Fashion Business Models

How we go from concept to store in 2 weeks. No we are not talking about a fast fashion brand. We are talking about a handloom sarees brand. All my life, I loved reading case studies of production efficiency. How China did with brand A. How Spain did for brand B. One single thought- why did nobody attempt this for Indian Handlooms? Do we need to, though? While handlooms evoke nostalgia and heritage memories, they don’t scream trends. Hence, they are a once in a while buy. Today’s customer craves trendy and unique products even in groceries. The choice matrix goes like this- The product has to be beautiful and interesting first, ethical and sustainable next. Our blueprint! 1. Our manufacturing unit, design room, store are all within 1 hour of each other 2. Designs are shown at sketch stage to weavers. Feedback is taken and implemented in front of them. New designs released every 4 days. 3. We strategically order warp yarns in advance with one warp per loom kept ready at any time. 4. Every day color research- non negotiable and weft yarns sourced every 4 days. 5. Our manufacturing unit is 5 kms from the main market which trades 70% of India’s silk. Viscose is also available here. Cotton is sourced from Tamilnadu every week. We never over stock raw material. This was a strategic choice. 6. Fail fast method of launching new styles and getting customer feedback. If something is not working, we change quickly. 7. Weekly trend (only data based) and price points discussion with the weavers. They get real time feedback on what’s working, what is not and what is growing to be a bestseller, including selling price. Every saree’s price is decided honestly with the weavers. I bring in the market research. They bring in the effort based cost. Sometimes we aim for higher margins, sometimes we cut it short. But the actual manufacturer has 100% transparency on the final price- this is something so many have advised me against but I see no point in hiding the price as we don’t inflate. I re-iterate, The weaver is the best judge of how much the saree can sell for. Our weavers earn more than the brand per saree anyway. (Oh, you didn’t know it?) We ensure this. This format, transparency, quick reaction helps us launch 10-15 new styles every week while managing repeats and bestseller production on the side. We stay of top of trends, true to our roots, always moving, empowering weavers in the way they always needed to be !

We're running a multi-million euro fair fashion brand with a skeleton crew. In the midst of Germany's biggest economic crisis since decades. When we bought back erlich textil from the CALIDA GROUP roughly a year ago, we faced the hard reality of having to shrink a team of over 30 incredible individuals to just six dedicated humans and a small network of partners we can trust. It’s nuts what you can achieve with a small crew. Are we perfectly organized with automized workflows everywhere? Far from it. Super aligned all the time? Nope, there's simply no time. But that’s not the point. What matters is this: it works. What we’ve learned so far DO: 👉 Be real about your needs. When the money is tight, it forces clarity. Ask yourself, “What’s the minimum we need to create maximum impact?” Of course i miss the big budgets and fancy OOH campaigns (good for your ego) but for now the small numbers will do the job. 👉 Launch the “good enough” version now. Refine later. If your supplier can't deliver product in time, launch with a preorder. If one of your collab partners needs to push back timings last minute, launch and change the comms plan. 👉 Hack your product shoots: Running out of budget for high-end productions forces you to get creative and focus on the idea you want to get across. This can be particularly challenging for an underwear brand, as the range of settings available in other product categories is naturally more limited — but it’s still achievable. The mighty Dilara Yilmaz is great at it. 👉 Treat your audience like collaborators, not just consumers. Ask them in your next IG story or tiktok what your next product drop should be. Or what they're still missing from you. Tbh, still not happy about the frequency at wich we're doing that but we're getting there. 👉 Your analytics dashboard is your bible. Look at it first thing in the morning. It's holy. There are hidden gems in your cohort analysis and attribution numbers. DON’T: ❌ Hide in operations. As busy as it gets, you need to pull yourself out of the nitty gritty regularly and apply a strategic lens to your work. Call it OKRs or something else, doesn't matter. ❌ Ignore the stupid ideas. If your gut says “this might be too crazy to work,” it’s probably the exact thing your brand needs right now. Test it. ❌ Treat team roles too rigidly. On a lean crew, everyone’s a swiss army knife. Your founder might be great at writing adcopy. You might be the marketing guy but maybe you're also good at answering customer support tickets. ❌ Chase shiny objects. Everyone's reality is different. For some brands whatsapp, applovin or reddit ads might work great, for some it's too early and will just drain your ressources. to the best team Sarah Grohé Kristof Kruse Franziska Schüller Dilara Yilmaz Markus Dembski What's your number one insight for growing a startup brand in a challenging macro?

