BUSINESS PLAN

Mol
lyKeane

Pr
epar
ed by

Mol
lyKeane mol
ly_keane@f
itnyc.
edu

914.
354.
0441 www.
mol
lykeane.
desi
gn
EXECUTIVE
SUMMARY

INTRODUCTION

Molly Keane is a branded partnership revolving around designing and selling

sustainable and ethical eveningwear and ready-to-wear at the designer
market level. To offer a more luxury experience, the company will also be able
to take on clientele to service custom-made, one-of-a-kind garments in an in-
house atelier and office located on the Upper West Side in Manhattan, New
York. Aside from a physical office and atelier, Molly Keane will operate retail
solely online and sell direct-to-consumer starting in the United States, using
external manufacturers and distributors.

In the future, Molly Keane will contract with the likes of Net-a-Porter to reach
a global audience and will work with their manufacturers and distributors in
addition to selling directly online through the brand’s website. After assessing
the profitability of partnering with Net-a Porter, Molly Keane will branch out
and work with an external showroom to connect with buyers to sell product in
partnered stores.

i
MARKET OPPORTUNITIES

More recently, consumers have become conscious in the way that they shop
and how they contribute to the environment, choosing to shop from small
businesses and those who devote their dedication to sustainability. As part of
this, consumers want to know that the product they receive has been ethically
sourced, free of cheap labor, and made with sustainable materials to create
less of an environmental impact and would be more willing to pay for luxury
goods and services, knowing that their money is supporting a good cause.
This information is supported by a 2018 study conducted by Textile Insight
where 63% of consumers from the United States said that they would be
willing to spend more money on clothing, knowing that it is sustainable,
proving that the market is viable.1

Designer fashion, among the likes of which are Moschino, Fendi, and Miu Miu,
has long employed the use of unethically sourced fur, silk, and skins, such as
leather and suede, in products. For those who do not wish to support these
operations, Molly Keane is dedicated to ethical and sustainable business
practices, using only sustainable fur, like “accidental fur,” ethical silk, bio
leather, and other plant-based materials, with manufacturing taking place in
Europe to account for ethical labor.

FINANCIALS & FINANCING

Within the eighth month, Molly Keane will expect to turn a profit as the first
collection becomes available for preorder and drops later within the month.
Manufacturing will cost $15,000 for each collection order as well as requiring
a distribution fee of $0.25 per month for each individual garment, combined
with other costs for the material used, equipment, and monthly expenditures

1 Textile Insight. (2018, September). Are You Willing to Pay More for Apparel or Footwear with Eco-Friendly
Fabrics and Materials? https://libproxy.fitsuny.edu:2067/statistics/1011840/willingness- to-pay-more-for-
eco-friendly-apparel-products-us/

ii
such as rent and salaries. To combat these expenses, Molly Keane will need
$103,500 within the first eight months to sustain the business until generating
$728,000 in sales at the end of September 2027 and $1,729,000 in sales by
the end of the year, which will be filtered into the business to fund future
expenses and pay salaries. These figures, however, do not reflect the
profitability of the made-to-order service which will be analyzed at the end of
the year to take into account for the second year’s financial statement.

To off-set these initial costs, Molly Keane will seek funding through the form
of a bank loan for $53,500 in addition to garnering funds through personal
accounts totaling $35,000 as well as through a $15,000 grant, totaling
$103,500.

iii
TABLE OF
CONTENTS
BUSINESS DESCRIPTION ............................................ 1

MARKET & COMPETITION ........................................... 2

Industry Analysis ...................................................................... 2

Target Market ........................................................................... 4
Competitors ............................................................................. 6
Marketing Tactics .................................................................... 12
Competitive Advantage ............................................................ 16
SWOT Analysis ....................................................................... 18

LOCATION................................................................. 19

MANAGEMENT & PERSONNEL ................................... 21

Management .......................................................................... 21
Personnel .............................................................................. 23
Future Needs .......................................................................... 26

SOURCES & USES ...................................................... 27

CAPITAL EQUIPMENT................................................ 28

BALANCE SHEET........................................................ 29

PROJECTED INCOME STATMENT ............................... 30

CASH FLOW PROJECTION ......................................... 31

iv
BUSINESS
DESCRIPTION

Molly Keane is a branded partnership revolving around designing and

selling sustainable and ethical eveningwear and ready-to-wear at the
designer market level. In addition, the company will also be able to take
on clientele to service custom made garments. What will drive the
company is a dedication to ethical and sustainable business practices,
using only “accidental fur,” ethical silk, bio leather, etc., with
manufacturing taking place in Europe to provide ethical labor.

