Client Name

SHAFFER & Co.

Faculty Advisor

Ms. Madeeha Omer Lakhani

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

Our ELP #891, “Expanding Market Share and Customer Base for Shaffer & Co.”, strongly aligns with the Entrepreneurship and Innovation thought leadership area at IBA-SBS. Here’s how, supported by specific examples from the project:

  1. Helping a local SME Bring Innovation to Its Business Even though Shaffer & Co. was a well-known menswear brand, it had reached a standstill in its growth. The project played an important role in updating the company’s business model. • We advised putting up Shaffer Express at international airports as a new way for Pakistani menswear sellers to reach customers. This is in line with the thinking of entrepreneurs, who try to create new ways to meet customers and earn more money.
  2. Innovation in Storytelling through digital marketing We encourage brands to go past traditional ads and highlight stories that appeal to people’s feelings, as well as focusing on community building. We suggested the “Real People, Real Shaffer” campaign and encouraged real people to participate in our competitions with their own stories, since both are crucial for startups.
  3. Product and Customer Segment Improvement Our suggestion was to introduce other products and serve different kinds of customers, since this plays a big role in innovation-led growth. The capsule line for women professionals under “Shaffer Studio” is a good example of an innovative new product. Launching your organization’s B2B service to businesses in banking, law, and air transport reveals a smart strategy to find new profitable opportunities.

We embedded entrepreneurial agility, strategic innovation, and sustainable growth thinking into Shaffer’s roadmap, fully aligning our project with the Entrepreneurship and Innovation thought leadership domain of IBA-SBS.

Aligned SDGs

GOAL 9: Industry, Innovation and Infrastructure

Aligned SDGs Justification

We directly contributed to innovation by recommending demand forecasting, CRM systems, and digital marketing optimization. These tools modernize Shaffer’s operations and introduce scalable infrastructure. The project also emphasized data integration and customer segmentation, practical innovations that help a local SME compete in Pakistan’s rapidly digitizing fashion industry.

NDA

No

Abstract

To help Shaffer & Co. boost its market and customer base while keeping its main traits of quality, this project (ELP #891) was done in conjunction with the brand. The focus of the project included rectifying ineffective ways of running the company, increasing contacts between the business and its customers, and coming up with workable solutions that respected Shaffer’s principles and goals.

To gain a full picture, the team incorporated surveys, checked retail stores, and talked to people from Shaffer’s marketing and operations departments in addition to using regular data analysis techniques. Using CBBE and AIDA models, a well-designed approach was created to review how the brand was perceived, how customers became engaged, and how its offerings led to sales. Besides, when comparing Shaffer with other industry peers and observing their digital prominence, it became possible to place the brand within the shifting trends in Pakistan’s fashion sector.

The project revealed several key points: Shaffer is respected by its customers but is not very well known among other groups, especially young people. Because the brand lacks good digital marketing methods, solid planning for goods, and techniques to bring back customers, it cannot grow larger.

The results of the survey indicate that people have a decent knowledge of the brands, tend to be price-sensitive, and enjoy shopping for personalized and high-quality pieces. Based on all this, the project recommended several tactics, for example, adding women professionals and corporate clients to the target groups, growing sales in airport outlets and the line of casual office wear, and introducing programs that use customer relationship management.

To improve how they deliver value, the team proposed using predictive stock systems, special approaches to retail, and eco-friendly packaging. Marketing recommendations involved using meaningful stories, partnering with influencers, and using data to create digital content to raise the brand’s reach and engagement.

The project follows SDGs 8, 9, and 12 by urging manufacturers to produce responsibly, better infrastructure, and economic growth that is sustainable. The client realized that the recommendations are easy to implement and innovative, since they can enhance profits and help in being responsible to society and the environment.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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