📌 𝗙𝗿𝗼𝗺 𝘀𝗰𝗵𝗼𝗼𝗹 𝗱𝗲𝘀𝗸 𝘁𝗼 𝘀𝘁𝗮𝗿𝘁𝘂𝗽 𝗱𝗲𝘀𝗸: 𝗞𝗼𝗹𝗸𝗮𝘁𝗮’𝘀 𝘆𝗼𝘂𝗻𝗴𝗲𝘀𝘁 𝗳𝗮𝘀𝗵𝗶𝗼𝗻𝗽𝗿𝗲𝗻𝗲𝘂𝗿 𝗶𝘀 𝗵𝗲𝗿𝗲! 🔥 While most teens are busy with schoolwork, this young mind from Kolkata decided to take a leap and launched TRENDORA, an affordable fashion brand that’s redefining youth entrepreneurship in India. 🔥 At an age when people are still discovering their passions, he’s already turning his dreams into reality. His mission? 👉 To make trendy fashion accessible for everyone without burning a hole in the pocket. 📌 Business Strategies Behind Trendora’s Early Success: 1) Affordable First Approach: Trendora tapped into the youth market by offering high-style, low-cost fashion bridging the gap between premium aesthetics and budget-friendly pricing. ➤ Core idea: “Trendy doesn’t have to be expensive.” 2) Gen Z-Centric Design: Every product reflects Gen Z tastes bold colors, minimalist aesthetics, and comfort-first styles. The brand doesn’t just sell clothes; it sells relatable expressions. 3) Social-First Marketing: Instead of traditional ads, Trendora focuses on Instagram Reels, influencer collabs, and viral challenges to grow organically. ➤ Smart move: Meeting the audience where they already are. 4) Direct-to-Consumer (D2C) Model: By cutting middlemen, the brand keeps prices low and maintains full control over quality and customer experience. 5) Community Building: Trendora builds a tribe, not just a customer base engaging followers through giveaways, polls, and behind-the-scenes content that make buyers feel like part of the journey. 6) Micro-Influencer Partnerships: Instead of big names, Trendora collaborates with local micro-creators to promote authenticity and trust the secret sauce for organic growth. 7) Limited Drop Strategy: Creates exclusivity through limited edition collections keeping customers coming back for new drops and driving FOMO-based demand. 8) Sustainability & Conscious Sourcing: Emphasizing eco-conscious materials and small-batch production appeals to the growing market of conscious Gen Z buyers. 9) Customer Feedback Loop: Trendora listens. Early feedback from customers helps refine collections and guide future designs turning buyers into co-creators. 10) Personal Branding of the Founder: The young founder himself is the brand’s biggest differentiator, his story adds emotional equity and relatability, especially for the youth. Kolkata’s young trailblazer is now inspiring thousands to dream big and start early. Follow Richa for more such business contents ♥️ #Trendora #Kolkata #Viralmarketing #linkedin

Today marks a profound milestone in South African retail history. On November 16, 1860, the SS Truro docked in Durban, carrying the first Indian immigrants to South Africa. What followed was an extraordinary story of entrepreneurial resilience that would reshape our retail landscape forever. From humble beginnings as corner shops and spice traders, Indian merchants pioneered what we now call "convenience retail" in South Africa. They introduced the "shop-cum-home" model, where families lived above their stores, enabling extended trading hours and personalized service - a format that would become a blueprint for community retail. Looking at historical photographs like those of Fietas in Johannesburg, you can see how these entrepreneurs maximized every square foot of retail space, mastered inventory management before it became a buzzword, and understood the power of community relationships in building customer loyalty. Despite facing tremendous obstacles, including the devastating Group Areas Act that destroyed thriving business districts, these retailers showed remarkable adaptability. They rebuilt, reinvented, and remained committed to serving their communities. Their innovative approaches to: - Credit management (the original "buy now, pay later") - Product mix optimization - Customer relationship building - Multi-generational business sustainability ...are practices we still reference in modern retail strategy. The legacy of these pioneering retailers lives on in South Africa's retail DNA. From small family stores to retail giants like Shoprite and Pick n Pay, many of today's best practices in African retail can be traced back to these early innovations. As we mark Indian Arrival Day, let's remember that great retail innovation often comes from those who must think differently to survive. Sometimes, the most powerful business lessons emerge from the most challenging circumstances. What retail innovations have you seen emerge from adversity in your market? #RetailInnovation #BusinessHistory #SouthAfrica #Entrepreneurship #RetailStrategy #CommunityBusiness

