Abstract :

Business with a purpose has become a very popular thing lately. The intended goal is not just profit but what impact a business can have on society. This was agreed collectively at the world level by the UN by implementing the Sustainable Development Goals (SDGs) in 17 sub-values. This has an impact on shifting the mindset of consumers who are more concerned with the environment and sustainable business and this has occurred in the fashion industry, both global and local brands. The market value for sustainable fashion is increasing, global brands are adopting campaigns and competing to make circular products, local brands are also joining in with various approaches to adopting sustainable fashion. This is of course an opportunity for businesses on a micro scale or for brands in the early stage. GNDT as a local fashion brand in Indonesia that presents clothing solutions for obese or plus size men has implemented inclusivity in clothing, in line with existing trends and opportunities, business transformation must be carried out to make it more circular. With limited resources and a small business scale, GNDT must determine what approaches and strategies are most effective in turning their business into a more circular one and how to implement it. Value hills are used as a framework for this research in carrying out the stages of business transformation and adoption of a circular business strategy. Focusing on three stages, namely pre-use, use and post-use, businesses are expected to be able to map their business model position on the value hill to be able to identify the initial position of their business (uphill), how to optimize the products they sell (tophill) and how far what is the possibility that the product can be returned after use. Furthermore, businesses can identify gaps and opportunities in value hills and determine what strategic options are fit that can be carried out at this time in accordance with the resources they have. This research was conducted qualitatively using observation and brainstorming methods with business owners. The results of the business model assessment and placement on value hills indicate that GNDT must implement a circular strategy at each stage. At the uphill stage, circular design is determined as the most effective strategy, followed by a product as a service strategy for the tophill phase and upcycling for the downhill phase. All of this is wrapped up in a fundamental network organization strategy where GNDT must prepare internal organizations and potential collaboration with partners to realize this strategy.

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Keywords :

Circular Business Strategy, Circular Economy, SDG, Sustainable Development Goals, Sustainable Fashion

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References :

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