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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 | UAS Project
BOARD OF CONSULTANTS & DIRECTORS
Management Structure

Consulting & Corporate Governance Structure

Arifa Nur Azizah
Arifa Nur Azizah
Direktur Operasional (COO)
2512020103
Yusuf Putra Prasetya
Yusuf Putra Prasetya
Direktur Keuangan (CFO)
2512020092
Nihayatun Ni'mah
Nihayatun Ni'mah
Direktur Pemasaran (CMO)
2512020164
Ananda Nur Sa'diyah
Ananda Nur Sa'diyah
Direktur Teknologi (CTO)
2512020174
Alifia Wafi Aufa Azizah
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 prime mall locations Indonesia-wide.

Fast Fashion Model

New launches every 14 days keep inventories modern.

Strong Recognition

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

Operational Summary

HeadquartersJakarta, Indonesia
Retail Footprint15 Locations (5 Cities)
Target DemographicAges 18–30
Pricing RangeRp 100k – Rp 500k
Human Capital200 Personnel
PROBLEM IDENTIFICATION
Step 1: Diagnose
Problem Statement

The Retail Pivot Crisis

"Fashion Forward suffered a severe 25% drop in physical store revenue due to shifts in online preference, poor digital capabilities, and supply channel fragmentation."
Technology Starvation

IT budget restricted to Rp 200M resulted in a 5s+ load, non-mobile webpage and zero 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 said 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 (Rp Billion)

Declining stores vs. emerging online

2023 (300B)
2024 (270B)
2025 (240B)
Mall Stores Online

Unsold Deadstock Growth (Rp Billion)

Inventory capital locked in warehouse

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

Markdown hit gross profitability.

Turnover
4.0x → 2.5x

Inventory spends more time sitting.

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 & pickup terminals.
Month 8–9
05
Data Engine
Initialize algorithm pipeline to forecast buying behaviors via analytics.
Month 10–12
BUDGET ALLOCATION (RP 1.2B) & ETHICS
Step 4 & 5: Feasibility

Resource Deployment Plan

Strategic ComponentInvestmentROI KPI
Omni-Channel ERPRp 400.000.000+60% Accuracy
Mobile App DevRp 350.000.00050k Installs/Yr
E-Commerce & WebRp 200.000.000Load <2s
Store QR NodesRp 150.000.000+15% Traffic
Data & TalentRp 100.000.000-40% Stockout

Human Capital Ethics

Rather than mass layoffs (150 staff), we implement an Upskilling Transformation Program:

Digital Clientelism
Train staff as live online personal shoppers & order-fulfillment managers.
Incentive Match System
Staff earn commissions when visitors order via in-store QR code.
STRATEGIC OUTLOOK & CONCLUSION
Project Summary

The Future Roadmap

Projected Revenue Growth
+22% YoY

Expected return to peak valuation within 18 months.

Unsold Stock Liquidity
-50% Cost

Clearing deadstock through real-time localized distribution.

Strategic Indicators
50k+
App Downloads Year 1
Rp 1.2B
Full Budget Utilized
12 Mo
Full Rollout Timeline

Empowering Mrs. Dewi

This hybrid strategy 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)
Slide 1 of 9
UNP KEDIRI
UAS Case
CASE STUDY C: APPAREL RETAIL

Fashion Forward: Hybrid Omnichannel Pivot

Strategy for Integrating Physical-Digital Touchpoints under Rp 1.2 Billion Budget.

10–12 Min 5-Step UAS Project
Slide 2 of 9
MANAGEMENT STRUCTURE
Governance

Corporate Governance

Arifa Nur Azizah
Arifa Nur Azizah
Direktur Operasional (COO)
2512020103
Yusuf Putra Prasetya
Yusuf Putra Prasetya
CFO
2512020092
Nihayatun Ni'mah
Nihayatun Ni'mah
CMO
2512020164
Ananda Nur Sa'diyah
Ananda Nur Sa'diyah
CTO
2512020174
Alifia Wafi Aufa Azizah
Alifia Wafi Aufa Azizah
Lead Strategy Consultant
2512020191
Slide 3 of 9
COMPANY PROFILE
Case Overview

Fashion Forward at a Glance

Founded 2010 by Mrs. Dewi Sartika in Jakarta. Pioneered accessible fast-fashion for youth (18–30) with 15 prime mall locations Indonesia-wide.

Fast Fashion Model

New launches every 14 days.

Strong Recognition

500k IG followers, Indonesian-made heritage.

HeadquartersJakarta
Retail Footprint15 Locations
Target MarketAges 18–30
PricingRp 100k–500k
Headcount200 Personnel
Slide 4 of 9
PROBLEM IDENTIFICATION
Step 1

The Retail Pivot Crisis

"Fashion Forward suffered a severe 25% drop in physical store revenue due to shifts in online preference and poor digital capabilities."
"Slow & Hard to Navigate" — Ani

"I tried on my phone, ended up buying from ZALORA."

"Confusing Stockouts" — Citra

"Store ran out of sizes. Staff said to check online but it was too confusing."

"Need a Mobile App" — Budi

"If they had an app, I would use it instantly."

Slide 5 of 9
FINANCIAL DASHBOARD
Step 2

Revenue & Inventory Analysis

Revenue Channel (Rp Billion)
2023 — Store Rp240BOnline Rp60B
2024 — Store Rp190BOnline Rp80B
2025 — Store Rp150BOnline Rp90B
Profit Margin
12%→4%

Markdown pressure

Turnover
4.0x→2.5x

Slow inventory

Slide 6 of 9
5-STEP FRAMEWORK
Step 3 & 4

Hybrid Omnichannel Plan

01
Unify Stock
Cloud ERP for live stock across all locations.
Month 1–2
02
UX Remaster
Rebuild desktop & mobile web with high-speed framework.
Month 3–4
03
Native App
iOS & Android Apps with push notifications & carts.
Month 5–7
04
Store Tech
QR checkout & pickup terminals in all retail zones.
Month 8–9
05
Data Engine
Algorithm pipeline to forecast buying behaviors.
Month 10–12
Slide 7 of 9
BUDGET & ETHICS
Step 4 & 5

Resource Deployment Plan

ComponentBudget
Omni ERPRp 400.000.000
Mobile AppRp 350.000.000
E-Commerce/WebRp 200.000.000
Store QR NodesRp 150.000.000
Data & TalentRp 100.000.000
Digital Clientelism
Train staff as online shoppers & order managers.
Incentive Match
Staff earn commission when visitors order via QR.
Slide 8 of 9
STRATEGIC OUTLOOK
Summary

The Future Roadmap

Revenue Growth
+22% YoY

Return to peak in 18 months.

Stock Liquidity
-50% Cost

Clearing deadstock efficiently.

Empowering Mrs. Dewi

Hybrid strategy preserves the 15-year brand legacy while modernizing touchpoints with minimum risk.

Slide 9 of 9
UNP KEDIRI
Thank You

Q & A Session

Thank you for your attention. We are open for questions and discussions.

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