Exploring the White Lilies field: the journey of creation and development of exclusive franchise products

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Summary

The case study details the conception and development of a new product line for a stationery and office supplies franchise based in the Federal District of Brazil. Its main objective is to help administration students understand the initial stages of marketing for an established company, specifically new product launches. The case offers insights into how the marketing team approached the challenge of introducing a new product line that aligns with the company's business strategy. Furthermore, students can observe the results of the company's marketing efforts.

Palavras-chave: Franchises, Product, Launch, Standardization and Marketing.

Abstract

The case study details the conception and development of a new product line for a stationery and office supplies franchise based in the Federal District of Brazil. Its primary purpose is to assist management students in understanding the early stages of marketing for an established company, specifically the launch of new products. The case offers insight into how the marketing team addressed the challenge of introducing a new product line that aligns with the company's business strategy. Additionally, students can observe the outcomes of the company's marketing endeavors.

Keywords: Franchises, Product, Launch, Standardization and Marketing.

The Birth of White Lily Stationery

The white lily is native to regions of Europe and Western Asia and has been cultivated for over 3,000 years. The flower, which was delicate and, at the same time, imposing, became the symbol of good feelings and the connection between purity, nobility, and renewal.

After centuries, this same flower gives its name to White Lily Stationery. The stationery and correspondence franchise emerged with a name strategically created to focus on the person (individual), who is the fictional representation of the brand's ideal customer. This individual was represented by a modern and timeless woman who is connected to trends but never neglects her appreciation for the classic, directly relating these characteristics to the White Lily, which is exuberant and classic, and, at the same time, strong.

The idea for White Lily arose from a need of Gabriel's wife, one of the founding partners, who saw her daughter studying for college and was looking for stationery materials focused on organization and planning, but could not find this type of material in conventional stationery stores.

Gabriel and Pedro, his brother, were already entrepreneurs and owned a clothing brand in Brasília, which made the desire to open a new company even greater. Thus, the two made a proposal to open this new company with a couple of friends, Matheus and Ariane, who already had experience in managing franchises and businesses throughout the city of Brasília. Thus, the four entrepreneurs accepted the idea of bringing stationery items to the traditional shopping mall market and joined forces to invest in the first White Lily store.

In this way, Gabriel understood that it would be a great business idea to create a brand that stimulates the organization and productivity of young people and adults, from school to the job market, and who use paper alongside digital to optimize daily multitasking.

Making a franchise model bloom for White Lily

With the partners already defined and excited about the business idea, the only point left was to define the best place to open the first White Lily. With the expertise From the partner couple, Ariane and Matheus, who already owned businesses in most of the malls in Brasília, they decided that the best option would be Park Shopping, as it was one of the best malls in Brasília in terms of store quality and foot traffic, as the data at the time showed. In 2018, with the business plan already structured, the 4 partners presented the idea of the stationery kiosk to the Mall, which was soon accepted and the opening day of the first White Lily in Brazil was scheduled.

On the day of the inauguration, the kiosk was set up in the early morning and all partners were present to set up the display and add products to the shelves, so that everything would be aesthetically attractive to the passing public.

“I remember that during the early morning we carried several boxes and it was tiring to put all the products in the kiosk, but very rewarding.” Matheus Vendas, Partner and Director of Operations

Thus, in February of the same year, the first White Lily kiosk was inaugurated, which exceeded sales expectations on the very first day of its opening.

For the founding partners of White Lily, it was always very clear that the main objective of the brand's first unit would be to validate if this lean stationery business model would be viable to scale as a franchise, which is why the two brothers called the couple, Ariane and Matheus, to help build the business model.

