DIGITAL MARKETING 65B

Presentation by WINHOLIC

WINHOLIC_G.project Trang 1/86

 I. SITUATION ANALYSIS II. PLANNING PROPOSAL

01. Overview of the Brand 01. Objectives

02. Analysis of the Macro Marketing Enviroment 02. Target Audience

03. Analysis of the Micro Marketing Enviroment 03. Insight

3.1 Current Customers 04. Big idea

3.2 Publishers, intermediaries and 05. E-campaign
influencers
06. Always-on DM plan
3.3 Financial resources
3.4 The current state of Digital Marketing
07. Budget
3.5 Competitors (RACE benchmark)
04. SWOT
AGENDA

WINHOLIC_G.project Trang 2/86

WINHOLIC_G.project Trang 3/86
 01.
OVERVIEW OF THE BRAND

WINHOLIC_G.project Trang 4/86

 2003 2009 2017
BooSkateshop BOO Trading Company BOO transitioned to a
located on Nam Cao was established joint stock company
Street Bò Sữa clothing brand model
launched

Nomination "Innovative Brand in Fashion Industry" - Better Choice Awards

"Resilient Project" Award – Human Act Prize 2023

Official Licensee of Warner Bros. in Vietnam - 2022

History & Development

Boo originated in 2003 as a small skateboard shop named BooSkateshop located on Nam Cao Str
eet.

By 2009, BOO Trading Company Limited was officially established, marking the launch of the Bò
Sữa clothing brand.

In 2017, BOO transitioned to a joint stock company model and was renamed BOO Trading Joint
Stock Company.
→ Since then, the brand has continuously evolved, undergoing multiple transformations and
rebranding initiatives. Today, BOO has become a well-recognized and beloved name among the
youth in Vietnam.

Awards, Honors, and Achievements of BOO

- Nomination for "Innovative Brand in the Fashion Industry" at the Better Choice Awards

-"Resilient Project" Award – Human Act Prize 2023

-Official Licensee of Warner Bros. in Vietnam - 2022

WINHOLIC_G.project Trang 5/86

WINHOLIC_G.project Trang 6/86
WINHOLIC_G.project Trang 7/86
 Foundation rooted in:
Street culture
Dynamic spirit of skateboarding

The demand for streetwear and hiphop-inspired

fashion emerged and rose

̃ Việt Anh founded BooSkateshop

Addressed the needs, Mr. Đô
with the aims:
Providing products that serve the demands
Promoting cultural values that are uniquely Vietnamese

Brand Story

Originating from a foundation rooted in street culture and the dynamic, expressive spirit of
skateboarding, the demand for streetwear and hip-hop-inspired fashion — characterized by a
sense of freedom and ruggedness — began to emerge among the millennial generation in the
early 2000s.

Recognizing that this demand had yet to be properly addressed, the brand’s founder, Mr. Đỗ Việt
Anh, established BooSkateshop with the aim to provide such products while simultaneously
promoting and celebrating cultural values that are uniquely Vietnamese.

WINHOLIC_G.project Trang 8/86

 MISSION
"BOO is not just a fashion brand, it's a lifestyle!"

Missions is to contribute to societal development

and positively influence the mindset and lifestyle
of young people.

SLOGAN
"Local Streetwear"

Mission & Slogan

"BOO is not just a fashion brand, it's a lifestyle!" Beyond business goals, BOO missions is to
contribute to societal development and positively influence the mindset and lifestyle of young
people.

Slogan: "Local Streetwear" – affirming its position as a streetwear brand deeply rooted in
Vietnamese identity.

WINHOLIC_G.project Trang 9/86

 02.
ANALYSIS OF THE MACRO
DIGITAL MARKETING
ENVIROMENT

WINHOLIC_G.project Trang 10/86

 The number of users in the fashion market in 2029 is
Fashion market
in Vietnam is
US$3.32 in revenue by expected to grow to

projected to billion 2025

reach
15.7
(Statista)
million
An annual growth rate (CAGR) of

Vietnamese consumers spend an average of around

9.32% 24 USD per year on clothing, equivalent to
approximately 570,000 VND — significantly lower than
in countries like China (198 USD) or Japan (547 USD).
from 2025 to 2029
(Statista) (Source: wunderlabel.com)

Let’s start with an overview of the fashion industry in Vietnam.

The booming fashion market in Vietnam is projected to reach US$3.32 billion in revenue by 2025,
with a compound annual growth rate (CAGR) of 9.32% from 2025 to 2029, expected to hit
US$4.74 billion by 2029.
The number of users in the fashion market is forecasted to grow to 15.7 million by 2029, with an
average revenue per user (ARPU) of US$242.65.

In terms of consumer spending: Vietnamese consumers spend an average of just US$24 per year
on clothing, equivalent to around 570,000 VND/year — much lower than countries like China
(US$198) or Japan (US$547) (Source: wunderlabel.com).

=> This clearly shows that fashion is a fast-growing and highly promising sector in the Vietnamese
market, offering plenty of opportunities for brands to grow and innovate.

WINHOLIC_G.project Trang 11/86

 Fashion consumption habits in Vietnam are shifting significantly
90% of Vietnamese consumers changed brands or shopping locations in the past
three months in search of better value (McKinsey)

Low brand loyalty and high price sensitivity

The growing preference for local fashion brands

58% of young Vietnamese consumers prefer domestic labels when quality and
pricing are comparable (Decision Lab)

Online platforms dominate: Shopee, Lazada, TikTok Shop

More consumers are paying attention to product origins, environmental impact,

and the ability to express personal identity through fashion (Luxonomy)

Seeking brands align with their values, emotions, and social responsibility

Let’s take a look at the key drivers shaping the fashion industry in Vietnam:

First about CULTURAL ENVIRONMENT, fashion consumption habits in Vietnam are shifting
significantly due to economic pressures and increasing digital engagement. According to
McKinsey, 90% of Vietnamese consumers changed brands or shopping locations in the past three
months in search of better value. This reflects low brand loyalty and high price sensitivity—
especially in times of tightened spending. However, beyond price, modern consumers now
prioritize personalized shopping experiences, unique designs, and quality customer service.

One notable trend is the growing preference for local fashion brands. A survey by Decision Lab
(2023) found that 58% of young Vietnamese consumers prefer domestic labels when quality and
pricing are comparable. At the same time, fashion shopping is rapidly moving online, with
platforms like Shopee, Lazada, and TikTok Shop becoming popular for their speed, affordability,
and personalized offerings.

Sustainable and premium fashion is also gaining traction, particularly among middle- and high-
income groups. According to Luxonomy (2024), more consumers are paying attention to product
origins, environmental impact, and the ability to express personal identity through fashion. They
are not just buying clothing—they’re seeking brands that align with their values, emotions, and
social responsibility.

