Communication proposal

1. COMMUNICATION PLAN

2. 1
7 10
THE MACRO ECONOMICS OF SUSTAINABLE CLOTHING
MILLENNIAL
CUSTOMERS’ BEHAVIOR
RAPANUI’S BRAND
ANALYSIS

3. - Content-
23
39 50
POP-UP STORE AT GREEN MAN FESTIVAL
SOCIAL MEDIA
CAMPAIGN: A JOURNEY
TO THE ORIGIN OF
RAPANUI T-SHIRT
BUILDING RAPANUI
COMMUNITY

4. 1 THE MACRO ECONOMICS OF SUSTAINABLE CLOTHING

5. Textiles and clothing are fundamental part of everyday
life and an important sector in the global economy.
However, they are also arguably the world’s sec-
ond-most polluting industry after oil (Helbig, 2018)
The fashion industry is contributing to major
environmental destructions and social impacts. It is
mainly because of consumers’ insatiable appetite for
fashion leading people to buy more and more clothes
(Helbig, 2018).
In 2016, it is estimated that 1,130,000 tonnes of clothing
was purchased in the UK which nearly six times higher
than in 2012. It is also noteworthy that the longer-term
trend has been for clothing purchases to increase,
while their price has stayed low comparing to other
goods (WRAP, 2017).
The emergence and rapid dissemination of fast fashion in recent
years have made it an important driver of environmental impact
(Roos et al., 2015). “Fast fashion” is a clothing supply chain model
that is intended to respond quickly to the latest fashion trends
by frequently updating the clothing products available in stores
(Byun and Sternquist, 2011; Moore and Fernie, 2004).
With rapidly shifting fashion trends, the service life of clothes is
shortened and it may not be taken care of properly and may be
disposed of without much thought. The average amount of times
people wear a garment before stopping use lowered by 36% from
2000 to 2015 (Ellen Macarthur Foundation, 2017)

7. Among that circumstance, the sustainable fashion movement appeared as a
response to fast fashion cycles and “unsustainable” business growth.
It is highlighted by Fletcher (2009) that there are four
guiding principles that determine whether a fashion line
is classified as ‘sustainable’:
First, items must be child labour free across the supply
chain.
Second, materials used in the production process should
be less harming to the natural environment and/or more
durable (ie. organic cotton).
Third, the production process must be in an ethical and
socially responsible manner, paying worker fair wages
and creating jobs locally. Lastly, the creation of long-
term relationship across the supply chain, developing a
strong network that nurtures the creation of sustainable
fashion (Yip,2010).
There is an increase interest in sustainable fashion & eth-
ical practice with sustainability has grown into a “mega-
trend” (Mittelstaedt et al., 2014).
In the UK, sustainable fashion initiative is actively pro-
moted and supported by the Government, such as the Sus-
tainable Clothing Roadmap and Action Plan (SCRAP), which
aims to improve the sustainability of clothing across its
lifecycle, from the crops […] grown to make the fabrics, to
the design and manufacture of the garment, retail, used
and end-of-life (DEFRA, 2011). According to Business of
Fashion, sustainability will be at the center of innovation
in the fashion industry in 2018 (BoF and McKinsey & Com-
pany, 2018).

8. To response to the sustainability trend
in fashion, brands are starting to em-
brace it in many ways. 42 out of 100
fashion brands in 2017 have disclosed
supplier information
(BoF and McKinsey & Company, 2018).
Leading companies in fashion industry
have gone further. Fashion brands such as
Zara and H&M, in addition to the garment
recycling activity; have been launching
their sustainable clothing ranges, with
more fashion-forward designs and dedi-
cated marketing activities

9. Reformation, which was acclaimed by Vogue and
earned support from celebrities such as Taylor
Swift and Alexa Chung. Other brands include Veja,
which uses fair-trade rubber and organic cotton
for its sneakers, vegan accessories from Matt &
Nat and beautiful clothes by New York- based label
Tome (Saner, 2018)
There are also smaller, cool
brands rejuvenating the market.

