everlane pop-up shop

EVERLANEcreative brief

TABLE OF CONTENTS

EVERLANE

Overview of Retailer

Market Analysisand Target Demographic

Porter ’s 5 Forces

Key Objectives

Technology and Implementation

Operational Plan

Pop-Up Shop

Assortment Plan

SWOT Analysis

Perceptual Map

Placement, Distribution, and Promotion

Business Issues

Deliverables

Promotional Plan

Budget

Appendix

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7

9

10

12

14

16

18

20

24

25

28

30

32

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43

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SummaryExecutiveIn many ways, Everlane is a brand that reflects today’s modern customer, in its fascination with e-commerce and social media tactics, as well as its emphasis on socially conscious goods. Every new step in the brand’s evolution is carefully executed to communicate a level of innovation and brand integrity, with a fresh look at both old and new retail practices. Today, Everlane faces its marketplace with a truly unique, and profitable, perspective. However, today’s shopper wants more than an easy online experience. The modern customer requires seamless integration of all channels, while seeking a modern approach to even the most traditional retail venue.

Everlane must adapt and grow, in order to continue to be at the forefront of tomorrow’s retail innovators. As is the case with most pure-play e-commerce brands, Everlane currently suffers from lower brand awareness. By combining their innovative approach to retailing and marketing, alongside a new adoption of technology, Everlane can create a seamless approach to shopping, providing all levels of service and product required by their customers.

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Radical TransparencyKnow your factories, know your costs and always ask why.

EVERLANE Mission

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Michael Preysman a 25-year-old venture capitalist, founded the company Everlane, in 2010 in San Francisco; as a response to an industry that was lacking in retail innovation and transparency (Everlane). After learning about the excessive markups that are taken on most designer clothing, he founded a business based on the idea that, given accurate pricing information, consumers were too smart to choose a garment that is priced ten times what it costs to make. In the midst of a market where he thought so much improvement could be made, a transparent company was born (Shontell). Everlane promises to deliver consumers with items at a markup of just double what it costs to produce. While staying on trend, Everlane allows consumers a full look into what they are purchasing, including factory information and pictures, and the pricing breakdown and markup amount, all compared to a typical retail breakdown.

The founder of Everlane, Michael Preysman is also the CEO. The company currently employs less than 50 people in San Francisco and NYC (Shoot). Most are young Millennial, uncoincidentally the same demographic as Everlane’s target customer, who have worked at companies like Google and Yelp (Everlane). Everlane has a strong social media presence and boasts that it sells out of almost every product it produces (Shontell) The revenue for 2013 was $12 million dollars (Shoot). Within five years, Everlane has grown from producing one T-shirt to all clothing categories for both men and women, including accessories such as bags, belts, and shoes (Everlane). From 2013 to 2014, Sales grew 200% (Ransom). WWD has reported that the revenue will hit $30 million dollars in 2015, and the company will most likely turn a profit this year, on its fifth year of business (Britt).

Overview of Retailer

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It is estimated that online shoppers in the United States will spend $327 billion in 2016, an increase of 45% from $226 billion in 2012 (Rueter). Online apparel and accessories sales represent nearly $68 billion of this projected number (Emarketer). Furthermore, in 2016, ecommerce will account for 9% of total retail sales, up from 7% in 2012, as reported by Forrester Research Inc (Rueter).

By using touchscreen enabled installations in high traffic shopping locations in-store, Whole Foods is engaging with its customers in their new flagship in Alpharetta. These installations are intended to both streamline the shopper experience and educate the shoppers about the farmers who provide the products and the new initiatives Whole Foods has in place to provide sustainably and responsibly grown products. This technology was developed by Second Story, a division of SapientNitro.

The installation, placed in the store’s cafe, gives the user a glimpse into the lives of the local suppliers and farms to educate the consumer about where their products come from. Each window features a different local supplier, and the user can select a supplier to see more about them. At the same time, the screen also displays a live Instagram feed fed by customers using certain Whole Foods hashtags. In this way, the user is able to see each product from start, where it is grown, to finish, where it is cooked by a Whole Foods customer.

The Everlane customer can be described as modern, independent, and socially savvy, always interested in engaging in new ways with the brands they choose to buy from. This customer is, above all, conscious, of both the world around them and the clothing they choose to buy.

Market Analysis

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Both men and women customers are between 25 and 44. They are college educated, with secure employment in professional sectors, earning an average of $50,000-$55,000 per year. This demographic includes mostly singles, leaving a large percentage of earnings as discretionary income, as well as some married and young families. They live in urban spaces and larger cities, giving them access to many different retail experiences (PRIZM “Segment”).

This consumer wants high-quality items and are willing to go through non-traditional marketing measures to find these items. They are much more receptive to digital marketing techniques than traditional marketing, and they value chances to interact with a brand and share content. Because Millennials are naturally questioning and skeptical, they are also drawn to brands that are transparent and direct with product information (InSites Consulting).

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Competitive Rivalry

Threat of Substitutes

Bargaining Power of CustomersBargaining Power of Suppliers

Threat of New EntryPorters 5 Forceslow

low medium

medium

Overall, the Porter’s analysis reveals that this marketplace represents a LOW-MEDIUM risk environment.

Appendix 3.1

The competition between fashion retailers that utilize the technology is highLow customer loyaltyBecoming more innovative can capture the attention of already brand-loyal customers

Technology solutions compete with each otherHighly saturated marketplace supplying this technologyTechnology is not new, but the marketplace is fragmented with no clear market leaderSuppliers have relatively low bargaining power

Incorporating technology into a physical store and maintaining the space contribute to high costs in the marketplaceTraining employees and customers to use the technology requires specialist knowledgeThere is high capital required to incorporated the technology

The fashion industry is oversaturated-customers always have their choice of where to shopRetailers have temporary power in the marketplace when they successfully integrate the digital technology deliverables to the customersMedium bargaining power

Fashion industry is not a market leader in utilizing technologyMany non fashion retailers are utilizing this technologyHowever fashion offers a unique perspective on technology experiences

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Key Objectives

This initiative aims to incorporate both technology and new social media and marketing campaigns seamlessly into the Everlane pop-up shop experience. It will serve to increase brand awareness and expand Everlane’s marketing presence, as well as introduce new strategies of advertising while utilizing existing platforms that appeal to the target demographic. Through short-term and long-term focus, this initiative will increase sales and awareness of both the temporary pop-up shop in New York City, as well as the online store.

By utilizing in-house screens and technology platforms, Everlane will be able to bring their signature online experience to life in-stores. The screens will help to inform the central Everlane story, that of a garment’s journey through a transparent supply chain. Screens will allow you to get to know this journey first-hand and choose which information to uncover. By experiencing the digital screen and the tangible garment together simultaneously, Everlane will be able to offer an augmented experience, unique to its store and to this event. The screens will also serve a dual purpose as a social media marketing platform to help customers in-store and online connect, share, and interact, with the brand and each other. Real-time media streams, combined with curated brand content, will bring the Everlane brand to life, in a new and exciting way, that will both excite loyal customers and engage new customers.

