UK:USA ABI LANGTON N0869207

FIG 1.
Brand Strategy and Plan
Abi Langton
Word Count: 3282

FIG 2.
Contents.
Introduction
Section One
History
Market Health
PESTLE
Macro Trends
Brand Health
Brand Position UK
UK Consumer Segmentation
SWOT UK
Section Two
US Consumer Segmentation
Brand Position US
SWOT US
TOWS
ANSOFF
4
6
10
12
16
30
32
36
42
46
48
52
56
58
60
62
Section Three
Year One
Year Two
Year Three
Year Four
Year Five
Conclusion
Images
References
Bibliography
Appendix
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I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the conduct of
this project.
Signed ...........................................................

In
This
Report.
Introduction.
The aim of this report is to develop an effective marketing and communications plan for The Cambridge Satchel Company
(The CSC). This will be achieved using a range of primary and secondary research methods. Firstly, looking at the external
market environment to understand where The CSC falls within the market, secondly looking internally at the brand’s
current UK consumer and brand values. Next, this report will examine the differences in US and UK consumers,
considering where The CSC should position itself if it were to enter the US market. Then finally, using this
information the report will outline a 5 year marketing plan and strategy for The CSC to launch into the
US. This plan will outline methods of raising brand awareness and consumer engagement and as
well as suggesting retail concepts.
FIG 3.
The information and data used in this report is conducted from a range of primary and secondary
sources. The secondary information was found using online databases such as Mintel and
Euromonitor to gain financial and trend information. Academic books were used to inform theories
and marketing tools to create an effective analysis of The Cambridge Satchel Company’s situation.
News sites were also used to understand press events and coverage of The Cambridge Satchel
Company. The primary research consisted of a survey containing 100 respondents, 28% male and
72% female. The majority of participants in this survey were aged between 18 and 24 which does fall
within the CSC target consumer ages but perhaps not their core consumer group. Prices range from
£7-395 suggesting a more financially stable consumer.This should be considered when analysing
results from this survey as it may not be representative.
There are strengths and limitations to both of these methods
of data collection:
Primary research allows targeted and specific questions to be
asked but the sample size is small and unrepresentative.
Unstructured interviews allow deeper understanding of
consumer meaning providing relevant insight. However, there
is a risk of the participant being led by the interviewer, or
the participant feeling pressured to answer in a certain way
meaning the information may be biased.
Whilst secondary research provides large representative sample
sizes the information will not be specific to the research topic
and my be generalised.
FIG 4.
INTRODUCTION | 4

01
WHERE ARE
THEY NOW?
This section of the report will analyse and evaluate The CSC’s current position in the UK.

FIG 5.
FIG 7.
The
Cambridge
Satchel Co.
UK &
China
£4.9
Million
The Cambridge Satchel Company (The CSC) is a UK based
retailer and manufacturer of traditionally British leather bags and
accessories. Founded in 2008 by Julie Deane, the company set out
originally making satchels inspired by vintage leather schoolbags.
Today, The Cambridge Satchel Company manufactures a range
of sizes and styles of bags all inspired by the past. Currently, The
Cambridge Satchel Company operate 5 bricks and mortar stores
across the UK alongside an e-commerce presence in the UK and
China. During the financial year ending 2018 the company turned
a gross profit of £4,891,925. Currently, The Cambridge Satchel
Company continues to invest in future growth by promoting
expansion into Asia. As of right now, The Cambridge Satchel
Company has no presence in the US other than an ecommerce
website, The CSC has previously produced limited edition collections
with US retailer Madewell but these are no longer available.
2008
5 UK
Stores
FIG 6.
FIG 8.
SECTION 1 | 8 SECTION 1 | 9

Brand
History.
2008
In 2008, mum of two Julie Deane
started making satchels in her
Kitchen to help pay for her
children’s education. She began
with only £600.
2012 2013
Google selects The
CSC to feature in
their new Google
Chrome ad,
generating huge press
activity.
In 2013, The CSC open their
first Pop Up store in London’s
Spitafields Marekt. They aslo
collborate with Vivenne Westwood
to produce a limited edition
collection.
2010
2015
In 2010, The CSC started gaining
press recognition. The brand moved
into it’s own factory and started
manufacturing all products in
house.
In 2011 The CSC collaborated
with Commes Des Garcon
to produce a limited edition
collection.
2018 The CSC partenrs with
Ines de la Fressange, to prduce
a parisian inspired collection.
In 2015, following the
success of the initial
collaboration, The CSC
teams up with Vivienne
Westwood for a second
time.
In 2019, The CSC open
a new store in Oxford.
2018
2019
2011
FIG 9-13.

Market Value.
CURRENT
MARKET
VALUE
£3.9 $32.8
BILLION BILLION
FORECAST
FOR
2020
£4.2 $33.9
BILLION BILLION
Companies House, 2018.

UK.
US.
Market Value GBP Billion
4.5
4.25
4.0
3.75
3.5
3.25
3.0
2.75
2.5
2.25
2.0
2015 2016 2017 2018 2019 2020
Year
SECTION 1 | 14
Market
Health.
The CSC operates currently within the bags and luggage market
within the UK, although they sell other small leather accessories this
is not their primary market.
Baram (2020) suggests market growth is a result of trends within
the wider fashion market such as premiumisation that are driving
the sales of bags and leather goods. More specifically, health and
wellness trends increase the popularity of duffel bags for frequent
gym growers (Baram, C. 2020). In recent years the UK market has
seen significant fragmentation with ecommerce giving rise to many
direct to consumer brands such as Net-a-Porter. However, growth
experienced over the previous 5 years is set to plateau as consumer
uncertainty surrounding Brexit halts sales in the wider retail
landscape.
Market Value USD Billion
34.0
33.5
33.0
32.5
32.0
31.5
31.0
30.5
30
29.5
29.0
2015 2016 2017 2018 2019 2020
Year
SECTION 1 | 15
US consumers are prioritising spending on ‘memorable experiences’
(Schneider, B. 2020) which results in a new demand for travel bags,.
As a result brands such as Samsonite have grown rapidly, now
holding 4.1% of the company market share. Within the US market
there is also new found growth in the men’s sector of the market with
men now ‘largely choosing backpacks, crossbody bags’. As health
and wellness trends spread across the US, consumers begin to favour
“versatile everyday bags that best suit their changing lifestyles.”
Changing style preferences combined with “new ecommerce
opportunities” which allow entry of direct to consumer brands, are
“reducing legacy brands’ share of overall sales.”, the US market is
changing but is in growth (Passport 2020).
Growth due to:
Spending on experiences creates growth for lifestyle bags
Ecommerce fragments the market.
Increased number of direct to consumer brands
US experiencing faster growth.

PESTLE
Analysis.
To gain further insight into the current UK and the potential US market, a PESTLE analysis has been used to identify a series of external
factors currently impacting the market environment. The direct impact these factors will have on The CSC has also been considered.
FIG 14.
SECTION 1 | 8

Political.
UK
“Uncertainty surrounding Brexit, has led to weaker
consumer confidence and spending, and resulted
in a high street crisis, with increasing numbers of
vacant lots once filled by stores.” (Passport 2020)
IMPACT ON THE CSC
As political uncertainty continues to rise, The CSC like many other Highstreet retailers are likely to see
a decrease in footfall. However, The CSC currently only has 5 physical UK stores, all located in thriving
tourist destinations. Therefore impacts may be minimal as properties in these locations are coveted and
will not be as exposed to the risk of store closures or lot vacancies.
With UK unemployment levels rising the
Conservatives take action, with ‘National living
wage’ due to rise to £8.72 in April” (Partington
2019).
As national living wage, rises employers will face increased expenses to cover employee wages. As
a result, profits margins may suffer. The CSC being a fairly small company may experience minimal
impacts of this due to their limited number of employees.
US
“UK expected to be hit hardest by Trump’s latest
tariffs after the 25% tax on $7.5bn of goods is set to
start against the EU” (Helmore. 2019)
Trump’s newly imposed tariffs make importing goods from the UK to the USA extremely costly and
therefore harder for retailers to turn a profit. If The Cambridge Satchel Company were to begin trading
in the US they would be forced to either increase prices or accept a loss in profit. This will in turn make
competing with US brands near impossible as they will be unable to keep down costs, therefore driving
key consumers towards competitors.
SECTION 1 | 18 SECTION 1 | 19

