Victoria’s Secret Pink: Keeping the Brand Hot

Synopsis

This case illustrates the general strategy employed by Victoria’s Secret to acquire a new segment of customers through the introduction of its brand Pink. Pink is a line of “loungewear” (sweatpants, T-shirts, pajamas, bras and panties, pillows and bedding) targeted toward 18-30 year old females. The garments feature comfortable cuts and mostly cotton fabrics in bright colors. New garments are introduced every three or four weeks. The image is one of “cute and playful” versus the more overtly sexy image of the core brand.

The case highlights the different promotional approaches that Pink managers are taking in contrast to those of the core brand. This is a lifestyle brand. The Victoria’s Secret chain has been a big driver of financial success for Limited Brands (parent company), and Pink is expected to be a big part of Victoria’s Secret’s sustained growth. Not only does it give the chain a new set of customers, but it brings in customers at a younger age who will then “graduate” up to the Victoria’s Secret core brands. The ethics of the Pink strategy are considered in detail.

Discussion Questions

  1. Analyze the buyer decision process of a typical Pink customer.

Need recognition: This can come from internal stimuli (basic needs such as hunger, thirst, protection) or external stimuli. Considering that people do not purchase fashion brands based on such needs as, “I am cold/naked and need protective covering,” this first step is likely to be based on external stimuli. Note that the factors that influence a potential Pink customer’s recognition of need may also affect other phases of the buyer decision process. These include promotional information from the company itself, word-of-mouth information from friends/acquaintances, groups, lifestyle, status, and self-concept. Consumers are likely to filter some bit of information from one of these sources in recognizing that they need a clothing item that is fashionable, trendy, and hip.

Information search: Again, this can be internal or external. However, the nature of internal/external influences is different for this phase. Potential Pink customers could draw from either source. They draw from internal (i.e., experiential) sources (their own knowledge based on previous experience or exposure to product information) based on how familiar they are with the brand. For those very familiar with the brand, frequent purchasers, they may not gather information beyond internal information. However, many will draw from external sources, including friends and acquaintances or company advertising/point-of-purchase displays/sales people.

Evaluation of alternatives: Methods used for evaluating alternatives vary widely. Thus, it is difficult to illustrate what the “typical” Pink customer might do for this phase. However, one thing is consistent across individuals as they go through this phase. Consumers compare the option(s) in question to a set of criteria. Thus, if potential customers are looking for a pair of sweats that they can use for marathon training, the criteria will likely be much different than if they were looking for a pair of sweats to wear in social situations. Potential Pink customers might be looking for something that is comfortable, fashionable, casual but dressy enough to wear to class/out shopping, priced within a certain range, etc. Potential Pink customers might compare the Pink brand to one or more other brands on this set of criteria, or they might consider the Pink brand in isolation relative to the criteria. This will depend on factors already discussed in the first two steps of the buyer decision process.

Purchase decision: The potential Pink customer will choose Pink if the article under consideration meets the criteria better than any other option. There are additional considerations that may pop up at this phase, including the opinion of friends and unexpected changes to any of the factors considered during evaluation of alternatives.

Postpurchase behavior: During this phase, consumers form impressions that will have an effect on future purchase and word-of-mouth. Much of this boils down to the concept of satisfaction: How do consumers perceive the product’s performance relative to their expectations prior to purchase? Pink customers’ expectations could be based on things already mentioned in the previous steps of the buyer decision process. If they are confirmed or exceeded, then the consumers develop some level of satisfaction or delight. They then are more likely to spread positive word-of-mouth and purchase again. If the Pink customers’ expectations are not met, they are then dissatisfied.

  1. Apply the concept of aspirational groups to Victoria’s Secret’s Pink line. Should marketers have boundaries with regard to this concept?

Certainly, the issue of celebrity endorses as brought up in the case are part of a potential aspirational group for consumers. In fact, that is one of the main reasons that such celebrity endorsers are used (Lindsay Lohan and Sophia Bush and a host of other celebs who receive and wear Pink products). Consumers may aspire to be like such celebrities. Other aspirational groups might include other consumers who are part of a group to which the potential Pink customer aspires, such as sorority members.

One other aspirational group should be considered in relation to the second part of this question. Young tweens view older teens as an aspirational group. This issue should spark considerable discussion. On the one hand, do all corporations have the same right to employ principles of marketing in the achievement of their objectives? On the other hand, where should lines be drawn in terms of social responsibility and ethics? This may be further considered in question 4.

  1. Explain how both positive and negative consumer attitudes toward a brand like Pink develop. How might someone’s attitude toward Pink change?

Attitude describes a person’s relatively consistent evaluations, feelings, and tendencies toward an object or idea. Positive and negative attitudes toward Pink might be based on general perceptions such as, “I love bright colors and soft cotton,” “I really want to wear the types of things that [fill-in-the-blank] wears,” or “Mall stores really turn me off.” Pink attitudes might also be based on perceptions more specific to the brand, such as “I have loved everything that I have ever bought from Pink,” or “A friend whose fashion sense I really value gave me these Pink boxers for my birthday.” Marketers such as Victoria’s Secret are constantly trying to influence consumer attitudes (persuasion) by affecting such factors as those listed here. They may have a difficult time changing such attitudinal factors as hating mall stores, but they can certainly take advantage of following popular trends (bright colors and soft cottons) or placing products with popular celebrities.

  1. What role does Pink appear to be playing in the self-concept of preteens, teens, and young adults?

In the context of the Pink brand, the concept of self-concept may very well be one of the most influential of all the factors discussed in Chapter 5. Self-concept is based on how consumers perceive themselves as well as how they think others perceive them. For fashion items, people are strongly influenced by these things in making their purchases. Even for people who do NOT want to follow current fashion trends, they are thus very influenced by the opinions of others.

The role that Pink plays in the self-concept may vary across the three mentioned groups. For preteens who are very concerned about growing up quickly, the brand may help such consumers perceive themselves as being more mature. For teens, the issue might be much more oriented around wanting to fit in and wear what the in-crowd wears. For young adults, the self-concept may be more individualistic and self-expressive. Customers may purchase Pink as a means of self-expression.