Chanel Range Plan Portfolio

P RODUCT M ANAGEMENT

CHANEL RANGE PLAN PORTFOLIO MS C S TRATEGIC F ASHION M ANAGEMENT G ABRIELA F ERNANDES 18028067

I, Gabriela Fernandes (18028067), certify that this is an original piece of work.

I have acknowledged all sources and citations. No section of this essay has been plagiarised.

Word Count: 2 178

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TABLE OF CONTENTS Introduction ........................................................................................................................................................................................................4 SDG 12: Sustainable Consumption and Production ........................................................................................................................................................... 4 Covid-19 ............................................................................................................................................................................................................................... 4

Market Research .................................................................................................................................................................................................5 Competitive Analysis........................................................................................................................................................................................................... 5 In-store vs Online .................................................................................................................................................................................................................................................................................5 Transparency .........................................................................................................................................................................................................................................................................................5

The Product Range ............................................................................................................................................................................................................. 6 Customer Analysis............................................................................................................................................................................................................... 8

Range Direction ................................................................................................................................................................................................ 10 Seasonal Trend Summary ................................................................................................................................................................................................. 10 Product Concept and Direction ........................................................................................................................................................................................ 12 Colour Palette .................................................................................................................................................................................................................... 12 Fabric Selection ................................................................................................................................................................................................................. 13

Range Structure ................................................................................................................................................................................................. 14 Key Shapes / Silhouettes .................................................................................................................................................................................................. 14 Fashionability Mix ............................................................................................................................................................................................................ 14

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Pricing Architecture .......................................................................................................................................................................................................... 15 Overview of the Range ...................................................................................................................................................................................................... 16

Sustainable Sourcing Approach ........................................................................................................................................................................ 19 Chanel’s Current Sustainable Practices .......................................................................................................................................................................................................................................... 19 Recommendations ............................................................................................................................................................................................................................................................................. 19

References ......................................................................................................................................................................................................... 21

Table of Figures Figure 1 - Website Comparison

5

Figure 2 - Chanel & Dior Colour Comparison (Edited)

6

Figure 3 - Chanel & Dior Pattern Comparison (Edited)

7

Figure 4 - Chanel & Dior Product by Category (Comp Shop)

7

Figure 5 - Customer Profile/Pen Portrait (Comp Shop & Survey)

8

Figure 6 - Chanel's New Target Customer for the Range

9

Figure 7 – Seasonal Trend Analysis 1

10

Figure 8 - Seasonal Trend Analysis 2

11

Figure 9 – Seasonal Trend Analysis 2 Moodboard

11

Figure 10 - Range Colour Palette

12

Figure 11 - Fashionability Mix Comparison

14

Figure 12 – Pricing Architecture

15

Figure 13 - Selected Countries

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INTRODUCTION consumer will heavily focus on sustainability, e-commerce will boom

SDG 12: SUSTAINABLE CONSUMPTION AND PRODUCTION

as a consequence of the lockdowns, and purchases will be more

The fashion industry is the second most polluting industry

pondered than ever.

worldwide. From the textile supply to the waste disposal, a product’s life can be damaging to the environment in many different ways. As

Although Covid-19 might have a negative economic effect on

an effort to tackle numerous global issues, the United Nations

most companies, it comes as an opportunity to reshape the fashion

introduced the Sustainable Development Goals (SDG), in 2016.

industry, as it functions as “a call to action for many brands to pivot, hitting reset on how they operate” (WGSN, 2020). Customers are

Most relevant to the fashion industry is SDG 12, which is

increasingly demanding in relation to a company’s sustainability

concerned with sustainable consumption and production patterns.

practices (Dirvanauskas, 2020), and brands are forced to address this

This goal aims at achieving a sustainable model of consumption and

need. Chanel, however, has not yet had a satisfactory response to this

production, mostly by “reducing resource use, degradation and

issue.

pollution” (United Nations, no date).

Consequently, this portfolio is created with the intention of

COVID-19

presenting an innovative product range that will aim at improving

According to McKinsey (2020), due to Covid-19, the direction

Chanel’s sustainability approach and transparency, whilst driving

the industry was taking will be exacerbated, especially for luxury

growth, customer engagement, market share, while simultaneously

companies, as these consist mostly of discretionary purchases. The

battling the consequences of the Covid-19 pandemic.