WINHOLIC_G.project Trang 12/86

 Vietnam’s fashion legal environment is tightening to better protect consumers and
regulate e-commerce.
Personal Data Protection (Decree 13/2023/ND-CP): Businesses must obtain explicit
consent before collecting personal data.
E-commerce Management (Decree 52/2013/ND-CP): Sales websites must disclose
full business and return policy info.
Intellectual Property Protection: Fashion designs must register copyrights to avoid
copying.
Digital Advertising Rules: KOLs, paid reviews must clearly label "advertisement".
E-commerce Taxation (Circular 40/2021/TT-BTC): Online sales revenue must
properly declare VAT and CIT.

The legal environment for businesses operating in Vietnam is

tightening to protect consumers and enhance transparency.

Vietnam’s fashion legal environment is tightening to better protect consumers and regulate e-
commerce.

Key regulations:
- Personal Data Protection (Decree 13/2023/ND-CP): Businesses must obtain explicit consent
before collecting personal data.
- E-commerce Management (Decree 52/2013/ND-CP): Sales websites must disclose full business
and return policy info.
- Intellectual Property Protection: Fashion designs must register copyrights to avoid copying.
- Digital Advertising Rules: KOLs, paid reviews must clearly label "advertisement".
- E-commerce Taxation (Circular 40/2021/TT-BTC): Online sales revenue must properly declare
VAT and CIT.

What does this mean for businesses?

=> The legal environment for businesses operating in Vietnam is tightening to protect consumers
and enhance transparency.

=> This presents both a challenge and opportunity: by ensuring full legal compliance—such as
labeling sponsored content and securing copyright for designs—businesses can build consumer
trust and stand out as a responsible, professional brand in the digital space.

WINHOLIC_G.project Trang 13/86

 1. Internet and Social Media Usage in Vietnam

As of early 2023, Vietnam had 77.93 million internet users (Data Reportal)
The number of social media users reached 70 million - 71% of the population.
Facebook remained the most popular platform with 66.2 million users, TikTok with
49.86 million users aged 18 and above. Instagram also reported 10.35 million users.
TikTok ads reached 68.9% of all adults aged 18+ in Vietnam, while Facebook ads
reached an estimated of 67.2% (ByteDance)

Deep integration of digital connectivity into daily life

The popularity of social media is creating a digital communication environment where

young consumers are constantly exposed to and interacting with brands.

Opportunity for businesses to expand their target customer through

creative content, media campaigns, and personalized digital experiences.

Let’s start by looking at Vietnam’s digital landscape.

As of early 2023, Vietnam had 77.93 million internet users, with an internet penetration rate of
79.1%. The number of social media users reached 70 million, accounting for 71% of the
population—highlighting the deep integration of digital connectivity into daily life. Facebook
remained the most popular platform with 66.2 million users, followed by TikTok with 49.86 million
users aged 18 and above. Instagram also reported 10.35 million users. Notably, ByteDance data
shows that TikTok ads reached 68.9% of all adults aged 18+ in Vietnam, while Facebook ads
reached an estimated 67.2% of the national population. However, since social platforms typically
restrict use to people aged 13 and older, these percentages reflect reach among the “eligible”
audience.

The widespread popularity of social media is creating a dynamic digital communication

environment where younger consumers are constantly exposed to and interacting with brands.
This presents a significant opportunity for businesses to expand their target customer base
through creative content, relevant media campaigns, and personalized digital experiences.

WINHOLIC_G.project Trang 14/86

 2. Martech Adoption Among Businesses

In Southeast Asia, MarTech environment is expanding rapidly.

Regional MarTech market is expected to reach US$6.79 billion by 2024, growing at an
annual rate of 18.4% between 2019 and 2024.
70% of SMEs in the region have already adopted or plan to adopt digital technologies
to optimize their marketing processes (Vietnam Martech)

In Vietnam, the adoption of MarTech is accelerating. Offering solutions:

Chatbots Customer Data Platforms (CDP)
Email marketing Customer Relationship Management (CRM)

With the rapid MarTech development, Vietnamese businesses are being

pushed to intensify customer data analysis, automate marketing
processes, and optimize digital advertising performance.

Now let’s turn to the rise of marketing technology in the region.

In Southeast Asia, the marketing technology (MarTech) environment is expanding rapidly.

According to Grand View Research, the regional MarTech market is expected to reach US$6.79
billion by 2024, growing at an annual rate of 18.4% between 2019 and 2024. Meanwhile, a Deloitte
survey shows that 70% of SMEs in the region have already adopted or plan to adopt digital
technologies to optimize their marketing processes.

What about Vietnam?

In Vietnam, the adoption of MarTech among SMEs is accelerating. Numerous tech startups have
emerged, offering solutions such as chatbots, CRM, email marketing, and customer data platforms
(CDP), known for being cost-effective and user-friendly. With the rapid MarTech development,
Vietnamese businesses are being pushed to intensify customer data analysis, automate marketing
processes, and optimize digital advertising performance.

WINHOLIC_G.project Trang 15/86

 Vietnam’s economy continues to show stable growth despite global uncertainties.
Vietnam’s GDP growth is forecasted to reach 6.8% in 2025 (World Bank)

Providing a supportive environment for domestic consumption.

The country’s e-commerce market is projected to reach US$60 billion by 2030,

outpacing many countries in the region. The booming online shopping market is
significantly boosting the growth of fashion e-commerce (Statista)

Vietnamese shoppers are favoring online experiences that are fast, convenient, and
personalized.

This shift creates major opportunities for fashion brands to expand

their online presence and enhance digital customer experiences.

Finally, let’s take a look at Vietnam’s broader economic context .

Vietnam’s economy continues to show stable growth despite global uncertainties. According to the
World Bank, Vietnam’s GDP growth is forecasted to reach 6.8% in 2025. This promising outlook
provides a supportive environment for domestic consumption, including the fashion industry.

The country’s e-commerce market is projected to reach US$60 billion by 2030, outpacing many
countries in the region.. The booming online shopping market is significantly boosting the growth
of fashion e-commerce, often surpassing even the most modern physical retail outlets.

With an increasingly digitized consumer base, Vietnamese shoppers are favoring online
experiences that are fast, convenient, and personalized. This shift creates major opportunities for
fashion brands to expand their online presence and enhance digital customer experiences.

