Talesma produces handmade purses and accessories. It currently sells to bridal retailers but wants to expand. Talesma's strengths are its unique designs and customization ability. However, it is limited by the founder Marta's available time and limited financial resources. The industry has opportunities for growth but also faces threats from changing trends. Talesma's customers are bridal retailers and consumers who value quality and originality. Competitors could copy Talesma's styles but Talesma can leverage its handmade quality and customization. Moving forward, Talesma will make decisions on its product line, pricing, distribution channels, and promotion as it works to expand its business.

1. TALESMA

2. The Opportunity
Limited styles
Outdated design
Handmade
Customised
Simple
Talesma
Elegant

3. Beginnings
B2B
Bridal retailers
Five customers in first semester
Talesma
Key success factors:
Uniqueness
Customer focused

4. Beginnings
Close to retailers.
Personally approach.
Catalog with pictures and descriptions.
List of prices.
Talesma
Samples.
Personalized letter.
Second sales call.

5. Purse
Purse with
applications
Price Costs
Talesma
Price 70 € 90 €
Time (20€/hour)
1,5 hours 2,5 hours
Materials
9 € 15 €
Cardboard box
Cotton padding

6. Target Market
Women 30-60 looking for:
Quality
Originality
Competition
Other retailers
Design Department Stores
Talesma

7. Goal
Talesma
8,000 €/coming semester

8. The future
Stay current.
Continue innovation.
Δ
target market:
Second collection.
Talesma
Non-bridal retailers

9. The future: Distribution
Non-bridal retailers
Watch current retailers
XX% less price
Bridal retailers
Talesma
Reorder problems
Discounts, incentives, newsletters ??
Shows
High cost
Notoriety, income increment
Online: Web developer

10. The future: Ad Promotion
Shows
High cost
Notoriety, income increment
Newsletter
Talesma

11. Marta’s Challenge
Target market selection.
Product line improvements
Distribution
Talesma
Promotion
Pricing

12. Statement of Results (6 months)
Sales Units (aprox)
Purse (40% aprox. total sales) 800 12
Purse with app (60% aprox. total sales) 1,200 13
Total Sales 2,000
Cost of Goods Sold
Purse 468
Talesma
Purse with application 845
Cost of Goods Sold 1,313
Gross Profit 687
Operating expenses
Supplies 300
Start-up Costs 500
Total Operating Expenses 800
Profit --113

13. Procedure
Assessing Internal Capabilities.
Industry Analysis.
Customer Analysis.
Competitive Analysis.
Talesma
Decisions (product, price, promotion, place,
operations)
Budget
Business Model Canvas

14. Assessing Internal Capacities
Marketing
Strengths Weaknesses
• Marta’s recognition of the value in
building a brand.
• Professional approach to sales call
• No advertising and promotional
activities outside direct sales calls to
retailers.
Talesma
(product catalogue and samples,
follow-up calls)
• Value-added packaging.
• Bridal retailers provide access to a
large customer base.
• Retailers demand high margins.

15. Assessing Internal Capacities
Operations
Strengths Weaknesses
• Marta’s unique skill.
• Ability to offer custom orders.
• Short production cycle.
• Time limitation. Marta cannot be
dedicated fully to designing and
creating purses.
Talesma
Finance
Strengths Weaknesses
• Low material and overhead costs.
• Willingness to dedicate all
available funds to expanding the
business.
• Limited financial resources.

16. Assessing Internal Capacities
Human Resources
Strengths Weaknesses
• Marta’s experience in the bridal
industry.
• Marta’s limited knowledge of the
retail industry outside bridal and
party.
Talesma
In summary:
Talesmais well positioned for future growth and
profitability.
Talesma will be restricted by:
the time Marta has available to devote to the business.
Limited financial resources.

17. Industry Analysis
Opportunities Threats
Economic
Influences
• Marriage rates remain
steady.
• Bridal industry is highly
seasonal.
• It is a non-essential purchase,
it is vulnerable to downturns.
• Advances in plastics and
• Rapidly changing trends.
• Need to continuously
introduce new styles
Talesma
Technological
other synthetic materials will
keep material costs low.
Social
• Consumers are willing to pay
a premium.
Company can look forward to a fairly safe operating
environment with few significant threats.

18. Customer Analysis
Retailers End consumers
Bridal and Non Bridal Bridal Non-Bridal
Who are they? SMEs
Bridesmaids, wedding
attendants.
Females aged16 to 30
fashion-conscious and
disposable income.
Variety, quality,
Talesma
What do they
want?
reasonable prices, fast-moving
inventory, order
flexibility
Modern looking styles,
variety, reasonable
prices, custom orders.
Costume purses, unique
styles, modern designs,
reasonable prices.
Where do they
buy?
Sales reps, trade
catalogues, trade shows
Department and chain
stores, bridal retailers
Fashion boutiques, chain
stores.
Why do they
buy?
Consumer demand Tradition
Impulse purchase,
fashion accessory, gifts.
How are they
influenced to
buy?
Trends
Unique styles, word of
mouth, referrals.
Fashion trends, friends.

19. Competitive Analysis
Direct competitors Independent and corporate costume purses producers who sell to retailers.
Indirect
competitors
Chain stores, department stores, independent retailers, online vendors.
A small producer similar to Marta may duplicate Talesma’s styles, product
Talesma
Threats
offering and pricing.
Non bridal retailers may offer lower prices and competitive return
policies.
Larger business will have more financial resources.
Opportunities
Hand-made purses vs mass production offer better quality and unique
designs.
Ability to offer custom orders.
Competitive
Reaction
Purses’ producers may offer lower prices, better sales terms or purchase
incentives.
Little reaction is expected from large producers since Talesma is not
significant.

20. Procedure
Assessing Internal Capabilities.
Industry Analysis.
Customer Analysis.
Competitive Analysis.
Talesma
Decisions (product, price, promotion, place,
operations)
Budget
Business Model Canvas