Would your brand survive if discounting was banned? Most probably not Had a conversation in Finland last week with a couple of brands about discounts and the customer behaviour to only shop when there's a sale. It's a huge problem. Most business models aren’t built on creative vision, outstanding products or customer connection - they're built on overproduction, sales calendars and unclear branding. Discounts are used as the default to move products. But here’s the thing: if your product needs a discount to sell, it wasn’t the right product in the first place. There are brands that do minimal to 0 discounts and here''s what that could look like for you: - Have an uncompromising creative vision - crystal-clear identity and products to match that. - Own a distinct brand POV - customers know what you stand for, not just what you sell. - Deeply understand your target customer - behaviours and habits, desires, pain points, and values. - Create real emotional connection - trust and belonging that don’t rely on low prices. - Run lean, data-led collections - fewer SKUs, higher sell-through, tighter control. - Design timeless products - durable pieces with longevity. - Build loyalty through community - customers want to feel part of something bigger. - Price with integrity - built on value and quality, not safeguard margins for future discounts. - Produce closer to demand - nearshoring, local production, smaller batches. - Measure what matters - not revenue alone, but margins, sell-through, and lifetime value. - Think circular, not linear - resale, repair, and second-life strategies baked into design. - Use digital tools to see reality - traceability, product performance, supply chain transparency. Tools like Portia - to help brands build smart, resilient operations: - Centralized product + supply chain data in one place - Digital Product Passports that build trust instead of discounts - Tools to track sell-through, waste, and impact - A system that supports on-demand, data-driven decisions Because discounting isn’t strategy. It’s a result of a broken one. Curious - what's your take on this? #fashiontech #fashionbrand #fashionindustry #businessmodel #brandbuilding #businessgrowth

What’s Behind Fast Food’s Recent Grocery Run? Wendy’s canned chili, then Wendy’s meat case patties and bacon. Now frozen Arby’s seasoned fries at Dollar Tree for $5, what’s going on? The QSR to retail pipeline isn’t new, but it does seem to have accelerated recently. I don’t think this is just licensing run amok, I think it’s a calculated shift by both brands and retailers. I see three key reasons this is likely happening: 1. Revenue Diversification Margins in fast food are tighter than ever right now and traffic is down. Restaurant brands are looking for new ways to make money without building new locations. Retail offers exactly that (especially when the model is a licensing deal where someone else handles manufacturing and distribution). It’s scalable, capital-light revenue with built-in brand equity. 2. Retailers Want Traffic-Driving Brands If you’re a grocery or mass retailer, you’re fighting to make sleepy category aisles (canned, frozen, etc.) exciting again. QSR brands come with built-in awareness, impulse appeal, and a mental connection to indulgence. A bag of Arby’s fries isn’t just a side dish; it’s a shortcut to a fun Friday night. Retailers love that kind of shortcut. 3. Consumer Retention Despite the Dip This recent Arby’s Dollar Tree move is the clearest signal of what’s going on here. Everyone is pulling back on fast food, but low-income consumers are REALLY pulling back. These brands don’t want to lose them entirely, so offering these familiar products through affordable channels keeps the brand alive (and in consumers’ memories for the future). Plus, the dollar channel could also use the foot traffic right now, so win-win. If inflation continues and consumers remain concerned about the economy, I expect to see much more fast food to retail crossovers. QSRs are no longer just restaurants, they're omnichannel brands! What fast food product do you think should make the leap to retail next and why? Want more food industry analysis, innovation discussion and new launch announcements? Visit my FoodStuff newsletter (see comments for a link).   #CPG #FoodTrends #RetailInnovation #QSR #BrandStrategy #FrozenFood #DollarStore #ConsumerBehavior

