Upload
bulajica
View
220
Download
1
Embed Size (px)
Citation preview
7/30/2019 939 3 Fashion 7th Lecture
1/87
MID-TERM EXAMINATION
Identify the new four Ps of marketing
PEOPLE
PLACES PLANS
PROJECTS
7/30/2019 939 3 Fashion 7th Lecture
2/87
PLANS
No more
lifestyles Focus on
thinkstyles
Try to
understandpeoplesdeepconcerningvalues,thoughts
7/30/2019 939 3 Fashion 7th Lecture
3/87
The GRUNGE movement - SEATTLE Clothing commonly worn by grunge musicians
in Seattle consistedof second-hand items andthe typical outdoor clothing (most notably
flannel shirts), as well as a general unkemptappearance
The style did not evolve out of a consciousattempt to create an appealing fashion
The clotheswere cheap, durable, and kind oftimeless
They ran against the grain of the whole flashyaesthetic that existed in the 80's
7/30/2019 939 3 Fashion 7th Lecture
4/87
POWER DRESSING Shoulder pads: in the 1980s women in the
workplace were no longer unusual, andwanted to "power dress" to show that they
were the equals of men at the office The Dinasty television show, watched by over
250 million viewers around the world,influenced the fashion styles and women to
wear jewelry often to show one's economicstatus
Wool, cotton, and silkreturned to popularityfor their perceived quality
7/30/2019 939 3 Fashion 7th Lecture
5/87
NEW ROMANTIC
It was a new wawe andfashion movement thatoccurred primarily in Britishand Irish nightclubs
Most of the fashion of this new
period were taken andmodified right from punkfashion
The streaky eyeliner, the
spiked hair, the colourfuldresses, the syntetic fabrics,were the symbols of newromanticism
Vivienne Westwood
7/30/2019 939 3 Fashion 7th Lecture
6/87
Leggings were alsovery popular
Hairstyles were
unique: long timepreparation, lot ofhayrspray, asculpture, more than
an haircut
7/30/2019 939 3 Fashion 7th Lecture
7/87
The 90s: back to basics & minimalism
After the conspicuous consuming years ofthe 1980s less became more in the 1990s
The silhouette became neater as shoulder
pads finally died and jewellery becamenon existent orchic in its fineness
For many the sleek hairstyle copied fromJennifer Aniston or the funkier choppier
hairstyle of Meg Ryan was the onlyhairstyle to sport
7/30/2019 939 3 Fashion 7th Lecture
8/87
There was a dramatic move away from the sexystyles aimed at the glamorous femme fatale of
the Eighties and many designers, taken with avision of romantic poverty, adopted the style ofthe poverty-stricken waif, dressed in a stark,perversely sober palette, with a face devoid of
make upKate Moss-look
7/30/2019 939 3 Fashion 7th Lecture
9/87
ICONS
7/30/2019 939 3 Fashion 7th Lecture
10/87
SOCIAL MESSAGES
7/30/2019 939 3 Fashion 7th Lecture
11/87
MID-TERM EXAMINATION
Give a precise definition of the wordtrend
A trend is the direction in which
something new moves Which has a consequential influence on
culture, society and business
Trend is about difference and the
direction in which this difference moves
7/30/2019 939 3 Fashion 7th Lecture
12/87
TREND: A DEFINITION
A trend is a TRANSITORY DECREASE OVER TIME
They are usually classified by duration and penetration,
visualised as curves with time on the bottom axis and
consumer adoption rates on the vertical axis
In this way its easy to show the difference between
- The SHORTEST TRENDS or FADS
- The LONGEST TRENDS or CLASSICS
7/30/2019 939 3 Fashion 7th Lecture
13/87
Trends are not explicit, as they still have to be identified
They appear across different cultures, targets, social networks,
and different theatres of consumption, like the streets
People who work with trends deal with the task ofsensing thetrend, capturing what really matters and inserting it within
an interpretative structure that will then be applied to the
world of strategic marketing
What matters/in an interpretative structure/appliedto strategic marketing
7/30/2019 939 3 Fashion 7th Lecture
14/87
EVOLUTION OF A TREND
There are three stages in the evolution of a trend
1.FRINGE
A stage when an innovation arises and the trendiest
consumers begin to participate
2.TRENDYA stage when awareness of the trends grows because
early adopters join the innovators to increase the visibility
of the trend and the most fashion-forward brands and
retailers test the concept
3.MAINSTREAM
A stage when more conservative consumers join in,
visibility continues to increase, and corporation and
brands capitalize on the growing demand
7/30/2019 939 3 Fashion 7th Lecture
15/87
What helps or hinder the adoption of a trend?
