Exploring the field of White Lilies: the journey of creating and developing exclusive products of the franchise

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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 primary purpose is to assist business students in understanding the early stages of marketing an established company, specifically the launch of new products. 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. Additionally, students can observe the results of the company's marketing efforts.

Keywords: Franchising, 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 items franchise emerged with a strategically created name with a focus on the person (individual), which is the fictitious representation of the brand's ideal customer. This individual was represented by a modern and timeless woman who is linked to trends, but never leaves aside the 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 of White Lily came about due to 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, however she did 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, making the desire to open a new company even greater. In this way, 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 taking stationery items to the traditional market of shopping malls and got together 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 in parallel with digital to optimize day-to-day multitasking.

Making a franchise model flourish 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 of the partner couple, Ariane and Matheus, who already had businesses in most of the malls in Brasilia, decided that the best option would be Park Shopping, as this would be one of the best malls in Brasília in terms of store quality and flow of people, as shown by the data at the time. In 2018, with the business plan already structured, the 4 partners presented the idea of the stationery kiosk for the mall, which was soon accepted and the opening day of the first White Lily in Brazil was scheduled.

On the opening day, the kiosk was set up at dawn and all the partners were present to set up the window and add the products to the shelves, so that everything was aesthetically attractive to the passing public.

"I remember that during the night 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 that same year, the first White Lily kiosk was inaugurated, which exceeded sales expectations on the first day of 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 whether this lean stationery business model would be viable to scale as a franchise, so the two brothers called the couple, Ariane and Matheus, to help build the business model.

With the 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 to all of Brazil in the franchise model, that is, all people interested in opening a White Lily kiosk in any region of Brazil could replicate the business model by becoming a franchisee of the brand. Thus, in 2019 (a 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 turnover of R$ 28 million. For 2023, the forecasts are for greater growth, where they intend to reach 95 franchisees and a turnover of R$ 36 million. Currently, it is present in 17 states and 32 municipalities, and plans to expand throughout Brazil and open, by 2025, another 110 units. In the Federal District, there are 13 kiosks in almost all malls and also at JK airport.

Right at the beginning, 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 triggered the production of the brand's own collections.

Explaining the Marketing area

Disseminating White Lily's marketing

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

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

The CEO is the company's chief executive and is responsible for establishing the strategic vision and overall direction of the organization, as well as acting as its guardian and maintaining the relationship with stakeholders. The Director of Operations, on the other hand, is responsible for developing and implementing efficient operational tactics, overseeing production, quality control, and inventory management. It is also responsible for the sales and maintenance of franchises and management of the distributor of products.

The Finance and Logistics Directorate is responsible for managing finance-related activities, such as accounting, financial planning, budgeting, cost analysis, and financial risk management. In addition, he also oversees the company's logistics, including the management of transportation, inventory, and distribution of products. 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 area was created with the objective of developing, communicating and publicizing the collections and products offered by the company.  The board, created by Ariane, a psychology graduate, was idealized for her identification and passion for the area.

The sector is hierarchized into two levels, with two distinct and complementary fronts of action.

The Marketing Department is responsible for conducting product launch and relaunch projects; Conducting research on aesthetic and behavioral trends; Develop marketing plans for product lines and brands developed; Monitor the profitability of product lines; Define product diversity; Follow the evolution of the market; Identify new business opportunities; and Define strategic marketing plans. Under his tutelage, there are two main sub-areas:

• Coordination of Creation and Production: Responsible for Planning, Developing and Launching products and collections of the brand, through opportunities identified in the market and potential products; Analyze the competition; and Present suggestions for innovation.
• 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. It is also responsible for the company's visual identity and ensuring that information is integrated and up-to-date in all communications and actions, such as events and activities.

The creative coordinator is Melissa, graduated in Graphic Design, in addition to being creative, communicative and proactive, she works directly with this activity, as she is responsible for the design, development and production of collections and products. It can meet the needs of customers, producing what they want and need, such as products that have more specific finishes, such as high weight (density/thickness of paper sheets), aligning this with the care of Branding of the brand, that is, a set of actions aligned with the brand's positioning, purpose, and values (Resultados Digitais, 2021).