Economic.
UK
“During 2019, the Insolvency Service paid out
£346.1m from the National Insurance Fund
to former members of staff as a result of their
employer entering into either administration,
liquidation, a company voluntary arrangement, or
another form of corporate insolvency” (Fish. 2020)
“The creative industries grew at five times the rate
of the wider economy between 2017 and 2018, new
economic growth figures have found.” (Fish. 2020)
IMPACT ON THE CSC
The number of UK based business filing for administration is on the rise. As a result, more and more UK
citizens are finding themselves being made redundant and unemployed with less disposable income.
Brands not selling necessities will have to work harder and smarter to persuade consumers to purchase.
The Cambridge Satchel Company may experience a slowdown in sales if they cannot attract consumer
attention.
As national living wage rises employers will face increased expenses to cover employee wages. As a
result, profit margins may suffer. The Cambridge Satchel being a fairly small company may experience
minimal impacts of this due to their limited number of employees.
US
As inequality rises through the US, premiumisation
“is causing polarity in the market, with people
opting either to purchase high-end or affordable
items.” (Baram, C. 2020)
As middle-class purchasing power declines,
department stores find “that their natural
consumer base is dwindling. Partially as a result
of this, US department store sales continued to
plummet in 2019.” (Hoyler, B. 2020)
The Nations real GDP increases as the economy
strengthens as “unemployment fell close to the
lowest rates on record.” (Hoyler, B. 2020)
As the economic gap widens middle market retail declines. Companies that previously targeted the
middle class are experiencing a reduction of consumers. If entering the US market, The Cambridge
Satchel Company may need to consider whether to enter the market as a more premium retailer to avoid
falling victim to the diminishing middle market.
When entering new markets department stores often provide a less financially demanding route in. Entry
via department stores can provide a low risk opportunity to trade within prime retail space. However, as
long-standing stores such as Barney’s close, department stores may no longer provide brands an effective
entry into new markets. The Cambridge Satchel Company will have to consider new entry strategies that
will no doubt incur greater financial demands.
As unemployment declines, consumer’s’ disposable income will inevitably be on the rise. This suggests
that The Cambridge Satchel company could capitalise on this by launching into a new market whilst the
economy is thriving to maximise sales opportunities.
SECTION 1 | 20 SECTION 1 | 21

Social.
UK
“Trends towards more active and flexible lifestyles”
mean practical and gender neutral options are on
the rise. (Baram, C. 2020)
“The backpacks category continues to be one
of the fastest-growing categories in personal
accessories in the UK, as changing lifestyles,
interests and jobs mean consumers are looking for
practicality in their purchases” – (Passport, 2019)
IMPACT ON THE CSC
As the macro trend Health and Wellbeing grows, consumer demands are changing. The Cambridge
Satchel Company offers classic bag shapes in neutral colours. Therefor changing consumer demands will
have a positive impact as consumer needs and wants are already and will continue to be met.
Lifestyles are changing within the UK as consumers become more active. The Cambridge Satchel
Company currently sell leather backpacks which may not be in line with consumers demand for
practicality. New shapes and materials will need to be considered.
US
American consumers continue to “prioritise
spending on memorable experiences over material
goods, bags and luggage is benefitting from
the shift as consumers require new bags for
increasingly frequent local and distant outings.”
(Schneder, B. 2019)
“Casualisation and the health and wellness
trend further influenced consumers’ choices, as
women and men alike chose more comfortable
and versatile everyday bags that best suit their
changing lifestyles.” (Schneider, b. 2019)
Whilst consumers continue to require luggage for travel the demand for high quality durable luggage
rises. This presents an opportunity for The CSC to enter a market where expenditure on luggage is
already high.
Similar, to the UK market, health and wellbeing is on the rise with consumers “placing more value on
health and wellness than on material objects these days” (Weinswing 2017). As a result, consumers desire
new bag shapes that fit into this lifestyle. The Cambridge Satchel Company will experience increased
consumer demand for more practical bag shapes and may need to consider design alternatives.
SECTION 1 | 22 SECTION 1 | 23

Technological.
UK
US
“The fashion accessories market has become
increasingly fragmented with a significant number
of direct-to-consumer and independent brands
entering the market gaining prominence by
advertising heavily on social media” (Baram, C.
2020)
“As margins are squeezed and store numbers
decline, retailers are investing more in their
e-commerce operations, with fashion brand Next
now having almost the same proportion of instore
store and e-commerce sales, for example.”
(Passport. 2020)
“Innovative yet simplified products, nimble
operations and a profound ability to connect
with younger consumers through social media
marketing are just a few of the many characteristics
that have helped a slew of digitally native, directto-consumer
brands to make a major impact on
bags and luggage in the US in recent years, their
rise contributing to fast growth in the internet
retailing channel and reducing legacy brands’
share of overall sales.” (Schneider,B. 2020)
“Microtrips — in-store shopping trips lasting
less than five minutes are providing retailers an
opportunity to seamlessly integrate the online
experience with physical stores, creating a new type
of multi-touch experience.” (Tramontana. 2020)
IMPACT ON THE CSC
As technology and ecommerce grows direct to consumer brands pose an increasing threat to The
Cambridge Satchel Company. Online based direct to consumer brands avoid the expense of costly
overheads that bricks and mortar stores simply cannot avoid. The Cambridge Satchel Company may
have to increase ecommerce platforms and consumer engagement on social media to compete with
growing pressure from direct to consumer brands.
Omnichannel communication strategies are now expected from consumers as “the penetration of
smartphones continues growing rapidly in the UK, as well as the level of mobile connectivity.” (Passport.
2020). Brands that fail to embrace technological advancements will be unable to merge the worlds
of physical retail and e commerce. For The CSC, this will need to be a carefully considered process; for
a brand whose USP is British heritage and nostalgia an overuse of technology will not resonate with
consumers.
Traditional retail formats are declining and online only direct to consumer brands such as glossier, are on
the rise. This may provide an easier entry to market for The Cambridge Satchel Company with the rise of
ecommerce reducing entry barriers. Risks associated with traditional retail can be limited by launching
online only direct to consumer websites.
As consumers become more accustomed to omnichannel communications, new opportunities such as
click and collect and digital instore touch points arise. However, as consumer attention span decreases
The Cambridge Satchel Company may suffer as they currently offer a traditional retail service. Pressure
to embrace technology will increase as competitors embrace technology.
SECTION 1 | 24 SECTION 1 | 25

Legal.
UK
“Following a months-long investigation into the
fashion sector, Parliament’s Environmental Audit
Committee called on the government to create
financial incentives for brands to reduce their
environmental footprint. It also recommended
stricter requirements on brands to police their
supply chains.” (Kent, 2019)
IMPACT ON THE CSC
Increasing transparency is required from major players in the fashion industry, and new regulations will
mean serious financial implications for brands that fail to adhere to government guidelines. However,
The CSC already demonstrates transparency with all bags being made in the UK. Unlike many big
brands, consumers can easily find out information about where The Cambridge Satchel Company’s
products come from and the conditions in which they are made.
US
“the US Supreme Court ruled on a case called
South Dakota vs Wayfair that states could
require e-commerce players to collect sales
tax on purchases from their sites, including on
e-commerce players located outside the state in
question. In the US, sales tax is determined on a
local and state basis; as a result of this and the
supreme court decision, in 2019 it became very
complicated for small e-commerce players and
independent third party merchants on marketplace
sites to ensure they charged the correct amount of
sales tax on a transaction.” (Hoyler, B. 2020)
Although third party e-commerce often provides an attractive market entry strategy, as online retailing
grows the legalities are changing. Where retailers were previously able to offer competitive pricing,
regulations are changing making this increasingly difficult. The Cambridge Satchel Company may have
to invest in creating direct to consumer websites and social media campaigns rather than using third
party sites.
SECTION 1 | 26 SECTION 1 | 27