Molly Keane will start by selling and taking on accounts through e-

commerce, providing goods and services direct-to-consumer to cast a
larger profit to be able to branch out later into wholesale and work with
buyers. There will only be two collections a year: Spring/Summer and
Fall/Winter to control production costs while providing variety for the
seasons and eliminating further waste from the fashion industry. The
company will begin in its early stages by February 2027 in order to
produce a look book for S/S 2028 and begin taking and fulfilling orders,
while also planning for F/W 2028.

1
MARKET

INDUSTRY ANALYSIS

The fashion industry, itself, is an expansive market, encompassing

everything from accessories, footwear, menswear, childrenswear, to the
largest category, womenswear. From there, different market levels
further separate these categories through the triangular model, where
haute couture sits at the top as the smallest percentage of participants,
and mass market lies at the bottom as the broadest consumer segment.
Lying between the diffusion market and just below haute couture,
ready-to-wear, or pret-a-porter, encompasses that of the likes of Gucci,
Valentino, and Yves Saint Laurent to name a few.

While not as oversaturated a market as fast-fashion, as there are less

consumers at the RTW price-point, this lack of a customer base to pool
from can create more competition amongst existing companies in the
RTW market. The higher a design company rises among markets, the
less of a consumer pool to choose from as less consumers have the
ability to afford the goods and services offered at higher prices, hence
the term, “high-end.”

2
In recent years, the public has come to assume a generalization about
the retail industry, moreover, about the death of the retail industry.
Referring to news stories of department stores claiming bankruptcy and
closing, among the likes of Barneys New York, it may appear that retail
is, in fact, “dying.” After all, these department stores stood for the very
spirit of industrialization. But, these news stories do not mean that the
purchasing of goods and services has ceased. Commerce is still alive
and well, rather, purchasing habits are changing.

According to a study by Retail Info Systems and IHL Group, mobile

commerce has increased by 5.7% throughout the year 2019, while e-
commerce increased, on the whole, 5.1% in the U.S. alone.
Comparatively, brick-and-mortar stores are growing at a much slower
rate of only 4.7%.2 This rise in digital purchasing channels, while not
unexpected given advancements in technology, supports the fact that
consumers are shopping differently, and, in turn, businesses are selling
differently.

The fashion industry is no different to this change in the way consumers

shop. As of February 2019, the fashion industry has seen a growth of
14.2% in the apparel sector of e-commerce sales, year-over-year.3 This
promise of growth offers more security for the presence of online-only
retailers and opportunity for the expansion of the digital shopping
experience.

2 RIS News; IHL Group. (2020, January). Store Experience Study 2020. Statista.
https://libproxy.fitsuny.edu:2067/statistics/1094194/retail-sales-growth-forecast-by-channel-us/
3 eMarketer. (2019, March). Year-Over-Year U.S. E-commerce Sales Growth in February 2019, by Product
Category. Statista. https://libproxy.fitsuny.edu:2067/statistics/267143/year-on-year-us-e-
commerce-sales-growth-by-category/

3
Not only are consumers changing how they shop physically, but they
are changing how they shop morally, as well.

Consumers of today care more about the social and environmental

impact of a company. They seek out small businesses and those that
are locally owned with goods and services that are locally produced.

With the decline of fast-fashion businesses like Forever21, consumers

are making it evident that they value quality over quantity, with
“sustainability” even becoming a buzzword of sorts. But what does
sustainability mean to the fashion industry in this new era?

More and more designer labels are ditching the use of unethically
sourced fur, and while a great start, that is not all that the modern
consumer cares about. Consumers want to know that the product they
receive has been ethically sourced, free of cheap labor, and made with
sustainable materials to create less of an environmental impact.