With surprising success on the first day, it was possible to understand that White Lily was a viable business idea and, most importantly, it could be scaled throughout Brazil using the franchise model, meaning all people interested in opening a White Lily kiosk in any region of Brazil could replicate the business model by becoming a brand franchisee. Thus, in 2019 (one year after the opening of the first kiosk), the brand already had 21 kiosks spread across 11 Brazilian cities. In 2022, White Lily Stationery reached 73 kiosks and a revenue of R$ 28 million. For 2023, the forecasts are for further growth, aiming to reach 95 franchisees and a revenue of R$ 36 million. Currently, it is present in 17 states and 32 municipalities, and plans to boost expansion throughout Brazil and open 110 more units by 2025. In the Federal District, there are 13 kiosks in almost all malls and also at JK airport.

Initially, the kiosk sold third-party products and other brands to its audience. However, in the second year of the company, White Lily began to develop its own prints and products, which led to the production of the brand's own collections.

Explaining the Marketing Area

Disseminating White Lily marketing

White Lily has approximately 30 employees responsible for carrying out the most varied activities, dispersed among 4 directorates, performing activities ranging from the commercialization, creation, and distribution of collections and products.

The company presents a lean organizational structure grouped by function (Mintzberg & Quinn, 2001), with decision-making power divided and centralized in the CEO and the Boards of Operations, Marketing, Finance and Logistics and People and Management.

The CEO is the principal executive of the company and is responsible for establishing the strategic vision and overall direction of the organization, as well as acting as its guardian and maintaining relationships with stakeholders. The Chief Operating Officer, on the other hand, is responsible for developing and implementing efficient operational tactics, overseeing production, quality control, and inventory management. They are also responsible for sales and maintenance of franchises and management of the product distributor.

The Finance and Logistics Directorate is responsible for managing finance-related activities, such as accounting, financial planning, budgeting, cost analysis, and financial risk management. Additionally, it also oversees the company's logistics, including the management of transportation, inventory, and product distribution. The Head of People and Management is in charge of promoting the organizational culture and all issues related to the company's employees, from recruitment, selection, training and development, to performance management, employee well-being, and labor relations.

Finally, White Lily's Marketing department was created with the objective of developing, communicating, and promoting the collections and products offered by the company. The department, created by Ariane, a psychology graduate, was conceived due to her identification with and passion for the area.

The sector is hierarchized in two levels, possessing two distinct and complementary fronts of action.

The Marketing Department is responsible for conducting product launch and relaunch projects; Conducting aesthetic and behavioral trend research; Developing marketing plans for product lines and developed brands; Monitoring product line profitability; Defining product diversity; Monitoring market evolution; Identifying new business opportunities; and Defining strategic marketing plans. Under its purview are two main sub-areas:

• Coordination of Creation and Production: Responsible for Planning, Developing, and Launching brand products and collections, through opportunities identified in the market and in potential products; Analyzing the competition; and Presenting innovation suggestions.
• Marketing and Strategy Coordination: Responsible for Planning and Coordinating activities related to internal and external marketing strategy and communication, aiming to boost the company's brand and its products. Also responsible for the company's visual identity and ensuring that information is integrated and updated in all communications and actions, such as events and activities.

The creative coordinator is Melissa, a Graphic Design graduate. Besides being creative, communicative, and proactive, she is directly involved in this activity, as she is responsible for the design, development, and production of collections and products. She can meet clients' needs by producing what they desire and require, such as products with more specific finishes, like high grammage (density/thickness of paper sheets), aligning this with care for Branding of the brand, that is, a set of actions aligned with the brand's positioning, purpose, and values (Resultados Digitais, 2021).

In contrast, Carolina, marketing and strategy coordinator with a degree in administration, has great analytical ability and strategic thinking and works directly with project management involving products and collections developed by the area. Ariane says that the process of launching new collections begins even before the official launch, with a pre-launch marketing campaign to generate expectation and interest from final consumers. Moving on to the official market launch, which happens simultaneously online and in physical stores, being widely publicized and sales are initiated.

Já Carolina describes that the launches of new collections are shown as the least efficient part of the production process, as it often happens in a ‘hasty’ way, with collections merely being distributed and placed in points of sale. This is due to the lack of prior planning and definition of Marketing strategies for carrying out these launches in the market, which is leveraged by the continental dimensions of Brazil, making simultaneous launches in all brand units difficult.