Environmental.
UK
“Textile production creates an estimated 1.2 billion
tonnes of carbon dioxide equivalent a year, more
than the emissions from international flights
and maritime shipping combined. The cotton
required to make a shirt and a pair of jeans can
use as much as 10,000 to 20,000 litres of water
to produce. And between 20 percent to 35 percent
of all primary source microplastics in the marine
environment are from synthetic clothing.” (Kent,
2020)
“London has become the first of the main fashion
weeks to ditch animal fur in its shows after the
British Fashion Council (BFC) said none of the
designers participating on the official schedule
would be using it.” (Conlon. 2018)
IMPACT ON THE CSC
With global fashion brands quickly expanding, focus shifts to the negative environmental consequences
that come along with it. “On average, people bought 60% more garments in 2014 than they did in
2000. Fashion production makes up 10% of humanity’s carbon emissions, dries up water sources, and
pollutes rivers and streams.” (McFallen-Johensen 2019). With consumers gaining consciousness and
becoming more aware of the impacts of fast fashion, The Cambridge Satchel Company will benefit
from people looking for alternatives. All products are manufactured in the UK which greatly reduces the
companies carbon footprint.
As we enter an era of conscious consumerism large organisations such as the British Fashion Council are
taking action against harmful fashion practices. With fur already being banned from London Fashion
Week, there is the possibility that leather will face the same fate. Helsinki fashion week banned leather
from its’ catwalks in 2018; The Cambridge Satchel Company may need to consider manufacturing using
alternative leather products to meet consumer demands for more ethical materials.
US
“Three-quarters of millennials said they’d alter
their buying habits on environmental concerns; the
comparable figure for baby boomers was 34%.”
(Williams 2019)
With Major US brands such a Nike, ASOS and Target joining The Sustainable Apparel Coalition,
consumers have more options to shop sustainably than ever before. The Cambridge Satchel Company
manufactures leather products which although carry issues surrounding animal welfare, leather is in fact
a durable product. The Cambridge Satchel Company will need to find ways to promote the sustainability
of leather to Gen Z and Millennials who will account for four-fifths of the Luxury industry’s growth in
coming years. (Williams 2019)
SECTION 1 | 28 SECTION 1 | 29

Key
Macro
Experiences
are
Everything
Consumer
Knowledge
is Power
Concious
Consumerism
Trends.
The above analysis highlights three key macro
trends operating across the UK and US that
will have significant impact on The CSC’s
future.
FIG 15.
1 2 3
Consumer ‘comfort zones are
expanding’ (Moriarty 2019)
with 52% of US consumers who
have taken a vacation in the
past 12 months saying they travel
to try something they’ve never
done before (Mintel 2019). As
consumers value experiences
more than ever before, brands
are faced with new opportunities
to market products on their
ability to aid travel and make
memories. The bags and
luggage industry are capitalising
on a newfound demand for
practical and durable luggage.
Globalisation and digital
connectivity have transformed
consumer expectation.
Consumers can access
information anywhere, anytime,
about anything. This has
become the norm as ‘consumers
now consider hyper-availability
as the normal baseline for
their research and shopping’
(Euromonitor, 2019). Brands
no longer hold the narrative as
power shifts to peer reviews and
information. In today’s society
the role of a brand is not to
simply list features and benefits
of products but to promote
positive brand image and
experiences amongst consumers.
SECTION 1 | 31
Transparency is valued by
consumers as they become
increasingly conscious about
the impact, their products have.
Veganism once considered
extreme is increasing in popularity
as ‘consumers are becoming
increasingly sensitive to animal
welfare’ (Euromonitor, 2019).
This is impacting their shopping
habits with many consumers
turning away from leather goods
and towards vegan alternatives.
Well established brands have
already banned the use of exotic
animals including brands such as
Mulberry and Channel. (Vegan
Economist, 2020)

Brand
Awareness.
FIG 16.
76%
HAD NEVER
HEARD OF
THE CSC.
A survey conducted using Survey Monkey was undertaken to gain insight into
consumer perceptions of The CSC. The Key findings were:
76% had not previously heard of The CSC.
Out of those who had heard of The CSC, only 12.5% had ever purchased.
77% of respondents stated that Instagram was their most used form of
social media, yet 92% had never seen an online ad for The CSC.
undertaken with a female consumer, aged 25 years old. The participant had
previously heard of The CSC but had never purchased before. Although levels
of brand awareness are low, those who do know of The CSC have a good
understanding of brand image, the interviewee stated that the nature of The
CSC’s start suggested ‘attention to detail and good quality craftmanship”. In
addition when asked what the participant thought of the price range she said
the products were ‘excellent value and affordable, I would buy.”.
HAD HEARD
OF THE CSC.
24% 12.5%
92%
HAD NEVER SEEN
AND ONLINE AD
FOR THE CSC.
HAD PURCHASED
FROM THE CSC.
To further understand consumer perceptions of The CSC, an interview was
SECTION 1 | 32
SECTION 1 | 33

Annual Turnover.
2016
2017
£11.7
Mil
2018
Brand
Health.
2015
£11.1
Mil
£11.2
Mil
FIG 17.
£7.5
Mil
Between 2017 and 2018 The CSC experienced significant financial pressures
with turnover falling 4%. They were not immune to pressures facing
British highstreets as the ‘Rate of store closures remains high as online
shopping grows, in-home leisure and restructurings take their toll’(PWC,
2018). To combat increasing pressure surrounding e-commerce The
CSC ‘continued to invest in the strategy of building for future growth by
refining the product offering, investing in a strong product team and British
Production.’(Companies House 2019). Despite suffering losses for the 4 years
previous and concluding 2018 with a loss of £1.4 million The CSC remain
hopeful, investing time and money into developing Chinese websites to tap
into key markets. Growing brand awareness in the UK remains key with the
brand investing heavily internally. They forecast to breakeven in 2019 and
return to profitability by 2020. Regardless of financial performance The CSC
continues to ‘celebrate the Britishness of the Company’.
SECTION 1 | 34
SECTION 1 | 35

VISION.
To celebrate British leather craftsmanship
across the globe.
FIG 18.
Brand
Position.
Before identifying where the CSC should position itself in the US market and
which consumer to target, it is necessary understand where they fall in the
UK and who their current consumer base is.
MISSION.
We manufacture and deliver traditional leather goods,
inspired by British nostalgia, to people that value excellent
craftsmanship and attention to detail. We aim to preserve
and promote British craftsmanship through our ‘varied
product collection’.
SECTION 1 | 36 SECTION 1 | 37

Brand Position.
FIG 19.
FIG 20.
Positioning
Statement.
“For people who believe in excellent attention
to detail and handcrafted mastery. We are
the traditionally British leather bag and
accessories brand delivering classic satchels.
Unlike many retailers we manufacture and
design all our products in our very own
factory to ensure every product captures our
quintessentially British values. This allows us
to ensure every product is usable yet stylish so
that everyone can carry a little bit of British
History with them, wherever they go.”
Quintessentially British and trusted.
Hand Crafted, Stylish, Classic.
Students and Working Professionals.
Strong Heritage and Nostalgia allowing
consumer to feel part of something bigger.
Allows consumer to easily transport
their belongings in one functional bag.
SECTION 1 | 38
Spacious, durable and comfortable.
SECTION 1 | 39

