We restructured the Design and R&D department of TOUS. Our goal was to optimize efficiency and foster innovation within the department.
We implemented new work methodologies and promoted collaboration among various teams. These initiatives led to significant improvements in the productivity and quality of the products developed, strengthening TOUS’s capacity to innovate and remain competitive in the market.
We developed a comprehensive plan for the international expansion of LILY, covering the introduction to Europe and analysis of the Russian market. This included extensive research, strategic analysis, and the formulation of a detailed action plan with specific timelines and deliverables.
We evaluated the European market, analyzed the competition, and created a strategic positioning map. In Russia, we identified opportunities and challenges, formulating effective entry strategies. The implementation resulted in a solid foundation for LILY in Europe and an effective plan for its expansion in Russia.
We designed and established the purchasing office structure for RENNER in Asia (China, India, Indonesia, Vietnam, Bangladesh, and Pakistan), the largest Brazilian retailer. Our approach included defining processes, hiring teams, and implementing management systems.
This structure allowed RENNER to optimize its purchasing operations and improve efficiency in the supply chain.
Focused on expanding its international presence and improving its internal operations.
This project included evaluating market opportunities, developing commercial strategies, and implementing improvements in the marketing team’s structure. This project helped Miroglio strengthen its market position.
We created a comprehensive business plan for Arrtco, owned by Hempel Group. It included market analysis, commercial strategy development, and the implementation of a design lab to strengthen the product offering and optimize the supply chain.
The focus was on transforming Hempel from a manufacturer to a competitive lifestyle retailer and brand manager.
We developed an internationalization plan for AMC, focusing on the Colcci brand.
This project included market entry strategies, strategic alliances, and feasibility analysis. Our work enabled AMC to expand its global presence and strengthen its position in the fashion market.
We developed a strategic plan for the expansion of 361° in the Iberian market.
This project included the analysis of the sports market, defining a sustainable distribution network, a plan for opening flagship stores, and the strategy for building an active follower community. Our approach ensured a successful and competitive market entry.
Cooltra, a leading company in sustainable mobility on two wheels in different European countries, wanted to strengthen its leadership position and enhance its growth in an increasingly mature and competitive market. To this end, we carried out a strategic reflection that showed the need to unify all its offerings under a single brand, defined the strategic and transition plan for all brands, and created the strategic concept and visual identity of the brand, preparing the company for international growth.
The National Railway Network of Spain (RENFE) wanted to make the high speed mobility accessible to all audiences, and for this purpose it counted on Summa. We defined the strategic basis of the brand, created the name AVLO (acronym for Alta Velocidad Low Cost), created a fresh and appealing identity and took care of the implementation in the fleet of trains and stations and the communication.
We have been actively assisting global food leader Nestlé in the development and growth of its flagship brands for more than 20 years, through an intense, broad, and deep collaboration in branding fields including research, insights, creative labs, strategy, architecture, naming, product branding, packaging, retail branding, and corporate branding, enabling the overcoming of important repositioning and rebranding projects or innovation challenges, and contributing to the commercial success of their brands.