Relative advantage: the perception that theinnovation is more satisfactory than items that
already exist in the same class of products Compatibility: an estimate of harmony between
the innovation and the values and norms ofpotential adopters
Complexity: consumers are having difficulties inunderstanding and using the innovation
MID TERM EXAMINATION
7/30/2019 939 3 Fashion 7th Lecture
16/87
Trialability: the chance of testing out theinnovation before making a decision
Observability: the degree of visibility that the
innovation has Perceived risk: economic (the purchase price may
reduce the ability to buy other products),enjoyment risk (becoming bored or not liking it asmuch as expected), social risk (the consumerssocial group will not approve)
MID TERM EXAMINATION
7/30/2019 939 3 Fashion 7th Lecture
17/87
1. GUT INTUITION
Can be described as ordinary, as this is
the one we call on most when meeting new
people, or when knowing the right momentto cross the road
Your brain acts as a vast filing system that
prompts you when you encounter a
situation in the present that may have
similar properties to one encountered in
the past
7/30/2019 939 3 Fashion 7th Lecture
18/87
1. GUT INTUITION
You experience a mental flash and know
the right thing to do
Conversely, this filing system alerts you
with an odd feeling if it has no reference
point for a present situation, for any
anomaly or something different or new
7/30/2019 939 3 Fashion 7th Lecture
19/87
1. GUT INTUITION
As an intuitive forecaster, with a vast back
catalogue of experiences and stuff, youll
be able to use this alert mechanism towarn you that something new is on the
way
It all depends on how good are the data
stored in your brain
7/30/2019 939 3 Fashion 7th Lecture
20/87
1. GUT INTUITION
Being intuitive is all
about being culturallyacquisitive and
perpetually observant
7/30/2019 939 3 Fashion 7th Lecture
21/87
1. GUT INTUITION
How do you remember things?
Camera Mp3 recorder
pinboard
notebook
hands on the desk!!!
7/30/2019 939 3 Fashion 7th Lecture
22/87
2. EXPERT INTUITION
It is the kind of intuition you develop as a
consequence of working in the same field
or profession for a protracted period oftime
It is an instinct many organizations are
happy to trust
As an expert, youll have to speak in front
of other people and acquire their
7/30/2019 939 3 Fashion 7th Lecture
23/87
2. EXPERT INTUITION
Youll infer something that is a mix
between your knowledge and others
knowledge
The ability to empathize with the others
and to make their thoughts, views and
opinion part of yours helps you to boost
your imaginative powers and your ability
to project and envision tomorrow
7/30/2019 939 3 Fashion 7th Lecture
24/87
2. STRATEGIC INTUITION
As a concept, it was identified in 2007 by William
Duggan, a professor at Columbia Business School
after studying key personalities from history, who
seemed unusually brilliant at developing andexecuting battle strategies
These personalities were unusual and brilliant
because they made split-second decisions of thekind that were imaginative, audacious, prescient
and correct
7/30/2019 939 3 Fashion 7th Lecture
25/87
2. STRATEGIC INTUITION
It is a method that draws heavily on the previous
types of intuition mentioned, but if done correctly
it allows you to envision answers or to draw results
about situations or events of which you may nothave previous experience
You are using what you know from past
experiences, combined with what you havelearned from the present, to create or envision a
future that is likely, if not probable.
7/30/2019 939 3 Fashion 7th Lecture
26/87
MID TERM EXAMINATION
7/30/2019 939 3 Fashion 7th Lecture
27/87
MID TERM EXAMINATION
7/30/2019 939 3 Fashion 7th Lecture
28/87
MID TERM EXAMINATION
7/30/2019 939 3 Fashion 7th Lecture
29/87
SCENARIO PLANNING AND THE TREND
FUNNEL
LECTURER: Valeria Volponi
7/30/2019 939 3 Fashion 7th Lecture
30/87
SCENARIO PLANNING
The future is not written, rather it remains open.The future is multiple, undetermined and open
to a large variety of possibilities.
