Frances Guastalegname 698669

MARKETING COMMUNICATIONS STRATEGY FOLIO

‘MY BUNNINGS’

LOYALTY CARD PROGRAM

JUNE 2017

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TABLE OF CONTENTS Executive Summary 3

The Bunnings Brand Today 5

Online Presence 7

Buying Incentives 9

Problems and Opportunities Statement 10

Objectives 11

Situation Analysis 12

Integrated Marketing Communications (IMC) 13

Communications Plan 14

Conclusion 16

Appendices 17

References 22

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EXECUTIVE SUMMARY Bunnings Group, trading as Bunnings Warehouse (Bunnings) is the leading retailer in

home improvement and outdoor living products across Australia and New Zealand,

and a major supplier to both commercial and everyday customers (Bunnings

Warehouse 2017). Founded in Western Australia in 1886 by brothers Arthur and

Robert Bunning (appendix figure 1), the business first emerged as an operational

timber yard, and overtime developed into the trade and do-it-yourself (DIY) supplier

it is today (Bunnings Warehouse 2017). The first Victorian warehouse opened in

Sunshine in 1994, the same year the company was bought by Wesfarmers, who

remains to exist as Bunnings’ parent company, whilst expansion into the New

Zealand market occurred in 2001 through the acquisition of the BBC Hardware

network (Bunnings Warehouse 2017). As of 31 December 2016, the Bunnings brand

is operational across Australia and New Zealand throughout 248 warehouses, 73

small format stores, 33 trade centres and three frame and truss centres, and is the

employer of over 40,000 team members (Bunnings Warehouse 2017). Accounting for

20 per cent of Australia’s $40 billion home improvement market, prior to the collapse

of Masters, revenue for the Bunnings brand, across both Australia and New Zealand,

totalled $9.5 billion at the end of the 2015 financial year (Dagge 2016; Bunnings

Warehouse 2017).

Undoubtedly, Bunnings exists as a market leader and a successful brand. Yet,

maintaining this status ultimately relies on the adoption of an integrated marketing

communications (IMC) campaign, so as to increase consumer spending and

organisation revenue, whilst meeting the wants and needs to current target segments.

With a predominant focus on the brand’s three strategic pillars of lowest prices,

widest range and best service, this folio aims to introduce an IMC campaign that will

allow Bunnings to further meets its visions, values and guiding principles, whilst

further prompting high brand equity and consumer interactions. The establishment of

‘My Bunnings’, a loyalty card program offered to the target market of the everyday

DIY consumer of Bunnings, ultimately encompasses the brand’s three strategic pillars

and meets its visions and values, allowing the brand to introduce an IMC campaign

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that will benefit both the brand and its consumers not simply today, but in the future

as well.

‘My Bunnings’ is the most promising IMC campaign Bunnings can launch today, as it

takes its foundations from Bunnings’ highly successful ‘PowerPass’ trade program,

and expands on these to meet the needs of each of Bunnings’ target segments.

Ultimately, ‘My Bunnings’ will extend on the brand’s three strategic pillars, simply

through consumers’ own interactions with the brand, and will in turn allow Bunnings

to operate as an organisation that consistently meets the needs and wants of its

consumers, through its promised visions and values.

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THE BUNNINGS BRAND TODAY To assess limitations in Bunnings’ current marketing and communications strategy,

and to suggest recommendations for the future, it is important acknowledge the

brand’s visions and values, as well as the advantages of its current brand equity

strategy. Fundamentally, the Bunnings brand vision, “we’re building the best, our

team make it happen”, and its guiding principles and values of integrity, respect,

teamwork, achievement and innovation, suggest an emphasis on employee

involvement in the business, beyond simply generating sales and revenue, and further

imply the importance of community involvement (Bunnings Warehouse 2015). An

emphasis on building team networks, in order to provide friendly and helpful service,

and a commitment to sincere, meaningful and active participation in local

communities helps Bunnings to identify itself as a team-led and community-driven

brand, and ultimately further enhances brand equity as a whole.

Additionally, with a specific focus on price, range and service, the Bunnings brand is

ultimately foundered and built on the use of three strategic pillars: lowest prices,

widest range and best service (Bunnings Warehouse 2017). Encompassing the brand’s

guiding principles mentioned above, the three strategic pillars aim to provide

customers with “the best service and widest selection of products at the lowest prices

every day”, and thus remain integral to the operation of the brand as a whole

(Bunnings Warehouse 2017). A breakdown of these three strategic pillars will further

demonstrate the ways in which Bunnings successfully communicates with its current

consumer market.