On the other hand, Carolina, marketing and strategy coordinator with a degree in administration, has great analytical skills and strategic thinking and works directly with project management involving the products and collections prepared 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 end consumers. Going to the official launch on the market, happening simultaneously online, and in physical stores, being widely publicized and sales are started.

Carolina, on the other hand, describes that the launches of new collections are the least efficient part of the production process, as it often happens in a "run over" way, and the collections are only distributed and placed at 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, which makes it difficult to launch simultaneously in all units of the brand.

Blossoming the White Lily audience

White Lily presents playful, timeless and functional collections and products, depending on the modern image and the needs of its target audience, that is, it is the available market share that the company decides to reach. Thus, Carol defines that White Lily has a broader consumer profile, since the physical points of sale are located in shopping malls, with a large daily circulation of people.

Also according to Carol, consumption habits are the main defining factors for establishing White Lily's consumer profile. That said, the company serves from the public that buys on impulse, to those who are looking for gifts or like stationery, organization and productivity. Despite this, the company has a target audience with the standard of living of an A/B customer, that is, a portion of the population that is willing to pay more for good quality products with exclusive prints. In addition, almost all of the brand's production and communication with the target audience is aimed at women.

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. In addition, 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 consumption power, corresponding to 49% of the total, according to information from (ABEP, 2022). These figures highlight the potential of this target audience for both White Lily's products and other products on the market. This highlights the cohesion and coherence of these data and their relevance to the context.

White Lily Blooming on the Internet

In the digital field, White Lily has been using 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 to attract new franchisees and better position the brand in the franchise market.

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

The online sales platform emerged as a way to insert the company in the digital sphere and reach people who did not have a kiosk in their region. Initially, sales became significant, despite the low investment in advertisements and dissemination 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 the sale of physical points. The marketing team in 2023 has been applying more efforts in this area, such as, for example, greater investment in ads, reformulation of the layout of the e-commerce and hiring an outsourced company to assist in the promotion and campaign of the products, however it is still an area that has a lot of potential, but unsatisfactory results for the brand.

White Lily Collections & Products

The flowers of this vast Garden

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

Ariane, the Marketing Director, understood that collections need to express the feelings and behaviors that the public has in that particular period, as consumers will buy if they believe that the product has an elegant aesthetic and that it follows 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.

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

Goods

While the collections correspond to the most conceptual and aesthetic parts of the product, there are the products themselves that are made and distributed by the company, such as Dated Planners, Agenda, Undated Planners, A5 Notebook, Collegiate Notebook, Hardcover Notebook, Flex Cover Notebook, Mini Notebook, A4 Notebook: Monthly and Weekly, A5 Notebook: Checklist and Daily, Binder and Pen Notebook.

Most collections have all these products listed (see the products in the gallery at the end of the case). The company is constantly updating its portfolio and collections intend to carry out several launches in the coming years.

Creation and launch stages

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

Sowing (planning)

The offer of new collections does not start specifically with consumers. In fact, the Marketing Director, Ariane, who has a strong organization and creativity system, follows an internal schedule of company launches starting the search for the theme of the new collection. In this stage, an exploratory and qualitative research of market trends is carried out, mainly in the field of fashion, interior design and stationery. This research is done mainly through social networks, in particular, using Pinterest to better understand what trends are emerging, because as it is a social search network, it offers many Insights for Ariane at this stage. This research usually lasts 1 month so that the Marketing Director pays attention to the details and looks for inspirations.

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

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

In the first collections, the company followed a more conventional model, in which 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 strict procedure.

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

The Director carried out 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 house in the countryside. Understanding this behavior, the director began to idealize an entire collection focusing on this behavior and this need for freedom. And so the Bohemian collection was born.

The very name Bohemia would represent a lifestyle characterized by freedom, carefree 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.

Soon after the theme of the new collection was idealized, Ariane passed it on to the company's creative team to start all the procedures for viewing the collection and creating the prints for each product.

First roots (conception)

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

Then, the team starts the part of creating the prints and their concepts, an activity that usually 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 step is very important to give the team direction of what the collection promises and what they want to achieve with it.