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In addition to in-house technology, Everlane will combine a guerilla marketing campaign and unique social media strategies to market both the pop-up shop in particular and the brand as a whole. Rather than continuing to rely on word-of-mouth and brand-exclusive social media content, this new campaign will engage with the city hosting the pop-up shop, drawing new crowds and new brand interest. It will also encourage customers to download the Everlane app, which will then communicate with them via push notifications. This will allow Everlane to truly connect with its customers at convenient time and in the most effective ways.

Everlane’s Millennial customer is an “omnichannel shopper,” who is just as comfortable purchasing in a physical store as they are purchasing online (Whiteside). Therefore, combining these two experiences, the digital and the physical, with the added social media and sharing feature, which Millennials have proven to respond to, seems the next step for a brand steeped in retail innovation (Whiteside).

Long-term, this initiative will serve as a structure for future pop-up shops to create brand continuity and sustained success in future temporary or brick-and-mortar ventures. All of these strategies combined will create a seamless approach to Everlane’s retailing structure, while attracting the attention of both existing and new customers. This structure will further portray the core values of the brand and ultimately make the brand come to life in a unique and meaningful way.

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There are two main technologies driving Everlane’s new initiative, one for the in-store experience and one to connect to the advertising and marketing campaign around the planned pop-up shop.

The in-store initiative will utilize an interactive LCD screen that will engage customers and introduce them to the brand through video, still, and social media content. The original technology was displayed in a Whole Foods flagship store in Alpharetta, GA, and was fueled by SecondStory, a division of SapientNitro, that “focuses on responsive environments, story-driven experiences, experimentation, and innovation” (SecondStory). These screens provide digital photo and video collateral that users can activate and choose via touch screen capability. Screens also link to the brand’s social media accounts and stream live Instagram photos, found using designated brand hashtags, in-store for customers to view.

Everlane will be utilizing Planar’s screen technology to accomplish the interactive digital experience, while Tint will provide the technology to curate and display

Everlane’s social media content in-store. Screens will link to the Everlane hashtag ‘#RadicalTransparency’ to post pictures uploaded by Everlane followers around the world, as well as feature photos and videos that serve as brand introductions and storytelling. Outdoor screens will serve to grab attention from interested passerby and attract them to come inside the store. Indoor screens will draw customers in and introduce them to brand content.

Planar digital signage will support up to ten different touch points, allowing variety of interactivity on the screen. A protective glass seal will prevent scratching and dust buildup on the screens throughout their use in the pop-up shop (Planar).

Meanwhile, Tint will provide instant updates to a continuous social media feed, supported by up to twelve different social accounts, which include hashtags. Tint will allow Everlane employees to curate the social media published, both before and after publishing, as well as immediately filter out posts that feature banned words (Tint).

Technology

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The marketing initiative will utilize Bluetooth geofencing technology to connect to mobile devices of those passing by the outdoor advertisements placed around the city. These services allow for targeted push notifications to be sent to those who have the Everlane app and are walking by the outdoor ads placed throughout the city. With this technology, an application server tracks each user’s phone location, compared to the location of the various geofences, and when the two locations overlap, triggers an automatic push notification that is both timely and customizable (Drakatos).

Salesforce is the current market leader of this technology, but PushWoosh and Urban Airship, among others, also provide these services. For this initiative, Everlane will utilize PushWoosh’s technology. PushWoosh will provide customized push notification marketing to various geofences, which can be uploaded quickly into the PushWoosh online server, to up to four million devices. These geofences, which will be the outdoor street-level advertisements placed throughout New York City, will then trigger push notifications to be sent whenever the user’s phone is within between 50-1,000 meters of the area (PushWoosh).

In order for this to function, the user’s smartphone must allow Bluetooth, location services, and push notifications to be sent via the app. If these three settings are in place, push notifications will be sent automatically, when the phone comes within a certain yardage of the geofence, even if the Everlane app is closed or running in the background. This activation distance can be customized to each geofence. After the event, PushWoosh will continue to be an important tool for Everlane to target those who have downloaded the app, notifying customers of new arrivals and events.

Implementation

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July August September October November December January February March April May June July

Research and Development

Developing Screen Technology

Sourcing Screen Manufacturer

Interface Creation

App Creation

Website Redesign

Testing

Staff Training for Technology

Creating Digital Media for Technology

Creating Outdoor Ad Campaign

Sourcing Outdoor Ad Provider

Design Leave-Behind Totes

Manufacture Leave-Behind Totes

Screen Installation

Outdoor Advertisement

Rent for Shop

Fixture Installation

Security for Duration of Shop

Same Day Delivery Runners On Call

Website Featuring Content from Shop

Shop Takedown and Cleanup

Collection and Evaluation

Push Notification Marketing

Website Launch of User-Created Content

Opporational Map

This comprehensive operational plan includes a strategic overview of how we are planning to execute our new technology within a two-week pop-up shop in New York City. In planning, steps are broken down into what was necessary for pre-launch, launch and post-launch strategies.

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The Everlane app, which is set to be released by the end of May 2015, will be redesigned to incorporate push notification and geozone technology, and the website will be redesigned to integrate user-generated content. In addition, all major technology sourcing and training will begin, along with the creation of our ad campaigns and digital screen media. For the pop-up specifically, location will be chosen and fixtures installed with security and same day delivery operations in place.

It will consist of our new website being published live with the hashtags created through our social media campaigns and ads. Delivery through Postmates, as part of the Everlane Now program, will be active throughout the 14 days, along with push notification marketing for the ads placed across the city to notify users of the Everlane app to come to the pop-up shop.

Post-launch will consist of the website redesign being evaluated for success. If the user-generated content proves to be a successful driver for website traffic, it will continue to be integrated into the website. Lastly, the pop-up shop will be taken down and data collection and evaluation will begin.

Pre-Launch

-Launch

Post Launch

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PopUp Shop

This is a visualization of the Everlane Pop-Up shop. It is located in Nolita, New York City on the corner of Mott and Kenmore. The hours of operation are Sunday through Sunday 10-7.

Appendix 3.0

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Assortment P lan

TOPSPrice Range: $15-85Colors:

BOTTOMSPrice Range: $48-120Colors:

OUTERWEARPrice Range: $98-138Colors:

DRESSESPrice Range: $75-98Colors:

FOOTWEARPrice Range: $98-$165Colors:

ACCESSORIESPrice Range: $40-98 (small leather goods), $285-425 (bags)Colors:

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The Everlane pop-up shop will be an instore experience of the online brand. Therefore, the assortment was planned with Everlane’s website assortment in mind. Adjustments were made due to seasonality and variety, but the overall assortment reflects what the Everlane customer has come to expect from the brand’s online presence, with a focus in quality essential pieces and a seasonal color plan.