Blooming the White Lily public

A White Lily presents playful, timeless, and functional collections and products, in line with the modern image and the needs of its target audience, that is, it is the available part of the market that the company decides to reach. Thus, Carol defines that White Lily has a broader consumer profile, given that the physical points of sale are located in Shopping Malls, with a large daily circulation of people.

Still according to Carol, consumption habits are the main definers for establishing White Lily's consumer profile. That said, the company serves everyone from the public that buys on impulse, to those who look for gifts or like stationery, organization, and productivity items. Despite this, the company has a target audience with an A/B customer lifestyle, that is, a portion of the population willing to pay more for good quality products with exclusive prints. Furthermore, almost all of the brand's production and communication with the target audience is geared towards women.

With that said, in 2022, approximately 24.7% of the Brazilian population belonged to group A/B. This represents an increase of 1.1% compared to the previous year. Furthermore, within this segment, 47% are female (ABEP, 2022). Despite constituting a relatively small slice of the population, with an average family income between R$ 4,852.00 and R$ 21,827.00, class A/B has considerable purchasing power, accounting for 49% of the total, according to information from (ABEP, 2022). These numbers highlight the potential of this target audience for both White Lily products and other products on the market. This demonstrates the cohesion and coherence of this data and its relevance to the context.

White Lily blooming on the Internet

In the digital field, White Lily has used Instagram since 2018 and also its official website, active since 2020, to communicate with the public and promote products. In addition, White Lily has a LinkedIn profile, created in 2022, used exclusively for attracting new franchisees and for better positioning the brand in the franchise market.

At the beginning of 2020, the whole world faced the isolation that the pandemic brought, with this countless companies had to temporarily close their doors. Given this, White Lily, which had 100% of its sales physically, was forced to start selling through other means. Thus, in 2020, the e-commerce from White Lily called LILYcommerce.

The online sales platform emerged as a way to insert the company into the digital sphere and reach people who did not have a kiosk in their region. Initially, sales became significant, despite the low investment in advertising and promotion of products on the internet.

Currently, the e-commerce represents around 2% of White Lily's global revenue, showing that the company's focus is on sales in physical stores. The marketing team in 2023 is applying more efforts in this area, such as, for example, greater investment in advertising, redesign of layout of e-commerce hiring a third-party company to assist in the promotion and campaign of products, however, it is still an area that has a lot of potential, but with unsatisfactory results for the brand.

White Lily Collections and Products

The flowers of this vast Garden

White Lily evolved over time in relation to the products offered at its physical point of sale. Initially, the stationery kiosk featured several famous companies in the segment, such as Faber-Castell and Cícero, to make up its mix of products sold. In 2019, the company launched its first original collections for the market, called Elle, Donna, Elizabeth, and Tarot. Thus, strategically thinking about the company's target audience, its first collections had women's names, and the last one with a theme that many of them identify with. The company did not stop selling other famous brands; however, it added exclusive prints created in-house to its portfolio.

Ariane, the Marketing director, understood that the collections need to express the feelings and behaviors that the public has in that specific period, as consumers will buy if they believe the product has an elegant aesthetic and accompanies the traits of their personality. The focus of the themes of these collections is to represent a personality, a behavior, a trend, or even a lifestyle.

Until the year 2023, 11 collections were launched for the public, each collection represents a trend identified in the market and has a defined persona with unique characteristics.

Products

While the collections correspond to the more conceptual and aesthetic parts of the product, there are the products themselves that are manufactured and distributed by the company, such as Dated Planners, Agendas, Undated Planners, A5 Notebook, Collegiate Notebook, Hardcover Notebook, Softcover Notebook, Mini Notebook, A4 Pad: Monthly and Weekly, A5 Pad: Checklist and Diary, Binder, and Pad with pen.

