Planejamento estratégico: para um estúdio de design de moda 3D

Abstract

The present study focuses on strategic planning applied to a 3D fashion design studio, aiming to structure the strategic planning of Gasp Fashion Lab 3D in order to contribute to its organizational development and competitive strengthening. Regarding methodological procedures, the research is characterized as applied, descriptive, and qualitative, using the case study as an investigation strategy. Thus, data collection was carried out through document analysis, participant observation, and a semi-structured interview with the company owner. The information obtained allowed for an understanding of the studio's organizational context and the identification of relevant factors for formulating strategic guidelines. The results showed that the digital fashion sector presents opportunities associated with technological advancement, the growing demand for sustainable solutions, and the expansion of digitalization in creative and production processes. On the other hand, challenges were identified related to increasing competition, the need for constant technological updating, and the owner's operational dependence. The internal analysis demonstrated that the company has competitive advantages linked to innovation, sustainability, service customization, and operational flexibility, although it shows limitations in financial management, brand recognition, and process formalization. Based on the organizational diagnosis, a strategic planning proposal was drawn up including mission, vision, and values, as well as five strategic objectives aimed at increasing market presence, expanding the client portfolio, strengthening financial management, consolidating the company as a reference in innovation and sustainability, and increasing operational capacity. To enable the implementation of these guidelines, goals and action plans were established using the 5W2H tool, in addition to recommending monitoring and control mechanisms based on performance indicators and the PDCA cycle. In this way, the studio will be provided with better conditions to guide its decisions, seize market opportunities, minimize risks, and promote more sustainable organizational growth aligned with the transformations in digital fashion.