Strategic Business Model Development for Sustainable Fashion Startups: Insights from the BANU Case in Senegal

Abstract

The fashion industry represents a dynamic expression of cultural diversity and plays a crucial role in national economic health. This research designs strategic management guidance for BANU, a sustainable clothing startup in Senegal aimed at empowering local families to improve their lifestyles. Utilizing an exploratory research strategy, the study develops a comprehensive strategic plan for BANU as a natural textile dyes company, examining factors influencing its development at the macro, micro, and organization layers to identify key strategic issues and strategic options as a comprehensive strategic management plan for BANU to grow. A multifaceted strategic approach is recommended, including tailored operational strategies aligned with local traditions, sustainability, and customer engagement. Collaborations with local businesses, suppliers, and educational institutions are advised to strengthen BANU’s market presence. Additionally, differentiation through unique natural dye clothing and partnerships are encouraged. As BANU evolves, a shift towards corporate strategy, diversification, and international market expansion is suggested to enhance strategic management and ensure sustainable growth.

1. Introduction

New companies in the fashion industry always strive to offer new ideas for them to stand out. As the industry continues to witness dynamic shifts in consumer preferences and market trends, the ability to offer innovative and compelling ideas becomes a strategic essential. These emerging companies not only aim to introduce fresh concepts but also to redefine the conventional paradigms of fashion. Whether through innovative designs, sustainable practices, or cutting-edge technologies, the pursuit of uniqueness and relevance remains at the forefront [1]. Specifically, sustainable fashion has witnessed an uprising trend in the past years. As such, various startups have been born to contribute to sustainable fashion.

Entrepreneurship plays a critical role in driving sustainability by implementing innovative business models that emphasize environmental responsibility and economic development [2,3]. In the natural textile dyes sector, business initiatives can provide considerable environmental and social value by incorporating sustainable methods into their operations. These efforts can conserve biodiversity, stimulate local economies, and serve as models for broader industry transformation [4,5].

Despite the growing recognition of the importance of sustainable fashion, there is limited research analyzing how such initiatives strategically manage their operations to foster biodiversity [6,7,8,9]. This research develops a strategic management plan for a natural textile dyes startup using an exploratory qualitative and quantitative approach. Through a case study design, it examines the drivers and barriers shaping the company’s strategic development within its specific business environment. The selected case illustrates how sustainability-driven businesses in the natural textile dyes sector can address environmental challenges, foster local economic development, and scale their impact globally. To address this gap, the study adopts a dual focus: it develops a strategic business model that captures how the startup creates and delivers sustainable value, and from this foundation, derives a strategic plan detailing the roadmap for implementation, growth, and market positioning. While the business model serves as the conceptual architecture of the enterprise, the strategic plan operationalizes this model through detailed strategic choices and actions. This distinction is important to ensure both theoretical insight and practical relevance, especially in the context of sustainable entrepreneurship in low-to-middle-income countries.

This study contributes to the discourse on fostering innovation through sustainable entrepreneurship. By analyzing the intersection of natural textile dyes, strategic management, and sustainability, this study contributes to the discourse on fostering innovation through sustainable entrepreneurship. It provides actionable insights and a replicable framework for similar ventures, aligning business growth with ecological preservation. Based on this objective, the study addresses the following research question: How can a strategic management framework be developed to support the growth and international expansion of sustainability-driven fashion startups in emerging economies?

2. Literature Review

The fashion and textile industry plays a critical role in the expression and representation of cultures of any nation, where it serves as a recognition of cultural diversity and creativity [10]. Moreover, it is one of the major contributors to poverty alleviation. The industry has a diverse supply chain, starting with cotton farming, where cotton plants are grown and harvested. Once harvested, the cotton is sent to a ginning facility, where the fibers are separated from the seeds. The ginned cotton fibers are then spun into yarn, which can be either knitted or woven into fabric. This fabric undergoes further processing, such as dyeing, printing, and finishing. The processed fabric is then used in garment production, where it is cut and sewn into various clothing items. These finished garments are distributed to wholesalers, who in turn supply them to retailers. Finally, the garments reach the consumers, completing the journey from cotton farming to the end product available for purchase. Each step requires a high contribution of human resources. This makes the fashion and textile industry one of the largest industries that require a significant amount of labor. The key implication and interpretation are the professional and effective management of the industry, with this implication management having the ability to improve quality of life and contribute significantly to the nation’s GDP [11].

Natural dyes derived from plants, animals, and minerals offer a sustainable alternative to synthetic dyes in the textile industry [12]. These dyes are biodegradable, less toxic, and have minimal environmental impact [4]. Recent research has focused on improving extraction techniques, substrate preparation, mordanting, and dyeing processes to enhance the performance and sustainability of natural dyes [13]. Natural dyes can provide additional benefits, such as UV protection, and antimicrobial and antioxidant properties [14]. However, challenges remain, including poor fastness properties, low affinity with textiles, and difficulties in shade reproducibility [15]. While natural dyes currently represent only a small fraction of the textile market, ongoing research and technological advancements are expected to expand their use beyond niche applications [16].