Most collections have all these products listed (learn about the products in the gallery at the end of the case). The company is constantly updating its portfolio and collections, and plans to make several launches in the coming years.

Creation and launch stages

The strategies for creation and launch have undergone several changes over time, with the maturity acquired over the years Ariane has developed the creation and launch process supported by the entire company's Marketing team. This process is updated and improved by Ariane with each collection launch. Thus, in 2021, Ariane carried out the entire creation and launch process for the Boamia collection using improved strategies compared to past launches. However, there is still room for improvement in the current launch of the White Lily collections and products.

Seeding (planning)

The offering of new collections does not start specifically with consumers. In fact, the Marketing Director, Ariane, who has a strong system of organization and creativity, follows an internal company launch schedule, starting the search for the theme of the new collection. At this stage, an exploratory and qualitative research of market trends is carried out, especially in the fashion, interior design, and stationery sectors. This research is done mainly through social media, especially using Pinterest to better understand what trends are emerging, as being a search-based social network, it offers many insights for Ariane at this stage. This research normally lasts 1 month so that the Marketing Director pays attention to the details and seeks inspiration.

To guide the collection planning process, Ariane always raises the following questions:

• What is the predominant sentiment among the brand's target audience during this period?
• What are the main trends predicted in the fashion and interior design industry for this year?
• What are people aesthetically looking for in this period?

In the early collections, the company followed a more conventional model, where design and creation decisions were guided by established standards and already known guidelines. The collections were the result of a sequential process, in which trend research was conducted, but not always holistically. The design team followed a relatively rigid procedure.

However, when faced with a disruptive scenario, Ariane saw an opportunity to transform the collection planning approach. Amidst the pandemic that ravaged the world, new consumption behaviors emerged, marked by escapism and connection with nature. This insight triggered a simple, yet significant change in how the company would create its new collections from that moment on.

The Director conducted a trend survey and identified that consumers, in the midst of a pandemic with no apparent end, lived with the feeling of wanting to escape to a country house. Understanding this behavior, the director began to conceptualize an entire collection focused on this behavior and this need for freedom. And thus the Boemia collection was born.

The very name Boemia would represent a lifestyle characterized by freedom, carelessness, and connection with art. It would be a collection inspired by trends that were emerging at the time. That is, the search for a nomadic, free life with a lot of personality.

Shortly after the theme of the new collection was conceived, Ariane passed it on to the company's creative team to initiate all the visualization processes for the collection and the creation of prints for each product.

First roots (conception)

The Marketing Director's meeting with the creative team occurs monthly so she can pass on to the team the details found and sought for them to bring the collection to life. This meeting can happen several times as needed by the creative team to review concepts or identify a style that will not be able to be reproduced in the prints.

Next, the team begins the part of creating the prints and their concepts, an activity that normally lasts 3 months. The initial step is to create a moodboard , which is a collection of visual references to give visibility to an idea or thought, (Resultados Digitais, 2022). This stage is very important to give direction to the team about what the collection promises and what they want to achieve with it.

After much searching to understand the true concept of the collection, the next step is to identify which color palettes will be used, with the moodboard it is easier to define the palettes, however some meetings need to be held to arrive at the ideal colors for the collection. In the case of the aforementioned collection, the color palette is defined by thinking about the feeling that the collection wishes to convey.

The next step is to identify the collection's persona, that is, the fictional representation of the ideal customer who will consume these products with these prints. For the collection Boamia the following persona was identified:

“The collection identifies with those people who break the mold, are free-spirited, and love to live life with relaxed-looking clothes, made with light and natural fabrics.” Marketing Team at White Lily

With all these points defined, the creation of the prints actually begins. This process is done on design platforms such as photoshop and illustrator by the creative team, requiring several tests to identify the ideal canvas for the collection, going through several stages of verification and validation by the entire team.

After much effort and work, the prints finally arrive, which are sent to the printing shop and printed in small quantities to understand which prints work in practice and which do not. And so, after several validations, the prints for all products are defined.

