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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,RETAIL THEATRE:,BRINGING THE,BRAND TO,LIFE,NIKE:,WHO ARE,WE?,WHO ARE WE?:,Started in 1962 with $500,Based on a handshake between two men,Aim to make running shoes suitable for,runners,Now has revenues of $11billion,Operates in 160 countries with 24,300 employees,Brands including Nike, Converse and Cole Hann,”If You Have a Body You Are An Athlete”,n,NIKETOWN LONDON:,WHAT DO,WE DO?,Opened 1999 by Michael Jordan,Approx 3million visitors per year,68,000sqft over four floors,Running club 200 per week attend,160,000 units of stock,260 staff,1 in 5 through the door leave with a purchase,Our mission statement:,Deliver premium consumer experiences at every touch point,NIKETOWN LONDON:,WHY DO,WE CREATE,THEATRE?,WHY DO WE CREATE THEATRE?:,Create a destination drive footfall,Tell the Brand story,Better understanding of the Brand,Encourage loyalty,Encourage performance,RETAIL THEATRE:,HOW DO,WE DO,IT?,HOW DO WE DO IT?:,In store-communication,HOW DO WE DO IT?:,Use athletes as heroes,HOW DO WE DO IT?:,Attract & engage through visuals,HOW DO WE DO IT?:,Make the Store an interactive,experience,HOW DO WE DO IT?:,Make the Store live through,events,HOW DO WE DO IT?:,Remember the mission,RETAIL THEATRE:,IS THAT,ENOUGH?,HOW DO WE DO IT?:,Our people are true to the brand,BRINGING THE BRAND TO LIFE:,WHAT,WOULD,WE DO?,WHAT WOULD WE DO? :,Know our market,WHAT WOULD WE DO? :,Know our market,Understand their needs,WHAT WOULD WE DO? :,Know our market,Understand their needs,Know the competition,WHAT WOULD WE DO? :,Know our market,Understand their needs,Know the competition,Understand your point of,difference,by,Colin Trask, contributor,*,03 Jan 2006,Although the number is dwindling, there are those who recall the days of milkmen, gas station attendants and bank tellers. Now, we take care of most of those jobs ourselves, and seem happy to do it. There are few areas of our economy that havent been touched by the growing self-service industry. And, its not something thats being forced on the customer by budget cuts and lower overhead. More and more people just prefer to do it themselves.,What has transformed the shoppers mindset from a desire to be waited on to a desire to serve himself?,Peter Honebein has made it his business to find out. As a learning psychologist and instructional designer, he has accumulated 10 years experience designing software products and training programs for customers and employees. Along with Roy Cammarano, he has written Creating Do-It-Yourself Customers: How Great Customer Experiences Build Great Companies.,Honebein sees the self-service industry drawing on five types of do-it-yourself customers. The first is the,transactional customer,who is willing to carry out the transaction role of doing business. The next is the,traditional customer,; this is the classic DIY kind of guy: he fixes it, builds it and renovates it himself. Third is the,conventional customer,. This customer is the co-creator of product value, where all products are viewed as services and through use of the product the customer becomes a co-creator of its applications. Fourth is the,intentional customer,who wants to be in on the design phase. This customer shops Build-A-Bear stores, designs his own basketball shoes at NikeID.com or builds her own Barbie online. Lastly, theres the,radical customer,. This type discovers new ways to use a product; ways that werent even intended when it was designed. iPOD is one example; it was intended for music but those radical customers wanted more, so now we have pod casting.,According to Honebein, the trick for businesses is determining what type or combination of types its customers are and to design a system that satisfies them. Look at your business through the eyes of your customer type and address operations to that type.,Betting on self-service,Looking at business through the customers eyes was the challenge facing Tim Yeltin, director of new development for Charlson Broadcast Technologies (CBT), a Northern Kentucky that has been bringing IT innovations to the horse racing industry since 1985.,The psychology of self-service,WHAT WOULD WE DO? :,Know our mission statement,WHAT WOULD WE DO? :,Know our mission statement,Make sure our people know it,and believe in it,WHAT WOULD WE DO? :,Know our mission statement,Make sure our people know it,and believe in it,Dont fake it,WHAT WOULD WE DO? :,Know our mission statement,Make sure our people know it,and believe in it,Dont fake it,Diversify and enhance but dont,lose sight of your core purpose,WHAT WOULD WE DO? :,Create heroes,WHAT WOULD WE DO? :,Create heroes,Become relevant to our market,WHAT WOULD WE DO? :,Create heroes,Become relevant to our market,Create a marketing calendar,WHAT WOULD WE DO? :,Create the right environment,WHAT WOULD WE DO? :,Create the right environment,Embrace technology,WHAT WOULD WE DO? :,Create the right environment,Embrace technology,Make it interactive,WHAT WOULD WE DO? :,Create the right environment,Embrace technology,Make it interactive,Break the barriers encourage,talk!,Man Vs Machine What are the implications of a cyborg society?,The psychology of speed dating the origin of magical beliefs and Londons first media-arts festival launches,WHAT WOULD WE DO? :,Focus on features and benefits,WHAT WOULD WE DO? :,Focus on features and benefits,Communicate them clearly,WHAT WOULD WE DO? :,Focus on features and benefits,Communicate them clearly,Ensure relevant content,WHAT WOULD WE DO? :,Focus on features and benefits,Communicate them clearly,Ensure relevant content,Right product, right place, right,time,WHAT WOULD WE DO? :,Know the mission statement,WHAT WOULD WE DO? :,Know the mission statement,And make sure it informs all you do,RETAIL THEATRE:,BRINGING THE,BRAND TO,LIFE,演讲完毕，谢谢观看！,
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