TARGET MARKET

DEMOGRAPHICS

Sitting at the RTW market, Molly Keane is an aspirational brand

for women ages 25 to 35, pooling from a customer base
primarily from the United States. Women in this age bracket
tend to care more about luxury fashion, as seen in a study by
Global Web Index, where 34% of respondents ages 25 to 34
claim that they are frequent purchasers of luxury goods and
services, the highest percentage among all measured age
brackets. To add to this, 22% of respondents ages 25 to 34
admitted to being occasional shoppers of luxury goods and

4
 services.4 These numbers allude to the fact that women ages 25
to 35 not only have an interest in luxury apparel, but will also
generate sales as well.

To support this idea that women in this age bracket can afford to
buy luxury goods and services and will continue to be able to
purchase multiple times a year, the Bureau of Labor Statistics
indicates that women in the United States ages 24 to 29 have an
employment rate of 79.2%, with a rate of 80.2% for women
ages 30 to 34, as of 2019.5 On top of this information, the mean
disposable income for those in the United States, ages 25 to 34,
is $64, 518, according to a 2018 study done by the Bureau of
Labor Statistics.6

These statistics cement the fact that there is, indeed, interest in
the luxury apparel market in this age bracket as well as
indication that this age bracket will be able to regularly purchase
goods and services at the luxury level.

PSYCHOGRAPHICS

Molly Keane attracts a more youthful-at-heart woman who

enjoys playing with color and mixing patterns to make a bold
statement. She is very put together but is not afraid to break the

4 Global Web Index. (2019, March). Age Breakdown of Luxury Buyer.

https://blog.globalwebindex.com/chart-of-the-week/luxury-market-2019/
5 Bureau of Labor Statistics. (2020, January). Employment Rate by Age in the United States from 2000 to
2019. Statista. https://libproxy.fitsuny.edu:2067/statistics/217899/us-employment-rate-by-age/
6 Bureau of Labor Statistics. (2019, September). Mean Disposable Household Income in the United States
in 2018, by Age. Statista. https://libproxy.fitsuny.edu:2067/statistics/980324/us-mean-
disposable-household-income-age/

5
 rules if necessary, gearing more towards a romantic aesthetic
with a preppy, classic charm.

As an activist, her fashion needs to reflect a strong point of view

and speak for itself, sometimes even swaying on the side of
rebellion. She can see the humor and art that lives in fashion
and appreciates each piece as offering its own story and
purpose.

The Molly Keane woman is someone who, above all else, cares
about the impact she has on the environment and what her role
is in society. She fights and takes action towards equal pay and
labor rights and searches for clothing with sustainable and vegan
materials. She values when brands educate buyers on how their
garments are manufactured and the transparency they show and
ability to own up to any mistakes.

COMPETITORS

FENDI

Founded in 1925, Fendi is now a global enterprise under the

parent company LVMH. An international corporation with over 900
employees, Fendi is currently performing well, with an increase in
net sales from $793.9 million to $842.2 million from 2017 to
2018.7

7 D&B Hoovers. “Financial Report (Local Field).” Fendi SRL.

https://libproxy.fitsuny.edu:3262/company/048c7751-aa11-3601-ac66-
4c8531a2b673#report/financial_report_local_filed

6
The Fendi customer is a little older, around the ages of 30 to 40,
though in recent years, the brand has been targeting a younger
customer. The Fendi woman is one who is aware of the history
around the brand and appreciates the more sophisticated side of
its origins while embracing the modernization of its aesthetic. The
Fendi customer is attracted to the tailoring, texture, print, and
color that Fendi is known for.

Fendi’s longevity attests to its timeless aesthetic and successful

marketing, often using celebrity portrayal in traditional media,
though, more recently, expanding its reach to influencers, among
the likes of which are Kylie Jenner. Fendi has mastered brand
saturation thanks to the use of its logo print and accessory lines,
bringing in a wider customer base while promoting the brand and
spreading awareness.

Fendi, however, is notorious for their use of fur, going so far as to

housing a fur atelier specially for their apparel as well as
accessories. Consumers who are against animal cruelty but are
looking for the Fendi aesthetic, may then choose not to purchase
these products or any products from Fendi due to ethical
differences. In addition, the Fendi website fails to mention any
sustainability and social responsibility initiatives.

