Mass Customization as a Positioning Strategy in the Fashion Sector

Evidence from a Brazilian Startup

Abstract

The growing appreciation for products that express identity and individuality has driven the adoption of mass customization as a competitive strategy. This study analyzes its application in a handmade sneaker startup in Blumenau, Brazil, through action research adapted to the Kumar model and the Mass Customization and Personalization Effectiveness Index (MCPEI). The investigation mapped the process from initial contact to after-sales, incorporating artisanal techniques—such as hand painting, airbrushing, rhinestones, and recycled fabrics—and proposing organizational improvements. Results indicate productivity gains, reduced rework, and increased loyalty, linked to stronger brand identity and social media engagement. Theoretically, the study shows that classic mass customization frameworks can be adapted to small-scale, low-automation contexts, when supported by standardized processes, quality control, and active customer interaction. As a limitation, this is a single case study with predominantly qualitative data, and replication in other creative sectors is recommended. Findings reinforce that customization, beyond aesthetic differentiation, acts as a positioning and innovation strategy, fostering lasting emotional connections between consumers and brands. The study contributes to the Strategic Design field by framing mass customization as a strategic practice that links operational structuring with symbolic and experiential innovation.