Assortment P lan

Appendix 3.2

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In the future, Everlane has talked about expanding to even more product categories and styles for both men and women. They are also expanding into categories like stationery and home goods (Ransom), Founder Preysman is setting Everlane up for growth by releasing 170 new products throughout the next year, as compared to 110 products released in 2014 (Britt). Within their accessories offering, such as weekenders and tote bags, they plan to keep breaking into a higher priced market. For example, their leather handbags costing between $300 and $400, are meant to be investment pieces that have the quality of any designer accessory, making them a competitor in the luxury market (Indvik).

Future Growth P lans

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Weaknesses

High growth rate has attracted positive reaction from investors

Pure-play online model allows for low overhead expenses

Leader in industry in offering radical transparency for consumers.

High value products for affordable price point

Strong factory relationships

Leadership positions balanced in backgrounds between retail and fashion industries for unique perspective.

New players to a saturated clothing market Pure-play model eliminates in-store experimental element for customers

Shallow product assortment in terms of design and color options Long waiting lists and quick sell-outs eliminate potential sales, due to growth exceeding available infrastructure

Top Leadership/CEO has no retail background or experience

Low brand awareness

Strengths

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Threats

OpportunitiesCreate more depth in product assortment New marketing strategies to produce more brand awareness to the company Utilizing new technologies to promote brand through new social media platforms

Become a multi-channel retailer, incorporating new points of sale

Increasing costs of manufacturing and development, in raw materials and labor

More companies could choose to be more transparent within already established brands, creating more competition

Fast Fashion brands like H&M Conscious

Brands offering more trendy clothing at lower prices

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When comparing Everlane to other brands, its price range is very competitive to most mid-level brands. While the brand cannot compete price-wise with certain mainstream brands, Everlane is able to maintain quality and brand values, which are important factors to the Everlane customer.

However, there is clearly an opportunity for Everlane to embrace new tactics to increase accessibility in the marketplace. While many brands do not have as many strong selling points as Everlane, they are simply more recognized and accessible to customers, and are therefore more successful. This strategic initiative aims to address this opportunity in the market, by emphasizing the use of pop-up shops to draw in new customers and attention to the brand. By utilizing technology and a new marketing campaign, the initiative will help to bridge the gap in accessibility between Everlane and its competitors, increasing Everlane’s opportunity to interact with customers directly.

Current Positioning in the Market

Everlane uses radical transparency as a unique approach to fashion retailing. By providing an unprecedented amount of information about their sourcing practices, Everlane sets themselves apart from other retailers in the marketplace.

Unique Selling Point

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Perceptual Map

Low Price

High Price

High AccessbilityLow Accessbility

When comparing Everlane to other brands, its price range is very competitive most mid-level brands. While the brand cannot compete price-wise with certain mainstream brands, Everlane is able to maintain quality and brand values, which are important factors to the Everlane customer.

However, there is clearly an opportunity for Everlane to increase their accessibility in the marketplace. While many brands do not have as many strong selling points as Everlane, they are simply more recognized and accessible to customers, and are therefore more successful. This strategic initiative aims to address this opportunity in the market, to bridge the gap in accessibility between Everlane and its competitors, increasing Everlane’s opportunity to interact with customers directly.

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Everlane has eliminated traditional elements like “middlemen” and brick and mortar retailers from their pricing structure to create a new value proposition for customers with a lower price product of the same quality , sometimes reducing the cost by six to eight times the traditional cost of an item. The company also has partnerships with other transparent companies when doing a pop-up shop as they only work with companies that are also transparent.

Current P lacement

Appendix 4.2

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Online: In recent years, consumers have grown accustomed to shopping online, replacing brick and mortar stores with online shopping platforms such as Amazon. Consequently, Everlane has been able to take advantage of these new shopping behaviors and quickly gain momentum with an online-only experience. By doing this, they are able to eliminate many of the overhead costs that come with brick-and-mortar stores and pass these savings on to their customers, offering luxury products at half the price without sacrificing quality or values. Therefore, the Everlane customer receives the best price for the best quality, with full transparency through the steps of production. Recently, they have also added an m-commerce site, available at the same URL, and are set to release an app in May of 2015 (Britt). They are also one of two companies chosen to pilot Facebook’s Business in Messenger tool, which allows customer service and sales to run through Facebook Messenger (Britt).

Pop up shops: Everlane’s Chief Executive has previously said that he does not envision opening a flagship store in the near future (Ortved). However, he sees pop-up shops a platform to bring together and educate their consumer. Pop-up shops are ultimately an opportunity to engage the customer face-to-face, allowing customers to interact with the brand and experience the quality and fit of the garments. In 2014, Everlane has hosted pop-up shops in New York City and out of their San Francisco showroom. In 2015, they are planning to expand their pop-up shop presence to Chicago as well.

Distribution

Current Communication and Promotional ActivitiesEverlane primarily uses a word-of-mouth marketing strategy, which is strongly driven by the company’s social media platforms (Shoot). The annual budget for advertising is estimated to be between $10,000 and $20,000, or less than 5 percent of total company spending (Shoot). The company fully utilizes Twitter, Facebook, Pinterest, Snapchat, and Tumblr for marketing, customer service, and communication. The deliverables currently employed are digital and print images for social media, pop-up shops, and the e-commerce site. The brand has recently introduced video content for the website, as well as applicable social media sites, like Instagram and Periscope. Because Everlane relies heavily on word-of-mouth marketing and communication, public relations and celebrity endorsements are an important part of their promotional plan. Celebrities ranging from Angelina Jolie to Jessica Alba have been photographed wearing Everlane products (Fleming).

Everlane offers a membership when customers enter the e-commerce site which includes exclusive deals and offerings. Each order includes a thank you note for choosing Everlane. There is also a member reward for referring friends to Everlane (Daline). Appendix 4.3

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There are a variety of obstacles that are plaguing Everlane currently. As a young company with no physical store presence, brand awareness is low and relies mainly on selective P.R., social media, and word-of-mouth marketing. Currently, pop-up shops are the key way with which the brand can physically interact with customers and allow them to experience both the garments and the brand. However, the pop-up shops are currently only advertised via social media, which reaches the Everlane community, rather than targeting possible customers who are not aware of the brand.

While being an ecommerce retailer is integral to the Everlane brand, this model has its drawbacks as well. Customers cannot interact with the brand without making a purchase decision, and the marketing tactics in place to drive traffic to the website target the already existing Everlane community and their immediate contacts, rather than reaching new demographics.

As a new player in an already saturated fashion industry, it is easy for a small retailer to get lost among competitors. While they have been successful so far in choosing selling points that distinguish their brand, such as their stance on radical transparency and their unique approach to social media, Everlane must continue to develop brand strategy that sets them apart from industry competitors.