7
 MIU MIU

Established in 1993 by the Prada Group, Miu Miu and the Prada
Group qualify as a small business as there are just under 500
people employed. With contributions from Miu Miu, the Prada
Group as a whole has been growing, with an increase of sales
upwards of 21.4% from 2017 to 2018.8

As an international company, 13.6% of all revenue from 2018

came from the Americas, totaling $503.5 million in revenue. 9 As
the Prada Group tends to focus more of their attention on the
European markets, this number is a smaller percentage of where

8 D&B Hoovers. “Financial Report (Local Field).” Prada SPA.

https://libproxy.fitsuny.edu:3262/company/bf50b818-6d75-3dd6-a2fe-
5efd07eaeb23#report/financial_report_local_filed
9 D&B Hoovers. “Geographic Segments.” Prada SPA.
https://libproxy.fitsuny.edu:3262/company/bf50b818-6d75-3dd6-a2fe-
5efd07eaeb23#report/company_geo_segment

8
their revenue is generated. With the Prada Group garnering more
competition in the European markets, this allows for less
competition with a similar customer in the United States, while the
$503.5 million in revenue proves that there is interest in the
market for similar products in the US.

A younger customer than the Fendi girl, the Miu Miu target
customer is around the ages of 20 to 30 and aspires to more
feminine silhouettes, colors, and design details. She is flirty and
whimsical, engaging with a more romantic aesthetic, but is not
afraid to be a little more eccentric.

As far as sustainability goes, the Prada Group lists their

expectations and policies for social and environmental
responsibility, complete with a code of ethics, sustainability
reports, and initiatives. However, these guidelines are not
featured on the Miu Miu site directly and while they may have
condemned the use of fur from their products, unethically sourced
leather is still currently being used in productions of their apparel
and accessories.

9
 MOSCHINO

Founded in 1983 and currently owned by Aeffe, Moschino has just

under 200 employees and is, thus, considered a small business.
With an increase in net sales from $60.0 million to $71.7 million
from 2017 to 2018, Moschino is continuing to grow.10

While Moschino and Aeffe partake in the global economy, in 2017,

only 5.9% of Aeffe’s revenue came from the United States,
equating to $21 million.11 This further supports the idea that there
will be less competition in the US market for customers of a similar

10 D&B Hoovers. “Financial Report (Local Field).” Moschino SPA.

https://libproxy.fitsuny.edu:3262/company/8b28c5df-190a-3a8d-b4ca-
28177534c38b#report/financial_report_local_filed
11 D&B Hoovers. “Geographic Segments.” Aeffe SPA.
https://libproxy.fitsuny.edu:3262/company/0ca085d7-e04f-3ff0-a30e-
4b16a77a7930#report/company_geo_segment

10
aesthetic while also reinforcing the fact that there is promise in
this market as well.

The Moschino customer is known to be more flamboyant,

humorous, and exaggerated and on the younger side, generally
from 20 to 30. She likes to play with color, silhouette, and
proportion and finds inspiration in the unorthodox. She makes a
statement with every stride and enjoys the surrealism of fashion.

As a company, Moschino does not list any sustainability initiatives

on their website, nor is there information on sustainability that is
readily available on Aeffe’s website. This leads to a belief that
Moschino and Aeffe are apathetic towards social and
environmental responsibility. This is further upheld in Moschino’s
use of skins and leather in both apparel and accessories.

11
MARKETING TACTICS

PRODUCT

While the aforementioned businesses are reaching out to the

same, target consumer, Molly Keane finds a niche where
consumers who are looking for a similar aesthetic to that of Fendi,
Miu Miu, or Moschino, will be able to purchase. This competitive
advantage finds itself in the ethical and sustainable materials
used, whereas Fendi, Miu Miu, and Moschino still rely on the use
of unethically sourced furs, skins, leather, and silks for their
apparel, accessories, and footwear. For these consumers who feel
unethical purchasing from brands that still use unethically sourced
animal products for the sake of fashion, Molly Keane offers an
alternative in the same market for a similar customer.

In addition, the inclusion of a made-to-order feature as a service

offers more agency for the consumer as well as an experience of
luxury. These customizations can be anything from tailoring to
custom designed ready-to-wear or made-to-order gowns for
weddings or special events, all while using sustainable materials.