That which will happen tomorrow depends less
on prevailing trends or any sort of fatalistic
determinism, and more on the actions of groups
and individuals in the face of these trends
(Michel Godet, professor at Laboratory of
Innovation, Strategic Foresight and Organization)
7/30/2019 939 3 Fashion 7th Lecture
31/87
A DEFINITION
Trend forecasting is about identifying thenew and the next
Scenario planning is about anticipating how
the new and the next might impact on the way
we live tomorrow
Scenario planners accept that
there are
many futures and that the best way to
anticipate these futures is to envisage all of
them in as much detail as possible
7/30/2019 939 3 Fashion 7th Lecture
32/87
A DEFINITION
Example: a new sense of austerity
Trend forecasters may use their skills to
identify the rise of this new sense of austerity
within consumer buying patterns
Scenario planners will carefully map out how
this shift is likely to change the social, cultural,
ethical and environmental framework of people
lives, on a day-to-day basis
7/30/2019 939 3 Fashion 7th Lecture
33/87
SCENARIO PLANNING & INTUITIVE FORECASTING
Scenario planners have much in commonwith intuitive forecasters
Both draw heavily on their:
intuitionsense of historic awareness
presence of mind
. and ability to suspend logic as a way of
envisioning future possible scenarios
7/30/2019 939 3 Fashion 7th Lecture
34/87
SCENARIO PLANNING & INTUITIVE FORECASTING
Scenario planners however, also utilize arange of quantitative tools and envisioning
techniques developed by corporate, social,
military planners since the 1950s
These add an extra and vital layer of strategic
and analytical underpinning to their work
7/30/2019 939 3 Fashion 7th Lecture
35/87
THE ORIGINS OF SCENARIO PLANNING
Unexpected: Usa, 1950s
Herman Kahn works for Rand Corporation, a
U.S. Government Body that specializes in
strategic military research
At that time, the US Military was seriously
considering the idea that a nuclear warwas
the only response to any imminent threat from
the Soviet Union
7/30/2019 939 3 Fashion 7th Lecture
36/87
THE ORIGINS OF SCENARIO PLANNING
In his book On Thermonuclear war, Kahnreasoned out a far more devastating outcome,
or scenario: the world he envisioned was one
where the many separate scenarios considered
by strategists at the time would be synthesizedinto a single overall doomsday scenario
Frightening, but tremendously accurate
7/30/2019 939 3 Fashion 7th Lecture
37/87
THE ORIGINS OF SCENARIO PLANNING
In his book On Thermonuclear war, Kahnreasoned out a far more devastating outcome,
or scenario: the world he envisioned was one
where the many separate scenarios considered
by strategists at the time would be synthesizedinto a single overall doomsday scenario
Frightening, but tremendously accurate
7/30/2019 939 3 Fashion 7th Lecture
38/87
THE ORIGINS OF SCENARIO PLANNING
The methodology he used to underpin itsreasoning has now become the backbone for
scenario planning strategy today
The consequences of our actions should notbe considered or imagined in isolation, but in
concert with those bigger, social, cultural,
ethical, civic, political and environmental
factors that influence our lives
7/30/2019 939 3 Fashion 7th Lecture
39/87
THE ORIGINS OF SCENARIO PLANNING
The choices we make are highly dependent,interdependent and influenced by the choices
made by other people
He asked his readers to THINK THEUNTHINKABLE
7/30/2019 939 3 Fashion 7th Lecture
40/87
THINK THE UNTINKABLE
Use your imaginative and creative
abilities to add flesh, depth and a new
perspective to how the future could be
7/30/2019 939 3 Fashion 7th Lecture
41/87
SCENARIO PLANNING STAGES
1. DETERMINING THE QUESTION
As simple as it sounds, making sure that you
are asking the right question at the outset is
one of the most difficult parts of the scenarioplanning exercise
To be able to define the question is to know
the subject, but this is exactly what many
brands, businesses and organisations
concerned with the future fail to do
7/30/2019 939 3 Fashion 7th Lecture
42/87
SCENARIO PLANNING STAGES
The correct framing of the initial question is
vital to the integrity and accuracy of the
outcome of any particular scenario
Use theWHAT IFapproach: What if
consumers only bought products that were
proven to be sustainable?
7/30/2019 939 3 Fashion 7th Lecture
43/87
SCENARIO PLANNING STAGES
2. CONTEXTUALIZATION
Before you attempt to answer any question, it
is important to understand the contextwithin
which that question is being asked
Two factors govern this: internal drivers
(forces) and their external counterparts
7/30/2019 939 3 Fashion 7th Lecture
44/87
SCENARIO PLANNING STAGES
Internal drivers are those factors within an
organization that require a question to be
asked in the first place: declining
performance, slow response to competitoractivities.
