than a laptop, and it’s so much more capable than a smartphone with its gorgeous screen” (STONE, 2010). Apple is committed to remaining in the forefront of innovation and quality, and therefore will sustain their competitive advantage in a rapidly evolving market.

This report will also highlight the importance of media for Apple’s brand and how Apple have used this to reach its’ target audience and increase brand awareness. It will also question if Apple is focusing on the Marketing Communications Mix or are they relying more on the desire of the ‘brand’? The theory behind IMC is to use all aspects of marketing communication such as Advertising, Public Relations, Direct marketing and Personal selling to attain and sustain long-term customer relationships while strengthening brand awareness and increasing profits.
Apple’s use and effectiveness of the IMC campaign and their success from it will be discussed further in this report along with what message Apple are trying to deliver in their advertising of the iPad. Apple’s Integrated Marketing Communications Programme for iPad. The Apple brand is instantly recognisable throughout the world due to the company’s positioning strategy of their product line by way of product features, quality and ease of use to name a few. Their leadership in innovation gives the brand competitive advantage and this has fed the want and desire for the brand by consumers.
Therefore the iPad having the Apple brand already created a certain am The Apple brand is instantly recognisable throughout the world due to the company’s positioning strategy of their product line by way of product features, quality and ease of use to name a few. Their leadership in innovation gives the brand competitive advantage and this has fed the want and desire for the brand by consumers. Therefore the iPad having the Apple brand already created a certain am Apple is no different to most organisations for using promotional and advertising tools to gain customers’ interest and the desire for their products.
However, their marketing on innovation and design of the iPad also catches the attention of new potential consumers. To many the technology was not totally new, but the concept was and Apple focussed on that. Previous products from Apple put their brand in the limelight and made any new product launch a much anticipated one. amount of reputation, awareness and prominence in the marketplace before it was even launched. So how is Apple’s Integrated Marketing Communications organised to communicate the iPad’s positioning strategy? Firstly, we should look at the brand positioning and how the iPad fits in.
Brand Positioning Brands and the management of brands have become very important elements of culture and the economy. A brand can increase the product’s perceived value and therefore brand management and the marketing techniques used are seen as vital to increase brand equity and the positioning of their products. Marketers see a brand as an implied promise of the level of quality consumers have come to expect from the brands’ products and that future products will meet those expectations. Apple is seen as an ‘iconic brand that delivers revolutionary, beautifully designed and incredibly profitable products. (Daye, 2012). The ‘Apple’ brand is in fact Number 1 in brand value according to Forbes, saying it is worth $87. 1 billion, up 52% from two years ago (Forbes, 2012). The master of the Apple brand was Steve Jobs who was an excellent brand marketer and core to what Apple is today. He saw the future for Apple which was going beyond computers, therefore his first step was to remove the word ‘Computer’ from their logo. Doing this allowed the company to diversify and expand into the world of mobile devices and more. Doing this allowed the company to diversify and expand into the world of mobile devices and more.
Just as the products are very important for competitiveness, the brand is too, and the Apple brand certainly has succeeded in building up a very valuable good: an instantly recognizable and universally respected brand. This makes it easier to promote and sell the iPad. In fact, some brands over time become cult brands: consumers become passionate about the brand and levels of loyalty go beyond reason (Roberts, 2004) and Apple has become a cult brand in some respects. As mentioned in Steve Jobs’ compelling positioning statement in the introduction, he made two important statements about the product.
They were that the iPad was between two already highly successful mobile devices, the laptop and the smartphone, and very importantly that the iPad had competitive advantages over each. Apple brand followers were instantly excited and could not wait for the release of the iPad so they could be the first to have it, whether they needed such a device or not! The iPad was a game-changer in the tech world when released in April of 2010 and some believe it may end the personal computer era such is the strength of the brand. Target Audience
The iPad’s target audience is not as clear as one would think, it turns out that it is very broad. The initial thought on the iPad by the media was that it was just a big iPhone that could not be used for regular phone calls, so who would want something like that? Apple believed, like for the iPod, that the iPad was for everyone. They got this perception when a year after the iPod was released many consumers still believed the device was for ‘techies and celebrities’. The task, therefore, was to use communications to inform world audiences that the iPod (and now the iPad) was for everyone, not just a select few (Fill, 2009).