Natural dyes offer environmental benefits over synthetic dyes but face challenges that limit their widespread adoption in the textile industry. These include inconsistent color production due to variable growing conditions and manufacturing setups [17], limited availability of raw materials [12], and higher production costs [13]. Natural dyes also struggle with poor fastness properties and low affinity with textile substrates [13]. Despite comprising only about 1% of the textile dye market [12], natural dyes are gaining attention for their sustainability and non-toxicity [16]. Researchers are exploring innovative extraction techniques, substrate preparation methods, and dyeing processes to improve natural dye performance [13]. However, scaling up natural dye production faces obstacles such as land use conflicts [12] and the need for significant infrastructure investment [18]. Addressing these challenges requires further research and development to expand natural dye use beyond niche applications.

Entrepreneurship plays a crucial role in advancing sustainability by fostering innovation and addressing environmental challenges through business-driven solutions [19,20]. Sustainable entrepreneurship integrates environmental, social, and economic considerations, promoting the triple bottom line framework [2]. Higher education institutions are instrumental in nurturing sustainable entrepreneurship and innovation [21]. Entrepreneurship, a subset of sustainable entrepreneurship, focuses on exploiting market opportunities for sustainable growth [22]. In the textile industry, there is growing interest in reintroducing natural dyes to address environmental and health concerns [4]. Sustainable entrepreneurship can contribute to preserving ecosystems, neutralizing climate change, and improving socioeconomic conditions in developing countries [19]. To encourage sustainable entrepreneurship globally, recommendations include promoting collaboration, incentivizing sustainable practices, and investing in education and research [23].

Sustainable entrepreneurship in low-to-middle-income countries (LMICs) offers a pathway to address socio-economic needs while contributing to global sustainability goals [24]. However, entrepreneurs face significant challenges, including limited access to funding, inadequate infrastructure, and regulatory barriers [25,26]. Overcoming these obstacles requires strategic management practices, collaboration between stakeholders, and supportive ecosystems [27]. Small and medium enterprises (SMEs) play a crucial role in fostering economic growth, job creation, and sustainable development [28]. Frugal innovation emerges as a potential source for sustainable entrepreneurship, enabling businesses to tackle social and environmental challenges while maintaining profitability [29]. To promote sustainable entrepreneurship in LMICs, there is a need for improved access to funding, enhanced entrepreneurship education, and policies that support innovation and sustainability-driven business models [24,25]. Overcoming these challenges requires strategic management practices that align environmental stewardship with business growth.

While significant progress has been made in understanding the benefits of natural textile dyes and sustainability-driven entrepreneurship, several gaps remain. Existing studies often focus on the technical aspects of natural dyes or their environmental benefits but lack a comprehensive analysis of the strategic management practices required to scale such ventures successfully. Additionally, there is limited research on how these ventures can simultaneously address biodiversity conservation, local economic development, and global market expansion, particularly in LMICs [30,31] and particularly those suitable for startups and SMEs in developing contexts. This study addresses that gap by integrating insights from natural dye research with strategic management literature, focusing on how sustainable startups can develop coherent, value-driven models that respond to environmental, cultural, and economic challenges.

Sustainable business models differ fundamentally from traditional models that prioritize short-term profit maximization [32]. Instead, they embed environmental and social objectives into the core structure of value creation and delivery. These models are characterized by stakeholder inclusion, regenerative supply chains, community integration, and long-term value orientation [33,34]. In the natural dyes sector, this often translates into local sourcing, artisan training, cultural preservation, and environmentally sound production practices [13].

For instance, small startups operating in the natural dye sector can be understood through the lens of social business models, which are defined in the literature as those prioritizing social and environmental impact, with financial sustainability as a supporting objective [35]. These models are particularly relevant in LMICs, where economic development, cultural heritage, and environmental conservation are deeply interconnected [36]. As the literature suggests, such enterprises face challenges including limited market visibility, financing gaps, and policy constraints, which call for tailored strategic frameworks beyond conventional entrepreneurship models [37].

The mainstream fashion industry, particularly fast fashion, faces widespread criticism for its significant environmental and social impacts. These include excessive water consumption, chemical pollution from synthetic dyes, high carbon emissions from global supply chains, and widespread reliance on exploitative labor practices in low-cost production regions [38,39]. The industry’s rapid production cycles and overconsumption trends contribute to vast textile waste, placing additional strain on landfill systems and resource use [40]. These systemic sustainability challenges have prompted increased academic and policy attention, as well as a growing interest in ethical production, circular design, and eco-conscious consumer behavior as viable alternatives [41].

Moreover, the role of corporate social responsibility (CSR) and sustainability reporting is increasingly central in the fashion industry. While large global brands adopt formal reporting structures to track emissions, labor practices, and ethical sourcing [42], smaller enterprises often implement informal but deeply embedded CSR practices. These include community involvement, fair wages, transparent supply chains, and educational initiatives [43]. Integrating these aspects into a formal strategic model helps such startups build trust and long-term brand equity, particularly in global markets that value authenticity and ethical transparency [44].