Business Issues

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Creative Guidelines

Color: neutrals

Font: Everlane Sans

Lighting: warm and soft

Everlane’s main target market is the Millennial customer. This consumer wants high-quality items and are willing to go through non-traditional marketing measures to find these items. They are much more receptive to digital marketing techniques than traditional marketing, and they value chances to interact with a brand and share content. Because Millennials are naturally questioning and skeptical, they are also drawn to brands that are transparent and direct with product information. (InSites Consulting)

Moodboard ^Appendix 4.4

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List of DeliverablesThis initiative calls for three deliverables to support both in-store technology and external marketing campaigns.

First, this initiative requires a video or animation to be played on in-store screens. This will serve as an introduction to the brand and their radically transparent business model, as well as a source of information for where Everlane garments are made.The deliverable will ideally include some form of interaction with customers, as well as a social media connection. Second, this initiative also focuses on guerrilla marketing and unique ways to promote the Everlane pop-up shop within the event’s city. This calls for a print ad that can be utilized throughout the city to attract new customer interest to the brand and the event. This ad should exploit Everlane’s main selling point, their radical transparency, as well as utilize social media and the Everlane app to further connect interested viewers to the brand.

Third, Everlane’s existing marketing structure calls for a strong social media campaign to reach out to existing Everlane customers and followers. This deliverable will include a short video to be utilized on Everlane’s existing social media accounts, specifically Instagram and/or Snapchat, to alert followers to the pop-up shop, as well as the new technology integration into the event. This video should serve to excite existing Everlane followers, as well as encourage them to interact with the brand in new ways and share the event with friends.

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Communication and Promotional P lan

Our comprehensive promotional plan covers how we will excite and engage our target customer with Everlane’s new strategic initiative. Our first category of promotions, and one of the most important, would be our plan for social media. Everlane is a company that relies heavily on effective and engaging social media efforts, always trying to employ technology to their benefit. Our plans are as follows within each platform or outlet:

Twitter: Within Twitter, we will stay consistent with Everlane’s current Twitter format, while substituting their current content with our new ads and language to promote the upcoming pop-up shop in NYC. The Twitter campaign will also highlight other social media platforms with which to engage the brand, including Snapchat and Instagram. A study by the Nielson Company found 30% of Twitter users follow brands because they want to access exclusive content or information. With this in mind, the Twitter campaigns will be focused on providing exclusive information on the Everlane pop-up shop, in conjunction with other social media platforms.

February March April May June July

Social Media Twitter

Instagram

Snapchat

Facebook

Print Ad's Posters

PR Blogger invites

Publication articles

Celebrity Endorsements

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Instagram: In addition to still images and information, we will also feature 15 second videos to excite customers for our upcoming pop-up shop and start building our hashtag campaign with #radicaltransparency. Our target demographic uses Instagram most out of all social networking sites, and in a recent study, Forrester Research found that Instagram users were 58 times more likely to comment or share a brands post than Facebook users (Rezvani). Instagram will be integral in providing content for the in-store social media wall and website redesign (see below), so the hashtag campaign will be centered in the Instagram strategy.

Snapchat: Within Snapchat, we will create daily stories leading up to the pop-up shop, including products to be featured in the shop as well as the construction and set up of the actual space to engage customers. As a newcomer in the social media world, Forbes lists Snapchat as the new best way to entice or excite customers about new ideas or products, making this platform a great way to create interest in the brand (Demyers).

Facebook: On Facebook, we will be posting a mix of the promotions used throughout the other social media platforms, with links to connect through other platforms and to learn more about the pop-up shop. In 2013, Facebook shoppers led in revenue generated per visits, making it a perfect landing page for customers to learn about the event and interact with the brand (Smith).

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Web Redesign: In the website redesign we have chosen to focus on the hashtag we have created and stream live posts of our customers’ posted content, using #RadicalTransparency, on the main page of the Everlane website. This will create a lifestyle and sense of community within our customer following and encourage them to participate with the reward of being featured on the Everlane home page. Companies like Burberry and Anthropologie have already successfully integrated this technology into their home websites, proving this is an effective way to connect with customers and encourage social media attention around the brand.

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#Rad i c a l T r an s p a r en c y

Download the app to know more.

Postering in NYC: We will be printing simple posters and plastering them on walls within walking distance to the pop-up (1 mile radius) in a guerilla marketing effort to promote awareness of the forthcoming pop-up shop. Utilizing technology from PushWoosh, when an app subscriber passes these posters, the Everlane app will send push notifications to notify them about our pop up shop and how to access it. Not only with this increase downloads of the Everlane app, but it will also engage with customers at an opportune time, when their curiosity about the brand has already been piqued.

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Public RelationsBlogger invites: Our PR efforts include raising brand awareness through fashion blogs. We will be sending out invites to the opening of our two week pop-up shop to fashion bloggers in the NYC area with a large social media following and influence.

Publications Articles: We will also be using publications articles to advertise not only our brand, but our pop-up shop.

Celeb endorsements: Emma Watson, Ellen DeGeneres are special endorsements we will be seeking within Hollywood. Recently, celebrities such as Angelina Jolie have been published wearing Everlane, and we plan on continuing to seek out celebrity endorsements to other prominent people that are very involved in social responsibility and activism.

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BudgetWeek 1 Week 2 NOTES

REVENUE

Pop Up $ 31,198 $ 31,198

Total Revenue $ 31,198 $ 31,198

EXPENSES

Cost of goods sold $ 13,727 $ 13,727

Interactive Screens $ 3,250 $ - *see Budget Appendix for Price Quote

Web Redesign $ 9,500 $ - *see Budget Appendix for Price Quote

Social Media Wall $ 4,200 $ - *see Budget Appendix for Price Quote

Geotracking Integration Interface $ 7,500 $ - *see Budget Appendix for Price Quote

Employee Compensation $ 2,047 $ 2,047

Outdoor Advertising $ 204.98 $ 204.98 $1.37 per poster/300 posters total/150 postersper week

Shop Rent $ 7,000 $ 7,000 *see Budget Appendix for Price Quote

iPads $ 1,396 4 iPads for Point of Sale (1 per associate +backup)

Fixtures $ 500 $ -

Security $ 1,400 $ 1,400 *see Budget Appendix for Price Quote

Tote Bags $ 2,370 $ 2,370 *see Budget Appendix for Price Quote

Total Expenses $ 53,095 $ 26,749

EARNINGS BEFORE TAX $ (21,897) $ 4,449 -$17,448

Total Retail x AVG Cost % (see assortment plan for average GM %)

$10.83/hr for 3 associates 9 hours per working day

Everlane recyles fixtures-cost covers moving/installation of fixtures and

(PayScale)

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UNIT SALES Week 1 Week 2 Total Units