Florescer (product x pricing)

After feedback in the creation stage, the pricing and manufacturing process for products and collections for launch begins. At White Lily, this process can be defined as follows:

As observed above, White Lily's pricing process, involving the entire supply chain, from passing collections to the printer to the final consumer, can be complex:

• Graphic: With the information provided by the Marketing team after the creation of the collections, the production process of the pieces begins. In this phase, the printing company takes into account production costs, such as paper, ink, labor, equipment, and operational expenses. With this, the outsourced printing company applies a profit margin, that is, the financial metric that represents the percentage of profit obtained in relation to the total revenue of a company, in order to ensure the sustainability of the business.
• White Lily Distributor: After the production of the collections and products at the printing company, they are sent to the White Lily Distributor, responsible for acquiring the products and distributing them to the franchisees. At this stage of the process, the distributor considers logistical costs, such as transportation, storage, and inventory management, which results in administrative costs and consequently a profit margin for the company.
• Franchisee: The company White Lily, as the franchisor, establishes a selling price for its products to its franchisees. At this stage, White Lily considers the production costs at the printing company, the distributor's costs, as well as the marketing costs, product development, support, and royalties paid by the franchisees. Thus defining the price of the collections and products of the White Lily brand, which the franchisees will acquire to pass on to the final consumer.

The franchisor also defines the desired profit margin at this stage, being responsible for establishing the selling price to the final consumer, following an already established table of final prices. The franchise defines how much profit the franchisee will have at the end of the sale. With the final value already established by the franchise, the franchisees are responsible for selling to the final consumer without altering the selling price of the products.

For a better understanding of the pricing process, the presented scheme illustrates values that closely reflect the reality of White Lily's collections and products. Let's take the product called Notebook as an example. Illustratively, the production of a notebook incurs a unit cost of R$2.00 from the printing company, an amount charged to White Lily's Distributor. After acquiring the product, the distributor stores it in their warehouse and proceeds to sell it to franchisees, setting the selling price at R$5.00 per unit. In this context, the distributor ensures a profit margin of R$3.00 per unit sold. The transaction occurs when the franchisee purchases the product at the price established by the White Lily Franchise. Subsequently, the franchisee sells the Notebook to the end consumer, setting the price at R$10.00 per unit and thus ensuring a profit of R$5.00 in each transaction.

With that said, the final consumer price is set by the franchisor and needs to be well thought out, considering generating a good profit margin for the franchisee. This process implies the analysis of all costs involved and the profit margins corresponding to the preceding stages. Once this decision is made, the product is made available in the kiosks, within reach of the final consumer, who is responsible for the actual purchase of the brand's products. The company gains substantial added value by offering high-quality products, even if such products are not classified as luxury items, i.e., a product characterized by: superior quality and durability, high taste and refined status, high price, scarcity and exclusivity, strong aesthetic appeal, tradition, history, and legend (Dubois et al., 2001).

Pollination (launch)

Distribution

After everything is finalized and priced for sale, the products of the Boamia collection are distributed to all franchise units spread across Brazil. The products of White Lily's own collections, after being manufactured on a large scale, are made available for purchase by the network's franchisees who, upon placing an order, take approximately 16 days to leave Brasília, via road transport, and arrive at the units in various regions of Brazil.

However, despite being an apparently easy process, Carol comments that because Brazil has continental dimensions, simultaneous distribution becomes quite compromised, meaning it is very difficult to ensure that units in the North region, for example, receive products at the same time as units in the Southeast region. This complicates the organization and planning of collection launches.

Launch

The launch of the Boamia collection is the moment when the collection is officially presented to the market for sale and use by consumers. First, when the entire collection is ready, all prints are presented to the White Lily internal team, so that the collaborators understand the collection and can explain it to interested people. After that, Ariane and Matheus present a live stream with all the franchisees in Brazil to explain the new collection, important dates, and how to price it.