Despite growing discourse on sustainable entrepreneurship, most studies still overlook the practical integration of sustainability into the strategic planning and business modeling process [45,46]. This research contributes to filling that gap by offering a framework that links the environmental and cultural benefits of natural dyes to business model development and strategic planning. Using a case study approach focused on a natural textile dye startup in Senegal, the study explores how sustainability-driven businesses can move from mission-based concepts to actionable strategies that enable them to scale sustainably in resource-constrained environments.

Senegal’s rich biodiversity and growing emphasis on sustainable economic growth provide an ideal setting for examining how ecological preservation can be balanced with socio-economic development. By analyzing the drivers, barriers, and strategic practices shaping the company’s development, the study offers actionable insights into fostering biodiversity through sustainable entrepreneurship.

In doing so, this research contributes to both theory and practice by merging sustainable fashion literature, social entrepreneurship theory, and strategic business modeling. It proposes that developing a strategic business model rooted in sustainability, supported by a targeted strategic plan, provides a robust pathway for small startups to achieve meaningful impact and long-term resilience.

3. Methodology

The aim of this study is to develop a strategic management plan for a natural textile dyes startup that integrates sustainability and biodiversity conservation while addressing the challenges and opportunities within the business environment of LMICs. Through a case study approach, the research seeks to explore the drivers, barriers, and strategies shaping the startup’s development, with the goal of providing actionable insights and a replicable framework for fostering biodiversity through sustainable entrepreneurship.

To guide this, the study develops a research-based strategic business model that outlines the value creation, delivery, and capture mechanisms of the startup in the context of sustainable fashion. Building on this model, a strategic plan is derived that specifies the implementation pathways, operational strategies, and expansion opportunities. This dual approach ensures that both conceptual design and practical execution are addressed, providing a bridge between academic inquiry and real-world application.

3.1. Case Study Selection

Senegal, Africa’s westernmost country, with a population of over 17.7 million [47], is rich in cultural heritage and tradition. Despite modernization, its fashion industry retains strong cultural roots, encompassing the entire production chain—from cotton cultivation to garment making [48,49]. This cultural resilience has attracted foreign brands and fostered a thriving fashion scene, with Senegal drawing international attention for over a decade due to its active consumer culture, skilled craftsmanship, and stable market climate [50].

In recent years, there has been a rise in sustainable businesses in Senegal, particularly in natural dyeing. Women, in particular, have long practiced traditional dyeing methods, using indigo and kola nuts. However, synthetic dyes, being cheaper and more time efficient, have grown in popularity, creating competition for traditional methods [51,52]. Nonetheless, Senegal remains a hub of vibrant traditions, producing unique handcrafted textiles and products that reflect its rich cultural identity [53].

This study focuses on the BANU initiative by NUNU Design, a sustainable clothing brand in Senegal. The initiative integrates environmental sustainability with community empowerment, teaching Senegalese families to create 100% locally made sustainable garments. By preserving cultural heritage and fostering skills, BANU exemplifies a model for sustainable business development. Its alignment with the goals of this research—promoting sustainability, biodiversity, and local economic growth—makes it an ideal case study for developing a strategic business framework.

3.2. Analysis Framework

Strategic management involves managing an organization’s internal resources and external relationships to generate value. This case study focuses on developing strategies for local business expansion and international expansion using the Strategic Corporate Environmental Management Taxonomy, as shown in Figure 1, analyzing potential strategic options for the selected case study from Senegal.

• Macro Layer: This layer represents the broad forces influencing environmental governance, referred to as PESTEL forces (Political, Economic, Social, Technological, Environmental, and Legal). These forces shape how businesses in different nations manage environmental governance.
• Micro Layer:

  ○

  Secondary Stakeholder Layer: Based on stakeholder theory, businesses must balance strategic goals to meet the expectations of diverse stakeholders. Secondary stakeholders, while less directly involved, significantly influence a firm’s success.

  ○

  Industry Layer: Porter’s Five Forces framework highlights how industry dynamics affect long-term success. Industry-specific factors related to environmental governance also impact firms’ strategies.

• Organization Layer:

  ○

  Firm Layer: Firm-specific forces, such as ownership structure and asset attributes, influence investments in environmental governance.

  ○

  Functional Layer: This layer encompasses actions directly impacting market value, revenue, or costs. These actions align with “economic rationality,” where environmental strategies are adopted to enhance financial stability.

Following an analysis of internal resources, capabilities, and external environments, key strategic issues will be identified and strategic recommendations proposed for the startup’s growth. The next section outlines tools and methods for analysis at each layer.

3.3. Data Collection Methods and Analysis Tools

As outlined in Table 1, the Strategic Corporate Environmental Management Taxonomy employs various techniques and methods at each layer to assess BANU’s strategic position and develop a comprehensive plan. The study utilizes both secondary and primary data sources:

• Literature Review: Provides theoretical context, methodological guidance, and a foundation for meaningful contributions to existing knowledge.
• Interviews: Primary data were collected from BANU (1 participant), an Entrepreneurship Center & Incubator in the UAE (1 participant), and Senegalese companies based in the UAE (5–7 participants). Respondents were selected for their industry expertise and involvement to address key research questions.
• Survey: A survey was distributed via SurveyMonkey to 75–100 local and international stakeholders and customers to understand preferences in Senegal’s fashion industry.