After many searches to understand the true concept of the collection, the next step is to identify which color palettes will be used, with the Moodboard Once created, 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 thinking about the feeling that the collection wants to convey.

The next step is to identify the persona of the collection, that is, what is the fictitious representation of the ideal customer who will consume these products with these prints. To the collection Bohemia The following persona was identified:

"The collection identifies with those people who escape the standards, free-spirited and who love to live life with clothes with a relaxed look, made with light and natural fabrics." White Lily Marketing Team

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 a lot of effort and work, the prints finally arrive and are sent to the printer and printed in small quantities to understand which prints work in practice and which don't. And so, after several validations, the prints of all products are defined.

Flourish (product x pricing)

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

As noted above, White Lily's pricing process, involving the entire supply chain, from the transfer of the collections to the printer to the end consumer, can be complex:

• Printshop: In possession of the information passed on 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 operating expenses. With this, the outsourced printer applies a profit margin, that is, the financial metric that represents the percentage of profit obtained in relation to a company's total revenue, in order to ensure the sustainability of the business.
• White Lily Distributor: After the production of the collections and products at the printer, they are sent to the White Lily Distributor, responsible for acquiring the products and distributing them to franchisees. At this stage of the process, the distributor considers logistics costs, such as transportation, storage, and inventory management, which affects administrative costs and consequently a profit margin for the company.
• Franchisee: The White Lily company, as a franchisor, establishes a sales price of the products to its franchisees. At this stage, White Lily considers the production costs at the printer, the distributor's costs, in addition to the costs of marketing, product development, support and royalties paid by franchisees. Thus defining the price of the White Lily brand collections and products, which franchisees will purchase to pass on to the final consumer.

The franchisor also defines the desired profit margin at this stage, being responsible for establishing the sale price to the final consumer, following an already established final price list, 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, franchisees are responsible for making the sale to the final consumer without changing the sale price of the products.

For a better understanding of the pricing process, the scheme presented illustrates values that closely reflect the reality of the White Lily brand collections and products. Let's take as an example the product called Booklet. In an elucidative way, the production of a booklet requires the printer to have a unit cost of R$ 2.00, an amount charged to the White Lily Distributor. After the acquisition, the distributor stores the product in its warehouse and proceeds to sell it to the franchisees, setting the sale 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 makes the purchase, using the price pre-established by the White Lily Franchise. Subsequently, the franchisee sells the Passbook to the final consumer, attributing it the value of R$ 10.00 per unit and thus ensuring a profit of R$ 5.00 in each transaction carried out.

That said, the final price to the consumer is set by the franchisor and needs to be well thought out, considering generating a good profit margin for the franchisee. This process involves analysing all the costs involved and the profit margins corresponding to the previous steps. Once this decision is made, the product is made available at the kiosks, being within the reach of the final consumer, responsible for the effective acquisition of the brand's products. The company achieves substantial added value by offering high quality products, even if such products are not classified as luxury items, that is, 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 Bohemian collection are distributed to all franchise units throughout Brazil. The products from White Lily's own collections, after being made on a large scale, are made available for purchase by the chain's franchisees who, when placing the order, take approximately 16 days to leave Brasília, through a road carrier, and reach the units in various regions of Brazil.

However, despite being an apparently easy process, Carol comments that because Brazil has continental dimensions, simultaneous distribution is quite compromised, that is, it is very difficult to make the units in the region, for example, in the north, receive the products at the same time as the units in the southeast region. This makes it difficult to organize and plan the launches of the collections.

Launch

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

Thus, with all internal people warned, the Franchise begins the process in which franchisees can buy these products from the Distributor, a certain quantity is always suggested, but franchisees are free to order the products of 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 make in the main media (website and Instagram). After defining the days, the team begins to execute the arts, perfect the photos and define the captions. Carol reports that it is still a stage with some problems and that although the launches have clear strategies, some obstacles end up happening, such as: the failure to guarantee that on the launch date the products are in all physical points.