Primary Competitors UK.
Strong
Heritage
Secondary Competitors UK.
Strong
Heritage
Brand
Ottley
Practical
Impractical
Practical
Position.
Perceptual maps have been used to understand where
The CSC lies within the UK bags and luggage market.
The CSC prides itself on British Heritage and practicality,
so these two factors form the axis. The first focuses on
direct primary competitors of The CSC offering similar
products, the second looks at secondary competitors that
have a similar product offering at differing price points.
There are many other traditionally British leather retailers,
however, few combine practicality and heritage like The
CSC.
Although these competitors are significantly more
expensive than The CSC, it is important to recognise
the role they play in the market. The bags and luggage
market is experiencing premiumisation and many
consumers are turning to these luxury brands. The CSC
Weak
faces increasing competition from these major players.
Weak
Heariage
FIG 21-31.
Heariage
FIG 32-37.
SECTION 1 | 40 SECTION 1 | 41

PRIMARY CONSUMER UK
SECONDARY CONSUMER UK
DEMOGRPAHIC
Millennials and late Gen Z.
Pre-Family Adults.
Students or young working professionals.
Aged 18-36.
Primarily female.
Baby Boomers.
Empty Nesters.
Aged between 50-65.
Primarily female.
FIG 38.
GEOGRPAHIC
Live in large towns or historical cities.
Live in large towns or historical cities.
Consumer
Segmentation.
The CSC has both a primary and secondary consumer (Gerhinger, A. 2020).
Due to The CSC’s price point, their young target end-consumer may not have
enough disposable income to purchase. Their secondary consumer is a more
financially stable, older consumer.
PSYCHOGRPAHIC
BEHAVIOURAL
Introverts that value quality. They place
importance on knowing where their
products come from.
Make socially and environmentally
considered purchases of practical
everyday bags, but not afraid to buy
stand out fashion pieces on impulse.
Introverts that value practical and wellmade
products. Look for products that
are reliable and trustworthy.
Purchase for a gift making considered
choices and want to understand
practical features and benefits of a
product.
SECTION 1 | 42
SECTION 1 | 43

UK Primary Consumer.
UK Secondary Consumer.
SECTION 1 | 44
FIG 39-44. FIG 45-50.
SECTION 1 | 45

FIG 51
SWOT
Analysis UK.
A SWOT has been used to analyse The CSC’s current
position within the UK and highlight current opportunities
or threats that may be faced in the UK market.
This suggests The CSC is facing pressure from direct to
consumer brands growing on ecommerce platforms. The
CSC must utilise social media to raise brand awareness and
engage with current and potential consumers. As competitive
pressure increases, they should reinforce brand identity as a
British heritage brand through digital marketing campaigns
that feature across multiple platforms to deliver a seamless
service. As consumer attitudes and lifestyles change The CSC
need to adapt to remain relevant but also maintain strong
brand identity
STRENGHTS
OPPORTUNITIES
Strong sense of British Heritage.
Unique and specific product offering.
Clearly pinpointed primary and secondary consumer
group.
Offer personalisation services both online and
instore.
Transparent production process.
Current bricks and mortar stores are in thriving tourist
retail locations.
Plans for brand expansion with investment in Asian
Markets.
Bags and luggage market is currently in growth within
the UK, presents an opportunity for brand expansion.
Premiumisation creates growing demand for premium
leather goods (Baram, 2020).
Interest in gender neutrality creates possibility for new
product ranges.
Health and wellness trends present an opportunity to
branch out into travel or fitness products.
Consumer levels of brand awareness are low.
Low engagement on social media.
Limited use of technology in store.
Financial difficulties due to heavy investment in Asian
market, the brand is not currently profitable.
Direct to consumer brands fragment the market
increasing competition.
Brexit weakens consumer confidence making sales
conversion challenging.
Social media lowers entry barriers threating already
established brands.
Demand for animal friendly products decreases the
popularity of leather goods.
WEAKNESSES
THREATS
SECTION 1 | 47

02
WHERE SHOULD
THEY GO?
This section of the report will focus on the potential target consumer for The CSC within
the US bags and luggage market. It will consider key similarities and differences between
US vs UK consumers as well as the competitive environment. Finally, a TOWS analysis and
an ANSOFF matrix will then be used to identify key opportunities for The CSC to enter the
US market.

FIG 52.
US/UK
Consumers.
Although the US and UK are geographically separated, Digital connectivity
means consumers within these markets are increasingly similar. The PESTLE
analysis highlighted shared macro trends across both markets. In addition,
there are growing similarities in consumer behaviour whether in the UK or
US:
FIG 53.
FIG 54.
1. Levels of digital connectivity are similar across the UK and USA.
According to We Are Social (2020) the number of active social
media users as a percentage of the population was 66% for the
UK and 70% for the USA. Indicating that social media usage is
high in both countries.
2. A study from Passport indicates that purchase motivators
for consumers aged 20-29 are shared; 60% of UK and US
consumers strongly agreed that they were looking for products to
simplify their life. (Elster, J. 2019)
3. The same study also found that the age group who most
frequently purchase apparel, footwear and personal accessories
was 20-29 in the UK (60 %) but 30-39 in the US (65%) (Elster, J.
2019), suggesting that purchase power is stronger in slightly older
consumers within the US.
These key similarities suggest that The CSC’s core consumer
group possesses the same motivating factors regardless of
geography. However, the target demographic in the US leans
more towards an older consumer. If the CSC were to enter the US
market, the core consumer focus group should be an older more
finically assured consumer, reducing the role of the secondary
consumer group within the US.
SECTION 2 | 50
SECTION 2 | 51

PRIMARY CONSUMER US
DEMOGRPAHIC
Gen Z.
Pre-Family Adults
Young working professionals
Aged 26-40.
Primarily female.
FIG 55.
GEOGRPAHIC
Live in large towns or historical cities on
the East Coast
Consumer
Segmentation.
If the CSC were to penetrate the US market, the consumer profile would
remain similar. However due to the size difference in countries, careful
consideration of consumer geography is required.
PSYCHOGRPAHIC
BEHAVIOURAL
Introverts that value quality. They place
importance on knowing where their
product come from.
Make socially and environmentally
considered purchases of practical
everyday bags, but not afraid to buy
stand out fashion pieces on impulse.
SECTION 2 | 52
SECTION 2 | 53

US Primary Consumer.
FIG 56-63.
SECTION 2 | 54
SECTION 2 | 55

Primary Competitors US.
Strong
Heritage
Secondary Competitors US.
Strong
Heritage
Brand
Practical
Impractical
Practical
Position.
The positioning statement remains the same for The CSC
in the UK and US due to the similar target consumer
groups, however, the competitive environment differs.
The secondary competitors remain the same, many
of these brands are large global players that operate
internationally. The primary consumers are different as
many of the UK primary consumers do no operate within
the US.
Weak
Weak
Heariage
FIG 64-73.
Heariage
FIG 74-79.
SECTION 2 | 56 SECTION 2 | 57

FIG 80.
STRENGTHS
Strong USP.
Few competitors have penetrated the US market
allowing The CSC to stand out.
Clear vision that would allow strong brand image in
US.
Unique product offering.
Transparent production.
Limited current presence, so low brand awareness
amongst US consumers.
Finically struggling due to entry into Asia, entering
two new markets too close together poses serious risk.
Large product offering in the UK, too many options
to take into a new market.
WEAKNESSES
SWOT
Analysis US.
A SWOT has been used to analyse the potential
opportunities for The CSC to enter the US market and
understand any possible threats
The CSC has little presence within the US and therefore low
levels of brand awareness. However, a strong USP may allow
them to stand out in the market bringing something new to
US consumers.
OPPORTUNITIES
Bags and luggage market is in growth with new
demand for men’s and fitness bags. (Schneider.
2020)
Growth of Direct to Consumer Brands presents new
opportunities for entry.
Spending is high on travel bags.
SECTION 2 | 59
All bags are manufactured in the UK, legal issues
and shipping costs make importing bags to US
challenging.
Decline of department stores popularity eliminates a
previously favourable entry strategy.
US consumers expect omnichannel communication,
The CSC’s current comms may be perceived as
outdated.
Limited offering of Vegan friendly products.
THREATS