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MARKET RESEARCH COMPETITIVE ANALYSIS In a crowded industry such as fashion, it is necessary that

Customer Service

companies seek to attain competitive advantage against its

Easy Navigation

competitors (Porter, 2004) being therefore important to comprehend

Not Available

Not Available

No

Yes

FIGURE 1 - WEBSITE COMPARISON

the competition’s offering and how to exceed it. After evaluating both

Chanel has so far relied on in-store purchases. It is crucial that

Chanel and its main competitor, Dior, it is possible to arrive at some

Chanel evolves in this area, particularly due to the pandemic and the

conclusions.

consequent consumer shifts it originated (McKinsey & BoF, 2020). For the S/S 21 season, it is advisable that Chanel would both improve its

IN-STORE VS ONLINE

website as well as enabling online purchases of the collection.

In terms of in-store experience, the brands offer very similar

TRANSPARENCY

experiences (Comp Shop). However, there is a major difference when comparing both brand’s websites, where Chanel is in disadvantage.

Chanel

Dior

Sorting Option

Not Available

Available

Search Engine

Not Effective

Effective

Online Purchase

Not Available

Partially Available

According to Fashion Revolution (2019), Chanel scores 10% on the Fashion Transparency Index (Sustainability Approach), which compares to 22% scored by Dior. In addition, Dior was nominated as the “biggest mover”: this means that it was the brand who has significantly increased their transparency the most since 2018.

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THE PRODUCT RANGE Sustainability

Colour and Pattern

Despite Dior’s S/S 20 collection not having any substantial

In terms of colour, it is clear from both primary (observation)

sustainability component it already touched upon the sustainability

and secondary research that Dior has a wider range of colours than

trend (SWOT). This, in addition to their improvements in regards of

Chanel.

the Fashion Transparency Index 2019, reveals that the company is

Chanel:

making efforts to meet customer’s expectations and accompany the

Dior:

direction the industry is taking.

Conversely, Chanel has no correlation to sustainability in the public’s eye (Survey). This puts Chanel in a dangerous place, as competition is exceptionally intense, and many luxury companies, such as Dior, are already delivering sustainable offerings and high transparency, putting Chanel to the back in the race to meet customer’s demands (SWOT).

FIGURE 2 - CHANEL & DIOR COLOUR COMPARISON (EDITED)

Despite having the same overall tones, Dior elaborates more on each one. This correlates with each brand’s customer and its demographics (Comp Shop).

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respective brand image. In the Bottoms vs Skirts difference, it is justifiable that Chanel has more focus on skirts rather than bottoms due to the feminine image, which also applies to dresses. Dior, however, by having a broader target audience (Comp Shop), offers a more uniform percentage across categories.

Chanel

Dior

Jackets

20%

16%

Coats

5%

15%

Woven Tops

14%

12%

Knitted Tops

2%

10%

Jersey Tops

1%

3%

Bottoms

14%

18%

almost half of total offering, in comparison to about 5% on Chanel’s

Skirts

20%

12%

offering.

Dresses

14%

7%

All in One

5%

6%

FIGURE 3 - CHANEL & DIOR PATTERN COMPARISON (EDITED)

Similarly, we can see that Dior’s pattern offering accounts for

Product by Category

FIGURE 4 - CHANEL & DIOR PRODUCT BY CATEGORY (COMP SHOP)

The brands have similar offerings (Figure 4). There are slight differences in certain categories, however, these are in tune with the

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CUSTOMER ANALYSIS The brand’s target customer plays a crucial role in the

Chanel Target/Loyal Customer

and what motivates them to purchase so a valuable product offering

Female

Gender

can be delivered (Clark, 2014).

Higher Education

Education

High position with very high earnings

Job

Although it is important to nurture loyal customers, the

Upper Class/Upper Middle Class

Social Class

range’s focus on sustainability poses as an opportunity to target a

Married with children

Family Shopping

development of the range. It is necessary to understand the customer

Middle Age (35 – 55)

Age

-

customer that demonstrates a greater interest in the topic, which

Wants to illustrate their social status by their

contributes to an increased market share and drives growth by

purchases;

Patterns -

exploring a new brand positioning (SWOT).