10. 7 MILLENNIAL’S CONSUMER BEHAVIOR

11. “Sustainability, interestingly, is really
important with the young generation”
Mr. Chip Bergh- Levi Strauss’s President & Chief Executive Officer
Millennial generation is those born between 1981 and 1996 (ages 22-
37 in 2018) (Pew Research Center, 2018). Their combined purchasing
power were estimated to be $2.45 trillion worldwide in 2015 (Barnes
and Lescault, 2014) and expected to outspend Baby boomers at $3.39
trillion in 2018 (Business Wire, 2013).
Mintel consumer research highlighted that 44% of Millennial aged
between 17-26 would like to see more eco-friendly fabrics used on
clothes. This compares with 34% of Generation X and 30% of Baby
Boomers (Mintel, 2017). The Millennial has been made aware of the
importance of ecological and environmental conditions (Smith &
Brower, 2012) and thus, are seeking brands that are deemed as mak-
ing a positive effect on the environment (Gunelius, 2008). Modern
and younger shoppers are more conscious and want to know about
“how” and “who” behind the clothes they wear (Saner, 2018). More-
over, according to Oeko-Tex Association, 60 percent of millennial are
interested in certified sustainable clothing, while 69 percent check
claims like “eco-friendly” or “sustainable” while buying clothes (Oe-
ko-tex.com, 2018)
Although noted for their strong environmental
concern, Millennial have failed to translate it
into pro-environmental behavior (Gaudelli, 2009).
The reasons behind it are various. Among them
are issues of limited market choice and product
availability (Auger and Devinney, 2007). Besides,
a lack of transparent information at the point of
sale also hindered customers to make informed
choices. Ritch (2015) found that UK consumers in
general were confused about how sustainability
applied to fashion and were skeptical of organic
cotton

12. Firstly, sustainable fashion is
seen as less fashionable than fast
fashion counterparts and a luxury
commodity that lacks quality (Lai,
Henninger & Alevizou, 2017). While
quality, price, aesthetics & avail-
ability are seen as key influencers
in the decision-making process of
purchasing fashion items, sustain-
able fashion is often associated
with a lack of aesthetics, a more
natural look and in some cases
unreasonably high in prices (Lai,
Henninger & Alevizou, 2017).
Secondly, the lack of informa-
tion about sustainable fashion at
the point of sale is another major
barrier that millennial customers
are faced with. Few customers will
actually take time to visit a brand’s
corporate sustainability page or
read a sustainability report. It is
a challenge for sustainable fash-
ion brands to provide clear, visible
and accessible information- both
in-store and online- to cater to the
short attention span millennial
are so famous for (The Business of
Fashion, 2018)
These researches imply that Mil-
lennial is an important group of
customer that should be targeted
because of their forward-thinking
mindset and favor of sustainable
clothing. However, in order to ap-
peal Millennial to have pro-envi-
ronmental behavior, sustainable
fashion brands should be able
to communicate effectively with
Millennial in the way that pro-
mote the quality, fashionability,
reasonable pricing and trustwor-
thiness of their products

13. 10 RAPANUI’S BRAND ANALYSIS

14. ABOUT RAPANUI CLOTHING
Rapanui Clothing is a sustainable brand from
Isle of Wight, UK. It was established in 2008 by
brothers Rob & Mart Drake-Knight on a mission
to redesign the clothing industry to be more sus-
tainable. (Rapanuiclothing, 2018)
Rapanui Clothing’s products include graphic
T-shirts, jumpers, hoodies, pants and socks for
both men and women. Their clothes are made
from sustainable and recyclable materials such
as organic cotton in ethically accredited factory.
The pieces are handmade finished in a factory
located in England (Rapanuiclothing, 2018)
Rapanui Clothing is considered a sustainable fash-
ion brand because of several factors. Firstly, it uses
sustainable material such as organic cotton in its
products. Secondly, it aims to help customers to
understand where clothing comes from. Thirdly, it
participates in fashion’s circular economy by en-
couraging customers to send old products back to
Rapanui. Finally, Rapanui Clothing uses renewable
energy in the production process with its UK facto-
ries are powered entirely by renewables, mostly on-
site solar energy (Rapanuiclothing, 2018)
The brand is committed to transparency and trace-
ability in all their products. The customers are giv-
en a detailed supply chain story including informa-
tion about how, where and by whom the clothes
are made and delivered to Rapanui. As a result, cus-
tomers are well informed and able to make environ-
mentally conscious decisions (Social Entrepreneur-
ship- Social Startup Magazine, 2018)

15. TARGET CUSTOMER
According to Rob Drake-Knight, founder of Rapanui Clothing, the current customer
base of the brand is fashion-conscious young people who are environmentally-aware
and seeking for clothing options to exercise their knowledge (2dregrees, 2018). This
current target customer of Rapanui Clothing well aligns with the growing demand of
sustainable clothing among millennial.