WINHOLIC_G.project Trang 16/86

 03.
ANALYSIS OF THE MICRO
DIGITAL MARKETING
ENVIROMENT

WINHOLIC_G.project Trang 17/86

 3.1
CURRENT CUSTOMERS

WINHOLIC_G.project Trang 18/86

 12 - 17 YEARS OLD CUSTOMER PROFILE

WINHOLIC_G.project Trang 19/86

 18 - 27 YEARS OLD CUSTOMER PROFILE

WINHOLIC_G.project Trang 20/86

 CUSTOMER JOURNEY MAP (12-17)

WINHOLIC_G.project Trang 21/86

 CUSTOMER JOURNEY MAP (18-27)

WINHOLIC_G.project Trang 22/86

 3.2
PUBLISHERS, INTERMEDIARIES
AND INFLUENCERS

WINHOLIC_G.project Trang 23/86

 With the aim of ensuring strong brand visibility, reaching the right
target audience, and optimizing conversions, BOO collaborates
extensively with various publishers across all three media categories.

PUBLISHER

With the aim of ensuring strong brand visibility, reaching the right target audience, and optimizing
conversions, BOO collaborates extensively with various publishers across all three media
categories.

For each publisher group, BOO has made strategic investments and achieved certain levels of
effectiveness. In the Paid Media category, the brand pays external partners to widely disseminate
its brand and product images, targeting audiences identified as relevant. In the Owned Media
group, BOO has developed its official website and established its own social media channels,
investing in both technical infrastructure and high-quality content and visuals. For the Earned
Media segment, BOO relies on the value it creates, encouraging third parties to voluntarily publish
and spread content about the brand.

BOO’s publisher network is considered dense and diverse. This enables the brand to maintain a
wide and consistent presence. Moreover, effective use of unpaid media channels helps increase
brand credibility and trust while saving significant marketing costs. The combination of all three
media types allows BOO to interact with customers throughout the entire purchase journey – from
awareness and consideration to conversion.

WINHOLIC_G.project Trang 24/86

 E-commerce platforms bring several key benefits to BOO:

Expanding the customer base:

+ Leveraging the massive organic traffic of these
The two most profitable platforms platforms
+ Allows the brand to easily reach new consumers,
especially in areas without BOO physical stores.

Optimizing marketing and sales costs:

Enhancing brand presence while taking advantage of
features like livestreaming, content production, and paid
advertising helps stimulate purchase behavior and boost
revenue.
Improving customer experience:
With user-friendly interfaces, frequent promotions, and
diverse third-party offerings, these platforms help drive
purchase decisions while reducing operational costs.

E-COMMERCE PLATFORMS

With the booming growth of e-commerce platforms in the Vietnamese market—most notably
Shopee and TikTokShop—online shopping demand from consumers has significantly increased.

Recognizing this trend, BOO has partnered with and distributed its products on reputable e-
commerce platforms. Among them, Shopee and TikTokShop have emerged as the most
profitable sales channels.

This brings several key benefits to BOO:

- Expanding the customer base:

+ Leveraging the massive organic traffic of these platforms
+ Allows the brand to easily reach new consumers, especially in areas without BOO physical store
s.

- Optimizing marketing and sales costs: Enhancing brand presence while taking advantage of
features like livestreaming, content production, and paid advertising helps stimulate purchase
behavior and boost revenue.

- Improving customer experience: With user-friendly interfaces, frequent promotions, and diverse
third-party offerings, these platforms help drive purchase decisions while reducing operational cost
s.

WINHOLIC_G.project Trang 25/86

WINHOLIC_G.project Trang 26/86
 Characteristic

Youthful, positive energy, possess unique fashion styles and

MICRO MACR personalities. Love sharing their lifestyles, habits, and daily
O activities. These influencers often produce uplifting content that is
well-received by the public.

Influencer Range

Young people, mostly students aged 15–25, with high

entertainment needs, a desire to express themselves, and strong
interest in trending topics. This group is flexible and easily
influenced by new trends.

Influence Methods

Posting photos using the products on social media: fit checks,

outfit of the day, etc.
Creating videos about the products: sharing daily routines,
reviewing products or store visits, introducing promotions, etc.
Sharing affiliate links leading to the brand’s platforms.

INFLUENCERS

An influencer is defined as someone who has influence on social media or within a specific
community. They often have a large number of followers, and their opinions can significantly
impact others’ thoughts, behavior, or purchasing decisions.

As a result, influencer marketing has emerged as a highly effective method adopted by many bran
ds.

BOO has successfully connected with and built a wide network of influencers across multiple
platforms and audience segments. From micro-influencers with around thousands of followers—
providing relatable, trustworthy recommendations—to macro/mega-influencers with millions of
followers—delivering broad reach and strong impact on public opinion and consumer be havior.

Consumers are often inspired by trusted figures, making influencers powerful agents in shifting
customer perspectives.

BOO doesn’t solely rely on influencer marketing for sales. Instead, it uses it as a strategic tool to
deliver social messages and build brand values around themes like “green living” and
“sustainable fashion.”

Some prominent influencers who have collaborated with BOO and contributed to major successes

WINHOLIC_G.project Trang 27/86

include: Fashionista Châu Bùi, Vlogger Giang Ơi, Ninh Titto, TikToker Hương Thù, Hà Trung, and
others.

WINHOLIC_G.project Trang 28/86

 BOO currently does not have any brand ambassador. This brings both advantages
and disadvantages to the brand.

BRAND AMBASSADOR

As a fashion brand, BOO currently does not have any brand ambassador. This brings both
advantages and disadvantages to the brand.

In terms of advantages, not choosing a brand ambassador allows BOO to avoid being dependent
or constrained by one individual’s image, avoiding the need to tailor all visual communications to
match that figure. This enables the brand to remain flexible in adjusting strategies and
collaborating with multiple influencers or KOLs for specific campaigns and target groups, thereby
reaching a more diverse audience. Moreover, BOO can save significantly on the high costs
associated with exclusive contracts, sponsorships, ambassador rights, and related communication
expenses. Most importantly, the brand can steer clear of reputational risks should the ambassador
become involved in controversies or scandals.

On the downside, not having a brand ambassador may make it more difficult for customers to
remember or associate BOO with a specific identity. Brand ambassadors often build strong trust
and emotional connections with consumers. The absence of a consistent, recognizable face might
weaken that bond. Additionally, BOO may find it harder to compete with other brands that do use
ambassadors, as those brands benefit from the large and continuous media exposure that
ambassadors often bring.

WINHOLIC_G.project Trang 29/86

 Business growth

Annual revenue growth: 100%

Peaked growth rate: 400% Human resources
Operates 15 stores nationwide
Workforce: 500 to 1,000
employees
Various departments:
management, engineering,
Technology marketing, sales,...

Presence on Digital platforms

Advanced Manufacturing
Techniques
BOO:
Business Operations
Possesses solid and stable resources
Technologies
Effectively leverage resources

FINANCIAL RESOURCES

According to statements from the brand’s CEO, BOO has consistently achieved annual revenue
growth exceeding 100% and continues to sustain a steady growth rate of approximately 30% in
subsequent years. At its peak, the brand witnessed an exceptional growth rate of up to 400% per
annum.