The Rise and Fall of Sears: Sears, Roebuck and Company began as a humble mail-order catalog company in the late 19th century, founded by Richard Sears and Alvah Roebuck in 1892. By the early 20th century, Sears quickly transitioned into a retail giant, revolutionizing the shopping experience with its expansive department stores and innovative catalog sales. At its peak in the 1960s, Sears was the largest retailer in the United States, offering everything from appliances to clothing, and even financial products through its affiliated services. However, the decline of Sears commenced in the late 20th century. A combination of factors contributed to its downfall: an inability to adapt to changing consumer preferences, increased competition from discount retailers like Walmart, and the rise of online shopping, particularly from e-commerce giants like Amazon. Additionally, while competitors innovated their logistics and customer service approaches, Sears fell behind, clinging to its traditional business model and underestimating the importance of an enhanced in-store and online shopping experience. Financial mismanagement further exacerbated the issue. Decisions such as overextending the brand into unrelated businesses, including real estate and financial services, diverted attention from the core retail operations. The company declared bankruptcy in 2018 after years of financial losses, closing hundreds of stores. Once an iconic brand synonymous with American consumer culture, Sears became a testament to the perils of complacency and mismanagement. Key Lessons Learned 1. Adaptability is Key. In a rapidly evolving market, businesses must be willing and able to pivot their strategies quickly in response to consumer behavior and technological advancements. Failure to adapt can lead to loss of market share and relevance. 2. Innovation Matters. Continuous innovation in products, services, and business models is essential to stay competitive. Companies must invest in their customer experience, both online and offline. 3. Focus on Core Competencies. Businesses should prioritize their core functions and strengths rather than spreading themselves too thin into unrelated ventures. Diversification can be beneficial but should not compromise the integrity of core operations. 4. Understanding Competition. Awareness of competitive dynamics is crucial. Ignoring competitors’ strategies and advancements can result in falling behind in the market. 5. Financial Management is Crucial. Effective financial oversight is vital for sustainability. Complicated financial arrangements or relocating focus away from customer-facing operations can endanger a company’s viability. The story of Sears serves as a cautionary tale for businesses in all sectors. Remaining vigilant, adaptable, and customer-focused is essential for long-term success in an ever-changing marketplace. #BusinessLessons #RetailHistory #Adaptability #ConsumerBehavior #Sears #BusinessStrategy

When you’re launching a fashion brand, production mistakes can quickly add up to costly errors. Here are a few ways to dodge the most common pitfalls and keep your brand on track: 1. Establish Prototyping Rounds Before Sampling Instead of going directly into full samples, create multiple prototypes for your design. This is a preliminary stage where you can focus solely on fit, fabric behavior, and overall construction without the need for finishing details. Prototyping allows for several rounds of iteration on a smaller scale, which can reduce the need for costly reworks on final samples. 2. Implement a Pre-Production Checklist Develop a pre-production checklist that both you and your supplier follow. Include elements like fabric approval, color matching, label placement, and final tech pack confirmation. This step ensures no detail is overlooked and that both you and your production partner are aligned before production kicks off. 3. Conduct Fabric Shrinkage and Tension Tests Test the fabric under different conditions to observe any shrinkage or stretch that may affect garment fit and durability. Request fabric swatches and conduct your own wash tests to catch any potential changes. For knits, ensure fabric tension is compatible with your design to avoid unexpected stretching or deformities. 4. Schedule Mid-Production Quality Inspections Rather than waiting until the entire batch is completed, organize mid-production inspections. This allows you to catch any quality control issues while there’s still time to adjust processes and prevent mistakes in the rest of the batch. It's especially helpful for identifying any construction issues, stitching inconsistencies, or incorrect fabric usage early on. 5. Trial Batch with Real Customers Before a large-scale launch, send a trial batch to a small group of real customers or trusted testers. Their feedback will reveal any overlooked issues in fit, comfort, or durability that may not surface in controlled sampling environments. Adjustments based on real-world testing are essential for final production quality. 6. Source Backup Suppliers and Resources Supply chain delays happen. Have at least one alternative supplier in place for your essential materials. Not only does this protect you from disruptions, but it can also give you leverage to negotiate on prices or lead times, ensuring smoother production continuity. Starting small, staying clear, and communicating well can help you navigate the complexities of production and avoid those early-stage mishaps. Remember, each step done right today saves you headaches tomorrow. 💡

