Brand—Space

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20 Fig. 5.1 Starbucks Express London 24 https://www. bloomberg.com/news/ articles/2016-12-01/ starbucks-schultz-will-stepdown-as-ceo-replacedby-johnson 25 Norwood, C. (2016) Interview with Chris Killeen and John McDermott AVB Brand, Belfast 26 Ehmann, S., Klanten, R., and Borges, S., (2013) Workscape: new spaces for new work. Berlin: Gestalten. unprecedented and it continues to dominate. Bloomberg reported that, ‘the company has used its mobile application and other tech services to fuel sales in recent years’ and this positions it, ‘ahead of its peers, allowing it to serve more customers faster’ (Bloomberg, 2016) and this surely has a positive effect on customers because they get their coffee faster. A recent change in CEO too is to do with Starbucks’ shift in focus to expanding its Reserve Roasteries as well as their new Reserve retail stores, which is their ‘new upscale brand’. 24 See Figure 5.2, a compilation of headlines when searching for Starbucks on the website DesignWeek.co.uk, we see how the company is experimenting, innovating, reinventing but most importantly with all these ideas, is creating experiences. Something that big brands are doing now that Chris Killeen, brand director at AVB Brand, talks about in an interview when discussing pop-up stores, is they can be used to tailor a personalised experience for a customer to ‘reduce the perceived scale of a brand’ using Nike as an example when a brand gets so big it needs to look for small niche markets to remain relevant to say, ‘look what we can do, we can relate to you’. 25 And so by developing a smaller more focused high-end product and service they can shape themselves to look like a local independent store without a big corporate image getting in the way. This change in thinking can be linked to modern living, as discussed in detail in Workspace – New spaces for new work, ‘People are living differently, working differently and shopping differently so the retail landscape needs to change too.’ 26 John McDermott notes how all big brands e.g. Google, are creating a social place to work in, something that is becoming company culture (to be comfortable) with the need to make it feel like you want to be there, something that is very much applicable to retail. Also discussing how important staff is as an element of branding.
Starbucks unveils new interiors as part of £8million overhaul of London stores 21 Starbucks offers “theatrica dining with new interiors Starbucks launches boutique stores in UK Starbucks launches new concept café for busy London commute The people that work in that space, they reinforce the brand. Through human interaction, this is very important. The brand narrative and storytelling can be told through the staff, as another extension of the brand. All in a bid to push brand messaging. With all these components established, some big brands like to operate in a very controlled manner – strict – with total brand consistency in mind. However this can restrict a brand and really lower the chances of it being exciting in anyway to further itself. Dominik Prinz of Interbrand (2014) uses the term Brand Democratisation to overcome this challenge; he sees it as an opportunity. Fig. 5.2 Starbucks Brand Democratisation is the, ‘willingness to let headlines go of the desire to control every single step of the customer journey’, this allows it to be more lively and playful and when used well, ‘creates much deeper engagement, more excitement, and a bigger sense of brand ownership for people’ which is what a brand should want. The importance of letting a brand live out through extensions and letting go Dominik explains is another way of exploring how to ‘make the brand 27 Kent, C. (2014) experience more participatory and co-designed Branding Roundtable 7: by the people it’s ultimately for.’ 27 Challenges and Opportunities for 2015. Branding Magazine. p.8
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Page 5 and 6: III Brand—Space The impact of bra
Page 7 and 8: V Abstract Branded space, in the fo
Page 9 and 10: VII Contents 00— 01— 02— List
Page 11 and 12: IX Figure Page 6.3 6.4 6.5 6.6 6.7
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Page 15 and 16: Humans are social beings, and so by
Page 17 and 18: 5 SECTION TWO Branding What is bran
Page 19 and 20: 7 Brands Lovemarks Love Axis Fig. 2
Page 21 and 22: Fig. 2.3 Mathematical Theory of Com
Page 23 and 24: 11 SECTION THREE Perceptions of Pla
Page 25 and 26: 13 Fig. 3.1 Whitworth Gallery Outsi
Page 27 and 28: 15 SECTION FOUR Branded Place Brand
Page 29 and 30: 17 Fig. 4.2 Dyson Store London ‘
Page 31: 19 SECTION FIVE Experience of Place
Page 35 and 36: 23 SECTION SIX Case Studies Example
Page 37 and 38: 25 Fig. 6.1 Levi's London Flagship
Page 39 and 40: 27 Fig. 6.6 Hunter Regent Street, L
Page 41 and 42: Fig. 6.10 Gran Turismo Driving Pod
Page 43 and 44: Fig. 6.11 Systembolaget Store 31
Page 45 and 46: ‘ It should be easy to search and
Page 47 and 48: 35 Fig. 5.17 Kasthall Store Fig. 5.
Page 49 and 50: 37 Fig. 5.21 The MAC Interior Fig.
Page 51 and 52: 39 A big part of this project, and
Page 53 and 54: 41 SECTION SEVEN Conclusion Brands,
Page 55 and 56: 43 APPENDIX Interviews Gerry Hamill
Page 57 and 58: 45 6. Have you worked with design/b
Page 59 and 60: 47 6. How important is physical, an
Page 61 and 62: 49 Bibliography Books Anon. (2013)
Page 63 and 64: 51 McLaughlin, A. (2016) ‘Ikea op
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