Disclosure

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

For the promotion of collections, there are two areas that the marketing team works with: the physical and the 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 usually the team having to perform 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

In the kiosk itself, at the physical point of sale, the positives are made, which according to Carol is the name given to actions such as signs and decoration of the kiosk to advertise a campaign or collection. As shown in the figure below.

Thus, at the launch of collections, this type of sign is distributed to franchisees who add it to the kiosk to advertise it to the public passing through the mall. There are some limitations because the kiosk has a smaller space. So, the actions and strategies of the launch are very concentrated in the window itself or in posters and posters that warn about them.

Despite the process established by mistakes and successes, even today the launch is the least efficient phase, since the team has an overload and the launch is not well planned. Therefore, it is essential that White Lily urgently think about ways to make this phase more efficient.

Harvest (results)

After the modifications in 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 Bohemian 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 emphasizing 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 customers, whether they are franchisees or end consumers. This effort aimed to achieve increasingly concrete and remarkable financial and performance results. And in this context of internal improvements for better generation of results, the first doubts and difficulties arose about reorganizing processes for the production of new collections and products.

In addition, in order to have more clarity about the sales results of the products of the Bohemian collection, so that the team can analyze together, Ariane developed a graph presenting the Life Cycle of the products and collections developed by the company, that is, a graphic representation that makes it possible to monitor and analyze 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 had a low sales volume at its launch, given that the public is becoming familiar with the products.
• Growth Phase: Sales began to grow as the public began to embrace the collection.
• Maturity Phase: At this stage, the sales of the collection stabilize, reaching a peak.
• Decline Phase: Sales have begun to decline as demand declines or consumers flock to alternative products.

That said, while a number of challenges have been overcome through the Bohemian 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, with a view to launching 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 to 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 collections over time. This urgency is critical to meeting dynamic market demands and ensuring that upcoming collections reach even higher levels of success and effectiveness.

Questions for the discussion

1. Based on the interpretation of the case, what were the main problems identified in the process of creation and development of the first collections and in the process applied in the Bohemian collection? As a manager, how would you improve them?
2. As a marketing manager, do you believe that the results obtained with the Bohemian collection could have been better? What would you do differently? What strategies would you use to improve sales of the Bohemian collection at White Lily?
3. How best to use White Lily's competitive advantages to convert more customers?
4. In your perception, what other factors may have influenced the life cycle of the Bohemian collection? As a manager, what strategies would you use at each stage of the life cycle of the products developed by the company, so that it can increase or maintain the life cycle of its next collections?
5. Considering the standardization of all franchise units, how 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 White Lily uses to maximize profit margin and sales revenue?

Gallery

References

Brazilian Association of Research Companies. (Ed.14). (2022). Brazil Economic Classification Criterion 2022. São Paulo: Brazilian Association of Research Companies.

Dubois, B., Laurent, G. & Czellar, S. (2001). Consumer Rapport to Luxury: Analyzing Complex And Ambivalent Attitudes. Consumer Research Working Article, No. 736, HEC, Jouy-en-Josas.

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

Digital Results. (2021, May 23). Branding: what it is, tips, best books and how to work on managing your brand. Digital Results. https://resultadosdigitais.com.br/marketing/o-que-branding/

Digital Results. (2022, May 17). Moodboard in marketing projects: What it is, what it is for and how to do it. Digital Results. 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 a Business 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 is a student of Business Administration at the University of Brasília and Co-coordinator of the ADM Casoteca. 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 PhD in Behavioral Sciences from the University of Brasilia and a postdoctoral degree in Behavioral Economics applied to Marketing from Cardiff Business School (UK). He is the leader of the Experimenta Research Center – research in strategy and marketing performance. Email: rafaelporto@unb.br  

Publisher: Nicole Alonso Santos de Sousa is a graduate student of the Department of Administration (ADM/FACE) at the University of Brasília (UnB). She is co-coordinator of the Casoteca ADM. She has a postgraduate degree in Finance and Controllership (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 real-life situations will have been purely coincidental. This text is intended exclusively for academic study and discussion, and its use or reproduction in any other form is prohibited. Copyright infringement will subject the offender to the penalties of Law No. 9,610/1998.