External drivers are those broader cultural,
social, environmental and market forces that
directly impact or indirectly create, those
internal forces
7/30/2019 939 3 Fashion 7th Lecture
45/87
SCENARIO PLANNING STAGES
A careful scenario planner will interview the
stakeholderspeople that own a stake or a
share in the project being undertaken -
He/she will probe the concerns of every
stakeholder and ask them to list the external
drivers, as they perceive them, which need to
be considered in answering the initial question
7/30/2019 939 3 Fashion 7th Lecture
46/87
SCENARIO PLANNING STAGES
At this point, the team leader is attempting to
identify all the internal issues that are relevant,
including those that are likely to lead to conflict or
confusion later on in the scenario planning process
These issues can be anything from stakeholders
who are not keen on the process in the first place
(and thus can become disruptive, prejudicedin
their thinking), to a group of stakeholders who are
not fully embracing the enormity of the
internal/external forces about to swamp them
7/30/2019 939 3 Fashion 7th Lecture
47/87
SCENARIO PLANNING STAGES
A careful scenario planner will interview the
stakeholderspeople that own a stake or a
share in the project being undertaken -
He/she will probe the concerns of every
stakeholder and ask them to list the external
drivers, as they perceive them, which need to
be considered in answering the initial question
7/30/2019 939 3 Fashion 7th Lecture
48/87
SCENARIO PLANNING STAGES
3. EXTERNAL DRIVERS
Similar to stage 2, but conducted in a more
systematic and objective way
At this point, expert input is usually required:
a panel of experts who have a thorough
understanding of the company or the sector
under review and an equally understanding of
the drivers that are most likely to impact on the
outcome of the question being asked
7/30/2019 939 3 Fashion 7th Lecture
49/87
SCENARIO PLANNING STAGES
Depending on the question being asked, theresearch carried out at this stage will
encompass many disciplines and sectors, but
as a default:
Cultural: the prevailing climate towards
issues and matters relating to leisure, lifestyle
and inner directed activities or experiences
that govern our sense of wellbeing, personal
esteem, aspiration and social position
7/30/2019 939 3 Fashion 7th Lecture
50/87
SCENARIO PLANNING STAGES
Economic: the prevailing climate in terms of
how consumers sit economically in relation to
changing market fortunes
Civic: the prevailing social and civic mindset
of the culture generally
Social:what is accepted socially among
friends and associates and in the wider
community
7/30/2019 939 3 Fashion 7th Lecture
51/87
SCENARIO PLANNING STAGES
Political: the state of political involvement
locally and globally
Technological: the changes in technologyby intention or by accident that might be
imposing on a business
Environmental: changing attitudes and
outlook to sustainability
7/30/2019 939 3 Fashion 7th Lecture
52/87
SCENARIO PLANNING STAGES
Ethical: the prevailing stance people are takingon a range of social, sexual, corporate and moral
issues
Competitive: competitor activity and the newand emerging products or services they are
planning to bring to market, that might impact on
the trend
Known/unknowns: left of field innovations,
discoveries or changes in attitude that you may not
consider because they seem too wild or weird
7/30/2019 939 3 Fashion 7th Lecture
53/87
SCENARIO PLANNING STAGES
60 million pieces in the world
7/30/2019 939 3 Fashion 7th Lecture
54/87
SCENARIO PLANNING STAGES
65 million pieces in the world
7/30/2019 939 3 Fashion 7th Lecture
55/87
SCENARIO PLANNING STAGES
All considered too weird by the
Late Majority and the Laggards
7/30/2019 939 3 Fashion 7th Lecture
56/87
SCENARIO PLANNING STAGES
A room for the debate: all the discussions takeplace in the scenario planning room
The room needs to contain blackboards,
whiteboards, pinboards, post its, Internet access,projectors, break out areas where small teams can
work together
Paper, pens, notebooks, reference books and abase knowledge library where all previously
researched material is assembled alongside the
books, papers, reports, surveys
7/30/2019 939 3 Fashion 7th Lecture
57/87
SCENARIO PLANNING STAGES
4. RANKING AND RANGING
Having established your internal drivers and
their external counterparts, it is important to
rank them all in order ofrelevance andimmediacy
But also in terms ofthe level of uncertainty
that they may introduce into the scenario
planning process
7/30/2019 939 3 Fashion 7th Lecture
58/87
SCENARIO PLANNING STAGES
5. NAMING AND FRAMING