Thus, with all internal people notified, the Franchise initiates the process in which franchisees can buy these products from the Distributor. A certain quantity is always suggested, however, franchisees have the freedom to order the products from this collection as they wish.

In this way, Ariane's team defines the best day to announce the news to the public and also defines the publications they will carry out in the main communication channels (website and Instagram). After defining the days, the team begins the execution of the artwork, improvement of the photos, and definition of the captions. Carol reports that it is still a stage with some problems and that despite the launches having clear strategies, some obstacles end up happening, such as, for example: the non-guarantee that on the launch date the products will be in all physical stores.

Disclosure

Another stage that according to Carol also needs improvement is the disclosure stage, which consists of the set of marketing activities and strategies used to communicate and promote the product launch. Carol says that this stage aims to generate interest, awareness, and expectation regarding the product, encouraging the public to try and acquire it.

For the promotion of collections, there are two areas that the marketing team works on: physical and digital.

Digital

In the digital field, White Lily uses Instagram and its official website to communicate with the public and promote products. On Instagram, collections are usually launched inefficiently, as there is communication that the collection will be launched through posts on the brand's feed and stories without prior planning focused on the collection, for example, in the image below.

With the lack of planning and the team normally having to execute more than one action at the time of launch, Carol reports that there can be many improvements in this process to engage the consumer more and consequently make more sales.

Physical

At the kiosk itself, at the physical point of sale, the "positivações" are made, which according to Carol is the name given to actions such as signs and kiosk decoration to announce some campaign or collection. As presented in the figure below.

Thus, when collections are launched, this type of sign is distributed to franchisees who add it to the kiosk to promote to the passing public in the mall. There are some limitations because the kiosk has a smaller space. Therefore, the launch actions and strategies are very concentrated on the showcase itself or on posters and flyers that announce them.

Despite the process established through trial and error, even today the launch is the least efficient phase, as the team is overloaded and the launch is not well planned. Therefore, it is essential that White Lily urgently thinks of ways to make this phase more efficient.

Harvest (results)

After the modifications to the production process and the launch of the collection, it is necessary to collect and verify the sales results of the collection, after all, ‘what is not measured is not managed’, said Deming. Thus, despite the obstacles identified throughout the production process, the marketing team predicted the success of the Boamia collection even before its launch, as shown in the graph with the results below:

Based on this information, the Marketing Directorate found that the collection had a superior sales performance compared to previous collections, thus highlighting the importance of detecting obstacles in the production process. However, the area recognized that it was essential to identify and further improve the existing bottlenecks in its internal processes to add value to its clients, whether they were franchisees or final consumers. This effort aimed to achieve increasingly concrete and notable financial and performance results. And in this context of internal improvements for better generation of results, the first doubts and difficulties arose regarding the reorganization of processes for the production of new collections and products.

Furthermore, in order to have more clarity on the sales results of the Boamia collection products, for the team to analyze together, Ariane developed a graph presenting the Life cycle of products and collections developed by the company, that is, a graphical representation that allows monitoring and analyzing the behavior of an item throughout its existential journey (Silva, 2021), in the period from November 2021 to April 2022:

In this perspective, Ariane, Carolina, and Melissa identified that:

• Introduction Phase: The collection showed a low sales volume at its launch, given that the public is still familiarizing themselves with the products.
• Growth Phase: Sales began to grow as the public started to adopt the collection.
• Maturity Phase: In this phase, the collection's sales stabilize, reaching a peak.
• Decline Phase: Sales began to decline as demand decreased or consumers migrated to alternative products.

That said, although a series of challenges have been overcome through the Boamia collection, a significant amount of obstacles have still been identified. In view of this, Ariane, Carolina, and Melissa recognize an urgency to further improve their processes, considering the launch of future collections. In addition to the modifications implemented in the production process of the collections, the Marketing area emphasized the crucial need to adopt a systemic approach regarding the life cycle of White Lily's products and collections.