Understands fashion and cares about the product’s quality; Enjoys shopping at prestigious, heritage brands, such

According to McKinsey & BoF (2020), the “focus on

as Chanel, Louis Vuitton, Dior, Prada, Burberry, Yves

sustainability will be especially prominent for Gen-Z shoppers, whose

Saint Laurent, etc;

concerns for the environment were already heightened pre-crisis”. In

Well educated, sophisticated, elegant;

addition, these shoppers are digital natives (Francis & Hoefel, 2018),

-

Enjoys the social status they possess;

which enables Chanel to launch their improved website and online

-

Likes to enjoy their money and family time;

-

Social group consists of like-minded people, from the

-

Traits/Values Lifestyle

purchases to a customer that is familiar with this channel.

same social class and purchase habits.

FIGURE 5 - CUSTOMER PROFILE/PEN PORTRAIT (COMP SHOP & SURVEY)

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Chanel New Target Customer Late Teens to Young Adults (18 – 25)

Age

Female

Gender Education

Enrolled in Higher Education (or transitioning to/from) Unemployed or getting their first job as a graduate

Job

Upper Class/Upper Middle Class

Social Class

Single/Dating

Marital Status Shopping

-

purchases, although is not defined by it;

Patterns

Traits/Values

Likes to illustrate their social status by their

-

Is not particularly loyal to a brand;

-

Shops at: Stella McCartney, Zara, Balenciaga, Gucci

-

Feminine, independent, classy;

-

Understands fashion and likes to know about trends;

-

Likes to dress fashionably, yet has her own style;

-

Shows interested in current affairs, such as sustainability

Lifestyle

-

Consumes social media on a regular basis;

FIGURE 6 - CHANEL'S NEW TARGET CUSTOMER FOR THE RANGE PEN PORTRAIT/CUSTOMER PROFILE

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RANGE DIRECTION SEASONAL TREND SUMMARY

For the Spring/Summer 2021 season, sustainability will be at

Trend Inspiration

Nature Sustainability Trans seasonality Minimalism Comfort Localism Return to craftmanship

Colour

Natural colours Neutral colours Warm tones Flexible seasonal colour rules

Prints & Graphics

Nature inspired prints DIY dye Tie dye Floral prints Animal prints

the core of almost every aspect. According to McKinsey (2020), “consumers will seek for “investment” pieces – minimalist, lastforever items – that feel more responsible given the state of the world”. In addition, “as consumers look to buy less but better, there will be a greater need for versatile, trans seasonal items fit for every eventuality” (Watkins, 2020), which will be a defining proposition for this take on the season.

FIGURE 7 – SEASONAL TREND ANALYSIS 1 (Watkins, 2020; Perry, 2020)

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However, there is also a possibility that once there is “light at the end of the tunnel”, some customers on the wealthier demographics – to whom Chanel also caters – might decide to spend their money on “decadent, fun, outrageous and exuberant things” (McKinsey & BoF, 2020). To answer this need, the trend based on the translation of digital reality through fashion is key.

Trend Inspiration

Retro gaming influences Bringing the digital realm into physical reality Retro inspiration Mixing femininity with camp Futuristic aesthetic History meeting digital

Colour

Artificial, saturated colours

Prints & Graphics

Stripes Vibrant florals Liquid colours Digitally inspired ombrés Artificial checks

FIGURE 8 - SEASONAL TREND ANALYSIS 2 (Ross, 2019; Skliarova & Palmer, 2019)

FIGURE 9 – SEASONAL TREND ANALYSIS 2 MOODBOARD (@doan_ly, 2018; WGSN, 2019)

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PRODUCT CONCEPT AND DIRECTION

COLOUR PALETTE For the S/S 21 season, the colour palette will consist mostly of

“The fashion industry has now an inventory problem”

two sides of the spectrum: “while natural hues will be key, we will also

(Fernandez, 2020), as demand for clothing falls due to the pandemic,

see the growing presence of technology influence colours with an

“retailers face being left with mountains of unsold spring and summer

artificial edge” (Boddy, 2019).While the collection is mainly focused

stock” (Sutherland, 2020). To manage this unprecedented situation,

on neutrality, matching Chanel’s brand image, a few pieces will cater

the S/S 21 range will be an upcycled version of unsold inventory, while

to a more fun, daring customer, aiming at a younger demographic.

still integrating new, innovative fabrics and designs. This will include features like removable and convertible aspects of clothing as well as

Chanel’s best-selling neutrals (Comp Shop; EDITED) will

multiway product options, aimed at extending the product’s

incorporate the range – white, black, beige tones – as well as yellows,

wearability.

greens and blues. These colours are forecasted to be popular in S/S 21

In terms of trends, the larger part of the range will feature

(Boddy,

2020),

generating

consumer

interest,

simultaneously pushing Chanel to develop its colour portfolio.

versatile colours and patterns (neutral colours, nature related visual content), however a few pieces will showcase more unusual colours and patterns (tie dye, liquid patterns, bold colours) which is aimed at expanding Chanel’s portfolio and attracting a younger customer, or customers with a different approach to spending.

