Work experience report Marta Maillet Tapias

Up to the present, Kerstin Krause Madrid, has had clear the type of clothing and service
it wants to provide to its customers. The brand has a type of product that appeals to that
type of target group, the Kerstin Krause Madrid woman. But now that Kerstin Krause
Madrid is on the process of expanding it wants to create a greater impact to the public and
start acquiring settled and loyal customers for the brand.
In this process of expansion, things change, the image dilates, new challenges, greater
infrastructure, new environments …etc. Thus, it is necessary to redefine the type of
product the brand is selling to the customer, so that Kerstin Krause Madrid can send to
the customer a clear and refreshed message of the brand and its products.
Moreover, to reach better the customer, Kerstin Krause Madrid has to have clear: what
are their products, what do they say about the company and its design. This redefining
has to happen from within, somewhere along the design process and the collection
building stage, and then be portrayed outwards to the customers. By the use of a collection
building method, this can be implemented easily on any type of collection as depending
if a product is profile, core or basic can help the brand segment its garments into helpful
categories for many different purposes, especially design wise.
Considering Kerstin Krause Madrid’s type of clothing and couture designing, we can fit
the brand into the prism model (appendix 1), consisting of a bigger segment of core
products, a smaller of profile and finally a small group of basic pieces. When putting up
a collection, this type of frame- does not limit you- it gives you a structured and clear
picture of what the products say about the brand. For instance the profile pieces are the
brand building, the eye candy, your showpieces to your customers and these and often
profitable and are high-end priced. The Core pieces define the brand, its DNA when it
comes to the design, these are the main part of the collection and characterise the product
and are of mid-price. At last, we have the basic pieces, the invisible pieces of the
collection but which the brand survival depends upon. It is here were we count on making
money, as these products are low-prices and basic for dressing.
Therefore, in these expanding times Kerstin Krause Madrid can benefit of using the prism
model, when building a collection, independently of the line, as subsequently it can
identify the pieces that define the brand, it can know where to invest design wise (profile)
or where to save money by having re-runners. Thus, the brand can put the emphasis where
it is needed for instance nowadays, which would be on the core products as well as in the
profile as it wants to redefine and build the brand throughout its own clothing. With this,
the brand also achieves an effective structure and a schematic way of seeing all the styles
and it can easily see the strengths and weaknesses of the collections.
With this Kerstin Krause Madrid can estimate, calculate, and plan what their products
portray to the customer, what defines the brand, where to invest and develop product wise
and where to make sure money. This in any design company establishes a fixed
methodology when setting up collections, Moreover it makes the design process flow
smoother creating a more efficient and internal brand structure. It is a long-term
advantage, benefit and investment as it can later be applied to any upcoming future lines.