Over the course of its operation, and as per official information published on BOO’s website, the
brand currently operates 15 physical retail stores distributed across the country. These outlets are
strategically located in prime areas with high foot traffic and strong visibility. Each store represents
a substantial investment aimed at delivering a positive customer experience, most notably the
flagship store at 308 Bà Triệu, which incurs rental costs equivalent to those of seven standard
locations combined.

In terms of human resources, BOO currently manages a workforce estimated between 500 to
1,000 employees. These personnel are distributed across various departments with diverse
functions such as management, engineering, marketing, sales,... ensuring the smooth and
effective operation of the organization.

From a technological and technical perspective, BOO not only reinforces its brand presence
through digital platforms but also integrates a range of advanced technologies including heat
press systems, printing machinery, AI-assisted design,... to enhance product quality. Additionally,
the company has adopted and implemented several enterprise resource planning and data

WINHOLIC_G.project Trang 30/86

management systems such as Odoo EE, POS, and PostgreSQL to streamline business operation
s.

From this, it is evident that BOO possesses solid and stable resources. Along with that is the
company’s ability to effectively leverage and allocate these resources, enabling strong operations
and rapid growth.

WINHOLIC_G.project Trang 31/86

 3.4
THE CURRENT STATE OF
DIGITAL MARKETING FOR BOO

WINHOLIC_G.project Trang 32/86

 1. Website

Website
traffic: 31.1K

Bounce
rate: 77.19%

Website
ranking: 6,300

Organic
traffic: 31.1K

1. Website:
- Traffic: The website sees a moderate 31.1K monthly visits.
- Engagement: he alarmingly high 77.19% bounce rate signals a need to better align website
content with visitor intent.
- Ranking: A website ranking of 6,300 indicates that efforts are needed to boost its organic visibility
in search results.

WINHOLIC_G.project Trang 33/86

 2. Social media

Facebook: 860K likes,

868K followers

Instagram: 78.6K
followers

TikTok: 13.5K
followers, 18.8K likes

2. Social media:
a) Facebook
- Both BOO's follower count (868K) and page likes (860K) are very impressive, indicating a strong
online presence and a large engaged community. The fact that the number of likes is close to the
number of followers indicates a fairly good engagement rate. The majority of people who have
followed the page also tend to like it. This suggests that BOO's content has the ability to attract
and retain users.
-> Currently, Facebook can be seen as BOO's most powerful social media platform.
b) Instagram
- On Instagram, BOO currently has 78.6K followers. However, the engagement level on this
platform might not be as high as on Facebook, due to the specific characteristics of Instagram
users and the approach to reaching customers on the platform.
c) Tiktok
- BOO has cultivated 13.5K followers on Tiktok and achieved 18.8K likes for their videos - an
impressive engagement rate. The fact that likes surpass followers demonstrates that BOO's
content effectively attracts attention and encourages likes from a wider audience, including non-
followers, implying potential for viral spread.
-> BOO is demonstrating promising results with their social media efforts, particularly their winning
approach of engaging and entertaining content on Facebook. Looking ahead, a focus on
enhancing TikTok content to drive greater follower interaction would be beneficial.

WINHOLIC_G.project Trang 34/86

 3. Engagement
rate

All 3 platforms have low

engagement rate

Although social media has many followers, the engagement rate is low -> It proves that BOO has
not created interaction and connection with followers through its content.

WINHOLIC_G.project Trang 35/86

 STRENGTHS

1. Strengths:
By some of the current state, the team can examine strengths of BOO's Digital Marketing:
* SEO and Search Engine Visibility
- SEO Score: 92 (PageSpeed Insights) → Excellent, the site is well-optimized for search engines.
- Organic search/month: 2.7K → Decent level of organic traffic for the Vietnamese market.
- Keyword visibility: 2.6K keywords → High search presence, indicating an effective SEO strategy.
* Excellent Interaction Speed (INP)
- INP (Interaction to Next Paint): 236ms (Phone); 45ms (PC)
→ Shows excellent responsiveness, especially on desktops.
* Strong Social Media Presence
- Facebook: 868K followers, 860K likes, ~100 reacts/post
- Instagram: 78.6K followers
- TikTok: 32.6K followers, 68.3K likes
- Influencer Network: Collaborates with well-known figures like U23 Vietnam, Lon Xon Band, Bao
Han → enhances brand visibility and credibility.
* Technically Solid Website
- Best Practices: 89 points
- Accessibility: 86 points
→ The website adheres to web standards and supports accessibility, even for users with disabilitie
s.
* Multi-Platform Ecosystem
- Present on major E-commerce platforms like Shopee, Tiktok Shop, Lazada
→ Helps diversify sales channels and reach broader audiences.

WINHOLIC_G.project Trang 36/86

WINHOLIC_G.project Trang 37/86
 WEAKNESSES

2. Weaknesses:
* Low Performance Score
- Only 41 points (PageSpeed Insights) → Critically low, a major weakness.
- LCP (Largest Contentful Paint): 3.7s (Phone), 3.1s (PC) → Above the ideal threshold (<2.5s) →
slow main content load, affecting user experience.
- FCP (First Contentful Paint): 1.8s (Phone), 1.2s (PC) → Acceptable for desktop but should be
improved on mobile.
* High Bounce Rate
77.19% → Nearly 8 out of 10 users leave after visiting just one page → indicates poor content
engagement or user experience.
* Mobile Optimization Issues
On mobile, both LCP and FCP are slower than on desktop, showing the site performs worse on
mobile devices.
* Low Engagement Rate
- For Facebook, despite 860K likes, average interaction is only ~100 reacts/post
- For Instagram, engagement is extremely low relative to follower count
- For TikTok, likes are concentrated on a few viral clips, engagement is likely uneven.
→ Suggests low engagement, possibly due to unengaging content or limited reach.
* Limited Organic Growth
Organic search: 2.7K/month is still modest compared to the brand’s large social following →
requires better long-term content marketing.

WINHOLIC_G.project Trang 38/86

 3.5
COMPETITORS

WINHOLIC_G.project Trang 39/86

 INDUSTRY COMPETITORS BRAND COMPETITORS
Factor BOO
ZARA H&M BOBUI Dirty Coins

15-30 years old,

streetwear 18-35 years old, 18-35 years old, 16-28 years old, 16-28 years old,
Segmentation enthusiasts, fast fashion, affordable, fast premium hip-hop, street
sustainable diverse styles fashion streetwear lovers style
fashion

Broad but loosely

connected loyal Large, customers
Large, budget-
community; lacks who prefer Small but loyal Small but loyal
Loyalty strong brand international
conscious
customer base customer base
customers who
community fashion
prefer low prices
structure.

