Mothercare 360 Campaign Report

This report details a marketing campaign for Mothercare's new women's gym. It begins with a situational analysis, highlighting the growing health consciousness among women and Mothercare's long-standing commitment to women's well-being. The report then outlines the campaign's objectives, including generating awareness and attracting new members. The strategy section explores Mothercare's four key growth channels—UK retailing, direct sales, wholesale, and international franchise—and how they relate to the gym launch. The campaign aims to leverage these channels to reach its target audience and achieve its objectives. The report also mentions the use of electronic awareness methods to measure campaign performance.

Introduction
In the 21st century, women have become more health conscious and are continuously finding ways to
look smart, trendy, slim and maintain their figure. However, most women who are expecting a child
or who already have children have difficulty in maintaining the same beautiful shape they once had.
The specialist brand retailer, Mothercare, has been around for more than 40 years and has always
delivered on its promise of caring for women every step of the way. Now Mothercare wants to keep
its binding promise and lend a helping hand. The senior management had assigned a marketing and
operations team to develop the ‘Mothercare 360 Campaign’ for keeping women of all ages in tip top
shape by offering them the best professional advice and care available at the new Mothercare
women’s gym, opening in April 2011.
FIRST STAGE: SITUATIONAL ANALYSIS
If an organisation wants to expand into a different type of industry or business setting, it is of vital
importance for the organisation to conduct a situational analysis in order to keep up with the
changing environmental trends and to strengthen the foundation of their strategies (IDM Firm
2007).
A Situational or Environmental Analysis can be defined as a problem-definition framework
designed for the systematic collection of past and present data to examine the trends, forces,
internal factors and external factors which have a potential to influence the performance of the
business.
SECOND STAGE: OBJECTIVES
 To unveil the grand opening of a new Mothercare gymnasium on Mother’s Day (3 April
2011) in London, for women of all ages. The specialty gym’s core service will be
delivering the best group or one-to-one programmes that pregnant and post-term women
could ever have.
 To support the launch of the new gym by generating 50% awareness in the immediate

community three weeks before opening.
 To create special marketing offers by presenting gift vouchers to new gym members. These
will be used in the future for comparison and measuring voucher usage at different points
in time.
 To measure the campaign’s performance and progress by using electronic awareness
methods such as point clicking systems on social networking websites and Mothercare’s
corporate website.
THIRD STAGE: STRATEGY
Mothercare has four key growth channels through which they develop their iconic brands. These are
as follows:
(a) UK retailing
Mothercare expects its retailing outlets property strategy to deliver £16.1 million of annual benefits
each year by the end of 2012. It has planned to do this by opening more out-of-town parenting
centres, rationalising High Street chains for cutting down costs and targeting certain favourable intown
areas as golden opportunities (MSR 2010).
(b) Direct
Direct has continued its rapid growth with total sales of £126.8 million in the year, an increase of
18.2%. The development of e-commerce in the UK over the last ten years has transformed the face
of UK retailing and Mothercare has been in the vanguard of that transformation. Mothercare UK's
Direct business is now over 20% of its UK business, split between orders placed online at home and
online in store (MSR 2010).
(c) Wholesale
Wholesale is currently small, but represents a significant growth opportunity both in the UK and
globally. In the UK, wholesale sales were £4.8 million, an increase of 78%, and this will be boosted
in 2010/11 by the autumn launch of Mothercare’s clothing partnership with Boots (MSR 2010).

(d) International franchise
Mothercare earns profits from its royalties as a fixed percentage of international retail sales. Its
strategy is to form joint ventures with franchise partners where substantial growth is expected.
Mothercare plans to enter new countries, open larger format stores and open at least 100 additional
overseas stores per year for the foreseeable future (MSR 2010).