16. BRAND IDENTITY PRISM
Rapanui Clothing’s personality is perceived to be friendly, honest, down-to-earth, young
and outdoorsy. The brand also possesses the air of being laid-back and easy-going

17. BRAND AWARENESS
Brand awareness is the extent to which a brand is rec-
ognised by potential customers, and is correctly associ-
ated with a particular product (Business Dictionary, 2018)
Rapanui Clothing’s website and Facebook Fanpage are
compared to its direct competitors to give a brief assess-
ment of how strong Rapanui Clothing’s brand awareness
is. The reason for choosing website and Facebook Fan-
page as assessment criteria is mainly because Rapanui
Clothing sells mostly online. Besides, its Facebook Fan-
page is the most popular social media site.
COMPETITOR 1: FINISTERRE
This is a Cornwall-based clothing brand that uses organic and recycled fabrics
throughout its products. The clothing range is diverse with print T-shirts, hoodies,
denim, knitwear and outerwear for both men and women. It also promotes the
style of outdoorsy, natural and easy-going that is very close to Rapanui Clothing’s
image.
The pricing of Finisterre’s garments is higher than Rapanui Clothing’s, with print
T-shirts are approximately £30/each, which is double the price of Rapanui Cloth-
ing’s offerings.
Finisterre is well known among customers who love cold-water surfing and are
environmentally aware. It is very active on Instagram where it updates not only
product images but also images of ambassador’s adventure to different places.
Finisterre’s brand ambassadors are not celebrities but those who are keen surfers
with a love for adventure and nature. These images well resonates with Finis-
terre’s target customers and generate interest among them. Finisterre sells both
online and in-store.

18. COMPETITOR 2: HOWIES
Howies is an active company based in West Wales (howies.co.uk, 2018). The
brand sells women and men’s clothing for sports such as biking, running
and the outdoors, as well as for day-to-day lives. It products are made from
organic cotton and emphasizes on quality and durability which cause least
harm to the environment.
Howies’ s product ranges are various, including T-shirt, sweatshirts, jack-
ets, and jeans for men and dresses for women. Product’s style and designs
are simple and basic. T-shirt products in particular are a little more expen-
sive with fewer choices of prints (averagely £30/item) than those offered by
Rapanui Clothing. Howies’s T-shirt used to be a huge success, notably the
classic logo design (Campaignlive.co.uk, 2018). In overall, the brand has a
strong identity within many UK active sports and has sponsored a number of
athletes in disciplines such as mountain biking, surfing and skateboarding
WEBSITE COMPARISON
A table was composed to compare the performance of three websites: Ra-
panui Clothing.com, Finisterre.com and Howie.com.
From the table, comparing to competitors’ performance, Rapanui Clothing’
s website has less traffic and higher bounce rate than Finisterre and How-
ie. It means that fewer people access Rapanui’s website. Among people
who access the site, nearly 35% of them will navigate away from it after
viewing only one page.

19. Table1:ComparewebsiteperformanceofRapanuiClothing,Finisterre
andHowies

20. SOCIAL MEDIA COMPARISON
Social Media accounts for 7.1% of traffics to Rapanui Clothing’s website.
Among all social media sites, Facebook Fanpage is the most popular one,
accounting for 79.42% of all social media traffics. (SimilarWeb, 2018)
While the engagement rate of Ra-
panui Clothing is higher, the total
page likes of Rapanui Clothing is
less than Finisterre and Howie. This
indicates that Rapanui Clothing’s
Fanpage is less popular than Finis-
terre and Howie. It is likely because
Rapanui Clothing has not utilised
the Facebook Fanpage properly. The
fanpage has longer response time
to customers’ comments. It also has
very few events and native Facebook
videos
Source: https://likealyzer.com/report/rapanuiclothing