MAXI/MAXI
Create promotional social media campaigns that
show products being used in practical situations.
Create ‘Our Story’ videos that show in depth
explanation into how products are manufactured and
distributed. Feature these on a US ecommerce site.
Create immersive retail stores that are inspired by The
CSC story. Stores should feel cosy, welcoming with
vintage inspired British Interiors.
Enter the US market with fewer options but focus on
gender neutral product options and versatile shapes
such as duffel bags that could be used for travel or
fitness.
Utilise ecommerce and social media to raise brand
awareness before entering a physical retail space.
Rather than entering the market alone, partner with
an already established US brand to create a limitededition
travel range.
MAXI/MINI
FIG 81.
MINI/MAXI
Bags and luggage market is in growth with new
demand for men’s and fitness bags. (Schneider.
2020)
Growth of Direct to Consumer Brands presents new
opportunities for entry.
Spending is high on travel bags.
Enter the market online only to reduce financial risks.
Select a limited product range to take featuring
classic colours that can be sold by third parties.
Work with influencers to create sponsored posts with
links to The CSC’s page. Utilise Instagram’s shopping
feature to sell on different platforms.
MINI/MINI
TOWS.
This TOWS suggests that social media and technology could prove useful
for The CSC when entering the US market. Direct to consumer ecommerce
platforms provide low risk market entry routes whilst also combating issues
surrounding low brand awareness. To stand out in the US market The CSC
should focus on British Heritage and reassure consumers by providing
emotive information regarding brand story and unique manufacturing
process. However, The CSC should proceed with financial caution.
SECTION 2 | 60 SECTION 2 | 61

EXISTING PRODUCT
NEW PRODUCT
EXISTING MARKET
MARKET DEVELOPMENT
MARKET PENETRATION
Continue to engage with current market by focusing on creating
engaging social media content. Work with Instagram Microinfluencers
to produce exclusive videos for IGTV as well as use
interactive polls and live streams
PRODUCT DEVELOPMENT
To accommodate for consumers with changing lifestyles who
prefer “versatile everyday bags that best suit their changing
lifestyles.” (Passport 2020), The CSC could consider producing
a range of outdoor friendly bags in weatherproof materials. This
would allow them to cater for their existing consumers in new ways
making The CSC a ‘one-stop-shop’ for travel and lifestyle bags.
ANSOFF.
The opportunity for growth that carries the least risk is
Market Penetration, embracing social media and creating
engaging content with influencers is an effective method
for increasing brand loyalty and awareness amongst
existing customers. However, there is a limit to growth
within this core consumer group.
Strategies of diversification are accompanied with larger
amounts of risk as there is potential of straying too far
away from the original brand identity. However, for a
brand like The CSC looking to enter a new geographical
market and raise consumer awareness this has the
potential to be beneficial. However, as The CSC has no
current US presence this may be a detrimental market
entry strategy that causes confusion for US consumer as
to the brand’s key product offering.
Rebranding existing products for entry into the men’s
sector could provide a lucrative opportunity as the men’s
bags and luggage market is significantly less saturated
than women’s. However, The CSC’s USP is about
classic British Heritage which may not resonate with
a busy New York city worker. Alternative strategies of
Market Development provide the least risk for The CSC.
Their core consumer group in the USA makes rational
considered purchases and are willing to spend long
amounts of time instore to ensure they leave with the
right product. Opening immersive stores ensures their
core consumer group is satisfied and builds strong brand
reputation ensuring repeat custom and loyalty. However,
opening stores is financially demanding. One way to
combat this is to consider a joint venture with already
established US brands.
NEW MARKET
DIVERSIFICATION
The CSC currently offers men’s briefcases and backpacks but their
primary target consumer is female. The US bags and luggage
market is experiencing growth due to many men ‘largely choosing
backpacks, crossbody bags’ (Passport 2020). The CSC could sell
these in a series of train stations or business districts across the US
such as Grand Central Station in New York.
Open immersive physical retail stores on the East Coast of the US to
reinforce the practicality of products whilst simultaneously bringing
the brand story to life.
Create content for a US ecommerce site that provides detailed
information on brand history. Online content should complement
instore environment as well as relate to social media activity to
deliver cohesive experience to customers. If The CSC cannot deliver
omnichannel comms they will ‘risk becoming extinct’ (Squire, J.
2014)
An opportunity for diversification in the US could be to open a
British Inspired tea shop that serves traditional afternoon tea.
This has already been achieved successfully by fashion brand
Maison Kitsune, who opened a café in New York’s West Village (A,
Morris. 2019). Creating brand experiences rather than stores will
appeal to US consumers who prioritise spending on ‘memorable
experiences’ (Schneider, B. 2020).
SECTION 2 | 62 SECTION 2 | 63

03
HOW WILL THEY
GET THERE?
This section of the report will use all of the previous analysis to understand how The CSC
should enter the US market.

5
Phase
Plane.
Recommendation.
The potential economic benefits to The CSC of US expansion outweigh the potential
risks. However, currently The CSC is not financially stable enough to enter the US.
Therefore, a five-year plan is proposed to focus on raising brand awareness and
returning to profitability in the UK before launching into the US market.
FIG 82.
Launching into the US could prove beneficial to The CSC for a
number of reasons:
1. Growing macro trends in the US including ‘Experiences are Everything’ create
a growing demand for practical bags and luggage. (Schnieder, B. 2019).
2. Few of The CSC’s core UK competitors have entered the US market,
allowing them to stand out with a unique USP emphasising the value of British
Craftsmanship.
3. The growth of ecommerce and Direct to Consumer brands means barriers to
entry are low.
However, The CSC must consider the financial demands and
cultural differences that make entry to new markets challenging.
(Brooks, C. 2019)
1. Due to recent investments in growing the brand’s Asian ecommerce platform,
The CSC is not currently profitable.
2. Nostalgic British elements of the Brand may not resonate with a US consumer.
3. US consumers expect omnichannel communications as well as in store
technology. This would require heavy investment and vast amounts of research
as The CSC does not currently utilise this within the UK market.
FIG 83.
SECTION 3 | 66

Year One.
Aim: To return to profitability within the UK by focusing
on driving sales with existing UK consumer group.
Digital Marketing Institute (2020) suggests that “Engagement is all about
brand awareness and brand loyalty”. For The CSC to ensure their current
consumers stay engaged and they can make a swift return to profitability, the
first year should focus on consistency. Consistent and seamless omnichannel
engagement with current consumer base should be achieved through the
creation of a marketing campaign that demonstrates products being used in
practical and memorable situations. These images should then be distributed
on multiple platforms including:
1.A mailer containing a 15% discount code sent out to all customers on the current consumer
database as a reward for brand loyalty.
2. An exclusive for IGTV explaining the concept and behind the scenes of the campaign to
reinforce brand values.
3. Post exclusive content featuring the same products from the marketing campaign 2-3
times a week on The CSC Instagram containing shoppable links.
3. Livestream a Q&A with founder Julie Deane for direct consumer involvement.
It is important to ensure these steps are taken sporadically over the year. Whilst The CSC
consumer is familiar with technology, they do not want to be overwhelmed as they are
not the most active on social media. All content must be in line with brand values and feel
genuine or the consumer will reject it.
Mood Board for Photo Shoot.
Holland Park
Possible Model.
SECTION 3 | 68 SECTION 3 | 69
FIG 84.
FIG 87.
FIG 85. FIG 86.
Demonstrate products in
practical real-life situations.
Product Selection.