Lowest prices exists within the strategic pillars fundamentally due to the brand’s price

beat policy guarantee, “If you find a competitor’s lower price on the same stocked

item, we’ll beat it by 10%. That’s our policy.” (Bunnings Warehouse 2017). Lowest

prices are delivered to consumers through the use of warehouse-based pricing

departments, who analyse competitor pricing and further reprice products, so that

Bunnings’ prices remain the lowest. Products are never placed on sale, and

promotional specials are not offered across warehouses, format stores or trade centres

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and sites, as prices are always ticketed at the lowest cost. Although the price beat

guarantee excludes quotes, stock liquidations and commercial quantities, it ensures

the lowest prices possible for the everyday DIY consumer and local tradespeople and

businesses, and further reinforces the brand’s own visions, values and guiding

principles.

Similarly, stocking the widest range is crucial to the existence of the Bunnings brand,

as it reinforces the notion of the brand as the leading provider of materials and

supplies for both consumer and commercial customers. Both large warehouses and

small format stores stock up to 45,000 product lines, including a variety of indoor and

outdoor building materials, hand and power tools, and interior home decors (Bunnings

Warehouse 2017). Furthermore, over 400,000 additional products can be ordered

through the Bunnings Special Orders service, providing customers with an expanded

range, impossible to range in even the largest of warehouses (Bunnings Warehouse

2017). Not just stocking the widest range, but Bunnings also stocks the deepest range,

so customers are able to access the stock they need, exactly when they need it.

Ensuring the widest and deepest range means that the Bunnings brand as a whole can

uphold its promise to its target consumers, and thus increase brand equity.

Most importantly however, is the pillar of best service, as it emphasises the

importance of meeting the needs of the customer, as vital to success of the brand.

With over 40,000 team members, Bunnings aims to provide a high level of service

that is friendly, helpful and knowledgeable across all warehouses and stores, and that

ultimately goes the extra mile for consumers (Bunnings Warehouse 2017). Combining

the pillars of lowest prices and widest range, as well as ensuring the presence of a

knowledgeable and reliable team, that can offer expert advice, is what the Bunnings

brand promises to set itself apart from its competitors (Bunnings Warehouse 2015).

Providing best service for all consumers means an increase in brand resonance, as

well as the building of a loyal consumer base, to result in the increase of brand equity.

Currently, Bunnings’ target markets are tradespeople, commercial businesses and

DIY enthusiasts (Bunnings Warehouse 2017), and are therefore the target segments

for the brand’s promotions and campaigns. At the present time, Bunnings has a weak

online presence, and predominately makes use of traditional forms of advertising

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including television adverts and print catalogues for its campaigns. Furthermore,

Bunnings does not specifically launch new campaigns regularly, but more readily

maintains the marketing campaigns the brand already has in place, perhaps as an

attempt to promote consistent brand identity. Most recognisable of these campaigns is

the current television adverts (appendix figure 2), featuring team members praising

Bunnings’ range and available services, and quoting the lowest prices catchphrase of

“Lowest prices are just the beginning. That’s our policy.” Similarly, current Bunnings

catalogues feature line illustrations (appendix figure 3), a unique selling proposition

that allows Bunnings to stand out from other industry competitors, and again

reinforces brand identity. Most importantly however, current campaigns and

communication platforms all resonate with the brand’s three strategic pillars, and

further drive brand integrity through current communications.

ONLINE PRESENCE Despite the influence and success of consistent campaigns, there are issues that need

to be considered in relation to Bunnings’ current marketing communications. One of

the most fundamental issues within the brand’s current communications strategy is the

lack of an online presence, and the reliance on traditional forms of advertising

(appendix figures 4-7; appendix table 1). Without a focus on the use of social media

platforms, Bunnings ultimately relies on traditional methods of advertising,

particularly in the form of television adverts and print media catalogues. As

mentioned previously, Bunnings’ current television adverts feature working team

members filmed in their ‘home’ store. Bunnings’ adverts include actual employees of

the brand as a means of upholding the brand’s values, whilst also allowing employees

featured on the adverts to write their own scripts for their individual segments.

Additionally, both the television adverts and print catalogues feature line illustrations

of products – a unique selling proposition that again reaffirms brand identity and

reinforces brand resonance. As considered by Purvis, language and effects of

advertisements, although they can seem intimate, ultimately remain impersonal, as

they are created with the intention of achieving product sales (Purvis 2013, p. 23).