In retail and F&B, hybrid concepts are redefining how we shop, eat, and connect. One of my favorite examples is CornerShop in London, a space that blends an organic grocery with a café, while also acting as a live innovation lab for the future of retail. CornerShop is divided into four zones: Automated Store – frictionless shopping Augmented Store – immersive digital experiences Purposeful Store – sustainability and community focus Personalised Store – data-driven customer journeys This is what we call a grocerant: a hybrid of grocery + restaurant. It’s a model that’s gaining momentum globally as consumers look for convenience, healthier choices, and engaging spaces that go beyond traditional retail. Some inspiring global examples include: Eataly (Italy, US, Middle East) – a marketplace that combines fresh groceries, artisanal products, cooking classes, and multiple restaurants under one roof. Dean & DeLuca (New York, Bangkok, Middle East) – a gourmet grocery-meets-café concept offering premium products alongside ready-to-eat meals. Amazon Go (US, UK) – automated convenience stores with grab-and-go meals and groceries, powered by “just walk out” technology. 7-Eleven Evolution Stores (US) – blending convenience retail with in-store dining, coffee bars, and even craft beer on tap. Carrefour Bio Café (France) – organic grocery shopping combined with a café serving healthy, sustainable meals. Muji Diner (Japan, China) – the minimalist retailer extending its lifestyle brand into groceries and casual dining. I believe this model has strong potential in Doha especially in destinations that bring together workplaces, government entities, residents, and retailers. A hub like this could provide convenience, foster community, and showcase innovation in one place. The future of retail is not about choosing between shopping or dining, it’s about integrating them into a single, engaging ecosystem. #Retail #Tourism #destination #innovation

𝐖𝐡𝐚𝐭 𝐜𝐚𝐧 𝐭𝐡𝐞 𝐨𝐮𝐭𝐝𝐨𝐨𝐫 𝐢𝐧𝐝𝐮𝐬𝐭𝐫𝐲 𝐥𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐟𝐚𝐬𝐭 𝐟𝐚𝐬𝐡𝐢𝐨𝐧? In the outdoor industry, we tend to look down on fast fashion as disposable clothing that's damaging the environment. But what if we could take some key leanings to actually make our industry better and more sustainable? Our industry takes 18–24 months to get a product from concept to store shelf, while fast fashion can turn designs around in as little as 6–8 weeks. Is it fair to compare the development of technical performance apparel with a simple skirt? Of course not, but this huge difference in speed involves some real disadvantages and costs. 𝗪𝗵𝘆 𝗱𝗼 𝘁𝗵𝗲𝘀𝗲 𝗹𝗲𝗻𝗴𝘁𝗵𝘆 𝗰𝘆𝗰𝗹𝗲𝘀 𝗺𝗮𝘁𝘁𝗲𝗿? • They make it harder for product changes to drive meaningful near-term results. Instead, brands often rely on pricing, marketing, and channel strategies to move the needle, ignoring the core products that define the business. • Retailers must make pre-season orders up to a year in advance, before they've even learned from the current season. This guesswork fuels order rework and waste, as hot items sell out early and misses sit around waiting for clearance. • That long, laborious process is expensive. Only “sure bets” get approved, so genuinely innovative ideas are often shelved or get killed in the dealer ordering process. 𝗪𝗵𝗮𝘁 𝗰𝗮𝗻 𝗯𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝗳𝗿𝗼𝗺 𝗳𝗮𝘀𝘁 𝗳𝗮𝘀𝗵𝗶𝗼𝗻?  • Use 3D modeling to test fit and drape before sewing a physical sample. Technical gear will still need rigorous real-world testing, but virtual modeling can drastically cut sample cycles. • Bring designers, patternmakers, and sample rooms under one roof to remove shipping times and foster real-time collaboration. • Nearshore production to reduce shipping times and carbon footprints, and to allow demand-driven inventory, thereby eliminating overproduction. • Test new products via short-run manufacturing or "microfactories" to validate demand before mass adoption with retail partners. This could be a major innovation unlock for outdoor companies restrained by mass production and lengthy ordering cycles. Of course, it’s not a one-size-fits-all approach. No outdoor brand can shift every product line to an 8 or 12-month cycle, but moving even 10% of the portfolio to a faster pace could yield big benefits. What do you think? Should the outdoor industry embrace these tactics or keep doing things the same way they have for 50 years? Follow me for more #OutdoorIndustry news and analysis - Eoin Comerford