PROMOTION

As a small business, there is less of a budget that can go towards

marketing and advertising. Traditional media tends to be more
expensive, whereas social media is free to use and can quickly
spread information. Instagram is well-favored amongst younger
customers and is well-received for its visual impact. When creating
a “look book” for buyers, these images can also serve as social
media content and can include links to specific products. To build

12
more of a community, Molly Keane’s official Instagram page will
also be able to repost actual customers wearing Molly Keane with
the hyperlink as well, showcasing all body types to promote
inclusivity.

Social media can not only be used as a tool to promote goods and
services, but can also be used to show a more personable side to
a company. Using the IGTV features, Molly Keane can show behind
the scenes footage of the design process to gain customer loyalty.
Social media can also be used as a way to educate consumers on
fashion industry news around sustainability and to highlight
notable charities as well.

Packaging is another way to spread brand awareness and

reinforce brand image. To further engrain the idea of
sustainability, all packaging and labels will be recyclable and will
be made from recyclable materials, with as little packaging as
possible to cut down on waste. In addition, all packaging and
labels will be uniquely designed to create an experience and to fit
the aesthetic of the brand. All packaging will be branded with the
Molly Keane logo on the exterior to spread awareness of the
company.

To further build community, which will, in turn, build brand loyalty,

a monthly newsletter will be created. This letter will detail what
the company is selling and what action Molly Keane is taking for
the month, such as picking a new charity each month where 5%
of sales will be donated to. To spread the word, a pop-up will

13
appear when the consumer enters the site and upon signing up,
they will be granted 10% off their first purchase.

Not only is it the ethical thing to do, but pairing up with

charities that support sustainability and ethics will generate
publicity and gain a larger customer base through partnership.
With each initiative, a press kit will be made and issued with a
release, with a downloadable copy available online as well.

Transparency is something that can make or break a brand, which

is why it is imperative to create a section on the Molly Keane
website detailing the ethical and environmental impact of the
company. This section can not only feature a code of ethics as well
as official reports, but can also be a place to find current initiatives
of the brand.

PRICE

While ready-to-wear may not garner the largest pool of

consumers, there is a reason that the price of these garments,
which can range easily from $750 to $2,000 per piece, with a
higher price tag for made-to-order and custom pieces, are more
expensive. The cost of labor and materials make up the brunt of
the cost, particularly in custom work and are then marked up
using the 2.6 system where one multiplies the sum of all costs,
including labor, materials, manufacturing, transportation, and
marketing. The reason for the markup is to be able to turn a profit
and pay for utilities to be able to keep the business running.

In addition, luxury prices offer more couture finishings and a

customer who values quality above all else will see the difference

14
 in fit and construction and will be willing to pay more for the
quality.

Operating a company with social and environmental

responsibility in mind is another added cost, which is why
fashion companies tend to use unethical practices like cheaper
labor i.e. sweatshops and further contribute to water and air
pollution. Knowing this, a customer would be more willing to pay
for luxury goods and services, knowing that their money is
supporting a good cause. This information is supported by a
2018 study conducted by Textile Insight where 63% of
consumers from the United States said that they would be willing
to spend more money on clothing, knowing that it is
sustainable.12

PLACE

As an online presence, servicing e-commerce, Molly Keane will

contract an external manufacturer in Europe to produce the goods
while the made-to-order service will be done in-house with
materials sourced abroad.

The e-commerce site will only be available to the US market, but

partnering with a larger e-commerce platform, such as Net-a-
Porter, will allow for a broader reach into global markets. Revenue
from these channels can then be assessed to determine possible

12 Textile Insight. (2018, September). Are You Willing to Pay More for Apparel or Footwear with Eco-
Friendly Fabrics and Materials?. https://libproxy.fitsuny.edu:2067/statistics/1011840/willingness-
to-pay-more-for-eco-friendly-apparel-products-us/

15
 expansion of the Molly Keane brand to sell direct-to-consumer in
abroad markets.

As a retailer and wholesaler, Molly Keane will work with an

external showroom to attract buyers, using a “look book” rather
than a runway show to garner attention and to expand into other
retail chains both with physical and online presences.