The fact that many features and programs on the iPad were inherited from the iPod and iPhone it meant that users would be familiar with the devices’ capabilities and have the advantage of mobile computing too. The iPad had the potential to target music lovers of all ages and denominations, it was a learning tool for both students and professionals with the addition of thousands of applications (apps) available. The variety of apps could attract consumers who love to read, share photographs, stay in touch through forms of email, forums, virtual meetings, social media and Apples’ ‘Facetime’ to name a few.
This made the iPads’ audience vast and diverse. Target market and segments Segmentation is necessary because a single product is unlikely to meet the needs of all customers in a mass market (Fill, 2009). This should be the case for most products, however the iPad is satisfying many needs and desires. For example, due to the variety of applications available, the iPad becomes an educational tool, a recreational tool, a business tool and a communication tool, all of which the iPad was designed for. It is clear the device is equally good for home use as well as business for both genders.
But the competitiveness of the product is strengthened by Apple’s award winning dedicated music store, iTunes, which delivers seamless downloading of not just music, but books and movies too, which widens the target market and covers several market segments. The need to communicate through channels such as social media, example is Facebook, and websites specifically designed for mobile devices such as iVillage for women, make the iPad a very attractive device as it is stylish, light weight and now trendy to own one.
Consumers of all ages and backgrounds can potentially own one as the price of the base model is relatively acceptable in terms of technical devices is concerned. Because of the potential to increase productivity businesses are scrambling to purchase the iPad, students and colleges want them, and they are seen being used by news broadcasters and presenters not to mention government representatives. Apple do not appear to target markets like other companies do, they tend to target people.
They use elements of IMC and AIDA (Attention, Interest, Desire, and Action) to achieve and maintain customer loyalty and increase brand awareness. They managed to present complex technology in an easy, user friendly and fun way, a key to their success in many markets. Evaluation of the products’ Integrated Marketing Communications plan: Apple continued on the successes of previous products when launching their iPad product, using images and reminders of what those previous products have done for the world. Their marketing communications for the iPad very much focused on what the company has done and what they are best at.
In the keynote presentation of the iPad, the company reminded us that in October 2001, Apple revolutionised the way people listen to music with the iPod, in April 2003 Apple revolutionised the way people buy music, videos and games with iTunes. In October 2007, they revolutionised the world of mobile communications with the iPhone, and now with the iPad, Apple will ‘revolutionise’ the world again. Steve Jobs’ enthusiastic description of the device during his Keynote in January 2010 makes the individual user feel that it was made for them, that they will “hold the internet in their hands and it is an incredible experience. Steve Jobs on many occasions has stated that he loves Apple products and their customers. This shows in the customer support Apple has invested in. The company internally is well briefed on how Apple wants to be perceived, again this shows in how secrecy shrouds products prior to their launch. Their communication mix is very much audience focused and always consistent. The message for iPad is clear, it is a device for the individual who could personalise it and bring it anywhere. Apples’ marketing objectives were quite simple for the iPad.
Their approach has always been the same, but different to other organisations, their introduction was somewhat spectacular due to the fact that products prior to launch were always successfully kept a secret. This made Apple brand fans excited and other consumers intrigued. Apples’ marketing strategy is “It’s better to be simple” and it shows in their marketing communications as they keep their advertising minimalistic and product information in simple language. The main forms they use are social media, online advertising, presentation keynotes and sometimes viral marketing!
Either way, the message is clear and simple; the product is exciting, fun and easy to use. This is unusual, as traditionally, technical products were always described by their systems’ statistics and technical terminology which the average consumer does not understand. Brand awareness is increased because of the hype. The communication mix or marketing mix involves the implementation of a marketing plan consisting of: i) Promotion, ii) Product, iii) Price and iv) Place. The Apple brand is an incredibly strong brand hence ‘Promotion’ is mentioned first.