Thats the pivotal point of the scenario
planning process
You begin to flesh out the scenarios that are
now starting to suggest themselves from the
fog of data, evidence, driversappearing on
the mapping room wall of the work areas
around you
7/30/2019 939 3 Fashion 7th Lecture
59/87
SCENARIO PLANNING STAGES
From now on, you are trying to reach asituation where the drivers are showing you a
number of ways forward
You will find that you have a list of drivers thatare also suggesting a list of very clear themes
These themes provide you with the
underpinning for five basic scenarios
7/30/2019 939 3 Fashion 7th Lecture
60/87
SCENARIO PLANNING STAGES
Scenario A: base caseFuture, with minor variations, will be more or
less the same as present
Scenario B: best case propositionsFuture will get better and brighter if all current
drivers continue along this direction
Scenario C: worst case scenarioThings will get worse in terms of competitor
Activity, but also with regard to all social,
cultural, economic drivers
7/30/2019 939 3 Fashion 7th Lecture
61/87
SCENARIO PLANNING STAGES
Scenario D: cross case scenarioA scenario model that accepts things are never
black or white, but mercurial and less pure
Scenario E: rogue scenario
A scenario model that requires you to think the
unthinkable and which challenges all
participants to be lateral, imaginative andprogressively whole brain in their thinking and
insights
7/30/2019 939 3 Fashion 7th Lecture
62/87
SCENARIO PLANNING STAGES
NAME YOUR SCENARIO
At this point you should also be naming your
scenarios, so that each one develops a distinct
personality
The titles must be memorable, but they also
need to be short
7/30/2019 939 3 Fashion 7th Lecture
63/87
SCENARIO PLANNING STAGES
6. LOGIC AND NARRATIVE
When mapping out these scenarios, its vital
to ensure that each one contains its own
internal logic, rationale and narrative that
seems real and true
They should be written up as if they resemblethe plot of a good film, book or television
series
7/30/2019 939 3 Fashion 7th Lecture
64/87
SCENARIO PLANNING STAGES
7. DISTILLATION AND DIALOGUE
When all the five scenarios are complete, you
need to revisit them again from the beginning,
carefully combing through them for ideas that
they may now share in common
Are some of their themes similar? Could youfold one into the other to create four master
scenarios rather than five? (Ideal is three)
7/30/2019 939 3 Fashion 7th Lecture
65/87
SCENARIO PLANNING STAGES
Distilling five scenarios down into threeworkable and all encompassing ones is a
painstaking process
This time, your full scenario should be even
richer in content, context and expert quotes
Each narrative needs to offer a very clear andseparate snapshot of the future
7/30/2019 939 3 Fashion 7th Lecture
66/87
SCENARIO PLANNING STAGES
8. VALIDATION AND REFINEMENT
It is always a good idea to ask the panel of
your experts to rejoin you
You should know the following:
The nature of your question
Your scenario titleThe key drivers defining and dominating it
The key weaknesses in all social, civic,
cultural, ethical and technological areas
7/30/2019 939 3 Fashion 7th Lecture
67/87
SCENARIO PLANNING STAGES
The key weaknesses within the business orbrand that the above drivers have alerted you
to
The key items you now need to arm yourself
with if you are to answer the question that has
been posed in a proactive and positive way
7/30/2019 939 3 Fashion 7th Lecture
68/87
SCENARIO PLANNING STAGES
9. INTERPRETATION ANDIMPLEMENTATION
You will now need to look at the strategic
implications of your answer
With or without the stakeholders
7/30/2019 939 3 Fashion 7th Lecture
69/87
ITS COFFEE TIME
7/30/2019 939 3 Fashion 7th Lecture
70/87
The future belongs to those
who prepare it for today
7/30/2019 939 3 Fashion 7th Lecture
71/87
INSIGHT, STRATEGY INNOVATION
Techniques like intuitive forecasting andscenario planning can be used to identify
trends such techniques are not designed to
identify brands, products or services
To do this, a forecaster must add an additional
set of skills that help unpack the components of
an identified trend, in a way that allows him orher to translate them into market-specific and
consumer-friendly products
7/30/2019 939 3 Fashion 7th Lecture
72/87
INSIGHT, STRATEGY INNOVATION
The process used to do this is known asIDEATION - a contraction of the words ideas
and innovation- and refers to the process of
taking ideas and turning them into workable,
tangible and profitable products via:
An Inspiration stage
A Translation stageAn Immersion stage
A product development stage
7/30/2019 939 3 Fashion 7th Lecture