Furthermore, Purvis considers that advertisements, particularly in the traditional

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sense, convince publics that lacking a certain product equates the lacking of a culture

or lifestyle, and thus purchasing that product makes one ‘whole’ again (Purvis 2013,

p. 24). The use of active team members in conjunction with the artistic line

illustrations allow the Bunnings brand to meet the brand’s visions, values and guiding

principles throughout their marketing strategy, whilst also resonating with their target

market on a more intimate level, in attempts to make their adverts somewhat personal

and individual to the consumer.

Easily identified, Bunnings’ target segments include tradespeople, commercial

business and DIY enthusiasts – many of which have, for the most part, responded

amicably to the use of traditional forms of advertising in the past (Keller 2009, p.

141). However, it is important to acknowledge these segments in the market today.

Effectively, younger generations of tradespeople are emerging as Bunnings’ primary

consumers, alongside DIY enthusiasts turning to apps including Instagram and

Pintrest for project inspiration. Typically aged 15 to 34, these segments account for

approximately 32 per cent of subdivision revenue in consumer goods retailing

(IBISWorld 2017, p. 14). Similarly, businesses are more often than not making use of

social media, and thus becoming more familiar with these digital technologies.

Ultimately, it is difficult to deny the growing popularity of social media marketing,

with 90 per cent of marketers stating social media is important to their business

(Stelzner 2016, p. 7). As an industry leader, it is almost surprising that Bunnings has

such little presence on social media, both in relation to advertising as well as customer

service and support.

The notion of the online shopping experience is another issue the Bunnings brand

needs to consider, particularly in relation to meeting the brand’s vision and values.

Although Bunnings does currently have its own website (appendix figure 8), where

consumers can access product information and view currently ranged products,

Bunnings does not offer its consumers the opportunity to shop online, or the

possibility of a ‘click and collect’ shopping experience. As of October 2016,

Bunnings have not shown any intention of entering the online shopping market in

Australia (IBISWorld 2016, p. 8). Yet, research conducted by IBISWorld

demonstrates a high demand for online shopping platforms, as a way for customers to

browse and purchase products (IBISWorld 2016, p. 8). Online shopping is deemed to

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be an added convenience, as timeliness and price transparency are factors desired by

consumers, and are aiming to specifically meet the needs of an older demographic – a

market that remains a target segment for Bunnings today (IBISWorld 2016, p. 8).

Furthermore, as online technologies continue to advance, and the day-to-day use of

smartphones and tablets continues to rise, there is potential to form a larger customer

base within the online market, and thus drive revenue growth (IBISWorld 2016, p. 8).

Without harnessing digital media technologies, particularly through the use of an

online store, Bunnings is effectively prohibiting itself from influencing and

communicating with its consumers, and ultimately reduces the brand’s ability to meet

its three strategic pillars, as well as its visions and values.

BUYING INCENTIVES Buying incentives for DIY consumers remains a crucial issue for the Bunnings, as the

brand struggles to engage with its consumers across all available channels.

Fundamentally, Bunnings does not provide all of its target segments with buying

incentives, and thus does not adequately communicate the brand’s values to its full

potential. Gómez et al. consider the easiest strategy a business can use to prompt

buying incentive is a loyalty program (Gómez et al. 2006). Loyalty programs are

defined as “a marketing strategy based on offering an incentive with the aim of

securing customer loyalty to a retailer”, and are most commonly linked to purchasing

frequency and reward programs (Gómez et al. 2006, p. 387).

Currently, Bunnings offers trade customers the ‘PowerPass’ scheme; a loyalty

program that provides trade customers with product discounts, as well as the

opportunity to create a credit account for business transactions (Bunnings Trade

2017). However, no such program is offered to everyday and DIY consumers,

therefore diminishing Bunnings’ ability to effectively communicate its promise of

lowest prices and best service to all its target segments. As loyalty programs generate

loyal customers, business can experience added profitability, as an individual’s

customer profitability constantly grows during their relationship with a brand (Woolf

1996). Furthermore, customers’ increased individual profitability occurs due to a

decrease in price sensitivity towards the brand’s products, and by requiring a smaller

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investment in communication with pre-existing consumers (Sharp and Sharp 1997;

Rowley 2000). Thus, Bunnings is currently missing the opportunity to increase

profitability through customer loyalty and retention, particularly amongst their DIY

target segment.