While the sample sizes are appropriate for the exploratory nature of a single-case study, we acknowledge the following limitations:

• The findings are context-specific and not statistically generalizable beyond the case.
• Survey results may reflect regional or cultural bias due to concentration in the Senegalese and UAE fashion communities.
• Interview responses may vary in depth depending on participants’ professional exposure.

Table 1. Summary of analysis tools and data collection methods.

Layer/Sub-Layer	Tool	Data Collection Tool	Target Population	Outcome
Macro layer
Macro layer	PESTEL analysis	Literature review	Local and international stakeholder and customers	Identifying a set of key influences that effect the competitive environment
Micro layer
Secondary stakeholder layer	Customer analysis	Customer and stakeholder analysis through market and segmentation studies using a survey Interview	Local and international stakeholders and customers Entrepreneurship Center & Incubator	Identifying the target market as well as the current and potential clients How the market is divided into segments and how each segment is positioned
Industry layer	Five Forces framework	Literature review Interview	Senegalese companies	Static and descriptive analysis of competitive forces
Organization layer
Firm layer	Market-based view and resource-based view (VRIO framework)	Interview	BANU	Industry environment and the firm’s competitive position Assessing resources and capabilities that build competitive advantage
Functional layer	Value chain analysis	Interview	BANU	Assessing financial strategy, brand protection strategy, quality strategy and cost control strategies Helps to analyze specific activities through which firms can create value and competitive advantage

Table 1. Summary of analysis tools and data collection methods.

Layer/Sub-Layer	Tool	Data Collection Tool	Target Population	Outcome
Macro layer
Macro layer	PESTEL analysis	Literature review	Local and international stakeholder and customers	Identifying a set of key influences that effect the competitive environment
Micro layer
Secondary stakeholder layer	Customer analysis	Customer and stakeholder analysis through market and segmentation studies using a survey Interview	Local and international stakeholders and customers Entrepreneurship Center & Incubator	Identifying the target market as well as the current and potential clients How the market is divided into segments and how each segment is positioned
Industry layer	Five Forces framework	Literature review Interview	Senegalese companies	Static and descriptive analysis of competitive forces
Organization layer
Firm layer	Market-based view and resource-based view (VRIO framework)	Interview	BANU	Industry environment and the firm’s competitive position Assessing resources and capabilities that build competitive advantage
Functional layer	Value chain analysis	Interview	BANU	Assessing financial strategy, brand protection strategy, quality strategy and cost control strategies Helps to analyze specific activities through which firms can create value and competitive advantage

Nonetheless, this mixed-methods approach enables analytical generalization and supports the formulation of a contextually grounded, research-based strategic business model and plan.

Based on the data, a SWOT analysis will evaluate internal and external factors to identify key strategic issues. Building on this, the TOWS analysis will translate insights into actionable strategies by aligning internal capabilities with external opportunities, addressing weaknesses, and mitigating threats. This approach enables BANU to navigate industry challenges, capitalize on emerging trends, and optimize resources for long-term resilience.

Additionally, the analysis results will lead to the identification of well-defined strategic issues, which will guide the selection of a strategic decision. This decision will directly influence the organization’s strategy implementation goals.

Additionally, this study applies a multi-method analytical approach across three layers of strategic assessment: macro (external environment), micro (industry and competitive positioning), and organizational (internal resources and capabilities). The tools used were selected based on their established relevance in strategic management literature and were applied sequentially to build a cohesive and actionable strategy for the case under study. By integrating well-established methodologies, the study ensures a robust evaluation of external influences, industry dynamics, and internal capabilities, offering a structured approach to understanding BANU’s strategic position and identifying opportunities for growth and resilience.

Table 2. Description of tool/method used in the study.

Tool/Method	Description	Refs.
PESTEL analysis	Used to analyze the macro environment that the national and international environment share. It has no direct link with the organization, as it provides only broad societal trends.	[55,56]
Customer analysis	Customer analysis must often go beyond the examination of fundamental markets to include market segmentation—the study of particular market segments—and market positioning, or the evaluation of an organization’s competitive position within a segment.	[55]
Five Forces framework	According to the model, organizations face five forces that are aggressive to them. Porter’s Five Forces are what fuel industry rivalry. The goal of using the model is to leverage this to increase an organization’s competitive advantage so that it can outperform its competitors.	[55,57]
VRIO framework	The VRIO framework is a strategic planning tool that businesses can use to pinpoint specific assets and competencies that will give them a long-term competitive edge.	[55]
Value chain framework	This framework aids in the analysis of particular processes that businesses can use to generate value and a competitive edge. With the exception of manufacturing companies, it applies to all businesses.	[55]
SWOT analysis	SWOT summarizes the strengths, weaknesses, opportunities, and threats that emerge from these analyses and are likely to have an impact on the development of strategies. This can also be a helpful starting point for developing strategic options and evaluating potential future directions for action.	[55]
TOWS analysis	TOWS is a strategic planning tool that enhances traditional SWOT analysis by translating insights into actionable strategies. This proactive approach encourages organizations to navigate industry challenges, optimize resource allocation, and achieve sustainable competitive advantage. It empowers organizations to formulate innovative strategies for long-term success.	[55]

summarizes the core tools and their primary function in the analysis.