FIGURE 10 - RANGE COLOUR PALETTE (Ross, 2020; Boddy, 2019)

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while

FABRIC SELECTION

Tencel with beetled finish

Tweed

In order to generate material-led innovation, it is necessary to keep in mind all aspects from sourcing to disposability (Fletcher and Grose, 2012). Given the current situation, the upcycling of unsold inventory will be a central part of the range, not only in a sustainable perspective but in a marketing perspective as well (Fernandez, 2020).

Recycled Linen

Due to Chanel’s luxurious, high quality standards, clothes are

Recycled Cotton

meant to last a long time in the customer’s wardrobe, and perhaps it would not be viable to introduce a recycling program. Instead, the best next alternative to a circular economy is the use of biodegradable fabrics made from plant- and animal-based fibres (Blackburn, 2005).

Linen Tencel Blend

Viscose

The key fabrics for S/S 21 will either be recycled from unsold inventory/production waste (cotton, wool, linen) or new innovative fabrics, such as Lyocell TencelÒ and Viscose EcoveroÒ. This is adequate for the range as it tackles the inventory issue while generating positive brand image. The introduction of the new fabrics is also pertinent, as it fits with the concept and allows the company to evaluate how customers react.

(WGSN, 2019; Fabric Ville (no date); Abode Living, 13

no date; Eco Butterfly, no date; Beaut4ecotex, no date; Fabrics Hemmers, no date)

RANGE STRUCTURE KEY SHAPES / SILHOUETTES

FASHIONABILITY MIX From the CompShop analysis, it was possible to deduct

For S/S 21, femininity mixed with practical pieces will be key

Chanel’s fashionability mix split from S/S 20.

(Perry, 2020; Ross, 2020). Relaxed silhouettes that also reflect a feminine side are not only forecasted, but they also fit perfectly with the customer. The integration of feminine details (ruffles, frills, ruched and wrapped details, puff sleeve) with easy to wear, comfortable pieces are therefore dictating the season.

Fashionabilities

S/S 20

S/S 21

Core

44%

45%

Fashion

31%

36%

High Fashion

25%

19%

To improve versatility, removable and adjustable pieces will FIGURE 11 - FASHIONABILITY MIX COMPARISON

also integrate the collection. Matching sets are also illustrative of this, as easy to style and “they can be worn separately, offering more

Chanel’s main consumer is perhaps more drawn to core,

reasons to buy” (Perry, 2020).

Chanel classic fashionabilities. The new segment, however, is more

The classic Chanel jacket is a crucial part of the collection, as

daring and will be more attracted to fashionable, unique pieces

it is a long-term best seller (CompShop). There will be 2 options to

(fashion and high fashion fashionabilities). Although each look will

this classic piece: one destined to the loyal customer, and other to

have a specific target in mind, to fulfil both customers’ expectations,

the new customer.

a mix of fashionabilities will incorporate each look, in order to offer something of interest to both customers.

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PRICING ARCHITECTURE The pricing architecture of the range will be aligned with the fashionabilities (core = good; fashion = better; high fashion = best), however, some pieces that have special features or have special value to the customer, will be classed in the next tier of price point.

Chanel has most of their products in the “better” price point (Comp Shop), which was also taken into account. The pricing architecture will therefore be as follows:

Best

Good

Better FIGURE 12 – PRICING ARCHITECTURE

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OVERVIEW OF THE RANGE

Core

Classic Chanel Jacket

Classic Chanel Jacket

Wrapped Top

Logo Wrapped T-Shirt

Wide Leg Volume

Jacket (Chanel Classic)

Jacket (Chanel Classic)

Woven Top

Jersey Top

Trousers

Colour:

Spirulina (Green)

Buttered Yellow/Beige

White with Spirulina detail

White

Black

Fabric:

Lyocell TencelÒ (beetled finish) 33

Recycled Tweed

Lyocell TencelÒ

Recycled Cotton

Recycled Linen

40

33

20

25

Better

Better

Better

Good

Good

Name: Category:

Higg MSI: Price:

16

Fashion

Convertible Jumpsuit

Flared Leg High Waist Shorts

Structured Mini Skirt

Textured Shirt

Jumpsuit

Shorts

Skirt

Woven Top

Colour:

Gallnut Pink

Buttered Yellow/Beige

Spirulina/multicolour detail

Yellow

Fabric:

Recycled Linen/ Viscose EcoveroĂ’

Recycled Tweed

Recycled Cotton

32

40

Lyocell TencelĂ’ (beetled finish) 33

Best

Better

Better

Good

Name: Category:

Higg MSI: Price:

17

20

High Fashion

Double Tailored Coat

Tie Dye Cape Dress

Coat

Dress

Colour:

Multi-Colour

Blue (Aqua) / Quiet Wave Green/ White

Fabric:

Recycled Wool

Viscose EcoveroÃ’

40

34

Best

Best

Name: Category:

Higg MSI: Price:

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SUSTAINABLE SOURCING APPROACH

RECOMMENDATIONS The retailer’s current sustainability approach does not

CHANEL’S CURRENT SUSTAINABLE PRACTICES

accommodate SDG 12. Chanel needs improvement in several fronts,

Due to the lack of transparency the brand is currently

which is a process to be developed over time. For the range, the focus

displaying, it is unclear where Chanel stands in terms of sustainability.

will be on increasing Chanel’s transparency regarding the supply chain, particularly the early stages of the products (textile supply and

Despite Chanel claiming to be working towards a better future

production).

in terms of sustainability on its annual “Report to Society” – the only official document where sustainability is addressed – there is no

To verify the authenticity and substantial change the company

substantial evidence to support that, which is corroborated in Fashion

is aiming at, the range will adhere to certification programs. The

Revolution’s Transparency Index (Appendix/Sustainable Approach

target is acquiring 3 certificates, each addressing a specific aspect of

Template). In particular, there is a lack of information regarding the

improvement (Appendix): Blue Sign, Cradle to Cradle and Global

sourcing of raw materials and suppliers, which is a fundamental step

Recycle Standard. This will consequently have a positive impact on

in the supply chain and to SDG 12 regarding production.

Chanel’s position in the Fashion Revolution Transparency Index.

There are some efforts the brand is making towards this goal

Due to Chanel’s status in creating excellent, exclusive

– such as reduction of carbon emission and transitioning to green

products

energy – however, these steps are by themselves insufficient.

manufactures in Europe only – Italy, France, Scotland (Chanel, no

focusing

on

craftmanship,

the

brand

currently

date). This is favourable for the UK market, as shipping time, costs and environmental impact are lower than sourcing from more distant countries (Rinaldi and Testa, 2015).

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Consequently, the countries where garments are produced will remain the same. However, the factories chosen should follow the certifications’ requirements and guidelines. The volume of the range is also low as to provide exclusivity.

Country

Expertise

Garment

“Renowned for printed

Italy

fabrics, especially on

Convertible Jumpsuit

viscose basecloths”

Tie Dye Cape Dress

(Goworek, 2007) Textured Shirt

France

“Printing of a variety of

Logo Wrapped T-Shirt

natural and synthetic

Wide Leg Volume Trousers

cloths, particularly printed

Classic Chanel Jacket

cotton” (Goworek, 2007)

Wrapped Top Structured Mini Skirt

Scotland

“Mainly traditional

Classic Chanel Jacket Flared

woollen cloth” (Goworek,

Leg High Waist Shorts

2007)

Double Tailored Coat

FIGURE 13 - SELECTED COUNTRIES

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-

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21

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-

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-

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Concepts

S/S

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GameScape.

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A.

(2020)

Buyer’s

Briefing

S/S

21:

Womenswear

Colour;

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/87073/page/1 -

Ross, A.; Wharton, I.; Krag, G. (2020); Buyer’s Briefing S/S 21: Womenswear Print & Pattern; Available at: https://www-wgsncom.arts.idm.oclc.org/content/board_viewer/#/86901/page/1

-

Sensfun (no date) Available at: https://www.amazon.com/Backdrop-Photography-Background-Photobooth-JJ001/dp/B07L6CMKQJ

-

Skliarova, J. et Palmer, H. (2019) Women’s Textiles Style Trend Concepts S/S 21: GameScape. Available at: https://www-wgsncom.arts.idm.oclc.org/content/board_viewer/#/84081/page/13