COMPETITVE ADVANTAGE

While the aforementioned businesses are reaching out to the same,

target consumer, Molly Keane finds a niche where consumers who are
looking for a similar aesthetic to that of Fendi, Miu Miu, or Moschino, will
be able to purchase. This competitive advantage finds itself in the ethical
and sustainable materials used, whereas Fendi, Miu Miu, and Moschino
all still rely, in part, on the use of unethically sourced furs, skins, leather,
and silks for their apparel, accessories, and footwear. For these
consumers who feel unethical purchasing from brands that still use
unethically sourced animal products for the sake of fashion, Molly Keane
offers an alternative in the same market for a similar customer.

To further this initiative, Molly Keane offers full transparency on current

sustainability initiatives as well as background information on the
factories used to produce and source materials for garments for
customers to see their separate beliefs on environmental and social
sustainability in relation to emissions and labor. Under this section,
consumers will also be able to see current partnerships with charities
and what Molly Keane is doing to advance this work.

16
To combat misinformation, Molly Keane will work to provide educating
sources to utilize in social media to create an engaging conversation
around the affect fashion has on sustainability and how to be a well-
informed consumer. This initiative will allow for the general public’s
voices to be heard as well as featuring educators with expertise in this
field.

While social media commands a global presence, to increase sales

globally, Molly Keane will partner with online, e-retailers, such as Net-
a-Porter. This partnership will allow the brand to procure those
resources to allow customers of Molly Keane to purchase items and have
them shipped internationally.

For a more personable experience, the inclusion of a made-to-order

feature as a service is something that will offer more agency for the
consumer as well as an exclusive sense of luxury. These customizations
can be anything from tailoring, to custom designed ready-to-wear, or
made-to-order gowns for weddings or special events, all while using
ethical and sustainable materials.

17
SWOT ANALYSIS

18
LOCATION

As an online presence, servicing e-commerce, Molly Keane will contract

an external manufacturer in Europe to produce the goods while the
made-to-order service will be done in-house with materials sourced
abroad.

The e-commerce site will only be available to the US market, but

partnering with a larger e-commerce platform, such as Net-a-Porter, will
allow for a broader reach into global markets. Revenue from these
channels can then be assessed to determine possible expansion of the
Molly Keane brand to sell direct-to-consumer in abroad markets.

As a retailer and wholesaler, Molly Keane will work with an external

showroom to attract buyers, using a “look book” rather than a runway
show to garner attention and to expand into other retail chains, both
with physical and online presences. The Copper Room, a showroom by
Flying Solo, is located in Soho, New York, operated by and for women.
At $1,000 per month as part of a three-month contract, Flying Solo
offers a place for buyers, stylists, and celebrities to browse through
haute-couture and ready-to-wear designer racks. As part of the
membership, designers receive placements in editorial and celebrity

19
work as well as having their work shown to buyers.13 The outside
manufacturer will be sourced after visiting locations in Milan, Italy to
check for machinery available, safety precautions, quality of product,
and treatment of labor. In addition to a manufacturer, a nearby
distribution center in Newark, New Jersey to store product and fulfill
orders will also need to be contracted.

The atelier and main office will be located in the same space on the
Upper West Side in New York City, where the average price to lease an
office will be around $58 per square foot.14 The atelier will be located on
one side of the floor, next to a reception room and followed by an office
for private clients using the made-to-order service. This office will be
stocked with available color chips and fabric samples for clients to
choose from, along with trims and notions for all design needs. The
fittings will take place in the atelier that will be stocked with less
expensive home sewing machines rather than industrial ones, dress
forms, pressing boards and irons, and cutting tables to make patterns
and cut fabric. The office spaces and boardroom will be housed on the
other side of the floor to remain easily accessible between the two
spaces.

Being located in New York will not only be a central location for clients
using the made-to-order service, but will be beneficial for hiring talent,
receiving samples, and shipping and fulfilling orders in a timely manner.

13 Flying Solo. “The Copper Room.”

https://flyingsolo-designer.com/the-copper-room-1

14 Feld, Rick. (2018, April 17). “The Best NYC Neighborhoods to Rent Office Space.” Bevmax Office
Centers.
https://bevmaxoffice.com/2018/04/17/the-best-nyc-neighborhoods-to-rent-office-space/

20
MANAGEMENT &
PERSONNEL

MANAGEMENT
As a graduate from the Fashion Institute of Technology, holding a BFA
in Fashion Design, Molly Keane will be prepared to take on the role of
Creative Director and Head of Design. Having launched her debut
collection, Bubblegum Pop, in Spring of 2016, she relied on her talents
to create the concept for the collection, design thumbnails, and pattern
pieces to construct all garments, conducting the fittings and styling
solely on her own. Wearing many hats, Keane took on the role of stage
manager to manage and facilitate the crew and production of the runway
show for this collection.