PROBLEMS AND OPPORTUNITIES STATEMENT Although a market leader and a company featuring high brand equity, the above

analysis highlights two major weaknesses for the Bunnings brand: a significantly

weak online presence, through both social media and e-commerce opportunities, and a

lack of buying incentive for all target segments. This analysis has considered

Bunnings’ current marketing communications strategy as rather successful for the

brand in the past, but in need of advancing amendments to continue to succeed in the

near future. Communications delivery and management of the Bunnings brand across

emerging media spaces requires specific remodelling, as well as the extent to which

consumers are involved in brand promotion. Although Bunnings does succeed in

reaching their target segments of tradespeople, commercial business and everyday,

DIY consumers, there is significant opportunities for improvement, to help the brand

ultimately fulfil its three strategic pillars of lowest prices, widest range and best

service, to the brand’s greatest ability.

As a result of this analysis, the most strategic integrated marketing communications

plan I can propose aims to target one major weakness of Bunnings’ current

communications strategy. The following communications plan will suggest a key

development to aid in buyer retention and customer loyalty – that being the

development of a loyalty card program known as the ‘My Bunnings’ scheme. I

believe the implementation of the ‘My Bunnings’ program will only further aid

Bunnings in successfully meeting their three strategic pillars, whilst continuing to

address the brand’s visions, values and guiding principles.

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The ‘My Bunnings’ scheme will be modelled off the current ‘PowerPass’ program

(appendix figure 9) implemented throughout Bunnings warehouses, stores and trade

centres. Differing from the ‘PowerPass’ program, the ‘My Bunnings’ scheme will

allow everyday DIY customers to earn points every time they shop. These points,

calculated on a every dollar spent equals one point basis, will be accumulated every 3

months, and then issued to the customer through a voucher to spend in-store. Issued

on a seasonal basis, these vouchers will aim to encourage buyer retention and

customer loyalty, whilst further meeting Bunnings’ three strategic pillars of lowest

prices, widest range and best service.

OBJECTIVES Ultimately, the implementation of the ‘My Bunnings’ scheme for the Bunnings brand

will aim to meet communications objectives in the following five categories:

Specific: ‘My Bunnings’ fills a void in Bunnings’ current customer offerings,

and provides an opportunity for improvement of brand equity by meeting the

three strategic pillars of lowest prices, widest range and best service.

Measurable: ‘My Bunnings’ will be measurable through the monitoring of

customer sign-ups to the program, the number of vouchers issued seasonally,

and the monetary value of accumulated points corresponding to these

vouchers.

Attainable: ‘My Bunnings’ will be promoted online and in-store by team

members, who will be responsible for encouraging customers to sign up to the

program. Customers will then be responsible for the accumulation of points,

done only through the presentation of their loyalty card through each

purchase.

Realistic: ‘My Bunnings’ proves realistic for the Bunnings brand, following

the successful implementation of the ‘PowerPass’ program, designed

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specifically to meet the target market of tradespeople and commercial

businesses.

Time bound: The timely success of ‘My Bunnings’ will predominately rely

on sign-up rates, as well as consumer behaviours in presenting their loyalty

card when shopping, so as to accumulate points.

Most importantly, ‘My Bunnings’ aims to achieve an increase in buyer retention and

customer loyalty, through an increase in consumer buying incentives. Sharp and

Sharp consider that loyalty programs have the potential to alter normal market

patterns of repeat-purchase behaviour, particularly within a competitive market

(Sharp and Sharp 1997, p. 473). Encouraging the idea of ‘excess loyalty’, large scale

loyalty programs such as the ‘My Bunnings’ scheme prompt a shift in buying

behaviours and consumer purchasing patterns, and therefore provide an opportunity to

increase brand equity through maintaining the brand’s visions and values, whilst also

meeting the needs of all target segments.

SITUATION ANALYSIS Prior to expanding on the situation analysis of the prospective market segment the

‘My Bunnings’ scheme will target, it is important to acknowledge that this

communications plan does not have intentions to introduce a new target market.

Instead, the proposed campaign will be aimed at fulfilling the needs of a pre-existing

target segment of the Bunnings brand – that being, the everyday DIY consumer. As

Bunnings is currently positioned as a high brand equity organisation, the introduction

of the ‘My Bunnings’ program provides an opportunity to further built on this status

as a leading hardware and DIY retailer, and further specifically address the intentions

and goals of the three strategic pillars. ‘My Bunnings’ will ultimately extend the

benefits of the ‘PowerPass’ trade card to the everyday consumer, making Bunnings’

unique selling proposition available to all target segments of the brand.