Apple, surprisingly, do not spend as much on advertising as one would think. Media such as television and magazines are their main choice but what Apple did and did best were product launch press releases. As mentioned before, keynote presentations were what Apples’ former CEO was extraordinary at. And people who mattered most to promote and place the new product in the media through public relations press releases, were present at these presentations. Secrecy of a product generated interest and added to that the Apple brand which created hype, resulted in enthusiastic anticipation of the iPad launch.
Commercials were simplistic but visually pleasing and this enhanced the beauty and simplicity of the design and features of the iPad, exactly what Steve Jobs himself loved about Apple products. This is also mirrored in their shop designs featuring simple but sophisticated look just displaying the Apple products promoting their features. More recently, the iPad has been placed in most good computer electronic stores around the world and of course Apples’ own e-commerce website. It is now as easy to purchase the iPad as it is to buy shoes.
The iPad, like other Apple products, is designed and manufactured to the highest standards as always maintained by the former CEO Steve Jobs. The Product is probably Apples’ most important ‘P’ in the communication mix as they believe they have the most a product can offer. “Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings. ” (Apple, 2004). The products and the brand will push the other ‘Ps’ of the mix for Apple.
Price was not as important for Apple as their products. With their iPad they have competitive advantage with innovation, they also have control with materials, such as touch screens and flash memory to keep costs down over their competitors. Most electronic goods’ prices generally fall as the product nears the end of its PLC, (Product Life Cycle). Not so much with Apple products. Apple manages to get people hooked on their products from an early age. The iPad, like other Apple mobile devices, are very easy and fun to use and have the capability of adapting to the user by means of applications and personalisation.
Therefore, as the user grows older the device can contain more ‘mature’ applications. For example, games and early learning apps can entertain children while music and movies are a must for adolescences, and productivity and news may be important for adults. Today we cannot live without social networking and weather information! This is a very clever way of reaching a varied target audience that is not confined to gender, demographics, interests, or even age and Apple use ‘apps’ to promote the iPad.
The effectiveness of the IMC campaign is hard to measure for the iPad as an individual Apple product, as much of the interest is down to the loyalty of the brand also. Critics will always point to the negatives, but there is without doubt, evidence to show the iPad is a huge success. Promoting the iPad to young users, for example, in schools and colleges and images of celebrities and peers using them means it generates the desire to own one. Apple can also lock the consumer into the brand by linking their products and services so that they continue to use the brand through life.
Conclusion Their advertising and in-store presentation of the iPad gives the product a prestigious image, but the ability to allow the consumer to try it or ‘play’ with it in their stores shows the confidence the company has for their products’ capabilities and quality, and that is what consumers inevitably pick up on. For effective marketing there needs to be effective communication of the information of the product. Apple does it well, but they do it simply and that seems to work. The desire they have generated for the consumer to want a fun and productive device is unquenchable.
Apple may not follow all the rules of Integrated Marketing Communications, but they are careful in the planning of a product entry into the market. Secrecy, hype, presentations and image are key to their success it seems and the Apple brand remains powerful and resilient. Recommendations Apple as a company must be transparent to remain credible and sustainable in today’s business climate. This will also aid in the expansion into emerging markets. The success of the iPad has been a cornerstone for the company roven by sales of nearly 40 million iPads at the end of 2011, according to Forbes, and they expect 73 million in sales by the end of 2012. This can be over confident and risky as they lack new innovation since the iPad 2 launch. To continue growth into 2013 Apple’s marketing strategy will need to focus on brand positioning, promotion, customer service and estimate a competitive price of iPad with additional features linking to research and analysis of the environmental forces to compete in the global market. A continual S. W. O. T. analysis would benefit to understand the company’s position.
Promotion development and strategies can be extremely effective if Apple continues to focus on its strategic human resource management and by making consistent attempts to remodel its marketing plan to continue successfully. Bibliography Apple, 2004. Apple Press Info. [Online] Available at: http://www. apple. com/pr/library/2004/01/08HP-and-Apple-Partner-to-Deliver-Digital-Music-Player-and-iTunes-to-HP-Customers. html [Accessed 27th March 2013]. Daye, D. , 2012. Weakness In The Apple Brand?. [Online] Available at: http://www. brandingstrategyinsider. com/2012/12/crunch-time-for-the-apple-brand. html#. US860jAqyCl [Accessed 28th Feb 2013].
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