Despite having a broad but loosely connected loyal community that lacks strong brand cohesion,
BOO maintains distinct advantages that enable it to sustain and enhance its position in the
domestic market—even when facing formidable competition from international brands such as
ZARA and H&M, as well as local contenders like BOBUI and Dirty Coins.

ZARA primarily concentrates on high-fashion, trend-driven women's wear, rapidly adapting to

global trends but not fully addressing the needs of customers who prioritize comfort with a
streetwear influence—an area where BOO excels. Conversely, H&M adopts a more mainstream
fashion model for both men and women, focusing on practicality, affordability, and casual wear,
positioning it as a closer competitor to BOO within the everyday fashion segment.

Among local brands, BOBUI targets the premium market with an artistic and unique fashion
perspective, differentiating itself from mass-market offerings. Meanwhile, Dirty Coins shares
several similarities with BOO, including a Gen Z customer base, a streetwear focus, strong social
media engagement, and an emphasis on community-building, which creates direct brand-level
competition. This fragmented but sizable community presents both a challenge and an opportunity
for BOO to strengthen its brand ecosystem.

For these reasons, H&M and Dirty Coins have been identified as representative competitors for
benchmarking against BOO, reflecting two key competitive pressures: one from mainstream
international brands and another from agile local brands vying for the same youth market share.
This comparison elucidates BOO’s current market position and informs its future strategic
direction.

WINHOLIC_G.project Trang 40/86

1. Web Reach & Bounce Rate
BOO has only 21.3K visits, significantly lower than Dirty Coins and H&M—especially H&M with
92.4M. Additionally, BOO's bounce rate is 77.19%, the highest among the three brands, indicating
that users leave the site quickly without further interaction—an alarming sign of poor engagement
effectiveness.

2. Keyword Visibility & Organic Search

BOO has low keyword coverage (2.6K) and only 2.7K monthly organic searches, lagging behind
Dirty Coins (54.6K) and especially H&M (81.6M). This reflects poor visibility and lack of appeal on
search engines.

3. Backlinks
Although BOO has 4,000 backlinks—higher than Dirty Coins (875)—it remains negligible
compared to H&M (36.5M). The backlink quantity is moderate, showing some ecosystem-building
efforts but insufficient to expand influence.

4. Website Speed
BOO has the highest LCP (3.7s on mobile), meaning its page load speed is significantly slower
than Dirty Coins and H&M. This negatively impacts user experience, especially during initial engag
ement.

5. Digital Intermediaries
BOO collaborates with mainstream artists (Lon Xon Band, Bảo Hân, U23 Vietnam)—a suitable

WINHOLIC_G.project Trang 41/86

choice for brand awareness. However, their influence lacks depth in fashion compared to Dirty
Coins (Decao, MCK) or H&M (Châu Bùi, Helly Tống). BOO’s e-commerce and social media
channels are relatively on par with competitors.

BOO faces multiple limitations in expanding reach and retaining user attention. Despite
investing in backlinks and influencers, it underperforms in traffic, keywords, and user retention.

WINHOLIC_G.project Trang 42/86

WINHOLIC_G.project Trang 43/86
In the ACT phase of the RACE model, BOO outperforms Dirty Coins in Accessibility (86 vs. 71)
and Best Practices (89 vs. 79), demonstrating strong technical compliance and reach. Although it
doesn’t score as high as H&M (95 and 96 in these categories), BOO maintains a stable position in
terms of reliability.

Regarding SEO, BOO scores 92—lower than the perfect scores of both H&M and Dirty Coins
(100)—but still strong enough to support discoverability and drive user behavior.

However, Efficiency is its biggest weakness, with BOO scoring only 41—lower than Dirty Coins
(51) and nearly on par with H&M (44). This indicates a slow and less smooth website, which can
disrupt the user experience.

Conclusion
BOO is a brand with a solid technical foundation, offering good accessibility and high compliance
with technical standards, which helps build trust and sustain user engagement. However, its major
performance weakness remains a significant barrier, preventing the website from effectively
converting user interest into concrete actions.

Compared to H&M—the all-around leader—and Dirty Coins—which excels in SEO, BOO is in an

intermediate position. To maximize effectiveness in the ACT phase, the brand should prioritize
improving page load speed, allowing it to fully leverage its other strengths.

WINHOLIC_G.project Trang 44/86

WINHOLIC_G.project Trang 45/86
WINHOLIC_G.project Trang 46/86
WINHOLIC_G.project Trang 47/86
Price

- BOO, with an average price range of 300,000 to 600,000 VND per product, is positioned in the
mid-range segment. This price reflects the stable quality of the products, exclusive designs, and
the brand value that has been developed over time. This pricing is suitable for young customers
who already have an income or are willing to invest in clothing that expresses their personality
and lifestyle.

- H&M products range from 150,000 to 500,000 VND per item, which is lower compared to BOO
and Dirty Coins. This suggests that the brand’s strategy is focused on fast fashion for a wide
audience. H&M is a suitable choice for students and young people who need to frequently update
their wardrobe at a cost-effective price.

- Dirty Coins has the highest average price range among the three brands, ranging from 400,000
to 700,000 VND per product. This price reflects the brand's strategy of positioning itself in the
high-end streetwear segment. With this higher price point, consumers expect innovative and
distinctive designs that cater to strong fashion preferences, iconic styles, and limited-edition items
from Dirty Coins.

=> It can be noted that BOO, with its average pricing, may not be the most competitively priced
among the brands. However, BOO meets customer values such as breakthrough designs and
personal style expression. Therefore, BOO's pricing is likely to be the most accessible and is fully
accepted by consumers, who are willing to pay for clothing.

WINHOLIC_G.project Trang 48/86

Place

- BOO’s distribution strategy is built through widely adopted and mainstream channels, without a
significant breakthrough or differentiation. In terms of traditional retail, BOO is present in major
shopping malls and also operates a network of streetfront stores located in high-traffic urban
areas. The brand further distributes its products through its official website and major e-commerce
platforms, capitalizing on the growing trend of online shopping.

- H&M primarily adopts a retail-focused distribution model combined with digital platforms. The
brand’s website and mobile app offer a distinctive and convenient shopping experience for
customers. In Vietnam, H&M is currently only available in large shopping centers and has yet to
establish independent or stand-alone stores, which limits the optimization of the offline shopping
experience. Nevertheless, its presence in premium shopping malls helps maintain a strong global
brand image and ensures access to a steady customer base.

- Dirty Coins also utilizes a diverse distribution network, including its official website, a strong
presence on major e-commerce platforms, and active engagement across social media channels.
In terms of offline channels, the brand is available in several shopping malls; however, most of its
physical locations are small independent streetfront stores, which are widely distributed to
maximize market coverage.