-

Sutherland, E. (2020) What Can Retailers Do With Their Spring 20 Stock Mountain?. Avaliable at: https://www-drapersonlinecom.arts.idm.oclc.org/business-operations/what-can-retailers-do-with-their-spring-20-stockmountain/7040300.article?search=https%3a%2f%2fwww.drapersonline.com%2fsearcharticles%3fqsearch%3d1%26keywords%3dinventory (Accessed: 24/05/2020)

-

United Nations (no date) About the Sustainable Development Goals. Available at: https://www.un.org/sustainabledevelopment/sustainabledevelopment-goals/ (Accessed: 15/04/2020)

-

United

Nations

(no

date)

Goal

12:

Ensure

sustainable

consumption

and

production

https://www.un.org/sustainabledevelopment/sustainable-consumption-production/ (Accessed: 15/04/2020)

24

patterns.

Available

at:

-

Watkins,

H.

(2020);

Staycation:

Prints

&

Graphics

Capsule

S/S

21;

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/86674/page/3 -

WGSN (2019) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84323/page/10

-

WGSN (2019) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84081/page/11

-

WGSN (2019) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84081/page/5

-

WGSN (2020) Coronavirus: Luxury Strategies. Available at: https://www-wgsn-com.arts.idm.oclc.org/insight/article/87034 (Accessed: 27/04/2020)

-

WGSN Original CADs/Flats/Prints and Graphics •

Look 1 -

soft_bucket (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/87420/page/6

-

soft_tote (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/87420/page/4

-

STAYCATION_DESIGN_CAPSULE_S.S_21e_1_copie

(no

date)

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/86845/page/7 -

Watkins,

H.

(2020)

Textural_Painterly_Stripe.

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/86674/page/6 •

Look 2 -

chain_strap_mini (no date). Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84801/page/6

-

cut_and_sew_S.S_21_3 (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/85549/page/8

-

Outerwear_A.W_20_21_X9_6

(no

date)

Available

com.arts.idm.oclc.org/library/results/1a36270f0ab5852249a8991cb2ae5ee0

25

at:

https://www-wgsn-

-

STAYCATION_DESIGN_CAPSULE_S.S_21_3_copie

(no

date)

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/86845/page/8 -

the_semi_rimless_cat_eye

(no

date).

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/84746/page/9 -

Watkins,

H.

(2020)

Textural_geo_22.

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/86674/page/5 •

Look 3 -

landscape_case (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84801/page/8

-

Lyne-Watt,

K.

(no

date)

Blotched_Blooms_floral_painterly_naive_print.

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/content/board_viewer/#/85637/page/3 -

marian_shirt_X1_copie

(no

date)

Available

at:

https://www-wgsn-

com.arts.idm.oclc.org/library/results/d054adafb1bb37c46be977ededdca356 -

Outerwear_A.W_20_21_X9_6

(no

date)

Available

at:

https://www-wgsn-

at:

https://www-wgsn-

com.arts.idm.oclc.org/library/results/1a36270f0ab5852249a8991cb2ae5ee0 -

SS21_Structured_Mini_Skirt

(no

date).

Available

com.arts.idm.oclc.org/content/board_viewer/#/85505/page/3 •

the_ruffle_scrunchie (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84454/page/10

Look 4 -

S.S_21_Dresses_3 (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/85410/page/9

-

the_hexagonal_frame (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84746/page/8

26

•

-

Look 5 -

10.volumetrouser (no date). Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/85572/page/8

-

Cut_and_sew_S.S_21_7 (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/85549/page/6

-

Lizzy_Outerwear_1 (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/85366/page/6

-

the_extended_rectangle (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84746/page/7

-

trapezoid (no date) Available at: https://www-wgsn-com.arts.idm.oclc.org/content/board_viewer/#/84801/page/3

Yiannakou,

L.

(2020);

Buyer’s

Briefing

S/S

21:

Womenswear

Key

Details;

Available

com.arts.idm.oclc.org/content/board_viewer/#/87069/page/1 -

@doan_ly (2018) [Instagram]. 2nd August. Available at: https://www.instagram.com/p/Bl9Rgavnc61/

-

@emma.hill_art (2019) [Instagram]. 10th June. Available at: https://www.instagram.com/p/ByhOBwyn7El/

27

at:

https://www-wgsn-