In relation to segmentation and targeting, Hunt and Arnett explain the importance of

identifying segments of demand and then targeting these specific segments, in order

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to successfully market a brand (Hunt and Arnett 2004, p. 7). It is evident that

Bunnings have clearly defined their target segments of tradespeople, commercial

business and everyday DIY enthusiasts, however, the inability to create a specific

marketing mix for each distinctive segment highlights a weakness in the brand’s

current marketing communications plan. Furthermore, Hunt and Arnett consider the

benefits of developing a marketing mix specific to each segment, in attempts to

maintain brand identity, and reinforce the brand’s visions and values (Hunt and Arnett

2004, p. 9). Thus, expanding the concept of a loyalty program to include all target

segments of the Bunnings brand will further encourage brand resonance, and prompt

an increase in buyer retention and customer loyalty in future market analyses.

INTEGRATED MARKETING COMMUNICATIONS (IMC) Duncan and Mulhern define integrated marketing communication (IMC) as “an on-

going, interactive, cross-functional process of brand communication planning,

execution and evaluation that integrates all parties in the exchange process in order to

maximise mutual satisfaction of each other’s wants and needs” (Duncan and Mulhern

2004 in Reid et al. 2005, p. 12). Aiming to enhance marketing strategies through the

creation of relationships between consumers and relevant stakeholders, IMC is driven

by results, and promotes the use of one-way and two-way communication, so as to

enhance more than just advertising and sales promotion (Reid et al. 2005, p. 12).

IMC differs from traditional forms of marketing communications, as it strategically

enforces two-way communication between the brand and the consumer. Ultimately, it

is the consumer, as opposed to the brand, that determines how marketing

communications are integrated, and therefore a more desirable outcome emerges as a

result of using communication system synergistically, rather than on a case-by-case

basis (Ewing 2009, p. 103). Additionally, IMC provides for a decline in the use of

traditional mass media – a medium Bunnings’ current marketing communications

plan relies heavily on – and prompts the advancement of fusing mass media methods

with rather personal modes of communication, such as interactive marketing and

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personal selling (Keller 2009, p. 141). This in turn diminishes the effectiveness of

television advertising – again, a strategy fundamental to Bunnings’ current

communications plan – and encourages the growth of consumer-controlled media,

thus requiring the use of IMC to promote brand stability and resonance in the future

(Keller 2009, p. 141).

Fundamentally, the use of IMC is crucial to the implementation of the ‘My Bunnings’

program, both in relation to the brand’s consumer market as a whole, as well as to

future sales and revenue. Implementing the ‘My Bunnings’ scheme through the use of

IMC will ultimately allow Bunnings to maintain its position as a market and industry

leader, but to also meet the needs of all its current target segments. As previously

stated, the reliance Bunnings has on the use of ‘old’ media, through television and

print media advertising, proves dangerous for the brand, based on declining

popularity. Thus, the implementation of this program, through the use of IMC and the

encoding of the strategic pillars of lowest prices, widest range and best service will

allow Bunnings to progress as a high consumer-driven, and in turn high sales-driven

brand, that continues to meet its visions and values for all target segments (Bunnings

Warehouse 2017).

COMMUNICATIONS PLAN As Madhavaram et al. consider, IMC is fundamental to the formation and stability of

brand equity, and subsequently note that effective communication provides a

foundation on which to form brand awareness and positive brand image (Madhavaram

et al. 2005, p. 70). Furthermore, a fluid IMC strategy is necessary to a brand’s

strategic brand management, and through the implementation of such a strategy, can

ultimately develop an interface between the brand identity strategy and brand

awareness and image, in turn forming the notion of customer-based brand equity

(Madhavaram et al. 2005, p. 70).

Ideally, it is this cohesive IMC strategy that the ‘My Bunnings’ loyalty scheme will

aim to implement for the Bunnings brand both today, and in the near future. By

introducing a discount loyalty card program to the everyday DIY consumer – a target

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segment that cannot currently access this form of promotion through Bunnings –

Bunnings will ultimately increase its brand equity, through the integration of the

brand identity formed by the three strategic pillars. Furthermore, a loyalty program

such as ‘My Bunnings’ will allow consumers the opportunity to make direct contact

with the brand through predominately marketer-controlled communication, including

personal selling and promotions, interactive advertising, and point-of-purchase

advertising, further boosting brand equity and maintaining Bunnings’ status as a

market leader (Madhavaram et al. 2005, p. 72).

