B2C ACTIONS- Strategic and creative marketing planning aiming at brand awareness on direct channels- Online consumer experience: improvement of website descriptions, photos, accessibility, and interactivity- Social media plan and execution: Instagram/Facebook posts, reels, Weekly newsletter to subscribers (brainstorm, plan, visual communication, copywriting)- Customer satisfaction: response to complaints, questions, doubts, and requests- Management of Influence marketing contacts- Full monitoring of online orders: from ordering, production request, packaging, and delivery.B2B ACTIONS- B2B communication: newsletters on brand news and events, billing and payments- Forecasting potential new customers- In-store project to apply on several B2B clients- Orders follow-upOTHER ACTIVITIES- Strategic follow-up of the SS22 collection and respective presentation at Milan and Paris Fashion Week- Monitoring, control, and participation on the set of the photoshoot and catalog of the new collection- Preparation of budgets and research for outsourcing actions- Packaging renewal project: design based on functionality for B2C and ease of transport for B2B- Company Booklet- Production Flow Strategy: Excel Template to better control costs, orders, and suppliers

Assistance to the customer journey in-store in the children's section, where I performed different functions such as:- shop organization;- replacement of items at the exhibitors;- help the customer in the online purchase through the application;- customer help in the final choice of purchase, as well as product suggestion.The functions described above were essential to better understand the front line that contacts with the final customer in a fast fashion store, store layout, and in-store supply demands.

Report on the importance of considering the production process when making strategic decisions for brands/designers. For a month, I analyzed the process from prototype through confection until distribution at Canto Novo, a textile company that produces trousers for various brands like Massimo Dutti, ME+EM, FILIPPA K, ... This analysis included factors such as the operability of sewing machines, the importance of manual work, the tests carried out on the resistance of materials and their combination, among other fundamental factors of a quality garment production. These factors must be taken into account by brands/designers for being costly, time-consuming, and demanding for the producing factories, which should imply having greater importance in the strategy when producing outsourced. In a simplified way, the process can be divided into 3 major phases:1. Be thought of by the brand;2. Be produced by the factory outsourced;3. Be promoted/brought to the public by marketers;As a rule, to execute phase 3, the operational marketer has the support of the strategic marketer in phase 1 - the creation of the product. This is an internal process of the brand/designer that is very much considered.Then, in phase 2 (production), mainly the lowest cost/time relation is considered, leaving behind fundamental factors. This was the step I was analyzing and it proved to be an asset for me, as an aspiring fashion marketer, allowing me to get to know the industrial and production side. There are often conflicts (commercial/industrial) because whoever is on the brand's side is unaware of the production process, its specificities, and difficulties, making absurd deadline and planning requirements, thus, it would be easier to negotiate deadlines if the commercial side has knowledge in the industrial area of ​​the product they work with (in this case, textiles).