FASHION MANAGAMENT THESIS
This project aims to develop a comprehensive diagnosis of Merci Palais Dor’s management and how it is projected externally, with the purpose of proposing strategies that favor its consolidation in the market and generate differentiating value.
Although this project is initially presented as a personalized consultancy, this analysis is the basis for the development of a unique internal management analysis model, to be used as a guide for other brands facing similar challenges within the streetwear fashion sector.
OBJECTIVES
Propose a management analysis model for emerging fashion companies or brands in Colombia based on internal management analysis and strategic approaches implemented by the urban fashion brand Merci Palais Dor, with the aim of strengthening its positioning.
Specific objectives
• Analyze the brand’s current situation, including its management, positioning, and value chain.
• Identify and evaluate the internal and external factors that influence the brand’s performance and results in the streetwear industry.
• Propose courses of action and strategies that the organization can implement in the coming years to strengthen its brand development and management, integrating tactics, OKRs (objectives and key results), and KPIs (key performance indicators) that enable them to be applied and measured effectively.
• Design a guide as a methodological tool to facilitate the implementation of management and strategic models in emerging brands in the fashion sector.
ANALYSIS FRAMEWORK
1. Porter’s value chain:
+Strengths in quality products with differentiation in the use of bold color palettes and participation in local fashion shows.
-Weaknesses in lack of structure and organization, poor social media management, lack of collaboration in design and marketing, lack of limited drops, and absence of physical points of sale.
3. Matrix of importance, magnitude, and outcome
External factors found in the PESTEL analysis:
+Exports to the United States, growth in digital behavior, high presence of young people, evolving cultural trends, and increasing use of digital platforms.
-Illegal smuggling, youth unemployment, inflation and declining purchasing power, high number of competitors, and growing demand for sustainability.
Internal factors found in the analysis:
+Product quality, color palette, participation in fashion shows, and inclusion of customers in these spaces.
-Low collaboration with brands, absence of limited drops, and inefficient management of platforms and narrative.
5. SWOT:
It has high growth potential based on quality products, an innovative color palette, and a presence on local catwalks. It highlights opportunities for export to the United States and capitalizes on current youth and digital trends. It must strengthen its differentiation in the market, highlighting its sustainability, justifying its price, and establishing more strategic alliances.
2. Competitor analysis:
Direct competitors: Weedgreen, Pitbullying, True, and Undergold.
Indirect competitor: Bershka.
+Color palette, prints, and innovative silhouettes in design, launches, and catwalks in marketing.
-Limited product variety, few collaborations, lack of exclusive drops, lack of physical presence, and brand tone that still fails to fully connect with its audience.
4. Porter’s Five Forces:
Design differentiation in color palette and dry cleaning, however, although it is an emerging industry, it has high competitive intensity with aggressive marketing strategies. Customers can easily switch providers; their power is very high thanks to high information and price sensitivity. In terms of the supply chain, access to sustainability certifications is difficult.
6. Business Model Canvas:
This visual summary shows that the value proposition is aligned with the market segment. However, it is essential to strengthen customer relationships by improving public relations, marketing, and branding, thereby solidifying the value proposition.
STRATEGIES
1
Product
1. Expand offering by launching new product lines.diversify and strengthen portfolio.
2. Create design partnerships with artists or brands, improve creative concept to reinforce identity.
3. Optimize launch system: implement 4 drops per year, integrating cultural references.
4. Develop products with sensory experiences, increase emotional connection and provide more perceived value.
2
Plaza
1. Improving distribution channels to optimize the shopping experience. This includes integrating new sales channels and using tools that analyze customer digital behavior to make better decisions.
3
Price
1. In terms of price, reduce customer price sensitivity by forming strategic partnerships and reinforcing the ethical value proposition, so that customers perceive greater value for what they pay.
4
Promotion
1. Communicate internal processes to consolidate the perception of an authentic and ethical brand.
2. Improve visual narrative and content on digital platforms, demonstrating consistency and creativity.
3. Expand reach through strategic alliances, events, and collaborations, strengthening visibility and positioning.
5
Person
1. Improve customer relationships through sensory experiences that increase satisfaction and loyalty.
2. Include customers in brand activities to strengthen connection and engagement.
Strategies, tactics, OKRs, and KPIs in detail, please refer to the complete thesis document.
STRATEGIC MANAGEMENT TOOL
A guide tool was developed with the purpose of creating a bridge between diagnosis and action: a visual and methodological resource that organizes what needs to be done, why, and how each decision contributes to the final objective. This guide condenses all the management and strategy analysis models applied to the brand, structuring them into blocks.
Each block includes an explanation of the model, its importance, step-by-step instructions for completing it, an activity with instructions, and a QR code to access the formats, as well as an estimated execution time, a tip, and a motivational phrase.
The tool summarizes everything that has been achieved and establishes a transition of command so that the brand can implement strategies, follow up, and continue its growth with clarity and purpose.