=> In summary, all three brands have adopted a multi-channel distribution strategy to broaden
customer reach. Each brand allocates its resources differently across channels, aligned with its
strategic direction. However, BOO’s distribution approach is still seen as lacking in terms of
innovation and differentiation compared to its competitors.

WINHOLIC_G.project Trang 49/86

WINHOLIC_G.project Trang 50/86
Promotion

- The objectives of all three campaigns were aligned; however, BOO’s campaign is considered the
most successful. BOO continued to uphold and expand on its core brand values—youthful spirit
and Vietnamese DNA—by creating humorous visuals featuring unconventional key figures. As a
result, the brand achieved substantial outcomes, as reflected in the measurable engagement and
positive sentiment from the public.

- H&M’s campaign, in contrast, was perceived as less engaging, relying primarily on standard
studio imagery. Although it may have contributed to revenue, H&M’s global financial report
indicated a 2% year-on-year decline in revenue for the first fiscal quarter ending February 29,
2024. Furthermore, since the campaign was executed globally without a market-specific focus,
comparisons with the other two localized campaigns are not entirely objective.

- Dirty Coins’ campaign remained true to the brand’s positioning by continuing to deliver premium
streetwear collections with strong storytelling and distinctive design.

=> In conclusion, when comparing the performance of the three campaigns in the Vietnamese
market, BOO stands out as the clear leader. This campaign has brought considerable value to the
brand and is likely to serve as a springboard for its future growth.

WINHOLIC_G.project Trang 51/86

Each brand has developed distinct strategies to welcome new customers and foster loyalty
among old customers.

- BOO offers clear and attractive benefits for existing customers, with multiple membership tiers
and frequent email updates. These emails are systematically tracked for open rates and used to
re-segment target audiences. The brand maintains a consistent posting schedule on social media,
with nearly daily updates. The content is diverse, alternating between informative posts and
creative posts that drive engagement. However, engagement tends to be uneven, with
significantly higher interaction on creative contents. Call-to-action (CTA) elements are clearly
presented, helping to generate a certain level of website traffic. That said, BOO currently lacks
programs targeting new customer acquisition and has yet to develop a loyal customer community.

- H&M has a well-defined and professional policy for both new and returning customers. The
brand sends regular email updates to its members but has not yet established a community.
While posting frequency on social platforms is high, the content lacks variety and tends to be
monotonous, with mostly informational posts, leading to low engagement. However, CTAs are
clear and complete.

- Dirty Coins has effective strategies for existing customers, including post-purchase services and
strong community-building efforts. The brand frequently posts diverse content that resonates well
with its audience, generating high levels of interaction. However, the content is often bold, edgy,
and highly individualistic, diverging from common formats and lacking CTAs.

WINHOLIC_G.project Trang 52/86

=> Each brand has its own approach to customer retention. However, BOO has yet to invest
adequately in building a loyal customer community, and its current strategy has not achieved
optimal effectiveness.

WINHOLIC_G.project Trang 53/86

WINHOLIC_G.project Trang 54/86
 04.
SWOT

WINHOLIC_G.project Trang 55/86

 SWOT
S W O T

WINHOLIC_G.project Trang 56/86

 TOWS MATRIX

SO WO

ST WT

BOO's strategic direction, as outlined by this TOWS matrix, points towards a company that seeks
to grow by embracing its unique identity and connecting with its target audience through digital
channels, while simultaneously working to improve its internal processes and diversify its offerings
to ensure long-term sustainability in a competitive market.

WINHOLIC_G.project Trang 57/86

WINHOLIC_G.project Trang 58/86
 01.
CAMPAIGN OBJECTIVES

WINHOLIC_G.project Trang 59/86

WINHOLIC_G.project Trang 60/86
WINHOLIC_G.project Trang 61/86
WINHOLIC_G.project Trang 62/86
 02.
TARGET AUDIENCES

WINHOLIC_G.project Trang 63/86

 High self-expression through fashion

PRIMARY
The Storyteller
THE QUIET CODER
Has strong personal style but prefers to TARGET
stay low-key. Uses fashion to express personal identity.
Rarely posts but saves and follows outfit Enjoys designing, storytelling, and
inspirations. meaningful outfits.
Avoids the spotlight, but loyal to brands Actively creates content on TikTok and
that match their vibe. Instagram.
Silent engager: likes, saves, doesn’t Seeks authenticity and recognition from
Low their community.
publish content. High
content
content
creativity
THE CURIOUS WATCHER THE TREND HACKER creativity
Fashion-curious, still exploring their style. Creatively remixes trending content for
Likes and comments on posts but doesn’t visibility.
create content. Loves using CapCut, duets, and fast-paced
Follows fashion pages and creators for outfit videos.
inspiration. Frequently tags brands hoping for reposts.
Potential to evolve into active contributors Highly active, but with less personal
with the right push. storytelling.

Low self-expression through fashion

To better understand and engage Gen Z in our campaign “Wear Your Story,” we built a
segmentation map based on two core behavioral axes:
- Level of self-expression through fashion
- Level of content creativity

These two criteria help us capture how Gen Z uses fashion to express identity and how actively
they engage in content creation.

From this matrix, we identified four distinct audience segments:

- The Storyteller – expressive and creative; uses fashion to tell stories and actively posts.
- The Trend Hacker – highly creative but trend-driven.
- The Quiet Coder – stylish but rarely shares online.
- The Curious Watcher – still exploring fashion, not yet active.
=> Among them, The Storyteller is our primary target because they are most aligned with our
campaign’s vision: empowering Gen Z to co-create and express their identity through fashion and
design.

WINHOLIC_G.project Trang 64/86

 The Storyteller
GEOGRAPHY

Concentrated in urban area, large cities

DEMOGRAPHIC
Age: 18–24 (core Gen Z)
Gender: All genders
BEHAVIORS
Occupation: Students, young
professionals, creatives/freelancers,...
Income level: Medium to upper-middle Frequent use of social media
Becoming or already financially Follow and trust
independent recommendations
from KOLs, KOCs
Tend to "flex" personal aesthetics
PSYCHOLOGY through outfits, videos, or
meaningful quotes
Enjoy expressing themselves through Highly responsive to creative
personal style challenges, minigames, and voting
Value individuality, authenticity, and contests
self-exploration Prefer limited edition,
Easily influenced by content on social personalized, or self-designed
media → affected by advertisements products
from influencers or suggestions from Use outfits as a daily expression of
friends and family mood and personality
Emotionally driven, seek sincerity, Open to new products/brands
dislike superficial advertising
Drawn to creative fields: fashion,
design, art, and personal storytelling

WINHOLIC_G.project Trang 65/86

 According to the General Statistics Office, by 2025, Gen Z in VietNam will
account for nearly one-third of Vietnam's working-age population.