Each tool plays a specific role in the layered evaluation. For instance, the insights from the PESTEL and Five Forces analyses inform the external opportunities and threats in the SWOT framework. The VRIO and value chain tools contribute to identifying internal strengths and weaknesses. These are then integrated through the TOWS matrix to formulate strategic options. This methodological layering allows for both diagnostic and prescriptive insights to emerge in a structured and transparent way. The approach reflects the applied nature of business studies, while aiming to maintain internal consistency and analytical clarity.

4. Case Study Analysis

While the following analysis is primarily grounded in empirical insights from the BANU case study, selected literature is referenced to support key strategic concepts and frameworks where appropriate.

4.1. Macro Layer Analysis

Following Ref. [56], the PESTEL framework was used to analyze Senegal’s macro environment at a national level, focusing on high-level external factors that influence the overall operating landscape for startups in the sustainable fashion and natural dye sectors, evaluating political, economic, social, technological, environmental, and legal factors that influence fashion businesses in the country. This layer was assessed through a literature review. Key findings include:

• Political: While Senegal has a history of political stability [58], issues such as corruption [59], preferential treatment, and inefficiencies in the legal system create barriers, particularly for female-led businesses [60]. Reforms are needed to enhance transparency, simplify export laws, and strengthen judicial independence.
• Economical: Senegal’s strategic location near the North Atlantic Ocean offers significant trade opportunities, but low economic development and poor infrastructure [61], such as traffic congestion, hinder growth [55]. Since the 2014 Emerging Senegal Plan, economic growth has averaged over 6% [58]. However, SMEs face challenges like limited access to finance, high collateral requirements, and complex tax procedures [62]. Efforts such as investment guarantees and trade facilitation reforms show promise but need further enhancement to benefit smaller enterprises [58,59,62].
• Social: Education and labor competence remain low, with only 29% of the population completing secondary education [62]. While the government promotes women and youth participating in agriculture and entrepreneurship, challenges persist, such as restricted access to loans and property for women [59]. The global export industry creates job opportunities, especially for women, but high production demands can lead to labor shortages and job insecurity [62].
• Technological: Senegal’s digital economy faces slow development due to poor governance, limited innovation policies, and inadequate infrastructure. The government has committed to improvements, including better regulation, infrastructure sharing, and integrating digital technology into education [62].
• Environmental: Senegal suffers from energy deficits and poor water quality, especially in rural areas [62,63]. Renewable energy laws aim to promote solar energy and biofuel production, but no specific environmental laws target SMEs. Water sanitation remains uneven, with high tariffs limiting business growth [62].
• Legal: Senegal’s labor code ensures equal working conditions for men and women [58]. However, informal labor practices, minimal worker contracts, and limited social protections reduce job security. Ongoing efforts aim to simplify tax codes and increase compliance, but enforcement remains weak [62].

This macro-level analysis highlights the strengths and challenges in Senegal’s external environment, which form the broader context for strategic business model development. As PESTEL is intended for high-level country-level analysis, firm-specific primary data (e.g., BANU’s case insights) are analyzed in subsequent sections focusing on micro and organizational layers.

4.2. Micro Layer Analysis

4.2.1. Secondary Stakeholder/Customer Layer Analysis

Understanding target customers and their demands is essential for a stable fashion industry, as predicting consumer behavior enhances revenue, retention, and value creation, ensuring sustainable and profitable operation [55].

• Market Identification: A survey of 78 Gulf region customers revealed preferences for traditional (37.18%), formal (34.62%), and casual clothing. Bright colors, patterns, and classic styles are favored, with most shopping quarterly (52.56%) or monthly (37.18%) via online stores and brand websites. Discounts (43.59%) and brand reputation (38.46%) significantly influence purchasing decisions, while environmental responsibility has minimal impact (47.44%).

Interest in African fashion remains limited, with 64.10% unaware of African clothing brands. However, 56.41% are curious, and 39.74% are willing to explore African fashion if aligned with their style. Unique designs, traditional influences (34.62%), and sustainability (28.21%) are appealing.

Therefore, BANU must navigate diverse customer preferences and adjust its product offerings to target markets effectively. However, they must navigate product design and customer preferences across different countries. BANU must decide which products to launch in which markets and how many to adjust for the global market. This is due to varying economic conditions, environmental factors, regulatory requirements, and competitive pressures. As a result, BANU must tailor their products to meet the specific needs of their target markets.

• Market segmentation: This involves categorizing customers by geography, demographics, psychographics, and behavior, as indicated in

  Table 3. Segmentation type for consumer market. Source: [64].

  Type of Segmentation	Description
  Geographical	Divides the market into geographic divisions such as states, countries, regions, and cities.
  Demographical	Market groups according to age, gender, size of family, life cycle of the family, education, income, nationality, generation, race, and religion
  Psychographic	Divides customers into groups based on social class, lifestyle, and personal characteristics
  Behavioral	The fundamental measurement standard for this segmentation is knowledge, attitude, and product responses.

  . BANU can utilize geographic segmentation to expand into GCC markets and demographic segmentation to target customers by age, gender, and income. Over time, psychographic and behavioral segmentation will help refine customer experiences and diversify offerings.

