Future Business Model
& Strategic Advisory
for HUGO BOSS
This project formed the second phase of a longer research cycle in which my team developed a strategic direction and future business model for Hugo Boss. Following the earlier brand and market analysis, the assignment required translating insights from the SWOT and TOWS frameworks into a concrete growth strategy for the company. The focus lay on defining a sustainable opportunity, designing an actionable business model and substantiating the strategy with operational, ethical and financial considerations.
Using the TOWS matrix as the foundation, we identified the womenswear segment as the most promising growth area for Hugo Boss. While regional expansion in APAC scored high within the matrix, the geopolitical risks and economic volatility associated with that market made it a less suitable choice. Womenswear presented a stronger and more stable opportunity. Although the category represents 7 percent of group revenue, this translates into only 0.6 percent of market capitalisation within luxury womenswear, compared to 3.4 percent in menswear. Combined with the brand’s strong positioning and clearly defined target group, this imbalance revealed a strategic gap with substantial potential.
The resulting strategy was developed under the name Project SheLeads. It is structured around four pillars that work together to increase relevance, visibility and conversion for BOSS Womenswear. The first pillar focuses on repositioning and cultural relevance through campaigns that highlight female leadership, equality and modern professional identity. The second centres on influence and long-term partnerships with female thought leaders to strengthen brand credibility. The third concerns digital performance through targeted campaigns on LinkedIn, Instagram, TikTok and Google, aimed at career-driven women in European cities. The fourth pillar introduces PR and activation moments within the daily environments of the target group through events, workshops and panels that reinforce BOSS as a supportive platform for professional women.
To translate this strategy into a future business model, we redesigned the Business Model Canvas with the customer at the centre. Key activities, channels and relationships were reshaped around data-driven marketing, community engagement and consistent storytelling. Alongside this customer focus, we examined the implications for the backoffice. The recommendations strengthened organisational alignment by optimising inventory forecasting, increasing cross-functional collaboration and expanding digital product passports to meet upcoming compliance standards. These changes ensured a coherent link between strategic ambition and operational capability.
Within the project, my responsibility was to develop the overarching strategy, structure the future business model and produce the financial substantiation. This included defining the required investment, distributing it across the three-year implementation period and calculating revenue growth scenarios. I created a full prognosis and ROI calculation that demonstrated financial feasibility. The proposed investment structure ensured flexibility across the three years, allowing the strategy to be adjusted in response to performance and market developments. The final analysis showed a positive ROI and supported the recommendation to finance the strategy through retained earnings.
This advisory report strengthened my ability to combine strategic frameworks, operational considerations and financial modelling into one coherent proposal. It also required a structured approach to consistency across all components of the business model, from frontoffice design to supply chain implications and KPI development. The project demonstrates my capability to translate complex brand challenges into evidence-based, actionable strategies supported by clear financial justification.
(Full Hugo Boss report.)