To maintain its status as a leading brand, Bunnings needs to have a purpose informing

everything it does in relation to its marketing communications, and this needs to be

easily identifiable for target consumers (Tilley 1999, p. 182). Undoubtedly, Bunnings

does warrant its status as a leading brand, as all aspects of the brand are built on the

three strategic pillars of lowest prices, widest range and best service. These three core

pillars ultimately provide the value foundations for which the Bunnings brand is built,

both in relation to brand image and brand identity, as demonstrated through previous

strategies including the 10% price beat guarantee, extensive product ranges and

expertly trained team members (Bunnings Warehouse 2017).

Based on this literature, it is reasonable to suggest that the ‘My Bunnings’ program

can result in the future success of the Bunnings brand, as it will continue to meet the

brand’s three strategic pillars. Addressing the pillar of lowest prices, ‘My Bunnings’

will give everyday DIY consumers the opportunity to earn points based on the dollars

they spend in-store, from which they will then receive monetary vouchers on a four-

monthly basis, effectively reducing product cost when the reward is used. Issuing

vouchers on a seasonal basis will prompt the sales of promotional products, such as

heating and cooling appliances, as buyers’ purchasing habits vary based on seasons

and climate conditions (IBISWorld 2017). This stems into meeting the pillar of widest

range, where customers will be able to ‘reserve’ products and stock, to ensure

everyday consumers are promised access to the products they desire, when they need

them most. In turn, the combination of these two pillars will ultimately provide for

best service, as the establishment of a loyalty card will allow Bunnings as a brand to

monitor and assess consumer-spending habits, repeat-purchase behaviours, and

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popularity of products and trends, to subsequently implement strategies to meet the

predominant need of the consumer.

Ideally, the ‘My Bunnings’ program will be implemented over the course of one year

(appendix figure 10). Piloting through the Bunnings website and larger warehouse

stores, the program will expand to all warehouses and small format stores over the

duration of the year. As Bunnings’ current social media presence is relatively weak,

team members will be responsible for prompting customer sign-ups. Thus, the

campaign will rely significantly on in-store sign ups during the face-to-face shopping

experience, so as to account for approximately 70% of all sign ups. The remaining

30% of sign ups will be prompted through the Bunnings website. Lastly, success of

the campaign will be monitored on a seasonal basis, so as to coincide with the

distribution of vouchers, and will be determined through the number of vouchers

issued, as well as the number of in-store and online sign ups.

CONCLUSION Fundamentally, the ‘My Bunnings’ campaign helps the Bunnings brand achieve its

goals, as it holistically meets each of the three strategic pillars of lowest prices, widest

range and best service, and thus promotes the sustainability of brand equity.

Addressing the target segment of the everyday DIY consumer, ‘My Bunnings’ allows

Bunnings to provide buying incentives, and to promote customer retention and loyalty

amongst its entire current target segments, ultimately expanding on the brand’s highly

successful ‘PowerPass’ program, so as to provide each and every consumer with the

most ideal shopping experience at Bunnings.

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APPENDICES

Figure 1: A timeline history of Bunnings Warehouse (Bunnings Warehouse 2017).

Figure 2: A screenshot from Bunnings' current television adverts (YouTube 2017).

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Figure 3: Bunnings' line illustration used in television adverts and print media catalogues (Bunnings Warehouse 2017).

Figure 4: Bunnings' current Facebook presence (Facebook 2017).

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Figure 5: Bunnings' current Twitter presence (Twitter 2017).

Figure 6: Bunnings' current Instagram presence (Instagram 2017).

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Figure 7: Bunnings' current YouTube presence (YouTube 2017).

Table 1: Social media platform statistics for Bunnings Warehouse, as of Monday 5 June 2017 Social media platform

Number of posts

Number of followers

Number of followings

Average interactions per post

Facebook N/A 63,904 N/A N/A Twitter 1 3,238 0 30 replies

13 retweets 25 likes

Instagram 183 9,814 35 127 likes 7 comments

YouTube 1,026 78,889 N/A < 1,000 views (Facebook 2017; Twitter 2017; Instagram 2017; YouTube 2017).

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Figure 8: Homepage of the Bunnings Warehouse website (Bunnings Warehouse 2017).

Figure 9: 'PowerPass' trade discount card (Bunnings Trade 2017).

Figure 10: Proposed design for 'My Bunnings' loyalty card.

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