Womens

Tops 158 158 315

Bottoms 20 20 39

Dresses 26 26 53

Outerwear 13 13 26

Footwear 39 39 79

Accessories 66 66 131

UNIT PRICE

Womens

Tops $ 44 $ 44

Bottoms $ 96 $ 96

Dresses $ 83 $ 83

Outerwear $ 118 $ 118

Footwear $ 142 $ 142

Accessories $ 199 $ 199

REVENUE BY CATEGORY

Womens

Tops $ 6,930 $ 6,930 $13,860

Bottoms $ 1,890 $ 1,890 $3,780

Dresses $ 2,179 $ 2,179 $4,358

Outerwear $ 1,549 $ 1,549 $3,098

Footwear $ 5,591 $ 5,591 $11,183

Accessories $ 13,059 $ 13,059 $26,119

TOTAL PROJECTED REVENUE $31,198 $31,198 $62,396

Unit Price taken as av

*See Assortment Pl

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Week 1 Week 2 Total Units Notes

Daily traffic 150 150 Daily estimated traffic in NoLita

Weekly traffic 1,050 1,050 Weekly estimated traffic in NoLita

Conversion rate 25% 25% Industry benchmark for brick and mortar space

Total number of transactions 263 263 Conversion rate x Weekly traffic

Units per transaction 1.5 1.5

Total units sold 394 394

Tops 40% 158 158 315 Assortment percentages informed by website assortment (see A

Bottoms 5% 20 20 39

Dresses 10% 26 26 53

Outerwear 5% 13 13 26

Footwear 15% 39 39 79

Accessories 25% 66 66 131

100%

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This strategic initiative will successfully raise brand awareness and recognition for Everlane, as well as engage existing Everlane customers and encourage them to download and share Everlane content, which will continue their interaction with the brand far after the pop-up shop is done. While the pop-up shop itself will not be profitable, the brand’s interaction with its customers, both old and new, will be priceless, especially in the months following the pop-up. This technology, including the user-created content that will be featured on the website and the push notification service added to the Everlane app, will continue to engage with the customer for months to come. The shop’s two-pronged approach to both draw in new customers, who are unaware of the Everlane brand, and to encourage both existing and new customers to communicate with the brand outside of the physical space will both raise brand awareness and create a brand identity that is both customer- and innovation-centered.

Conclusion

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#THANKYOU

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EVERLANEAppendix

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3.0 Location

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Porters 5 Forces 3.1Bargaining Power of Suppliers:Technology solutions suppliers of digital and interactive signage often compete with each other based on uniqueness of service, availability, and price. Today, there are multiple suppliers in the marketplace supplying these services, due to the fact that interactive touch screen technology is not new in the marketplace, relatively speaking in terms of technology innovations. That being said, the marketplace is still relatively fragmented, with no clear market leader and many competitors. Therefore, each supplier has a relatively low bargaining power.LOW

Threat of New Entrants:Incorporating digital and interactive technology into a physical store and maintaining a physical space, especially in any major city real estate market, along with merchandise and store layout, both contribute to high costs for entry into the marketplace (Clifford). Programming technology and training employees to be able to interact with new technology, and effectively relate it back to the customer, requires specialist knowledge. There is a good amount of suppliers for technology but high capital required for the up-front costs of technology. The average total of costs are not minimal. (Rigby) The main barriers to entry remain the costs of incorporating technology into already financially demanding retail location spaces, as well as the specialist knowledge required to integrate technology effectively.LOW

Threat of Substitutes:Today, it is becoming more and more popular for retail spaces to incorporate technology into the shopping environment. Outside of the fashion industry, many retail stores are using technology as a way to create brand awareness and drive sales. Customers seeking this kind of innovative shopping experience can now find it in many different retail spaces from Apple to IKEA. The fashion industry is, by no means, a market leader or unique provider of technology initiatives. However, fashion stores are able to offer something other industry retail spaces cannot: fashion, which is a large driving force behind customer interest. MEDIUM

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Competitive Rivalry:Today, fashion retailers are just beginning to understand all the capabilities of digital technology integrated into physical stores, leaving many gaps in the marketplace for just this type of opportunity. Truly unique technology in a store is still exciting for the public, drawing attention from both old and new customers. While the marketplace in this industry segment is still small and fragmented, however, it is cutthroat. When it comes to experiencing in-store technology, there is low customer loyalty, because each new innovation is still so exciting for customers. While this constantly changing customer interest does not necessarily always result in sales, it can definitely present a challenge to gaining new brand-loyal customers. MEDIUM

Bargaining Power of Customers: As an industry, fashion is, in almost every segment, over-saturated. Customers almost always have their choice of retailers in both the brick-and-mortar and online segments. However, the integration of technology into retail spaces still represents a fragmented market with fewer competitors and a large interested customer base. This places power, albeit temporary, in the hands of retailers who are able to create truly unique and compelling digital integrations in their physical spaces. At the same time, though, customers, while interested in this technology, are not necessarily willing to pay significantly more for it.MEDIUM

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Assortment Plan 3.2

Style Fabric Color Sizes Retail Price Cost Margin Quantity Total Cost Total RetailPicture Notes

Slouchy Cotton Slub Tank 100% LightweightCotton Slub White, Blush XXS-L $25 $10 60% 15 $150 $375 Everlane uses three different categories to divide tops: Tees & Tanks (primarily made of cotton or other casual material),

Silk Tops, and Shirts (a general term that refers to their cotton poplin or denim shirts-mainly in a button-up style). On thewebsite assortment, Tees & Tanks represent about 50%, Silk Tops represent 36%, and Shirts represent about 14%. For the

purpose of the pop-up shop, the assortment plan represents a close equivalent to the website assortment, with someadjustments made for seasonality, color availability, and hanger appeal (for more information on website assortment, seeAppendix). The pop-up shop assortment has Tees & Tanks representing about 48%, Silk Tops representing 33%, and Shirts

representing about 19%.Slouchy Cotton Slub V 100% Lightweight

Cotton SlubWhite,Sienna XXS-L $28 $12 57% 15 $180 $420

Slouchy Cotton Slub Crew 100% LightweightCotton Slub

White,Light Grey XXS-L $28 $12 57% 15 $180 $420

Cotton V 100% CottonWhite,

Muted Black,Heather Grey

XXS-L $15 $7 53% 15 $105 $225

Cotton U-Neck 100% CottonWhite,

Muted Black,Heather Grey

XXS-L $15 $8 47% 15 $120 $225

Box Cut Tee 100% Cotton White,Navy XXS-L $15 $8 47% 15 $120 $225

Linen Tank 100% Linen Copper,Cream XXS-L $30 $14 53% 15 $210 $450

Linen Short Sleeve 100% LinenWhite, Dark

Pacific,Graphite

XXS-L $35 $16 54% 15 $240 $525

Ryan Muscle Tank 100% Rayon White, Black,Navy XS-L $22 $9 59% 15 $135 $330

Ryan Pocket Tee 100% RayonWhite,Navy,

CharcoalXS-L $25 $9 64% 15 $135 $375

The Short Sleeve 100%Cotton Light Denim XS-L $48 $20 58% 15 $300 $720

The Sleeveless 100%Cotton

White Poplin,Grey Denim XS-L $45 $26 42% 15 $390 $675

Structure Tee 100%Cotton

White Poplin,Pink Poplin XS-L $50 $19 62% 15 $285 $750

Cotton Lawn 70%Cotton, 30% Lyocell Sky, Dusk XS-L $58 $26 55% 15 $390 $870

Habotai Silk Tank 100% Habotai Silk Ecru,Chestnut XS-L $60 $23 62% 15 $345 $900

Habotai Silk Short Sleeve 100% Habotai Silk Ecru,Chestnut, XS-L $70 $30 57% 15 $450 $1,050

