Strategic Research and Brand Analysis for Hugo Boss
Assigned during the fourth semester of the Development & Management course at AMFI, this group project focused on delivering an in-depth strategic analysis of the German fashion house Hugo Boss. Unlike earlier assignments where the emphasis lay on visual outcomes or creative direction, this report demanded a comprehensive evaluation of the brand’s internal structure, market positioning, and growth potential. For me, it marked a shift: a moment to fully embrace analytical frameworks, interpret data-driven findings, and connect brand storytelling to real-world strategic decision-making.
Our work began with a double-layered research approach. Internally, we used the McKinsey 7S model and the Business Model Canvas to dissect Hugo Boss’s organizational structure, resource flow, and brand coherence. Externally, we performed a detailed macro-environmental scan using a PESTEL analysis, supplemented by a full market sizing (TAM/SAM/SOM), trend forecasting, and an industry analysis based on Porter’s Five Forces. Both desk and field research were used to gather relevant information, ranging from financial data and market share statistics to consumer sentiment and competitor strategies.
One of the standout findings was the underperformance of Hugo Boss’s womenswear segment. While the brand is well-established and performing strongly under its CLAIM 5 strategy, its womenswear only represents 0.6% of the total market share within the luxury womenswear segment, a striking contrast to its 3.4% share in menswear. This insight, derived from triangulating brand sales data with market estimates, became the cornerstone of our SWOT analysis and indicated a key opportunity for future strategic focus.
Unlike past projects, this report didn’t culminate in a creative output like a range plan or capsule collection. Instead, it required precision in structuring, clarity in argumentation, and coherence across quantitative and qualitative insights. Writing the report in a group also added a layer of complexity, as every section had to align in tone and depth. The challenge was not just content-based, but editorial and organizational.
Ultimately, the Hugo Boss report showcases my strengths in Trend & Market Research and Visual Strategy. It reflects my ability to interpret broad economic and industry dynamics, distill them into actionable brand insights, and articulate a strategic direction with clarity. More than anything, it confirmed that buying, for me, begins long before the showroom—it starts with knowing the brand, understanding the market, and identifying where unmet potential lives.
(Full Hugo Boss report.)