In response to evolving market conditions, footwear companies are reshaping their business models through customisation, digitalisation and the use of artificial intelligence.
As part of an international conference held under the FAIST Agenda*, a panel was brought together to discuss how business models need to be shaped and adapted to the current situation. Moderated by Gonçalo Garcia from the Portuguese Footwear Association (APICCAPS), the discussion featured interventions from Fernando Ferro (CCSI Pro), Flávio Ferreira (Bolflex/Rubberlink), João Esteves (Diverge) and Rui Moreira (Portuguese Footwear Technological Centre - CTCP).
According to Rui Moreira, head of CTCP’s business organisation and management department, developing the footwear sector’s business model involves factors other than price. “It’s basically about understanding our DNA, what sets us apart, who our target audience is, how to reach them and how to develop our internal processes so that our target audience recognises our unique selling point”, he explains.
For example, at Diverge they implemented a business model that does not produce stock, thus discarding the traditional mass production paradigm. To this end, the company has created a brand and developed technology that enables customisation, proving that small batches or ‘one-off’ items can be produced efficiently. According to João Esteves, the biggest challenge was “understanding the best way to carry out this type of production in two to three weeks, because anything more than that becomes difficult to manage in this era of immediacy”.
As part of an international conference held under the FAIST Agenda*, a panel was brought together to discuss how business models need to be shaped and adapted to the current situation. Moderated by Gonçalo Garcia from the Portuguese Footwear Association (APICCAPS), the discussion featured interventions from Fernando Ferro (CCSI Pro), Flávio Ferreira (Bolflex/Rubberlink), João Esteves (Diverge) and Rui Moreira (Portuguese Footwear Technological Centre - CTCP).
According to Rui Moreira, head of CTCP’s business organisation and management department, developing the footwear sector’s business model involves factors other than price. “It’s basically about understanding our DNA, what sets us apart, who our target audience is, how to reach them and how to develop our internal processes so that our target audience recognises our unique selling point”, he explains.
For example, at Diverge they implemented a business model that does not produce stock, thus discarding the traditional mass production paradigm. To this end, the company has created a brand and developed technology that enables customisation, proving that small batches or ‘one-off’ items can be produced efficiently. According to João Esteves, the biggest challenge was “understanding the best way to carry out this type of production in two to three weeks, because anything more than that becomes difficult to manage in this era of immediacy”.
