INTEGRATED MARKETING

COMMUNICATIONS

Woolworth’s

Bringing Back a Brand

Mission and ValuesA BUSINESS BUILT ON INTEGRITYUnwavering dedication

We are on a mission to deliver the best in convenience, value and quality for our customers.

3,000 stores and counting

We employ 205,000 team members who serve over 29 million customers across our brands every week.

Home-grown and proud

We are a trusted business partner to thousands of local farmers and manufacturers.(About Us, 2017)

Mission: Our goal is to build by expanding our presence with digital and traditional marketing in order to create a new target audience by finding customers in new ways

Vision: Is to duplicate our business model through communications and commitment to quality in a global market and become the convenient, remain trusted and engage shoppers

The Woolworths Fresh Food Future Program is an ongoing investment to fund and promote new projects that improve the sustainability of the food supply chain

Philanthropic

Ethical

Legal

Economic

Integrated Marketing Communications Plan

Analysis• Gather Data• Sort• Identify

Customer• Target• Select Media

Identity• Unique• Positioning• Offer Value• Brand• Logo• Slogan

Goals• Specific• Measureable• Timing• Awareness• Listen• Communicate• Sell

Budget• Amount• Advertisement• Promotion• Media Division• Unexpected

Measurement• KPI

• Sales Revenue• Customer

Value• New Contact

Rate• Conversion

• ROI• Cost Per Lead• Inbound

Marketing• % of

Conversion• Sales Increase

Strategic Planning Process

Strategic Plan

Mission Statement:We are on a mission to deliver the best in convenience, value and quality for our customers.Current Market Position:Analyze data to determine current target customer using digital media. Maintain relationship with traditional media shoppers

SWOT:Strength, Weaknesses, Opportunities, Threats

Destination:Become the newest shopping experience both online and instore by meeting the communications needs of a wide variety of consumersOrganizational Strategies:Create calendar that reflects daily, weekly and monthly tasks required to implement Strategic Plan. Assigned personnel to complete tasks to implement Strategic Plan.

S.W.O.T.

Weakness• Inexperience

with digital media

• Technical expertise

Threats• Competitors

with loyal online community

Opportunities• Digital

Marketing• Data driven

targeting

Strength• Proven

business plan• American

Nostalgia

With an established formula we will be implementing operational and strategic plans based on proven success and combined with the data from US market research based on our new web presence

Analysis

Analysis•Gather Data•Sort•Identify Customer

•Target•Select Media

New Data Gathering: Landing page visits, social media followers, email response, on line ordersNew Data: email address, engagement, online feedback Target Audience: Loyal customers who are increasingly using digital media for information and shopping Residents within 25 miles of new locationsSecondary Audiences: Those who appreciate our current offerings (Traditional Media) and are interested in more engagement where they are looking (Digital Media)Media: Landing Page, social media, mobile web site, email, outdoor, newspaper

Identity

Identity•Unique•Positioning•Offer Value•Brand•Logo•Slogan

Unique: Standing out among competitors by offering a trusted name but in a new, high tech environment that still relies on quality fresh offeringsPositioning: Delight the customer, meet their needs, find their desires; be visible be memorable Offer Value: Tell the brand story that has improved lives with transparent, eco-friendly business practicesBranding: Simple, recognizable, with quality, fresh and fun

Identity: By using insight from gathered data to communicate and renew this brand we can create value for the customer.

Goals S.M.A.R.T. Strategy

Goals•Specific•Measureable•Timing•Awareness•Listen•Communicate•Sell

Budget

Budget•Amount•Advertisement•Promotion•Media Division•Unexpected Analysis: Overall budget demands

and limits will determined where each dollar is spent. Ongoing analysis will provide insight to Return on Investment through Key Performance Indicators. Being prepared to move dollars from one media to another keeps the message directly in front of the target audience

Like traditional marketing the spending cap will remain the same and the channels will change as KPI provide insight of the value of our investment.

Unlike traditional channels, digital channels are trackable and interactive. The ability to communicate with the consumers at many levels helps maintain focus on the target audience.

Amount: The budget will have a cap of total spending and flexibility to meet changing needs as analysis of each media outlet determines the value of that outlet.

Data

Information

Knowledge

Wisdom

Measurement

Measurement•KPI•Sales Revenue•Customer Value•New Contact Rate

•Conversion•ROI•Cost Per Lead•Inbound Marketing

•% of Conversion

•Sales Increase

Landing Page

Email Twitter Facebook0123456

3.8

2.53

4.54 4.4

1.82.8

2 22.6

5

Engagement Clickthrough Replys

ROI: By analyzing the cost per lead, the conversion rate and the increase revenue, we can understand the value of our investment and the revenue each marketing dollar returned in sales.

KPI: New customers, conversion rates, sales revenue will all show the media outlet that is most effective for each traditional and digital ad placement Initial numbers are showing a high engagement level on

both the Landing Page and Facebook. The click through to the Landing page from email has a higher rate than all other social media pages.

The MessageWoolworths, Fresh to SuccessI can’t believe its Woolworths

Did somebody say Woolworths?#Woolworths #Fresh

The History

“On February 1, 1960, four students from North Carolina Agricultural and Technical State University sat down at some stools reserved for whites only at the Greensboro Woolworth's lunch counter. They were refused service, so they refused to leave. More people joined them every day, and eventually the owner closed the store for a few weeks because of a bomb threat…That very lunch counter desegregated a few months later on July 26, 1960. A section of the lunch counter, which closed when the store closed in 1993, now resides at the Smithsonian Museum of American History.

In 1979, The Guinness Book of World Records declared that Woolworths was the largest department store chain the world.

Although the Woolworth stores have closed, the Woolworth Company remains "“ it's just called something different now. You're probably familiar with it "“ it's Foot Locker, Inc. In the "˜70s and "˜80s, the company bought or created a bunch of specialty stores to boost sales and expand the business, from Champs Sports to Northern Reflections to a timepiece store called Best of Times. This included Foot Locker. When it became clear in 2001 that Foot Locker was its best-selling brand, Woolworth changed their name from Venator (which it had adopted upon closing all of its five-and-dime stores) to Foot Locker, Inc.

The now-iconic Woolworth Building in New York City was finished in 1913 and at 792 feet, it was the tallest building in the world (until 1930)

Brits might be familiar with a Woolworths that is still in operation today; that company used to be owned by the same company as the U.S. Woolworths

http://mentalfloss.com/article/22258/quick-10-woolworths-five-and-dimehttp://www.woolworthsgroup.com.au/page/about-us/our-brands/supermarkets/Woolworths/

http://americanhistory.si.edu/brown/history/6-legacy/freedom-struggle-2.html

The first Woolworths’ opened in Utica, New York, in 1878

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