Gen Z
Becoming a powerful force shaping both
consumer behavior and workplace culture.

Gen Z in Vietnam is strongly influenced by social media content—especially on

Instagram, YouTube, and TikTok—when it comes to making purchasing
decisions for products such as fashion, cosmetics, and accessories ( McKinsey 33% Gen Z use social media to find inspiration for things
& Company)

of Gen Z prefer user-generated content (UGC) over other

61% formats, reflecting their trust in authenticity and real-life of internet users who mainly use social media (net) when
experiences shared by the community (InMobi Advertising) 78% looking for more information on brands

This creates a significant opportunity for BOO to leverage

70% of Gen Z users consider UGC before making purchase
content created by its target community to achieve its strategic
decisions
goals

According to the General Statistics Office, by 2025, Gen Z will make up nearly one-third of
Vietnam’s working-age population — positioning them as a powerful force shaping both consumer
behavior and workplace culture.

This generation is strongly influenced by social media content — especially on Instagram, TikTok,
and YouTube — when it comes to making purchase decisions in categories like fashion,
cosmetics, and accessories.

Studies show that 61% of Gen Z prefer user-generated content (UGC) over branded content,
valuing authenticity and real-life experiences. In fact, 70% of Gen Z users consider UGC before
making any purchase.

To align with the proposed marketing strategy, we choose the target group from 18-24 years old.
Young Gen Z in the age of just 18-24 are also in the initial stages of financial independence -
synonymous with starting to enhance personal shopping and spending. At these steps, they are
very susceptible to Influencer Marketing. According to the same report, up to 33% of Gen Z trust
social media for their decisions.
=> BOO has a significant opportunity to leverage UGC from its own community — turning
engagement into strategic growth.

WINHOLIC_G.project Trang 66/86

 Gen Z doesn’t just want to “look good” —
they want to be seen, understood, and
recognized for who they truly are through
how they dress, share, and create.

Customer Truth

The fashion industry is shifting to identity- BOO is a local brand with a strong identity, but it now

Insight
celebrating, where personalization, co- needs to build deeper emotional connections and
creation, and UGC are driving the new wave of interactions — moving beyond just being a "cool
engagement. clothing seller."
Cateogry Truth Company Truth

I don’t dress to disappear into the crowd — I dress to stand in my truth. And if a brand has the
courage to see that, they won’t just win my style — they’ll earn my loyalty.

WINHOLIC_G.project Trang 67/86

 04.
BIG IDEA

WINHOLIC_G.project Trang 68/86

 Big idea

Key message
“Not made to fit in – made to stand out.”

Based on this insight, our team would like to propose a campaign centered on the big idea: 'Wear
Your Story'.

“Wear Your Story” is more than just a campaign — it’s a belief that everyone carries a story worth
telling, and fashion is one of the boldest ways to tell it without saying a word. BOO doesn’t make
clothes for people to blend in. We create space for individuals to express who they truly are. "Not
made to fit in — made to stand out."

WINHOLIC_G.project Trang 69/86

 05.
E-CAMPAIGN

WINHOLIC_G.project Trang 70/86

 E-CAMPAIGN PLAN

WINHOLIC_G.project Trang 71/86

 PHASE 1 - AWARENESS

Phase 1 Phase 2 Phase 3

1. Objective Alignment:

Phase 1 is strategically positioned at the top of the marketing funnel (TOFU) to generate
awareness and spark interest around the campaign’s central theme: personal identity and self-exp
ression.

This phase aims to build brand salience among Gen Z by leveraging emotional storytelling and
user-generated content (UGC) mechanisms through social platforms.

2. Tactical Justification:

Platforms like TikTok, Instagram, and Facebook are intentionally selected based on media
consumption habits of Gen Z, ensuring high content engagement.

The use of interactive formats—such as TikTok challenge videos, IG filters, and minigames—
applies gamification principles, increasing dwell time and participation rates.

The core message “Who are you among millions of identities?” acts as a brand narrative anchor,
prompting users to introspect and co-create with the brand early on.

3. Performance Metrics:

KPIs include total impressions, participation volume, template usage frequency, and social

WINHOLIC_G.project Trang 72/86

engagement (e.g. shares, comments), serving as quantitative indicators of brand visibility,
engagement intent, and audience resonance.

These metrics function as leading indicators for future conversion and community-building in
Phases 2 and 3.

WINHOLIC_G.project Trang 73/86

 PHASE 2 - ENGAGEMENT

Phase 1 Phase 2 Phase 3

1. Objective Alignment:

Phase 2 represents a progression in the brand awareness journey by moving from passive
exposure (Phase 1) to active engagement with the brand.

This stage deepens the emotional and creative interaction with Gen Z, encouraging them to co-
create content and contribute to a shared brand narrative, thereby reinforcing top-of-mind awar
eness.

The contest format does not serve a transactional or conversion goal, but instead positions BOO
as a cultural platform that empowers self-expression.

2. Tactical Justification:

The microsite and UGC-based TikTok series act as brand engagement drivers, allowing
participants to personalize their interaction with the brand through storytelling and peer visibility.

Hashtags like #ToiLaAi and #MyBOOshirt act as digital branding tools, boosting earned media
value and organic reach across platforms.

Email reminders and social retargeting are not conversion tactics but awareness sustainers,
ensuring continuous exposure to branded content during the contest phase.

WINHOLIC_G.project Trang 74/86

3. Performance Metrics:

KPIs such as the number of valid entries, UGC shares, microsite traffic, and hashtag usage
measure the breadth and depth of brand participation, key to evaluating brand amplification.

These metrics indicate the campaign’s effectiveness in establishing BOO as a youth-centric,

identity-driven fashion brand.

WINHOLIC_G.project Trang 75/86

 PHASE 3 - AMPLIFY

Phase 1 Phase 2 Phase 3

1. Objective Alignment:
Phase 3 is strategically positioned at the bottom of the brand awareness funnel to amplify the
communication effect and celebrate the community, reinforcing BOO’s emotional connection with
Gen Z audiences.

Rather than driving conversions, this phase is designed to maximize brand exposure by turning
the most engaged participants into co-storytellers and ambassadors, further embedding BOO
within Gen Z’s creative identity landscape.

By showcasing contest outcomes and highlighting real user contributions, the campaign
strengthens BOO’s image as a brand that empowers individuality and collective recognition.

2. Tactical Justification:
The use of owned media (website, summary emails) and shared media (TikTok, Instagram,
Facebook) allows the campaign to scale earned content and extend its lifecycle beyond the voting
phase.