Everlane uses three different categories to divide tops: Tees & Tanks (primarily made of cotton or other casual material), Silk Tops, and Shirts (a general term that refers to their cotton poplin or denim shirts-mainly in a button-up style). On the website assortment, Tees & Tanks represent about 50%, Silk Tops represent 36%, and Shirts represent about 14%. For the purpose of the pop-up shop, the assortment plan represents a close equivalent to the website assortment, with some adjustments made for seasonality, color availability, and hanger appeal (for more information on website assortment, see Appendix). The pop-up shop assortment has Tees & Tanks representing about 48%, Silk Tops representing 33%, and Shirts representing about 19%.

48

$44 $19 56%

TOTALS: 315 $6,045 $13,875

Silk Tank 100% Silk Light Grey,Warm Tan

XS-L $55 $24 56% 15 $360 $825

Silk Sleeveless 100% Silk Mint, Navy XS-L $60 $27 55% 15 $405 $900

Silk Pocket 100% Silk Mint, WarmTan

XS-L $85 $36 58% 15 $540 $1,275

Silk Round Collar 100% Silk White,Blush, Root XS-L $78 $34 56% 15 $510 $1,170

Silk Point Collar 100% Silk Spruce XS-L $78 $33 58% 15 $495 $1,170

AVERAGE PER DEPT:

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Style Fabric Color Sizes Retail Price Cost Margin Quantity Total Cost Total Retail

$96 $48 50%

TOTALS: 39 $1,872 $3,744

Picture Notes

Slouchy Trouser 100% Wool Black, Navy 00-12 $120 $60 50% 13 $780 $1,560 Everlane currently offers two versions of full-length pants, bothrepresented here, and a pair of shorts. Despite the fact that the pop-up

shop will be hosted in June, pants are an important addition to theassormtent, as they are new to the brand and have not been shown at a

pop-up shop since their introduction in March 2015.

Slim Trouser 100% Wool Black, Navy 00-12 $120 $60 50% 13 $780 $1,560

Pleated Short 98% Cotton,2% Spandex

Cream, Hazel,Navy 00-12 $48 $24 50% 13 $312 $624

AVERAGE PER DEPT:


$83 $32 62%

TOTALS: 53 $1,674 $4,391

Picture Notes

Silk Tank Dress100%

Crepe-de-Chine Silk

Burgundy,Grey XS-L $88 $36 59% 14 $504 $1,232

Currently, Everlane onlyoffers the four styles of

dresses represented here.Colors have been selected

for seasonality.

Silk Short Sleeve Dress100%

Crepe-de-Chine Silk

Rose Taupe,Navy XS-L $98 $38 61% 13 $494 $1,274

Sleeveless Dress 100%Cotton

Light Denim,Midnight

PoplinXS-L $70 $27 61% 13 $351 $910

Short Sleeve Dress 100%Cotton

Light Denim,White Poplin XS-L $75 $25 67% 13 $325 $975

AVERAGE PER DEPT:

50


$118 $48 59%

TOTALS: 26 $1,248 $3,068

Picture Notes

Everlane Anorak100%

Water-Resistant Polyester

Bright Navy,Stone,

MidnightXS-L $98 $39 60% 13 $507 $1,274

Currently, Everlane onlyoffers these two styles ofouterwear represented

here. While outerwear willnot be a major source of

sales, both styles arelightweight enough totranscend seasons and

introduce new customers toSwing Trench 100%

CottonSage, Tan,Birch, Fig XS-L $138 $57 59% 13 $741 $1,794

AVERAGE PER DEPT:


$142 $61 56%

TOTALS: 79 $4,835 $11,203

Picture Notes

Everlane Street Shoe100%

SyntheticWoven Upper

Black/WhiteWoven

5-10.5 (all sizesand half-sizes

offered)$155 $75 52% 13 $975 $2,015

The introduction of theStreet Shoe to the Everlane

assortment garnered a greatdeal of social media and

press attention, so we canexpect attention and salesfrom the shoe department.

Everlane Street Shoe100%

NubuckLeather Upper

Taupe, Chalk,Slate


offered)$140 $64 54% 14 $896 $1,960

Patent Loafer100%

Patent ItalianLeather

Black-Brown,Maple


offered)$175 $65 63% 13 $845 $2,275

Modern Loafer 100%Italian Leather

Midnight,Olive,

Burgundy,Black


offered)$165 $65 61% 13 $845 $2,145

Italian Ankle-WrapSandal

100%Vegetable-Tanned Italian

LeatherIvy, Fig, Black


offered)$118 $49 58% 13 $637 $1,534

Italian SlingbackSandal

100%Vegetable-Tanned Italian

Leather

Navy,Fig/Rum,

Hazel


offered)$98 $49 50% 13 $637 $1,274

AVERAGE PER DEPT:

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$199 $102 49%

TOTALS: 131 $13,153 $25,759

Picture Notes

Casual Petra Bag 100%Italian Leather

Brown, Navy,Black N/A $285 $133 53% 13 $1,729 $3,705

Accessories form an important part of the Everlanebusiness, representing one of the first departments

introduced to the brand. It continues to form a large partof the website assortment and should therefore be

represented well at the pop-up shop. More units havebeen assigned to the top Everlane bag styles, as well assmall leather goods, as these represent proven impusle

purchases.Petra Crossbody

100%Italian

Leather,Suede Detail

Brown/Navy,Black,

Brown/GreyN/A $365 $179 51% 13 $2,327 $4,745

Petra Magazine100%

Italian LeatherExterior

Gesso, BrightNavy, Cypress,Black, Brown

N/A $325 $184 43% 13 $2,392 $4,225

Petra Market100%


Gesso, BrightNavy, Cypress,Black, Saddle

N/A $365 $205 44% 10 $2,050 $3,650

Petra Portfolio100%


Black N/A $425 $211 50% 10 $2,110 $4,250

Slim Zip Wallet 100%Italian Leather

Black, RoyalBlue, Burgundy,

EspressoN/A $115 $58 50% 13 $754 $1,495

Card Case Wallet 100%Italian Leather

Black, Burgundy,Espresso N/A $40 $22 45% 13 $286 $520

Fold-Over Wallet 100%Italian Leather Ivory N/A $65 $23 65% 13 $299 $845

Square Zip Wallet 100%Italian Leather

Ivory, RoyalBlue, Espresso N/A $98 $52 47% 13 $676 $1,274

Twill Snap Backpack100%

Cotton TwillExterior

Grey,Black/Black,

Navy, ReverseDenim/Black

N/A $65 $30 54% 10 $300 $650

Twill Snap Tote100%

Cotton TwillExterior

Red Clay, Peat N/A $40 $23 43% 10 $230 $400

AVERAGE PER DEPT:

