Digital ownership makes this general process much more interesting and specific. It gives creators the power to choose those who might influence the further course of their actions according to their verified commitment to the brand or their suggested expertise. For example, a brand might want to specifically give all owners of their handbags a say about the materials used for the upcoming collection. Alternatively, voting rights could be a reward for the most committed tier of their customers, where those with the highest number of branded items in their Digital Wardrobes receive specific rights with regard to participation. Brands could ad- dress customers owning the oldest, rarest, or most expensive product from their house. They could target the ones who showed up most frequently at their shows, at their physical stores, or in virtual spaces. In these cases, D2C inter- action does not only reward customer loyalty, but
also gives access to the specific desires of defined customer groups.


The more passive consumer role focus- es on analysis of valuable information generated from TRIPLE P’s
network. This could be data on participation in voting, trans- actions of Digital Certificates, composition
of Digital Wardrobes, and so on. José Neves, founder and CEO of online luxury fashion retail behemoth
Far fetch described the power of data analytics in the following way: “The efficiencies that data can
provide, from online marketing to the digital user experience to the physical experience, will be a game
changer. (…) The company with more data receptors and more data intelligence will win137.
Harnessing the immediate consumer insights gained from transactions on the TRIPLE P network will
enhance accuracy, differentiation, and speed to market in a time where market players have to respond
more rapidly to trends, push just-in-time production, reduce levels of overstock, and address the
importance of small-batch production cycles138.

Commonly, products are being pushed into the market based on best-guesses and forecast. Here,
procurement, production, and distribution are predicated on designer and buyer pre- diction of future
customer demand, and collections are produced and marketed in traditional ‘seasons’. The opportunities
of active and passive customer engagement through the TRIPLE P network allows brands for a seismic
shift in the development cycles of their collections. Products can now be pulled into the market based on
actual demands and desires. Under this different, more dynamic process logic, procurement, production,
and distribution are based on the pro-active and collective requests of consumers.
Integrating more bottom-up participation in the traditionally top-down pushing of products will do more
justice to the nature of today’s younger, savvier, and more empowered consumers. In this spirit, TRIPLE
P’s multidirectional interaction platform can not only bring back some of the forfeit- ed customer loyalty
that many brands have been experiencing. It can also contribute to a more collaborative creative culture
in our collective lifestyle system.

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