• Market position: This helps BANU create a unique image and competitive advantage. An expert interview recommended BANU leverage its Senegalese roots by supporting education, training, employment, and women’s empowerment to differentiate itself in global markets. Initial expansion should focus on online platforms with targeted marketing, transitioning to physical stores once demand is established. BANU’s social impact can significantly influence purchasing decisions and build customer loyalty.

4.2.2. The Industry Layer Analysis

As outlined by Ref. [57], industry competitiveness is influenced by five forces: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitutes, and the intensity of competitive rivalry. The competitiveness of Senegal’s fashion industry is analyzed using Porter’s Five Forces model, assessing the impact of new entrants, suppliers, buyers, substitutes, and industry rivalry on profitability [65].

• Threat of New Entrants: Barriers to entry are low due to simple registration processes and minimal government requirements. However, the textile industry has declined significantly since the 1990s, resulting in unemployment and a loss of knowledge [66]. Seven Senegalese company owners highlight through the interview that family-run businesses dominate the sector, with limited competition and no significant government support for expansion. Also, Senegalese distribution channels lack online purchasing capabilities, with most local customers opting for physical stores, shops, or business owners’ homes.
• Bargaining Power of Buyers: Buyer power is low, as customers prefer Senegalese pure cotton textiles and rely on local markets. However, natural dye fabrics’ tendency to lose color after washes can affect customer retention. International trade leverages group distribution channels for cost efficiency, while customization is time-consuming and resource dependent.
• Bargaining Power of Suppliers: Senegal’s suppliers consist of small family businesses with varied pricing and quality. Dependency on family farms for raw materials is high, with occasional reliance on neighboring countries during shortages. The absence of an official supplier network results in low-to-medium supplier power, as their success depends on buyer demand and relationships.
• Threat of Substitutes: Substitution is high, as customers often choose international brands over traditional natural textiles. Competitive pricing and product performance further limit the industry’s profit margins.
• Industry Rivalry: Competition within the Senegalese fashion industry is minimal, focusing more on family survival than on innovation. Growth is constrained by financial challenges, lack of technical development, and limited marketing. Knowledge sharing relies on personal networks, with no dedicated institutions for training or formalizing the sector.

This analysis highlights the challenges and opportunities within Senegal’s fashion industry. Addressing these factors can help BANU strengthen its competitive position and navigate the complex dynamics of the industry.

4.3. Organization Layer Analysis

This section examines the organizational layers of the BANU initiative, focusing on leadership structures, communication channels, and responsibility distribution. The analysis aims to uncover how BANU’s sustainable mission translates into effective implementation and strategic cohesion, providing insights into its operational framework and overall effectiveness.

4.3.1. The Firm Layer

The VRIO framework [67] allows for evaluating an organization’s sustainable competitive advantage by examining whether its resources and capabilities are valuable, rare, inimitable, and supported by an effective organizational structure. This analysis helps identify which internal strengths can be strategically leveraged for long-term differentiation and performance [68]. BANU’s initiative preserves Senegalese heritage through locally made products, empowering families with training and improving living standards. Using the VRIO framework, BANU can identify key resources and competencies to sustain its long-term competitive advantage.

To implement the VRIO framework, the resources and capabilities of BANU must be identified. BANU’s resources fall into three categories:

• Tangible Resources: Raw materials, workshops, and stores.
• Intangible Resources: Unique traditional designs, cultural heritage, and expertise passed down through generations.
• Human Resources: Skilled designers and collaborative efforts with families, fostering community bonds.

Based on those resources, below is the VRIO framework for the identified resources and capabilities.

• Value: BANU offers eco-friendly products with a transparent supply chain, leveraging local cotton and traditional dyeing techniques. Its sustainable practices and cultural authenticity resonate with customers, driving brand loyalty and market competitiveness.
• Rarity: Authentic cultural designs and sustainable practices are scarce in the GCC market. The initiative’s focus on empowering families and preserving heritage makes its offering unique.
• Imitability: While designs and capabilities can be replicated, the personal stories behind the brand and its deep cultural roots are hard to imitate.
• Organization: BANU’s organizational culture promotes sustainability and social responsibility. Efficient resource allocation, budgeting, and supply chain management ensure effective market adaptation and logistics for GCC expansion.

In conclusion, the application of the VRIO framework in the BANU initiative has unveiled key internal resources and capabilities that form the foundation of its competitive advantage. The brand’s commitment to sourcing raw materials ethically from Africa, employing traditional manufacturing, and fostering strong relationships with local communities not only adds value to its products but also sets it apart in the market. These resources, marked by their rarity and difficulty of imitation, contribute to a unique selling proposition that resonates with environmentally conscious and culturally aware consumers. The organization’s commitment to sustainability, cultural authenticity, and efficient supply chain management further demonstrates its capability to exploit these resources effectively. Moving forward, the strategic implications and action plan derived from the VRIO analysis provide a roadmap for the brand to continually leverage and enhance its strengths, ensuring a sustainable and differentiated position in the dynamic landscape of the fashion industry.

