Eureka Case 30 min Undergrad

The Green Line

You are Valentina Cifuentes-Restrepo, 38, Directora de Marca at Lascano, a Colombian mid-market apparel firm. The board has approved investment in a sustainable line — "Lascano Verde". You have one decision in front of you in 21 days: how to launch it. Capsule? Integrated? Sub-brand? Each is a different bet on what Lascano becomes.

The situation

Lascano makes casual mid-market apparel — jeans, basics, light tailoring — for the Colombian and Andean market. 18 own-brand stores across Bogotá, Medellín, Cali, Barranquilla, Cartagena and Bucaramanga. Online store growing 28% YoY. 2025 revenue: COP 195 billion (~USD 48M). Gross margin 51%. The brand is recognised, mid-priced, and increasingly squeezed between fast-fashion imports (Shein, H&M) and the premium tier (Inkanta, Ranita).

The Lascano Verde initiative came out of an 18-month R&D effort with a Medellín textile partner: a recycled-fiber + organic-cotton blend that cuts the per-garment water and CO₂ footprint by 40–55% depending on spec. The board has approved up to COP 8B in launch investment. The CFO is sceptical the consumer will pay the premium; the founder (your boss's boss) is convinced this is the brand's next decade; you have to choose the launch architecture that gives Lascano both credibility and scale.

Your job in this case: compare the LCA and economics of the three product specifications, model the launch mix and pricing premium, and commit to a launch architecture. Casto Cifuentes (the founder, your great-uncle) wants the brief by month-end. He's reading it on the flight to Cartagena. He'll mark it up in pen.

The decision

What is the shape of the launch?

  • A · Verde Capsule (limited drop)
  • B · Verde Integrated (in-line within Lascano)
  • C · Lascano Verde (sub-brand re-positioning)

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The data, the calculations, the decision itself and what happens next open with your institution's access code.

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