With previous experience at Zac Posen, Molly Keane assisted in the

sourcing of trims and materials, fittings and adjustments for design
samples, and tech packs. While at Zac Posen, she led her own design
project, working with a given concept and creating the design

21
thumbnails that were edited with the Zac Posen design team, editing
fabrication, and providing market research.

Having specialized in Special Occasion, she will be prepared to service

clients seeking made-to-order garments offered by the company, Molly
Keane, using haute couture techniques that were passed on to her
through her studies. Her knowledge of patternmaking and construction
will ensure that the technical aspects of the designs will be met while
her ability to take on new initiatives and facilitate the role of a leader
will allow her to manage the creative and design teams and work with
her partner to oversee the management of the company.

As Creative Director, Molly Keane will oversee all design elements to

create a cohesive line and brand story. This full-time position will have
the executive order in editing the designs and lineup and will curate and
purchase all materials that will be used. In addition, the Creative
Director is responsible for the creation of the theme for each season,
including corresponding the “look book” and marketing content to
convey the same image. It is the Creative Director’s duty to manage the
design team and all creative teams to create visual appeal for
consumers. Being the Head of Design will further entail developing
design thumbnails, creating and sending tech-packs for manufacturing
alongside the Technical Designer, adjusting fit samples, and leading and
executing special projects for made-to-order clientele.

Molly Keane’s partner will fulfill the role of the Business Director and will
be responsible for all marketing, finances, and sales of Molly Keane. As
part of this full-time position, the director will create sales goals and
marketing strategies, evaluating the growth of the company and

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effectiveness of these resources to allocate more funds into these areas,
creating a budget alongside the Creative Director. Furthermore, the
Business Director will correspond with the external showroom and
buyers to move wholesale inventory and will maintain a relationship with
the manufacturer and distribution site as well as with e-commerce
channels to facilitate production and sales. Before each season, the
director will issue a press kit and press release and reach out to the
press to generate brand awareness while also informing of Molly Keane’s
sustainability initiatives.

To start, both partners of Molly Keane will receive $2,500 per month
while working full time with the expectation of an increase in the second
year as sales increase.

PERSONNEL
Working with an outside manufacturer, distribution center, e-commerce
channels, and showroom will allow for a smaller, more intimate staff and
will help cut labor costs for Molly Keane. As Molly Keane is a partnership,
Molly Keane herself will be seated as Creative Director and Head of
Design while her business partner fulfills the role of the Business
Director. As there will be no budget for an HR department at this time,
a company manual will be created to outline any issues that may
otherwise arise. To fulfill all other needs, Molly Keane will enlist help
from a part-time Technical Designer as well as creating an accredited
internship program.

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TECHNICAL DESIGNER

The role of the Technical Designer is to communicate with the

Head of Design to create the pattern pieces for each design in a
season. As part of this, the Technical Designer will assist in the
creation of tech packs that will be sent to the manufacturer. The
designer will then communicate all pattern pieces to the
manufacturer and will adjust each piece with each new sample
made. When receiving a sample, the Technical Designer will
measure each garment for accuracy to the original pattern
specifications and will assist in adjusting each sample received.
The final pattern will then be drawn and given to the manufacturer
for production. For made-to-order projects, the Technical
Designer will assist the Head of Design in creating the pattern
pieces for each sample and in fittings. To fill this part-time
position, the applicant must have a Bachelor's degree in Technical
Design or Fashion Design with, preferably, three or more years’
experience as a Technical Designer with pattern making
experience, earning $2,000 a month to start.

MODELS

In the beginning, Molly Keane will enlist models via family and
friends in a part-time, volunteer position to cut costs while also
showcasing different body types for the “look book.” These models
and images will also be highlighted on the social media account to
further inspire consumers by showing Molly Keane apparel on
various body types, skin colors, ages, and gender identities.