4.3.2. The Functional Layer

The value chain, introduced by Michael Porter, is a strategic tool for analyzing an organization’s activities from raw material sourcing to final product delivery. It identifies how businesses create and capture value by breaking down operations into primary and support activities, enabling firms to optimize efficiencies and gain competitive advantages [69]. For BANU, the value chain links its core competencies (identified through the VRIO framework) to its unique value proposition, as shown in Figure 2.

BANU’s primary activities reflect its commitment to cultural preservation and sustainable practices. Inbound logistics focus on sourcing raw materials such as cotton, cactus, clay, and eucalyptus from Senegalese terroirs. Operations are deeply rooted in traditional dyeing and weaving techniques performed in villages, ensuring that products remain culturally authentic. Outbound logistics emphasize the efficient transportation and distribution of 100% Senegalese-made products to global markets, particularly the GCC region. Marketing and sales activities are geared toward promoting BANU’s unique products, highlighting their cultural authenticity and sustainability to resonate with an international audience. Post-sale services extend the customer experience by providing authenticity assurance and cultural education, further strengthening the brand’s value proposition.

In terms of support activities, procurement plays a key role, as BANU collaborates with local communities to source raw materials and preserve traditional craftsmanship. Technology development focuses on innovating weaving techniques while maintaining cultural authenticity. Human resource management centers on engaging and empowering village artisans, providing them with opportunities to sustain their traditional skills and improve their livelihoods. The firm’s infrastructure supports these efforts by establishing robust organizational structures and processes to ensure efficient operations and project success.

Beyond internal processes, BANU’s value network underscores the importance of partnerships in creating its products. This network involves local communities, artisans, and international distributors, forming a collaborative ecosystem that enhances the cultural authenticity and sustainability of BANU’s offerings. These partnerships are integral to the entire lifecycle of BANU’s products, from raw material sourcing to the final delivery to customers. By fostering these relationships, BANU ensures the availability of necessary resources while enriching the cultural heritage embedded in its products.

In conclusion, BANU’s value chain and value network illustrate how the initiative weaves together traditional practices, sustainability, and collaboration to create a unique and competitive market position. By leveraging these insights, BANU can continue to enhance its value proposition and cultivate sustainable partnerships that align with its mission of cultural preservation and global expansion.

4.4. SWOT and TWOS Analysis

To assess BANUs competitive situation, the SWOT analysis evaluates BANU’s competitive position, identifying internal strengths and weaknesses, as well as external opportunities and threats, as shown in

Table 4. SWOT analysis. Source: authors.

Strength	Weakness
Unique and intricate African designs with traditional influences and sustainable practices attract culturally and environmentally conscious consumers. In-house production ensures quality control and operational independence. The strategic location in Senegal offers access to trade opportunities and government support for small businesses. The deep cultural connection to Senegalese heritage provides a strong unique selling proposition (USP). There is a commitment to sustainability with eco-friendly practices, such as locally sourced cotton and natural dyeing techniques. The focus on empowering local families and communities through training, education, and employment initiatives enhances brand image. Interest from GCC consumers creates potential for international market expansion. There is a strong sense of tradition and stability through collaboration with family-run businesses.	Limited financial resources hinder growth and operational scalability. An absence of product quality checks may increase costs and reduce customer satisfaction. The lack of marketing campaigns and limited brand promotion affects visibility in competitive markets. Dependence on family farms for raw materials creates supply chain vulnerabilities during shortages. Minimal product line diversity may limit market appeal. Technological advancements in production remain underutilized in Senegal’s fashion industry. Limited awareness of African clothing brands among GCC consumers necessitates significant marketing efforts.
Opportunity	Threats
Adopting advanced machinery can improve product quality and production efficiency. Expanding e-commerce and internet services enables local and international growth. There is international expansion potential with unique designs and product diversification. Marketing campaigns emphasizing BANU’s social impact (education, women empowerment, and community support) can resonate with socially conscious consumers. Highlighting Senegalese fashion’s cultural significance can attract niche markets. Storytelling around families supported by the BANU initiative fosters brand loyalty and differentiation.	Increased competition locally and internationally challenges market share. Heavy reliance on family businesses and informal networks may hinder scalability. Weak infrastructure for water and electricity impacts production capabilities. Fast fashion dominance requires clear communication of BANU’s value proposition to compete effectively. The absence of industry rivalry may indicate a slow market growth pace and limit innovation. Failure to establish brand loyalty risks losing customers to established competitors.

. This comprehensive analysis supports the formulation of development strategies for the startup.

Furthermore, The TOWS analysis builds on SWOT by linking internal strengths and weaknesses with external opportunities and threats, guiding strategies to leverage strengths, address weaknesses, and mitigate threats for improved performance, as shown in

Table 5. TOWS. Source: authors.

TOWS	Weakness	Strength
Threat	Improve product quality checks to reduce cost and enhance competitiveness. Address logistical challenges to minimize the impact of supply chain threats.	Strengthen brand characteristics to mitigate brand loyalty threats. Diversify the product line to counter competition.
Opportunities	Invest in employee training to overcome the unskilled workforce. Enhance product awareness in the Gulf region through extensive marketing efforts.	Utilize advanced machines for production efficiency. Focus on global international expansion with unique designs. Emphasize social impact in marketing campaigns.

.