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Tops-125Bottoms-7Dresses-12*Sweaters and Sweatshirts have been omitted for seasonality*Outerwear-7Bags/Leather-44Shoes-17

TOTAL: 212Tops: 59%Bottoms: 3%Dresses: 6%Outerwear: 3%Bags/Leather Goods: 21%Shoes: 8% brand-loyal customers. MEDIUM

For the pop-up shop, assortment percentages were based loosely on the website assortment percentages. Adjustments were made for seasonality and variety of merchandise. For example, while tops form almost 60% of the website assortment, tops at the pop-up shop will represent 40% of the assortment. These units were assigned elsewhere in order to ensure a more balanced assortment.

Website Assortment

DEPT AVG %

Tops: 56%Bottoms: 50%Dresses: 62%Outerwear: 59%Footwear: 56%Accessories: 49%Overall GM%: 56%

Gross Margin Per Dept

Notes

This average Gross Margin % will beused to determine overall cost of

goods sold in the final budget.

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Tops:Everlane uses three different categories to divide tops: Tees & Tanks (primarily made of cotton or other casual material), Silk Tops, and Shirts (a general term that refers to their cotton poplin or denim shirts-mainly in a button-up style).

SKUs:Tees and Tanks-63Silk Tops-45Shirts-17Total-125On the website assortment, Tees & Tanks represent about 50%, Silk Tops represent 36%, and Shirts represent about 14%.

Bottoms:Pants-4Shorts-3Currently, the bottoms assortment is relatively balanced. While shorts may be more popular due to the seasonality of the pop-up shop, pants are an important addition to the pop-up, as well, since they are new to the brand and have not been shown at a pop-up shop since their introduction in March 2015.

Bags/Leather Goods:

Bags-30Leather-14Backpacks/Totes-12

Assortment of leather bags is roughly double that of smaller leather goods and of backpacks and totes.

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Perceptual Map 4.1

Competitors:

Competitors were chosen to reflect competition in both aesthetic and design, as well as ethics. Because Everlane’s customer is concerned with both the design and quality aspects of the clothing, as well as where it was made, both aspects were considered when looking at the marketplace. Companies like J Crew and Madewell compete for the same Millennial customers by offering essential, minimalist items in the same spirit as Everlane, while other companies like Cuyana and Honest By offer a selection curated by ethical manufacturing standards.

Top Competitors:Bonobos/Ayr, Honest By, Cuyana, Reformation, American Apparel, J Crew, Vince, Banana Republic, Madewell*Unless otherwise noted, all information is taken from brand websites.

PRICEPrice is judged based on seven basics categories in women’s apparel and accessories: 1) White T-shirt 2) Pants 3) Silk Shirt 4 ) Bag 5) Shoe 6) Coat 7) Dress

Price range refers to the prices represented between the bulk of the brand’s items, not necessarily all of the products. While Everlane does offer both men’s and women’s apparel and accessories, this map focuses on womenswear only, as the initiative will be mainly targeted to women.

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Ayr: Price Range: $150-$4501. $852. $2253. $2254. N/A5. N/A6. $4857. $295

Honest By:Price Range:$250-$5501. $1652. $2403. $2354. $5005. $2506. $5007. $350

Cuyana:Price Range: $135-$1951.N/A2.N/A3. $1654. $1855. N/A6. $1957. $130

Reformation: Price Range: $50-$3501.$282.$1783.$1584.N/A5.N/A6.$2987.$198

American Apparel: Price Range: $25-$1751. $302. $783. $884. $1055. $886. $957. $65

J Crew: Price Range: $35-$350$34.50$148$168$178$198$298$158

Madewell Price Range: $50-$2501. $402. $1983. $1554. $1685. $1586. N/A7. $138

Vince: Price Range: $95-$5951. $952. $2953. $2754. $5955. $3256. $4757. $345

Banana Republic: Price Range: $35-$1501. $402. $903. $984. $1785. $1586. $1787. $130

Everlane: Price Range: $25-3501 .$252 .$1203. $784. $3655. $1656. $1387. $75

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ACCESSIBILITYThe accessibility matrix was determined based on the accessibility of points of sale, for each retailer respectively. This matrix took into account the number of brick-and-mortar stores, digital presence, and whether the brand is accessible through other wholesale accounts.

Ayr: digital retailer (launched by Bonobos), Home Try On service (try on different sizes at home for virtually nothing-only keep what fits), Guideshop (allows customers to try on and then place a digital order-does not keep things in stock)-1Number of Brick-and-Mortar Stores: 1Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N

Honest By: purely digital, personal shopping service offered by email-0Number of Brick-and-Mortar Stores: 0Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N

Cuyana: mostly digital retailing, one showroom location in San Francisco (host events and releases there)-1Number of Brick-and-Mortar Stores: 1Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N

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Reformation: digital and brick-and-mortar (three locations-1 California, 2 NY), moderate brand awareness-3Number of Brick-and-Mortar Stores: 3Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N

American Apparel: over 260 stores in 19 countries, strong digital presence, high brand awareness-260Number of Brick-and-Mortar Stores: 260Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N

J Crew: about 300 stores, 100 outlets, strong online presence, currently building international presence, high brand awareness-465 stores (outlets included) totalNumber of Brick-and-Mortar Stores: 465Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N(Vault)

Madewell: about 65 stores, online presence, Shopbop-65Number of Brick-and-Mortar Stores: 65Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: Y(Loeb)

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Vince: about 30 retail stores, 75% of business still done through wholesale contracts with department stores (Neiman Marcus, Nordstrom, Bloomingdales, Barney’s), ecommerce presence, presence in 48 countries, moderate brand awarenessNumber of Brick-and-Mortar Stores: 30Online Presence: YWholesale Brick-and-Mortar: YWholesale Online: Y(Mellery-Pratt)

Banana Republic: over 600 stores, strong digital presence, part of GAP Inc., international presence, high brand awarenessNumber of Brick-and-Mortar Stores: 600Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N(Schawbel)

Everlane: digital presence, occasional pop-up shopsNumber of Brick-and-Mortar Stores: 1Online Presence: YWholesale Brick-and-Mortar: NWholesale Online: N

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Current Placement 4.2Everlane is a three-year old brand that has been marketed and distributed mainly through e-commerce and, more recently, through occasional pop-up shops in New York and San Francisco. While widely questioned at the beginning, perhaps even more so because the CEO Michael Preysman does not have a fashion background, this marketing and distribution strategy has maintained very low costs compared to brick and mortar stores. In 2013, the Business of Fashion and Forrester Research predicted that through 2017, U.S. online retail sales will grow about 10% each year and will reach $370 billion in sales by 2017, which is a rise of over $100 billion in a span of five years, due to a rise in the use of mobile devices and the growth of infrastructure to support mobile commerce (Reuters).