21. CONSUMER JOURNEY

22. CONSUMER JOURNEY
In the pre-purchase stage, customers can find the brand on social media channels such
as Facebook, Instagram and Youtube. They also read positive reviews on Google search
result page and several magazines that Rapanui Clothing was featured. However, as
shown above, Rapanui Clothing’s brand awareness is low. Therefore, it is important that
Rapanui Clothing improve the pre-purchase stage to boost the brand’s recognition
The purchase stage indicates the main contact between customers and Rapanui Cloth-
ing’s products is through online channels, giving customers little opportunity to touch
and feel the quality of Rapanui’s T-shirt before they decide to buy. While sustainable
clothing is often seen as lacking quality (Lai, Henninger & Alevizou, 2017), Rapanui Cloth-
ing offer products are of high quality. Thus, they should promote it by allowing custom-
ers to experience the product more.
The post-purchase stage shows little contact between customers and Rapanui Cloth-
ing after they have purchased and used the product. While customers randomly leave
reviews and comments on Rapanui Clothing’s products or write blog posts to review
and recommend, potential customers have difficulties finding those reviews as they
are rather scattered

23. COMPETITION LANDSCAPE & PERCEPTUAL MAP
T-shirt has already reached the maturity stage in prod-
uct lifecycle, as the product itself is not new. T-shirt
market is a highly established one with lots of fashion
brand, both sustainable and fast fashion are offering
T-shirts in different styles and prices. Therefore, it is
important to understand the landscape of T-shirt mar-
ket and how Rapanui Clothing is currently situated in
this market.
Sustainable fashion brand competitors: Finnisterre
and Howies (as mentioned above)
Fast fashion brand competitors: The price ranges of
RAPANUI’s offerings put it in the mass-market. There-
fore, RAPANUI is competing against a lot of mass-mar-
ket non-ethical brands such as H&M, ASOS and Urban
Outfitter. It sits alongside these brands with a more
organic and ethical choice for millennial, with its fo-
cus on selling T-shirt and hoodies. These brands are
more engaging with millennial customers through
their activities on social medias, fashion events and
collaborations with celebrities. The brand names are
well known to a broad customer base.
In overall, it can be concluded that among ethi-
cal fashion brands that sell printed T-shirts, Ra-
panui Clothing is perceived to be of lower price
and moderate fashionability. Its price is similar
to fast-fashion brands such as ASOS and Urban
Outfitter However, Rapanui Clothing’s trendi-
ness is much less than these fast-fashion brands

24. SWOT ANALYSIS: A summary of Rapanui Clothing’s analysis
- Sustainable products of high quality
at reasonable price comparing to other
brands who also sell eco-friendly clothing
(Appendix 1)
- Receive endorsement from celebrities,
such as Sir David Attenborough, Sir Rich-
ard Branson, Michael Fish and Vivienne
Westwood (Rapanui Clothing, 2018)
STRENGTH
- An established market of T-shirt with
products offered by both ethical fashion
brands and mass-market brands (Cre-
denceresearch.com, 2018)
THREAT
WEAKNESS OPPORTUNITY
- Limited choice of products and styles.
While it also sells flannels shirts, boxers
and jumpers, Rapanui Clothing’s primary
products are printed T-shirt and hoodies.
- Low brand recognition which is shown
on low website traffic and low engage-
ment on Facebook Fanpage.
- A growing demand for ethical and envi-
ronmentally friendly clothing from young
consumers (According to Mintel report,
44% of Millennial between age 17-26
would like to see more eco-friendly fab-
rics to be used on clothes)

25. The SWOT Analysis pointed out that while
the printed T-shirt market is highly estab-
lished, Rapanui Clothing still have great
opportunity to grow as there is a growing
demand for sustainable fashion among
young consumers. However, Rapanui Cloth-
ing need to:
- Enhance brand awareness by engaging
with targeted customers through online
social media channels.
- Create opportunities for customers to ex-
perience the brand and product’s quality
offline to promote the high quality of Ra-
panui’s product offerings.
- Aim to change the brand’s positioning
from classic and reasonable price image to
more fashionable image
Communication objectives:
To reposition Rapanui Clothing from a clas-
sic sustainable fashion brand to a more
trendy and fashion-forward brand with
reasonable price to appeal to target cus-
tomers. This is broken down into smaller
objectives, which are:
1. Pre-purchase stage: increase brand
awareness among millennials customers
aged 17-26 years old.
2. Purchase stage: create off-line opportu-
nity for targeted customers to experience
the quality of Trapani Clothing’s product
3. Post-purchase stage: build greater loyal-
ty and trust among customers.