Year Two.
Aim: Begin to raise brand awareness on social media
within the US by partnering with US micro-influencers.
The biggest challenge The CSC will face when entering The US market will be low levels of
brand awareness. To combat this and gain trust from US consumers, The CSC should partner
with Micro-Influencers. Relevant influencer that align with their brand values should be
selected to, select a product for free form The CSC website and then make either a YouTube
video or Instagram video, explaining why they like that product. Using micro-influencers
allows the content to feel more genuine and is more likely to resonate with The CSC consumer,
who is looking for brand transparency and trust. One influencer they could consider
partnering with is Natalie Barbu.
FIG 90.
FIG 88. FIG 89.
Natalie
Barbu.
Instagram followers – 58K
Works in influencer marketing
Young working professional.
Lives in NYC
Classic sense of style
SECTION 3 | 70
SECTION 3 | 71

Core Product Selection.
Year Three.
Aim:Trial joint venture with Anthropology within the
EU market.
To reduce financial risk of entering the US market alone, The CSC should partner with US
retailer Anthropologie. Joint ventures can be an effective way to enter a new market, however
the partner brand must share similar brand values (Chi, C. 2019). Both Anthropologie and
The CSC share values of ‘craft and care’. Currently The CSC has a partnership with the URBN
retail group, selling The CSC bags in Urban Outfitters stores across Europe. URBN owns
both Urban Outfitters and Anthropologie and The CSC should utilise this already established
partnership and propose the launch of The CSC into some of the 198 US Anthropologie stores
that currently operate. In the US, The CSC should put products into Anthroplogie rather
than Urban Outfitters. Whilst, Urban Outfitters target consumer is millennials, Anthropolgie
targets Gen Z.
The CSC should select core product colours and one fashion colour to trial. However, before
the initial US launch, this should be trialled in the London Kings Road Anthropologie store.
The success of this trial should be monitored by:
Measuring the number of units sold.
Carrying out observational in store research to understand
how consumers interact with the products.
Analyse changes in sales data over the launch period such as
UPT, ATV and Conversion.
FIG 91. FIG 92. FIG 93.
Anthropologie King’s Road London.
“We source and craft
all our products with
care, ensuring that
any treasure you find
at Anthropologie is
unique, just like you.”
FIG 95. FIG 94.
SECTION 3 | 72 SECTION 3 | 73

Who Made
My Bag?
Year Four.
Who Made
My Bag?
Aim:Undertake US staff training and recruitment and
prepare products for US launch.
If the trial launch within Anthropologie UK proves successful, The CSC will prepare for
US launch. Consumer places value on a good retail experience as they want to ensure
they are receiving value for money and look for purchase reassurance. “To win back
customers and boost store traffic, retailers must go back to the basics of customer
service, starting with creating an efficient and motivated team of in-store associates.
Even with a leaner brick-and-mortar budget, it’s possible to cultivate a smart, engaged
staff.” (Chen, C. 2020). The CSC should send out current staff representatives of The
CSC to train and hire US retail staff. The staff will undertake informative training that
discusses features and benefits of the products as well as an understanding of the Brand
History. This will ensure any consumer who enters the physical retail space in the US
receives an effective retail experience and encourage consumer loyalty.
reassures consumer purchases and justifies the price point by emphasising the care and
detail that goes into each bag. In the US launch within Anthropologie, each bag will
have a tag with a QR code. When scanned by consumers using their smartphones, they
will be taken to a profile of who made the bag and where. Each bag maker will write a
short sentence about why they like working for The CSC. This will bring to life the unique
manufacturing process of The CSC reassuring consumer decisions and reinforcing the
transparent manufacturing process.
SCAN ME!
Hi, I’m Adam! I work as a designer for
The CSC. My favourite part of working
at The CSC is how much care goes
into each bag. I love the classic and
timelessness of all of our products.
In a new market where consumers have not previously heard of the brand, the price
point of The CSC bags may seem high. Time should be spent developing a system that
SECTION 3 | 74
SECTION 3 | 75
FIG 96.

Year Five.
Aim: Prepare to launch an immersive pop up event
within the US
After staff have been trained, The CSC should launch into the US in the three New
York Anthropologie stores. This launch should take place over the Christmas period to
promote gift-ability. The initial product selection should consist of the classic satchel
bag shape in traditional colours and one seasonal fashion colour. For example, a tartan
print to promote the Britishness of the brand.
Mood Board for Event.
Over the first few months The CSC should work to engage US consumers who value
experiences by hosting a series of in-store workshops. These workshops would take
place in December and would allow the customers to create a personalised key ring
using The CSC leather. The CSC should contact independent bloggers to attend the
events and further raise brand awareness. After the Christmas period is over, The CSC
should remain within Anthroplogie stores and continue to monitor success. FIG 97.
FIG 98. FIG 99.
FIG 100.
SECTION 3 | 76
SECTION 3 | 77

Conclusion.
For The CSC to successfully enter the US market, they must be
aware of and responsive to consumer trends. From an outside
perspective the US market appears a lucrative opportunity for
‘dramatic growth and increased credibility’ (Conti, G. 2020) but
there is also risk for brand reputation and finances. For The CSC
to successfully enter the US market, joint venture ensures limited
financial risk and provides instant access to an already established
consumer group. The CSC should remain true to their British
Heritage and focus on sharing brand story. If The CSC can provide
consumers with an experience led immersive retail experience,
meeting changing consumer demands, they could consider opening
their own physical immersive retail spaces on other East Coast
locations.
FIG 101.
SECTION 3 | 78 SECTION 3 | 79

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SECTION 4 | 82 SECTION 4 | 83