Tactics such as launching the “BOO Creators Hub,” producing a mini-collection from winning
designs, and spotlighting personal quotes from creators integrate UGC storytelling with product-
based validation, reinforcing authenticity.

Paid media placements on lifestyle platforms like Kenh14 and Vietcetera are optimized for reach
rather than conversion, targeting digital-native Gen Z audiences in high-attention environments.

WINHOLIC_G.project Trang 76/86

Sending personalized thank-you emails to voters deepens emotional engagement, encouraging
ongoing advocacy and voluntary word-of-mouth amplification.

3. Performance Metrics:
KPIs such as:

309,000+ microsite visits (digital footprint),

100,000+ votes (engagement validation),

300+ UGC pieces shared (organic amplification), and

50+ KOL/creator mentions (third-party credibility)

function as quantitative indicators of brand reach, emotional resonance, and peer-to-peer content
diffusion.

These outcomes solidify BOO’s position as a community-driven brand, successfully leveraging

co-creation to build relevance in Gen Z’s cultural and creative space.

WINHOLIC_G.project Trang 77/86

 ALWAYS-ON PLAN

To execute the strategy, tasks and objectives will be carried out according to a pre-designed
preliminary timeline consisting of 3 phases.

Phase 1: Awareness (01/04 - 30/04)

- General Buzz: Build initial awareness and curiosity about the campaign through social media
content, UGC tools, mini-games, and press booking.
- Emotional Connection: Encourage self-expression and identity exploration to align with Gen Z val
ues.
- Paid Reach: Leverage social media ads to expand reach and visibility.

Phase 2: Engagement (01/05 - 01/06)

- Interactive Engagement: Launch creative challenges and interactive content to stimulate
participation and user-generated content.
- Community Building: Foster a sense of community via voting, sharing, and ongoing content repu
rposing.
- Nurturing Leads: Use email marketing and microsite flow to convert interest into deeper involve
ment.
- Strategic Reinforcement: Reinforce engagement through targeted paid ads on both social
media and press.

Phase 3: Amplify (01/06 - 30/06)

- Community Recognition: Celebrate participant contributions and highlight user-generated design
s.

WINHOLIC_G.project Trang 78/86

- Gratitude & Retention: Send thank-you emails to close the campaign with positive emotional reca
ll.
- Long-term Brand Value Building: Strengthen brand image and lay the groundwork for future
campaigns by developing the "BOO Creators Hub" section on the official website and launching a
co-created collection with users.

WINHOLIC_G.project Trang 79/86

 CONTEST INFORMATION - BOO YOUR STYLE ™
Express Your Identity – Create a Legacy

Overview
A T-shirt design contest for young creatives to turn
Theme Requirements
personal identity into wearable fashion
BOO Brand Heritage
Top 3 winning designs will be produced, sold, and
Gen Z Spirit
showcased across BOO’s system
Personal Identity
Make a TikTok video to tell us about your design
Open to all Vietnam-based individuals aged 18+

Prizes
Top 3 Winners will receive 30,000,000 VND cash and 5,000,000 VND BOO voucher
2 Inspiration Awards:
Audience Favorite: Chosen based on the highest public engagement
BOO's Pick: Selected by BOO for creativity and brand alignment
5,000,000 VND BOO voucher

BOO YOUR STYLE — a brand-new T-shirt design contest by BOO, created especially for
Vietnam’s young creative community.

We're inviting participants to turn their personal identity into a powerful visual statement — one
that will be produced, sold, and featured as part of BOO’s official limited edition collection.

The contest is open to anyone aged 18 and above, currently living in Vietnam.

Each design needs to reflect three key elements:

1. BOO Brand Heritage – expressed through iconic imagery, slogans, or exclusive BOO identifiers.
2. Gen Z Spirit – reflecting youth identity, bold creativity, digital-local culture, and future-forward thi
nking.
3. Personal Identity – distinct personal touch or artistic signature, conveyed through hand-drawn
art, graffiti, abstract forms, personal symbols, or unique symbolic language.

Designs can be created in any format, including digital art, hand-drawn illustrations, watercolor,
vector, etc., as long as they are clearly visualized on the front layout of a T-shirt. There are no
style limitations – as long as the design effectively delivers all three elements and expresses a
unique story.

The Top 3 winning designs will be selected by BOO, produced, and commercially released as part
of BOO’s limited edition collection.
Winners will receive:

WINHOLIC_G.project Trang 80/86

- Cash prize: 30,000,000 VND
- BOO shopping voucher worth: 5,000,000 VND

We’re also introducing two Inspiration Awards:

- An Audience Favorite, based on public interaction and voting.
- And BOO’s Pick, chosen by our team for creativity and alignment with our brand.

That’s a quick look at BOO YOUR STYLE. It’s about identity, storytelling, and giving Gen Z a real
platform to shine.

WINHOLIC_G.project Trang 81/86

 07.
BUDGET

WINHOLIC_G.project Trang 82/86

 PHASE 1: AWARENESS

ACTIVITIES UNIT COST TOTAL COST

100

TEMPLATE IG DESIGN 1 million

80
FACEBOOK ADS 51 million
PAID ADS

TIKTOK ADS 110 million 60

FACEBOOK MINIGAME
2 million
REWARDS 40

INTERVIEW VIDEO
PRODUCTION 30 million
20
MICRO-INFLUENCER BOOKING
7 million / people 105 million
(VIDEO + IG TEMPLATE)

0
TOTAL 300 million % budget

(unit: VND)

WINHOLIC_G.project Trang 83/86

 PHASE 2: ENGAGEMENT

ACTIVITIES UNIT COST TOTAL COST

100
MICROSITE “BOO DESIGN
CHALLENGE”
45 million

80
PAID ADS FACEBOOK ADS 50 million

60
PRESS BOOKING 100 million

MICRO-INFLUENCER BOOKING
7 million / people 154 million 40
(CONTEST)

EMAIL AUTOMATION 5 million

20
MARKETING OPERATION
RESERVE
46 million

0
TOTAL 400 million % budget

(unit: VND)

WINHOLIC_G.project Trang 84/86

 PHASE 3: AMPLIFY

ACTIVITIES UNIT COST TOTAL COST

100

SHOOTING KEY VISUAL TOP 3 25 million

80
MINI-COLLECTION
PRODUCTION
50 million

WEBSITE SUB-PAGE: “BOO 60

CREATORS HUB”
40 million

PRESS BOOKING 110 million

40

EMAIL: THANK YOU CAMPAIGN 3 million

20
OPERATIONS & PRODUCTION
COORDINATION 67 million

0
TOTAL 300 million % budget

(unit: VND)

WINHOLIC_G.project Trang 85/86

 BOO
WINHOLIC WINHOLIC

DIGITAL MARKETING 65B

WINHOLIC_G.project Trang 86/86