26. POP-UP STORE AT GREEN MAN FESTIVAL23

27. IDEA JUSTIFICATION
Big music festivals are suitable places to meet
young consumers where they spend time and mon-
ey. Millennial customers now tend to spend more
on experiences rather than material objects (Retail
Dive, 2018). According to a 2015 study by Harris Poll
and Eventbrite, 78 percent of millennial would rath-
er pay for an experience than for material goods.
For them, “Sharing is critical — it’s the currency of
cool. If it didn’t appear on my Instagram feed, it
didn’t exist,” explains Jeff Fromm, president of the
Future Cast, a millennial marketing firm (The Busi-
ness of Fashion, 2018)
To make use of the marketing opportunity present-
ed by music festivals, fashion brands are rolling out
interactive experiences inside the festival ground to
create content that engages both festival-goers and
the audience watching from home (The Business of
Fashion, 2018). Learning from the famous music fes-
tival Coachella where fashion brands such as H&M,
Lascote, Guess, Forever 21 and River Island have
effectively utilised the opportunity by conducting
various activities such as setting up pop-up store,
organising fashion shows and having a clothing cate-
gory titled “Festival Fashion” (Alcedo, 2018), Rapanui
Clothing should also have a pop up store at Green
Man Musical Festival with multiple brand experienc-
es to creatively attract the targeted customers
OBJECTIVE: To attract young festival goers to experience Rapanui Clothing’s products
and raise awareness of the brand.

28. STORE LOCATION & FESTIVAL DEMOGRAPHIC
We choose the Green Man Festival to open Rapanui
Clothing’s first pop-up store. Green Man is an in-
dependent music festival held annually in Wales ,
United Kingdom and set in the heart of the Brecon
Beacons. It is music and art festivals that combine
live music, literature, film, comedy, theater and
poetry. In 2015, it attracted 20,000 festive goers
and renowned for its ethical, non-corporate, fami-
ly-friendly approach (Ignis.co.uk, 2018).
The Green Man Festival uses music and art activities
on site to raise awareness of environmental issues
and promote a sustainable lifestyle. For example, in
Eistein’s Garden, the three stages are powered by
sustainable sources of energy, and the area gives
festival-goers opportunity to engage with innova-
tive low carbon technologies like solar power and
hydrogen fuel cells (Blue & Green Tomorrow, 2014)
According to Reed, general manager of AIF, 30% of
festive goers in 2014 were between 17-24 years old
(All In One Marketing, 2018)
These information shows that the attendees of
Green Man Festival are target customers of Rapanui
Clothing. They are young millennial with awareness
of environmental issues. Beside, the Green Man
Festival’s theme is cool, relaxed, environmental
friendly, which suits well with Rapanui Clothing’s
brand identity.

29. Relaxing area
Washing areas with vintage
washing machines
The center area T-shirt rack
Power Wall Area
Entrance
1
2
3
45
5
FLOOR PLAN
6
Coffee cart
1
6
4
2
3

30. THE OVERALL SHAPE OF POP UP STORE
The dome from insideDome from outside Wooden material
Material: wooden
Area: approximately 500 square metre

31. THE CENTRE AREA1
The Center Area aims to provide customers information about the process that Rapanui is
making their sustainable garments and inspire the customers to wear them.
Pic.1: Mannequins with wooden boxes
Pic. 2: The information wall about
Rapanui Clothing’s production story
Pic.3- 4-5: Organic cotton display at the
center area
Pic.1
Pic.2 Pic.3
Pic.4 Pic.5
Pic.1
THE DETAILED PLAN

32. THE DETAILED PLAN
2 THE POWER WALL AREA & 3 THE T-SHIRT RACK
GRAPHIC GRAPHIC
The power wall with Rapanui Clothing’s logo
The T-shirt rack
The planogram
T-shirt rack

33. 4 THE LAUNDRY AREA
TAKE OFF
ALL
YOUR
CLOTHES
Use retro style washing machines to make laundry area a cool place for customers to take
selfies and share on Instagram.
THE DETAILED PLAN
The store offers customers a laundry area where they can have their smelly and muddy outfit washed if they buy at least 2 items from Ra-
panui Clothing. The laundry area is decorated in vintage style that customers can take cool selfish and share their photos on Instagram and
Facebook with hashtag #rapanuifreewashing. The laundry area gives customers incentive to experience and buy Rapanui Clothing’s product.
The washing machine credentials:
- Use solar energy
- Use eco-friendly laundry detergent
- Wash at 30 degree Celsius