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cosy-pubs-glasgow-december-christmas-12150289 (20.05.20)
FIG 44. Poodle (2018) by Frisbee The Poodle. From: Instagram, 2018. Frisbee the poodle (online). Available at: https://www.instagram.com/p/Blu0EweHCMq/?utm_source=ig_embed
(Accessed 18.04.20)
FIG 45. Darcy Kitchen (2020) by Unique Homestays. From: Unique Homestays, 2020. Darcy House (online) Available at: https://www.uniquehomestays.com/unique/details.asp?id=5169#photo-24 (Accessed
14.05.20)
FIG 46. Smiling Woman (2019) by Better Nutrition. From: Better Nutrition, 2019. The Collagen Collection (online). Available at:https://www.betternutrition.com/seven-ways/collagen-connection
(accessed 12.05.20)
FIG 47.Labrador Walk (2020) by Jamie Shanks. From: Bishopston Dog Walking Services, 2019.Dog Walking Under Lockdown (online). Available at: https://www.bdws.co.uk/april-2020/ (accessed 18.04.20)
FIG 48. Italian garden Party (2015) by Tomkat. From: Tomkat, 2015. Girls’ Night Italian Dinner (online). Available at: https://thetomkatstudio.com/2015/10/girlsnightwithbuitoni/ (Accessed 29.04.20)
FIG 49. Coffee Cup (2020) by The Wicked Soul. From: The Wicked Soul, 2019. Homepage (online). Available at: https://thewickedsoul.com/ (accessed 22.05.20)
FIG 50. Wine Party (2013) by Ricardo DeAratanha. From: Chicago Tribune, 2013. Dinner Party? Start The Wine. Available at: https://www.chicagotribune.com/dining/ct-xpm-2013-12-31-ct-food-1229-wine-dinner-
20131231-story.html (accessed 25.04.20)
SECTION 4 | 84
FIG 51. Personalized Bag (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company, 2020. Homepage. Available at: https://www.cambridgesatchel.com/ (accessed 28.04.20)
FIG 52. The Sophie Bag, 2019 by The Cambridge Satchel Company. From: The Cambridge Satchel Company blog. How to wear the Sophie (online). Available at: https://www.cambridgesatchel.com/blogs/journal/
how-to-wear-the-sophie (accessed 12.04.20)
FIG 53. Doctors or Sophie Bag (2019) by The Cambridge Satchel Company. From: Instagram, 2019. Difference between The Doctor’s Bag and The Sophie’s Bag. Available at: https://www.instagram.com/p/B41vN-
WEAsGz/ (accessed 22.05.20)
FIG 54. Mink & Glamour (2019) by The Cambridge Satchel Company. From: Instagram, 2019. Happy Friyay (online). Available at: https://www.instagram.com/p/B3v9sWOgNcT/ (accessed 08.05.20)
FIG 55. Daisy Bag (2020) by The Cambridge Satchel Company. From: Instagram, 2020. Oops-a-Daisy (online). Available at: https://www.instagram.com/p/CAHqgLKDfwx/ (Accessed 29.04.20)
FIG 56. Café Inegral (2017) by Inegral Cofee. From: Harpers Bazaar, 2017. The 18 Chicest Coffee Shops in New York City (online). Available at: https://www.harpersbazaar.com/culture/travel-dining/advice/a3909/
best-coffee-shops-new-york-city/ (accessed 20.04.20)
FIG 57. Washington Square park (2019) by Wiki Commons. From: 6sqft, 2018. 10 secrets of Washington Square Park (online). Available at: https://www.6sqft.com/10-secrets-of-washington-square-park/ (accessed
24.04.20)
FIG 58. Central Park, 2020 by Central park. From: Central Park Information, 2020. Walking Tours (online). Available at: https://www.centralpark.com/tours/walking (accessed 29.04.20)
FIG 59. The Rookery (2019) by The Rookery. From: Matadron Network, 2019. The 7 best bars for a late-night drink in Brooklyn (online). Available at: https://matadornetwork.com/read/best-late-night-bars-brooklyn/
(accessed 12.04.20)
FIG 60. Savoy Beaufort (2017) by The Savoy. From: The Evening Standard, 2017. The Best Cocktail Bars in London (online). Available at: https://www.standard.co.uk/go/london/bars/the-best-cocktail-bars-in-london-a3727906.html
(accessed 22.4.20)
FIG 61. New York Street Style (2020) by Fashion Trend Walk. From: Fashion Trend Walk, 2020. What To Wear in New York From Women (online). Available at: http://fashiontrendwalk.com/what-to-wear-in-newyork-for-women/
(accessed 18.05.20)
FIG 62. New York Whole foods (2016) by Heather Haddon. From: The Wall Street Journal, 2016. Grocery Pioneer Whole Foods to Join Mass-Market Crowd (Online).
Available at: https://www.wsj.com/articles/grocery-pioneer-whole-foods-to-join-mass-market-crowd-1497636083
FIG 63. Upper West Side Apartment (2016) by Curbed New York. From: Curbed New York, 2016. 20 cozy New York living spaces to inspire you (online). Available at: https://ny.curbed.com/2016/11/8/13558888/
new-york-apartment-photos-home-design
(accessed 22.05.20)
FIG 64. Aspinal of London Logo (2018) by Aspinal of London. From: Aspinal of London, 2018. The Ultimate Guide to leather Care (online). Available at: https://www.aspinaloflondon.com/discover-aspinal/fashion-style/ultimate-guide-to-leather-care
(accessed 22.05.20)
FIG 65. Holdall Co Logo (2020) by Holdall Co. From: Holdall Co, 2020. Homepage (online). Available at: https://www.holdallandco.com/
(accessed 22.05.20)
SECTION 4 | 85

FIG 66. Fossil Logo (2020) by Fossil. From: Sick PNG, 2020. Fossil Logo (online). Available at: https://www.stickpng.com/img/icons-logos-emojis/shop-logos/fossil-logo (accessed 22.05.20)
FIG 67. Alfie Douglas Logo (2016) by Alfie Douglas. From: Alfie Douglas, 2016. Sample Sale (online). Available at: https://www.asample.co.uk/sample-sales/2016/5/5/alfie-douglas-sample-sale
(accessed 22.05.20)
FIG 68. Charles Keith Logo (2020) by Charles Ketih. From: Charles Keith, 2020. Homepage (online). Available at: https://www.charleskeith.co.uk/en (accessed 22.05.20)
FIG 69. Forbes & Lewis Logo (2020) by Forbes & Lewis. From: Forbes & Lewis, 2020. Homepage (online). Available at: hhttps://forbesandlewis.com/ (accessed 22.05.20)
FIG 70. ZatchelLogo (2020) by Zatchel. From: Zatchel, 2020. Homepage (online). Available at: https://www.zatchels.com/ (accessed 22.05.20)
FIG 71. Go Forth Goods Logo (2020) by Go Forth Goods. From: Go Forth Goods, 2020. Homepage (online). Available at: https://www.goforthgoods.com/ (accessed 22.05.20)
FIG 72. Frank Clegg (2017) by Go Fran Clegg. From: SGB Media, 2017. Made in the USA: Frank Clegg (online). Available at: https://sgbonline.com/made-in-the-usa-frank-clegg/ (accessed 22.05.20)
FIG 73. Lotuff Logo (2020) by Lotuff From: Lotuff, 2020. Homepage (online). Available at: https://lotuffleather.com/
(accessed 22.05.20)
FIG 74. Gucci Logo (2020) by Gucci. From: Sick PNG, 2020. Gucci Logo (online). Available at: https://www.stickpng.com/img/icons-logos-emojis/iconic-brands/gucci-letter-logo (accessed 22.05.20)
FIG 75. Burberry Logo (2020) by Burberry. From: Sick PNG, 2020. Burberry Logo (online). Available at: https://www.stickpng.com/img/icons-logos-emojis/iconic-brands/burberry-logo
(accessed 22.05.20)
FIG 76. Louis Vuitton Logo (2020) by Louis Vuitton. From: V&A Waterfront, 2020. Louis Vuitton(online). Available at: https://www.stickpng.com/img/icons-logos-emojis/iconic-brands/burberry-logo
(accessed 22.05.20)
FIG 77. Longchamp Logo (2020) by Longchamp. From: Sick PNG, 2020. Longchamp Logo (online). Available at: https://www.stickpng.com/img/clothes/womens-bags/longchamp-logo
(accessed 22.05.20)
FIG 78. Chloe Logo (2020) by Chloe. From: Brand Of The World, 2020. Chloe Logo (online). Available at: https://www.brandsoftheworld.com/logo/chloe
(accessed 22.05.20)
FIG 83. Oxblood Batchel (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company, 2020. 15 inch classic Batchel In Leather (online). Available at: https://www.cambridgesatchel.com/
collections/classics-collection/products/15-inch-classic-batchel-in-leather-oxblood (accessed 14.05.20)
FIG 84. Holland Park (2016) by Kensington Gardens. From: Park Grand London Kensington, 2016. 16 things you should know about Holland Park (online). Available at: https://www.parkgrandkensington.co.uk/
blog/16-things-you-should-know-about-holland-park/
(Accessed 14.05.20)
FIG 85. Emily DiDonato (2019) by Jake Rosenbarg. From: Forbes, 2019. How Model Emily DiDonato Is Using YouTube To Spread Body Positivity And Shatter Shame (online). Available at: https://www.forbes.com/
sites/karineldor/2019/08/31/how-model-emily-didonato-is-using-youtube-to-spread-body-positivity/#5cb499f5421f (Accessed 20.05.20)
FIG 86. Lilly White Collection (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company (2020). Homepage (online). Available at: https://www.cambridgesatchel.com/ (accessed
24.05.20)
FIG 87. 11” Satchel (2020) by The Cambridge Satchel Company. From: Instagram, 2020. Our Most Coveted everyday Satchel (online). Available at: ttps://www.instagram.com/p/CAA2d9an-la/ (accessed 18.04.20)
FIG 88. Natalie Barbu (2020) by Natalie Barbu. From: Instagram, 2020. Happy Sunday (online). Available at: https://www.instagram.com/p/CAS3Zg_FB-b/ (accessed 22.04.20)
FIG 89. New York (2020) by Natalie Barbu. From: Instagram, 2020. I MISS YOU SO MUCH (online). Available at: https://www.instagram.com/p/B_uyXLEF16g/
(Accessed 20.04.20)
FIG 90. Natalie Barbu (2020) by Natalie Barbu. From: Instagram, 2020. Just uploaded a Vlog (online). Available at: https://www.instagram.com/p/B_iSp9IlaDs/ (accessed 24.04.20)
FIG 91. 15 inch Classic Satchel (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company, 2020. 15 inch Classic Batchel In Leather – Vintage (online). Available at: https://www.cambridgesatchel.com/collections/classics-collection/products/15-inch-classic-batchel-in-leather-vintage
(26.04.20)
FIG 92. Small Batchel (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company, 2020. Small Portrait Backpack in Leather – Vintage (online). Available at: https://www.cambridgesatchel.com/collections/womens-backpacks/products/small-portrait-backpack-in-leather-vintage
(Accessed 28.04.20)
FIG 93. Havana Doctor’s bag (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company,2020. Doctors Bag – Havana Brown (online) Available at: https://www.cambridgesatchel.com/
collections/womens-workwear/products/doctors-bag-havana-brown-calf-grain (accessed 19.04.20)
FIG 79. Kate Spade Logo (2020) by Kate Spade. From: Home World Business, 2020. Kate Spade Logo (online). Available at: https://www.homeworldbusiness.com/designer-kate-spade-found-dead/ (accessed
22.05.20)
FIG 80. Mini Satchel (2020) by The Cambridge Satchel Company. From: Instagram, 2020. Saturday Style (online). Available at: https://www.instagram.com/p/B_9hgQiALxh/
(accessed 12.05.20)
FIG 81. The Poppy Bag (2020) by The Cambridge Satchel Company. From: Instagram, 2020. Stopping traffic with The Poppy Bag (online). Available at: https://www.instagram.com/p/B-bg9dQjXvC/
(Accessed 29.04.20)
FIG 82. Classic14 inch Satchels (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company, 2020. 14 Inch Satchels (online). Available at: https://www.cambridgesatchel.com/collections/
womens-14-inch-satchels (accessed 25.04.20)
FIG 94. Anthropolgie Kings Road (2014) by Toothpic Nations. From: Toothpic Nations, 2014. Our New Retail Stockists (online). Available at: https://toothpicnations.co.uk/my-blog/?p=22498 (accessed 18.05.20)
FIG 95. Anthropologie Edinburgh (2010) by Drapers. From: Drapers Online, 2020. Anthropologie to open Edinburgh Store (online). Available at: https://www.drapersonline.com/retail/multiples/anthropologie-to-open-edinburgh-store/5018827.article
(accessed 12.05.20)
FIG 96. Face Vector (2020) by Get Drawings. From: Get Drawings, 2020. Man Face Vector (online). Available at: http://getdrawings.com/man-face-vector (accessed 22.05.20)
FIG 97. Key Ring (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company, 2020. Key Ring in Leather – Navy Saffiano. Available at: https://www.cambridgesatchel.com/products/keyring-in-leather-navy-saffiano
(accessed 19.04.20)
SECTION 4 | 86 SECTION 4 | 87