73/87
THE INSPIRATION STAGE
To determine the correct aesthetic, or tocreate a product that perfectly mirrors the
trends consumers are influenced by, you need
to set IDEATION WORKSHOPS
There,ideas are generated by mixing and
merging the many talents of those taking part
The best way is to create teams from peoplewho do not work in the same department or
within the same discipline (marketing,
planning, strategy)
7/30/2019 939 3 Fashion 7th Lecture
74/87
THE TRANSLATION STAGE
At the translation stage, the discussed ideascaptured as notes, paper tears, images from
magazines, jpeg printouts, annotated scribbles
and inspirational collages, are used to
construct a more formalized picture of
potential products being considered
Some organizations prefer to do this as a wallchart that outlines each of the chosen trends
and then cluster around them a set of products
and ideas from other industries that might work
7/30/2019 939 3 Fashion 7th Lecture
75/87
THE TREND FUNNEL
If you are working with brands that want a
solution that is unique, copyrightable and
relevant to their brand DNA, pushing theidentified trends through something called
THE TREND FUNNEL is a better way of doing
things
7/30/2019 939 3 Fashion 7th Lecture
76/87
THE TREND FUNNEL
7/30/2019 939 3 Fashion 7th Lecture
77/87
THE TREND FUNNEL
7/30/2019 939 3 Fashion 7th Lecture
78/87
THE TREND FUNNEL
If executed properly, the trend funnel allows
you to be more creative, collaborative and
less prescriptive, and to develop a map or acartogram that designers and product
developers find easier to read and understand
7/30/2019 939 3 Fashion 7th Lecture
79/87
THE TREND FUNNEL
As the name suggests, a trend funnel encourages
each team to work through a series of stages, or
zones, that will attempt to filter out extraneous
ideas until the lowest zone of the funnel is achieved
Although they vary in the number of zones
required for a trend to pass through, all are
designed to be visually stimulating and to alloweach team to capture the visual and emotional
qualities of a trend, refracted through the lens of a
particular brand
7/30/2019 939 3 Fashion 7th Lecture
80/87
THE TREND FUNNEL
ZONE 1: TREND IDENTITY
Must contain:
a twenty-five to thirty-five word description of the
trends key characteristics
A visual storyboard that contains five to eight
images that attempts to define what the trendmeans and how its sense of experience might look
or feel
7/30/2019 939 3 Fashion 7th Lecture
81/87
THE TREND FUNNEL
ZONE 2: TREND DRIVERS
Must contain:
a short description of the underlying drivers
associated with each trend being reviewed
Sample visuals that might prompt you to think
about these drivers in the context of the trendbeing reviewed
7/30/2019 939 3 Fashion 7th Lecture
82/87
THE TREND FUNNEL
ZONE 3: TYPOLOGY/TARGET CONSUMER
GROUP
Must contain:A 25 word description of the emotional essence
of the typology being targeted (es twenty
something shoppers who want to experience a
brand as a live, engaging event)A series of images that offers a clear and
inequivocal montage of who is this typology, what
they look like
7/30/2019 939 3 Fashion 7th Lecture
83/87
THE TREND FUNNEL
ZONE 4: ASPIRATIONAL TOUCH POINTS
Must contain:
A short description using the words that bestdescribe the nature of the products they are
currently keen on seeking out (es: artisan, tactile,
premium, understated.)
7/30/2019 939 3 Fashion 7th Lecture
84/87
THE TREND FUNNEL
ZONE 5: TREND LOCATION
Must contain:
A short note on where the trend is happening,and consequently how and when it is likely to
impact first
7/30/2019 939 3 Fashion 7th Lecture
85/87
THE TREND FUNNEL
ZONE 6: TREND OPPORTUNITIES
Must contain:
A short,but exaustive description oftrend
opportunities: how this trend could be
developed, extended or used in other parts
of the business
THE IMMERSION STAGE
7/30/2019 939 3 Fashion 7th Lecture
86/87
THE IMMERSION STAGE
At this stage you work with the concepts
identified through the trend funnel and you
push down through a new series of zones,
known as
OPPORTUNITY CARTOGRAM to develop a
more coherent and articulate product concept
This concept then will be mocked up and
tested on a group of consumerswho
represent the targeted typology
THE OPPORTUNITY CARTOGRAM
7/30/2019 939 3 Fashion 7th Lecture
87/87
THE OPPORTUNITY CARTOGRAM
At this stage you work with the concepts
identified through the trend funnel and you
push down through a new series of zones,
known as
OPPORTUNITY CARTOGRAM to develop a
more coherent and articulate product concept
This concept then will be mocked up and
tested on a group of consumerswho
t th t t d t l