34. THE DETAILED PLAN
5 THE WAITING AREA 6 THE COFFEE CART
The relaxing area is a place for Rapanui Clothing’s customers to hang out and relax
while shopping or waiting for their clothes to be washed
A coffee stand that sell coffee and tea for customers. Customers
can have free coffee if they buy at least one Rapanui Clothing’s
product.

35. PRODUCTS
Along with current products, Rapanui Clothing will sell a specially
designed range of T-shirts that suit the theme of Green Man Festival.

36. COMMUNICATION & PROMOTIONAL PLAN

37. COMMUNICATION & PROMOTIONAL PLAN
PROMOTION PRE-LAUNCH:
During this period, we emphasize on using social media and in store activity to spread the information about Rapanui
Clothing pop up store in Green Man Festival. There will be images and short clip of the preparation of the pop up store
which will be played on our social media channels- Youtube, Facebook, Instagram and websites.
PROMOTION LAUNCH:
During this period, all the advertising campaign will be maximum, including in-store and social. In store, we offer cus-
tomers voucher to wash their clothes for free for anyone who buy at least 2 Rapanui Clothing. Customers who buy only
one item receive a free-drink voucher which they can use in our unique coffee bar. For social channels, we ask fans to
post pictures on Instagram with this hashtag #rapanui@greenmanfestival to receive a green leaf headband.
PROMOTION POST-LAUNCH:
During the operation of the shop, cashiers will ask for customers to provide their emails and phone number for the fol-
low-up email, letters for greetings and for sending information about Rapanui Clothing to those potential customers.
We also select and post the most attractive photos of customers buying and wearing Rapanui Clothing on Facebook,
Instagram and Twitter. At the end of the festival, a wrap-up video will be posted on Rapanui Clothing to celebrate the
opening of the first pop-up store.
The green leaf headbandFree washing service

38. BUDGETING

39. CONTROL

40. OTHER CONTROL KPIs
In order to measure the effectiveness of pop-up store, besides revenue, Rapanui need to measure these following metrics:
1. Quantitative Metrics:
- Foot traffic
- Customers’ dwell time
- Sale conversion rate
- Average cart size
Then compare these metrics with online performance over the same period.
2. Qualitative Metrics:
- Increase in online engagement. Ideally this rate would be approximately 30% (Forbes.com, 2018)

42. 39 SOCIAL MEDIA CAMPAIGN: A JOURNEY TO THE ORIGIN OF
RAPANUI’S T-SHIRTS

43. MILLENNIAL INTEREST IN EXPERIENCE AND TRAVEL
Millennials are constantly expressing their interest in travel, with travel
is among the trending topics identified by “hashtag goals”. The desire to
travel is represented by the stream of photos on Millennials’s Instagram
feed. The mantras “you only live once” and “young, wild, and free” often
circulate on millennials’ social media accounts which reflects the millen-
nial’s travel habit (QuestionPro Blog, 2018)
The motivation for travel is various. A survey taken by American Society
Travel Agents in 2017 shows that “to relax” and “to spend quality time
with family” are the top reasons to travel cited by Millennials. In the third
position was the desire to “see natural sights” (BostonGlobe.com, 2018).
However, that does not mean millennials are content to spend their va-
cation days lounging with friends on a on a crowded, well-known beach.
Millennials also desire more meaningful, off-the-radar travel experience,
seeking experiences beyond traditional tours and activities. (BostonGlobe.
com, 2018)

44. THE CAMPAIGN IDEA & OBJECTIVE
As modern and younger shopper are more
conscious and want to know about “who” and
“how” behind the clothes they wear (Saner,
2018), the campaign’s concept is to engage
targeted customers to the T-shirt making pro-
cess of Rapanui Clothing. The young custom-
ers will travel to Rapanui Clothing’s factories
all over the world to understand and involve
in the daily activity of the factories as well as
immerse in the local culture. Customers will
have unique experience that they can share
with their friends on social media channels
Aim: to further encourage interac-
tion, knowledge and excitement to-
wards Rapanui Clothing through a
social media video campaign.