This approach should encompass not only internal factors but also consider external factors and contextual influences. In this sense, Ariane and her team are convinced of the need to continuously maximize the performance and value of the collections over time. This urgency is fundamental to meet the dynamic demands of the market and ensure that the next collections achieve even higher levels of success and effectiveness.

Questions for debate

1. Based on the interpretation of the case, what are the main problems identified in the creation and development process of the first collections and in the process applied to the Boamia collection? As a manager, how would you improve them?
2. As a marketing manager, do you believe that the results obtained with the Boamia collection could have been better? What would you do differently? What strategies would you use to improve the sales of the Boamia collection at White Lily?
3. What is the best way to leverage White Lily's competitive advantages to convert more customers?
4. In your perception, what other factors may have influenced the Boamia collection's lifecycle? As a manager, what strategies would you use at each stage of the lifecycle of the products developed by the company, so that it can increase or maintain the lifecycle of its next collections?
5. Considering the standardization of all franchise units, what would be the best way to carry out offline and online launches of collections and products? And how to make the on-site launch process more effective and standardized considering the continental dimension of Brazil and the location of the franchisees?
6. As a manager, would you modify the pricing model used by White Lily to maximize profit margin and sales revenue?

Gallery

References

Associação Brasileira de Empresas de Pesquisa. (Ed.14). (2022). Critério de Classificação Econômica Brasil 2022. São Paulo: Associação Brasileira de Empresas de Pesquisa.

Dubois, B., Laurent, G. & Czellar, S. (2001). Consumer Rapport to Luxury: Analyzing Complex And Ambivalent Attitudes. Consumer Research Working Article, N°. 736, HEC, Jouy-en-Josas.

Mintzberg, H., & Quinn, J. B. (Ed.4). (2005). The Strategy Process: Concepts, Contexts and Selected Cases . Porto Alegre: Bookman.

Resultados Digitais. (2021, May 23). Branding: what it is, tips, best books, and how to manage your brand. Resultados Digitais. https://resultadosdigitais.com.br/marketing/o-que-branding/

Resultados Digitais. (2022, May 17). Moodboard in marketing projects: What it is, what it's for, and how to do it. Resultados Digitais. https://resultadosdigitais.com.br/agencias/moodboard/ .

Silva, D. da. (2021, November 29). Product life cycle: how it works + 3 practical examples [Complete guide]. Zendesk. https://www.zendesk.com.br/blog/ciclo-de-vida-do-produto/ .

About the authors

Isabela Leite Guimarães is an Administration student at the University of Brasília and a member of the Casoteca ADM Team. Co-founder of Ousari Marketing. Email: @isabela18guimaraes@gmail.com.

Luiz Henrique Lima Rodrigues He is an Administration student at the University of Brasília and Co-coordinator of Casoteca ADM. Director of Relationships at Concentro (Federation of Junior Enterprises of the Federal District). Email: luizhenriquelima305@gmail.com.

Rafael Barreiros Porto is an Associate Professor in the Department of Administration at the University of Brasília and in the Graduate Program in Administration at UnB (PPGA/UnB). He completed his doctorate in Behavioral Sciences at the University of Brasília and a post-doctorate in Behavioral Economics applied to Marketing at Cardiff Business School (UK). He is the leader of the Experimental Research Nucleus - research on strategy and marketing performance. Email: rafaelporto@unb.br  

Publisher: Nicole Alonso Santos de Sousa is a graduate student from the Department of Administration (ADM/FACE) of the University of Brasília (UnB). She is co-coordinator of the Casoteca ADM. She has postgraduate studies in Finance and Controlling (MBA USP/ESALQ) and a bachelor's degree in Administration (UnB). Email: nicolealonso2000@gmail.com

This is a work of fiction, any resemblance to names, people, facts or situations in real life will have been mere coincidence. This text is intended exclusively for academic study and discussion, and its use or reproduction in any other form is prohibited. Violation of copyright will subject the offender to the penalties of Law No. 9.610/1998.