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Instead of hiring a fit model for samples, Molly Keane will draw
from this pool of volunteers to start out.

INTERNS

Creating an internship program will allow Molly Keane to seek the

help that it needs at no cost while also offering valuable
experience at a start-up. All intern positions at Molly Keane will be
part-time and must be for an accredited internship, with the
company asking for proof of confirmation that the intern will be
receiving credit for the work that will be expected.

There will be a few different positions for interns to fill:

SOCIAL MEDIA INTERNS

Interns tend to be on the younger side and are, generally,

more tech-savvy, thus, will be able to create unique content
for Molly Keane while reaching the target audience. This
position will require interns to generate social media posts
and captions, create graphics, produce behind-the-scenes
content for Instagram Live and IGTV, maintain engagement
by responding to comments under posts, and create
interactive features on Instagram.

DESIGN INTERNS

In this position, interns will help to create tech-packs that

will be sent to the manufacturer while also sourcing
materials that will be needed for each design in the season.
In addition, Design Interns will assist the design team in

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 creating and adjusting samples, patterns, fittings, sewing,
and the general organization of design files.

MARKETING INTERNS

Interns for marketing will primarily work side-by-side with

Social Media Interns while also creating company
newsletters via email. As a Marketing Intern, interns will be
expected to assist with press kits and releases for each
season and will create and update pages on the website to
feature the social and environmental sustainability
initiatives being pursued by Molly Keane.

SALES & FINANCE INTERNS

All Sales & Finance Interns will be responsible to correspond

with the manufacturer, distribution site, external showroom,
and potential buyers alongside the Business Director.
Furthermore, Sales & Finance Interns will assist in updating,
maintaining, and organizing all financial records for the
company.

FUTURE NEEDS
In the future, as sales and revenue increase, Molly Keane will take on
more employees to assist with marketing, sales, and designing. This will
be seen in hiring a full-time Design Assistant, full-time PR Manager, full-
time Marketing Manager, and full-time Sales Manager as seen fit. With
more employees, this would mean hiring a full-time Human Resources
Manager or seeking the help of an external HR firm as well.

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SOURCES &
USES
Sources

Personal Funds $15,000

Partner Funds $15,000

Friends & Family $5,000

Grant $15,000 Equity 48%

Bank Loan $53,500 Debt 52%

Total $103,500

Allocation Amount 6 Mo. Period

Rent $2,500 $15,000

Utilities $200 $1,200

Payroll $7,200 $43,200

Equipment $1,500 $1,500

Office Furniture & Supplies $1,000 $1,000

Materials $25,950 $25,950

Manufacturing $15,000 $15,000

Distribution $650 $650

Total $103,500

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 CAPITAL
EQUIPMENT

EQUIPMENT SOFTWARE

• COMPUTERS
• PLM SYSTEM
• TELEPHONE
• ADOBE ILLUSTRATOR
• DESKS & CHAIRS
• MICROSOFT EXCEL
• CUTTING TABLE

• IRONING BOARD

• IRONING MACHINE

• SEWING MACHINE

• MERROW MACHINE

• DRESS FORM

• OFFICE SUPPLIES

• SEWING NOTIONS

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BALANCE SHEET

MOLLY KEANE BALANCE SHEET

AS OF FEB. 1, 2027

Assets Liabilities

Current Assets Current Liabilities

Cash $63,000

Total Current Assets $63,000

Fixed Assets Long-Term Liabilities

Furniture $1,000 Loan Payable $15,500

Equipment $1,500 Total Long-Term Liabilities $15,500

Total Fixed Assets $2,500 Owner’s Equity $45,000

Total Assets $65,500 Mary’s Capital Account $5,000

Total Owner’s Equity $50,000

Total Liabilities & Equity $65,500

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PROJECTED
INCOME
STATEMENT

MOLLY KEANE PROJECTED INCOME STATEMENT

FOR THE PERIOD ENDING DEC. 31, 2027

Sales $1,729,000

COGS $47,700

Gross Margin $1,681,300

Operating Costs $114,750

Net Profit $1,566,550

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CASH FLOW
PROJECTION

MOLLY KEANE CASH FLOW PROJECTION

FOR THE 12 MONTHS ENDING JAN. 31, 2028

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