45. THE CAMPAIGN IDEA & OBJECTIVE
Customers will be selected through an video com-
petitions in which they would share their thinking
on sustainable clothing. 7 winners will be award-
ed with a trip to one of seven Rapanui Clothing’s
factories. The winners will be accompanied by a
Rapanui’s employee to introduce and guide them
through the process in the factory. At the end of
the trip, winners are required to share their expe-
rience on social media sites through video, images
or livestreaming
The places that winners can visit include:
- Organic cotton farm, Ahmedebad, India
- Cutting and sewing factory in Tamil Nadu, India
- Cutting and sewing factory in Zamora, Spain
- Ginning factory in Madheya Pradesh, India
- Rapanui printing shop, Fresh Water, Isle of Wight,
UK
- Flannel dye and weave in M. nha das Ondas, Portu-
guese
- Wool spinning in Huddersfield, UK

46. COMMUNICATION PLAN
FACEBOOK
Current Situation Campaign Goal
- 17,057 likes
- Average post: 0.4 post/day
- Average like/post: 100
- 22,174 likes
- Average post: 3 posts/day (one at
8am when people are likely to check
phone before work/school, one at
lunch time break and another set for
8pm)
- Average like/post: 300
COMPETITION PRE-LAUNCH CONTENT
A promotional video will be posted on Facebook Fanpage to attract cus-
tomers attention to the video competitions. Similar message will be por-
trayed over time to encourage customers to participate in the video com-
petitions and share their voice of fashion sustainability.

47. PROMOTIONAL VIDEO: THE STORY BOARD
(V.O.) You have to see this video.
(V.O.) A T-shirt lives and breathes the life of its own. (V.O.) From the organic cotton farm in Ahmedebad... (V.O.) to the ginning factory in Pradesh, India
(V.O.) When you own a Rapanui Clothing’s T-shirt... (V.O.) You need to know where it comes from.
1 2 3
Rob & Mart Drake Knight
Co-founder of Rapanui Clothing
4 5
5
6

48. PROMOTIONAL VIDEO: THE STORY BOARD
(V.O.) From the cutting and sewing factory in Nadu, (V.O.) to the flannel dye and weave factory in Manha
das Ondas, Portugal.
(V.O.) The T-shirt is much more than just a normal
T-shirt. It is how we act to redesign the fashion industry.
(V.O.) Come with us. Share your voice with the world, tell them what you’ve seen,
how you felt, what you’ve heard and what you experience. Let the people know
what you think of sustainable clothing.
(V.O.) Share your voice and earn the chance to live the T-shirt’s journey this
summer.
I salute you the young soulmates. Don’t stop sharing and together we can make
this place a little bit greener.
(V.O.) We have all been part of this T-shirt journey. Here in the Rapanui
Clothing’s headquarter, we help create the T-shirt, share it and tell it to the
world.
7 8 9
10 11
ShareyourvoiceandearnthechancetoLIVETHET-SHIRTJOURNEYthissummer.
DiscoveronRapanui’sWebsiteandFacebookfanpage.
12

49. COMPETITION LAUNCH CONTENT
COMMUNICATION PLAN
A one-month competition ensure that customers feel
the rush to submit their videos and win summer trips to
Rapanui Clothing’ factories.
The winner will be announced over Facebook on May,
leaving them time to prepare for their summer trips
which will be organised from June to July. The number
of friends and Facebook followers will also be taken into
account when choosing winners, ensuring contestants’
posts are seen by many people as well as highlighting
Rapanui Clothing as a company inspired by, and support-
ing the idea of sustainable clothing.
As online video contest participants often put a great
deal of effort into their submissions. In order to avoid
customers to go away angry if they lose, Rapanui Cloth-
ing will give every contestants who submits a video
a personalised email with a reward which is a T-shirt
specially designed for the contest and a 20% discount
voucher.
POST- LAUNCH CONTENT
After the video competition has finished, im-
ages, videos and live-streaming videos of win-
ners visiting Rapanui Clothing’s factories will
be posted on Facebook.
During the livestreaming videos, Rapanui
Clothing will have giveaway of Rapanui T-shirt
for Facebook viewers who can answer the ques-
tions from Rapanui Clothing (the questions
will relate the process of sustainable clothing
making).