Communication and Promotional Activities 4.3

Instant customer service on Facebook Messanger

60

Digital Ads

Ecommerce ^ Hashtags ^ All social media

61

Educational Wall Prints in Pop-Up Shop

Digital/Print Ad campaigns

Snapchat Stories

Thank you note to consumerwith minimal transparent marterial packaging >

62

Creative Guidelines 4.4

63

Deliverable Inspiration

64

Interactive Screens Quote:

iPads (Point of Sale) Quote:

(Taken from Amazon Shopping: iPads)

(Direct email from Planar representative)

65

Interactive Screens Quote:

iPads (Point of Sale) Quote:

Social Media Wall Quote:

Geotracking Quote:

(TintUp)

(PushWoosh)

66

Poster Printing Quote:

(Taken from PrintRunner.com)

67

Poster Printing Quote:

Rent Quote:

Tote Bag Quote:

Taken from Everlane Tote Bag-Pop up Shop June 2014

(Taken from Storefront.com)

68

Security Quote:

Website Redesign Quote:

(Executionists Blog)

(PayScale)

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Security Quote:

Website Redesign Quote: Works Cited 4.5 “Accenture Newsroom: More U.S. Shoppers Plan to Buy from Stores but Want the In-Store Shopping Experience to Match Convenience of Online, Accenture Study Finds.” 3 February 2014. Web. 02 May 2015.

“Segment Explorer.” PRIZM Market Segmentation Research. Nielsen, n.d. Web. 16 Jan. 2015.

Britt, Aaron. Everlane Expands Its Reach. San Francisco Chronicle. 16 April 2015. Web. Accessed 02 May 2015.

Burkart, Kelly. ‘Why Is Twitter Important To Your Brand?’. U.S. Bank Connect. N.p., 2015. Web. 20 May

Clifford, Stephanie. ‘Shopping Sites Open Brick-And-Mortar Stores’. Nytimes.com. N.p., 2013. Web. 11 May 2015.

Daline, Casey. “EVERLANE.” Portland Marketing Agency Pivot Group. Pivot Group, 25 Feb. 2013. Web. 02 May 2015.

Demyers, Jayson. ‘Your Guide To Using Snapchat For Marketing’. Forbes. N.p., 2014. Web. 20 May 2015.

Drakatos, Nikos. ‘Geofencing – Background Overview & The Market’. Mobilemarketingstand.com. N.p., 2012. Web. 17 May 2015.

Emarketer.com,. ‘US Retail Ecommerce Sales Highest For Computers, Consumer Electronics’. N.p., 2014. Web. 19 May 2015.

Everlane. “Everlane Annual Report.” Savannah College of Art and Design. Refrence USA, 2014. Web. 28 Apr. 2015.

Executionists Blog,. ‘How Much Does A Website Cost In 2015?’. N.p., 2015. Web. 24 May 2015.

Everlane.com,. ‘Everlane’. N.p., 2015. Web. 2 May 2015.

Fleming, Olivia. ‘Jessica Alba, Kate Mara, Angelina Jolie... Everlane’s A-List Following’. Daily Mail. N.p., 2014.

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Web. 19 May 2015.

Indvik, Lauren. ‘Fashion Startup Everlane Tests New Price Points With Luxury Totes’. Mashable. 16 October 2013. Web. 3 May 2015.

InSites Consulting. Getting close to youth: Understanding Millennial’s Themes of Life to Create Gen-Y Proof Brands. November 2014. Retrieved from WARC database. Web. 02 May 2015.

Loeb, Walter. ‘Fast Retailing May See J. Crew As Too Pricey, But Mickey Drexler Is Priceless’. Forbes. N.p., 2014. Web. 2 May 2015.

Mellery-Pratt, Robin. ‘Vince, A Billion-Dollar Brand Priming For Growth’. The Business of Fashion. N.p., 2014. Web. 2 May 2015.

Ortved, John. In Store | Everlane Pops Up in SoHo. T Magazine.12 June 2014. Web. 02 May 2015.

Payscale.com,. ‘Retail Sales Associate Salary (United States)’. N.p., 2015. Web. 24 May 2015.

Payscale.com,. Security Guard Salary (United States)’. N.p., 2015. Web. 24 May 2015.

Tintup.com. ‘Tint: Display Any Social Feeds Anywhere’. N.p., 2015. Web. 24 May 2015.

Planar.com. ‘Touch Displays’. N.p., 2015. Web. 24 May 2015.

Ransom, Diana. ‘Everlane And Its Radical Idea Of Fashion’. Inc.com. N.p., 2015. Web. 2 May 2015.Reuters. According to Forrester, U.S. Online Retail Sales to Rise 10 Percent Annually. The Business of Fashion. 13 Mar. 2013. Web. 02 May 2015.

Rezvani, Justin. ‘Why Every Brand Should Be On Instagram’. Fast Company. N.p., 2014. Web. 20 May

2015.

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Rigby, Darrell. ‘Online Shopping Isn’T As Profitable As You Think’. Harvard Business Review. N.p., 2014. Web. 11 May 2015.

Rueter, Thad. ‘Industry Statistics - E-Retail Spending To Increase 62% By 2016’. Internet Retailer. N.p., 2012. Web. 19 May 2015.

Schawbel, Dan. ‘The True Story Behind The Banana Republic Brand’. Forbes. N.p., 2012. Web. 2 May 2015.

Secondstory.com. ‘Whole Foods: Farm to Table’. N.p., 2015. Web. 24 May 2015.

Shontell, Alyson. ‘Hot Startup Everlane Wants You To Know You’re Being Screwed Over By Retailers’. Business Insider. N.p., 2012. Web. 2 May 2015.

Shoot, Brittany. ‘Providing Affordable Luxury-Quality Clothing To The Masses At Age 29’. Entrepreneur. N.p., 2014. Web. 2 May 2015.

Solaris, Julius. ‘The ROI Of Social Media For Retail Websites’. Being Your Brand. N.p., 2012. Web. 20

May 2015. Tintup.com. ‘Tint: Display Any Social Feeds Anywhere’. N.p., 2015. Web. 24 May 2015.

Vault.com,. ‘J.Crew Group, Inc.|Company Profile|Vault.Com’. N.p., 2015. Web. 2 May 2015.

Whiteside, Stephen. ‘Understanding millennial shopping habits: Insights from Coca-Cola.’ October 2013. Retrieved from WARC database. Web. 02 May 2015.

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#EVERLANEErin Kelley

Kelsey Bidel Rachel ScaffeSam Franco

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