UNIVERSITAS NUSANTARA PGRI KEDIRI
UAS Business Case Presentation
CASE STUDY C: APPAREL RETAIL

Fashion Forward: Navigating the Hybrid Omnichannel Pivot

An Innovative Strategy for Integrating Physical-Digital Touchpoints under a strict Rp 1.2 Billion Budget Limit.

10-12 Min Pitch
|
5-Step Framework
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UAS Project
BOARD OF CONSULTANTS & DIRECTORS
Management Structure

Consulting & Corporate Governance Structure

Arifa Nur Azizah
Direktur Operasional (COO)
2512020103
Yusuf Putra Prasetya
Direktur Keuangan (CFO)
2512020092
Nihayatun Ni'mah
Direktur Pemasaran (CMO)
2512020164
Ananda Nur Sa'diyah
Direktur Teknologi (CTO)
2512020174
Alifia Wafi Aufa Azizah
Lead Strategy Consultant
2512020191
COMPANY PROFILE: FASHION FORWARD
Case Overview

Fashion Forward at a Glance

Founded in 2010 by former buyer Mrs. Dewi Sartika in Jakarta, Fashion Forward pioneered accessible fast-fashion for youth (18-30). Growing rapidly, the brand now has 15 highly prime mall locations Indonesian-wide.

Fast Fashion Model

New product launches every 14 days keep inventories modern.

Strong Recognition

500k IG followers with deeply rooted "Indonesian-made" heritage.

Operational Summary

HeadquartersJakarta, Indonesia
Retail Footprint15 Locations (5 Cities)
Target DemographicYoung Adults (Ages 18-30)
Item Pricing MatrixRp 100k – Rp 500k
Human Capital200 Personnel
PROBLEM IDENTIFICATION: CORE CHALLENGES
Step 1: Diagnose
Problem Statement

The Retail Pivot Crisis

"Fashion Forward has suffered a severe 25% drop in physical store revenue due to shifts in online preference, poor digital storefront capabilities, and severe supply channel fragmentation, losing critical share to agile online-first brands."

Technology Starvation:

Historically restricted IT budget of only Rp 200 million has resulted in a slow (5s+ load), non-mobile responsive webpage and absolutely no native applications.

Customer Sentiment Analysis

"Slow & Hard to Navigate Website" - Ani, Student

"I tried on my phone, ended up leaving and purchasing from ZALORA."

"Confusing Inventory & Stockouts" - Citra, Executive

"Store ran out of sizes. Staff told me to check online but the system was too confusing."

"Desire for Mobile Interface" - Budi, Office Worker

"I prefer to buy via mobile. If they had an app, I would use it instantly."

FINANCIAL & INVENTORY ANALYSIS DASHBOARD
Step 2: Quantitative Data

Revenue Channel Breakdown (Rp Billion)

Declining retail stores vs. emerging online platforms

Store: Rp 240 Billion
Online: Rp 60 Billion
2023 (Rp 300B)
Store: Rp 190 Billion
Online: Rp 80 Billion
2024 (Rp 270B)
Store: Rp 150 Billion
Online: Rp 90 Billion
2025 (Rp 240B)
Mall Stores Sales Online Channels

Unsold Deadstock Growth (Rp Billion)

Unmanaged inventory capital locked in warehouse

2023 Rp 30 Billion
2024 Rp 45 Billion
2025 Rp 60 Billion
Profit Margin Squeeze 12% → 4%

Continuous markdown hit gross profitability.

Turnover Velocity 4.0x → 2.5x

Inventory spends more time sitting in hubs.

5-STEP STRATEGIC FRAMEWORK
Step 3 & 4: Innovate

Implementing the Hybrid Omnichannel Plan

01

Unify Stock

Implement unified cloud ERP for live stock nodes across all locations.

Month 1-2
02

UX Remaster

Rebuild desktop & mobile web using high-speed framework scripts.

Month 3-4
03

Native App

Build iOS & Android Apps featuring push notifications and active carts.

Month 5-7
04

Store Tech

Equip retail zones with interactive QR checkout codes & pickup terminals.

Month 8-9
05

Data Engine

Initialize algorithm pipeline to forecast buying behaviors based on analytics.

Month 10-12
BUDGET ALLOCATION (RP 1.2B) & ETHICS
Step 4 & 5: Feasibility

Resource Deployment Plan

Strategic Component Investment Amount ROI KPI Target
Dynamic Omni-Channel ERPRp 400.000.000+60% Stock Accuracy
Mobile App DevelopmentRp 350.000.00050k Installs Year 1
E-Commerce & Web RemasterRp 200.000.000Load speed < 2s
Store Digitization & QR NodesRp 150.000.000+15% Foot Traffic
Data Forecasting & TalentRp 100.000.000-40% Out-of-Stock

Human Capital Ethics

Rather than utilizing mass store layoffs (150 retail professionals) to fund operations, we implement a positive Upskilling Transformation Program:

Digital Clientelism

Train store staff to act as live online personal shoppers & order-fulfillment managers.

Incentive Match System

Physical staff receive commissions when store-located visitors order via QR code.

STRATEGIC OUTLOOK & CONCLUSION
Project Summary

The Future Roadmap

By integrating physical and digital assets, Fashion Forward does not simply survive; it secures a distinctive leadership footprint over competitors like StyleID & ZALORA.

Projected Revenue Growth +22% YoY

Expected to return to peak valuation within 18 months.

Unsold Stock Liquidity -50% Cost

Clearing deadstock through real-time localized distribution.

Empowering Mrs. Dewi

This hybrid strategy perfectly preserves the 15-year brand legacy while modernizing customer touchpoints with minimum financial risk.

Ready for Q&A Session
UNIVERSITAS NUSANTARA PGRI KEDIRI
Thank You

Question & Answer Session

Thank you for your valuable attention. We are ready and open for any feedback, questions, and discussions to advance this presentation.

Presented by Project Group 5:
Arifa (COO) Yusuf (CFO) Nihayatun (CMO) Ananda (CTO) Alifia (Lead Strategy)