FIG 98. New York Anthropolgie (2016) by Svitlana Shayevich. From: Craft Walks, 2016. Christmas in New York 2016 (online). Available at: http://craftwalks.com/2017/01/05/city-walks-%E2%80%A2-christmas-innew-york-2016-5-%E2%80%A2-more-windows-and-rockefeller-tree/
(accessed 12.05.20)
FIG 99. Craft Wokrshop (2017) by ohnorachio. From: Oh No Rachio, 2017. West Elm Workshop (online). Available at: http://ohnorachio.com/blog/onfb-westelmworkshop (accessed 19.04.20)
FIG 100. Tartan Satchels 2020 by The Cambridge Satchel Company. From: The Cambridgde Satchel Company, 2020. Edinburgh Grass Market (online). Available at: https://www.cambridgesatchel.com/pages/
west-bow-edinburgh (accessed 20.04.20)
FIG 101. Tiny Satchel (2020) by The Cambridge Satchel Company. From: The Cambridge Satchel Company, 2020. Tiny Satchel in Leather – Lily White (online). Available at: https://www.cambridgesatchel.com/
collections/british-woodland/products/tiny-satchel-in-leather-lily-white (accessed 16.05.20)
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SECTION 4 | 92 SECTION 4 | 93

Appendix.
INTERVIEW TRANSCIPT
How old are you and what is your gender?
I am a 25 year old female.
What County do you live in?
Hertfordshire
I liked the bright colour and the classic design.
You said you were attracted to the bright colour, would you rather purchase a bag that’s
a bright colour of a more neutral colour?
I Would rather buy a bright colour. Something that would be a treat.
Which designer labels interest you?
Mulberry, Prada and Chloe. More high-end ones.
Would you be likely to purchase a bag from one of these brands?
Yes, but probably once in a lifetime.
No I don’t think so, I would still be happy with my purchase.
If you saw someone with a bag from the Cambridge satchel Company, what
would u assume about that person?
I would think they were independent, discerning, moderately wealthy.
Have you ever, heard of the Cambridge satchel Company, if yes please can you tell me
what you already know about it?
Yes, it is a small self-start company that I think sells leather satchels in different colours.
Umm, I think they’re high quality and I am pretty sure they have a big export market to
China and Japan. The only store I have ever heard of is the one at Bicester Village.
You said you know that it’s a self-start company, what impression does that give you?
Self-start – makes me feel attention to detail and good quality craftmanship.
Take 5 minutes to browse this website – as you shop if any products stand out or interest
you let me know.
“Didn’t realise they did more than satchels.”
“Pretty homepage”
“looks like a bag I would instantly love.”
“ I love that one” (The Sophie Bag in Pink – was featured on the homepage)
You pointed out The Sophie Bag, How much would you pay for a bag like this?
Around £150.
What would you think if I told you this bag costs £125?
Excellent value and affordable, I would buy it.
What about that product made u select it?
Would u be likely to wear a brightly coloured bag everyday or keep it for special
occasions?
It is something that would use for special occasions.
When you are shopping for a new bag, what would you say are the 5 most important
factors?
Quality / name brand / price / range of colours / exclusivity
What do u mean by exclusivity?
Something that not everyone will have, something that isn’t run of the Mill.
And, How often would u purchase a new bag?
Maybe about Once a year
When it comes to purchasing a new bag, would u be likely to shop around or purchase
in impulse?
If I see it I am likely to fall in love with it and buy it there and then as a treat.
What is more important to you, style or quality?
Umm I would say quality over style.
Are u interested in designer labels?
Yes but ones I can’t afford.
Do u believe these bags to be of high quality?
Yes, I would assume higher price is better quality.
Do u believe that price equals quality?
Not necessarily.
In terms of how a brand may contact you, do you like to receive brochures in
the post?
Yes I like to flick through and browse.
After seeing a product in a brochure would u be likely to go online and
purchase it?
No.
Why not?
I would want to touch it and see it person.
How likely would u you be to purchase after receiving a brand email?
Not likely, I would look at the email but not purchase.
If you had purchased a product and were confident, but then received a
negative comment regarding either the item or the brand, would it change
your opinion?
After viewing the website, have any of your opinions changed or is there
anything you now know about the brand that you didn’t before?
I would still say everything I said before, but they are a lot more feminine that
I though ad there is a much wider product range.
Would you now be likely to purchase something from them?
Absolutely, I will be going on the website this afternoon.
Would you have considered purchasing a bag from them before?
No.
DUE TO COVID-19 I COULD NOT GAIN SINGED CONSENT, BUT THE
PURPOSE OF THE REPORT AND USAGE OF INFORMATION WAS
EXLAINED VIA EMAIL AND CONSENT WAS GAINED.

Appendix.