50. COMMUNICATION PLAN
Current Situation Campaign Goal
- 6,580 followers
- Average post: 1 post/day
- Average like/post: 60
- 8,554 followers
- Average post: 3 posts/day (one at
8am when people are likely to check
phone before work/school, one at
lunch time break and another set for
8pm)
- Average like/post: 200
INSTAGRAM
The content will be kept fairly similar to Facebook Fanpage, focusing more on
count-down to the video submission date and the behind-the-scene stories of
trips to Rapanui Clothing’s factories.

51. Current Situation Campaign Goal
- 6,868 followers
- Average tweets: 1 per day
-Content: low interaction, tweets
about the sustainability movements
rather than the collections
- 8,241 followers
- Average tweets: 3 per day
-Content: need higher interaction,
tweet about the video competition,
the trips and general tweets on
thoughts, inspiration post and posi-
tive message.
TWITTER
Twitter appears quite different from Facebook and Instagram, with low use of imagery and high
interaction. Rapanui Clothing will increase the number of tweets and use the site as a place to
trail the thought of Rapanui Clothing. This is to take place in inspiration and positive messages.
The site will also be used to promote the video competition launching, sending live updates on
the competition and the trip to keep followers involved.
COMMUNICATION PLAN

52. PROJECT MANAGEMENT- ESTIMATED BUDGET & KPIs
THE TRIPS TO RAPANUI FACTORIES COST (£) COMMUNICATION COST (£)
TOTAL= 10,900 (£)Source: expedia.com
MEASUREMENTS
According to 2018 Social Media Industry Benchmark Report, in fashion industry, Facebook engagement rate
per post is 0.1%, Instagram engagement rate per post is 0.92% and Twitter engagement rate per tweet is
0.035%. The current Facebook enegagement rate of Rapanui Clothing is 0.03% (Analyzer.com, 2018). Therefore
the overall goals of this campaign is to increase the engagement rate over the time of campaign to the in-
dustry norms, which are 0.1%, 0.92% and 0.035% for Facebook, Instagram and Twitter respectively.

53. 50 BUILDING RAPANUI COMMUNITY

54. Millennials are the most networked generation
in history. They are described as a demograph-
ic that is “hyperconnected” and “empower[ed]”
through technology and new social channels
(Serazio, 2013). Millennials are connecting with
others around shared interests and affinities, as-
sociating with various networks, organisations
and brands through online and offline commu-
nities (Insights, 2018). In using social media net-
working, millennials expect to have the sense of
affinity, belonging, interactivity and innovative-
ness (Krishen, A.S et al, 2016).
In such situation, the concept of “loyalty” is be-
ing redefined: it is no longer about loyalty to a
particular brand, but rather, loyalty to the com-
munity gather around the brand (Insights, 2018)
As a result, in order to remain relevant with millen-
nials consumers today, Rapanui Clothing should
invest in creating and cultivating its communities.
By leveraging the content strategy to highlight
community members and their experiences rath-
er than the brand, Rapanui Clothing can maximise
the value of user-generated content and organic
growth through peer-to-peer social shares

55. The Idea: Inspire customers to share their stories of sustainable clothing
Empower customers to share their own
photos and videos wearing Rapanui’s prod-
ucts as well as stories behind their advocacy
of sutainable clothing by a rewarding scheme
and submission featuring on Rapanui Cloth-
ing’s website. Favorite submission of the
month, which is voted by website users will
receive cash prize.
It helps to break down the barriers between
individual online shoppers, which in turn
leads to conversions and increased trust in
Rapanui Clothing. Customer’s pictures and
stories behind their purchase of sustain-
able clothing build a shopper’s confidence
and inspiration in the brand.
By building a community of shoppers and
customers who provide social proof for the
brand’s products and for company as a whole,
it helps to break down the barriers between
individual online shoppers and build shop-
per’s confidence and inspiration in the brand.
It in turn leads to conversions and increased
trust in Rapanui Clothing.
Target:
- Brand engagement increases by 28%
- Conversion rate increases by 9%

56. Share Your Own Rapanui’s Moment
Love your sustainable T-shirt/hoody/flannel shirt....? Have an intersting moment wearing
Rapanui Clothing. Share a photo of how you wear Rapanui Clothing and vote for the person with the photo
you think is the best.

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