By implementing these strategies, BANU can leverage its strengths to capitalize on opportunities, address weaknesses, and mitigate potential threats for sustainable growth in the fashion industry.

4.5. Strategy Recommendations

4.5.1. Strategic Issues

A strategic issue is a critical challenge that, when resolved, significantly impacts an organization’s success and direction [70]. For BANU, SWOT analysis highlights opportunities to diversify income sources and ensure sustainable growth. Leveraging e-commerce and online shopping trends by investing in a strong online presence and digital marketing can expand BANU’s domestic and global reach.

Entering the GCC market, where consumer interest is high, offers significant growth potential. Developing a targeted entry strategy, collaborating with regional retailers or online platforms, and tailoring offerings to local preferences can boost market share and customer demographics. Expanding product diversity through new African-inspired designs, accessories, and eco-friendly production methods will cater to wider customer needs while reinforcing BANU’s sustainable practices. BANU can further emphasize social responsibility by promoting its efforts to empower Senegalese women through education, training, and job opportunities. Marketing campaigns showcasing these initiatives, potentially with celebrity partnerships, can resonate with socially conscious GCC consumers. Highlighting the cultural significance of Senegalese fashion can also attract niche markets seeking authentic and culturally rich products. By pursuing these strategies, BANU can strengthen its market position, diversify revenue streams, and achieve long-term growth in the competitive fashion industry.

4.5.2. Strategic Choices

Based on the above analysis and the previous recommendations through the research findings, the strategy choices were developed. The choices would involve options for the organization’s strategy in terms of both the direction and the methods they can utilize to develop the strategy. As such, a comprehensive strategy with a range of strategic directions is needed for BANU to be able to successfully develop its existing product and market locally and internationally, as illustrated in Figure 3.

To succeed in Senegal’s market, BANU should adopt a tailored operational strategy that aligns with the region’s cultural and economic context. This involves collaborating with local communities, artists, and businesses to ensure authenticity in product designs while emphasizing sustainable practices, such as using locally sourced materials, eco-friendly production, and fair labor. Targeted local marketing campaigns, utilizing both traditional and digital channels, can enhance brand awareness, while customer engagement through surveys, events, and focus groups will help align products with consumer preferences. Strengthening partnerships with local suppliers and investing in education and skill development through training programs can further solidify BANU’s presence in the local market.

Initially, since BANU is still in the initial phase, it requires a business strategy to be able to know how it can seek a competitive advantage at its individual business level in Senegal. In the context of Porter’s three generic strategies [55], Porter argues that there are three fundamental means of achieving competitive advantage: either through low cost compared to its competitors (cost leadership), through a product that is different and offers value to the customer (differentiation), or based on competitive scope (focus strategies). Consequently, BANU has the competitive advantage of differentiation through its unique offering of natural dye clothing products, with a broad target competitive scope. This type of competitive advantage requires BANU to work on sustaining such unique products through interactive strategies such as cooperative strategies. It will provide BANU an advantage by acquiring benefits from cooperation. One key possible partner for BANU is NUNU design. NUNU design could support BANU in its development in the market through different aspects, such as industry expertise, networking opportunities, credibility, access to resources, creative collaboration, market insights, brand exposure, educational opportunities, adaptability to trends, and mutual growth opportunities. These can support BANU in providing valuable insights into consumer behavior, market trends, and emerging opportunities, helping the startup make informed decisions about product development and diversification of the product, marketing strategies, and market positioning. Collaborations can also increase BANU’s visibility, leading to media coverage and social media mentions. The knowledge transfer from experienced professionals such as NUNU can help BANU develop skills and gain a better understanding of the fashion business.

Secondly, as BANU matures over its life cycle, it should focus on corporate strategy and diversification, with more focus on which business to include in its portfolio. A corporate strategy is crucial for a startup’s success, as it provides a roadmap for sustainable growth, effective resource allocation, risk management, market positioning, and adaptability. It sets a clear direction, ensuring activities and decisions align with the overall objectives. The Ansoff Product/Market Growth Matrix is a tool used by organizations to evaluate and select the most suitable growth strategy based on their goals, resources, and market conditions. It involves a systematic process of assessing the organization’s current situation; evaluating its products, market presence, and capabilities; and examining external market conditions [55]. The goal is to define objectives, such as increasing market share (market penetration), entering new markets (market development), introducing new products (product development), or a combination of these (diversification). The chosen strategy should align with the organization’s long-term vision and goals. Implementation involves developing a detailed plan, allocating resources, and monitoring progress. In this phase, we see BANU move from market penetration to potential expansion through market development into a new geographical area. BANU can achieve sustainable growth, access new customer segments, and diversify its business by transitioning from market penetration to market development in new geographical areas.

Thirdly, since the cooperate strategy recommendation is to have market development through expansion in new geographical areas, the adoption of international strategy is needed. While developing the international market through the international strategy, as highlighted in the analysis above, establishing the business with the aim of social support of local Senegalese business is a critical factor for local businesses growth, providing a unique competitive advantage within the local market. It facilitates community integration, allowing businesses like BANU to build relationships with local residents and understand their needs, fostering brand loyalty and customer trust. This integration also allows BANU to align its offerings with local traditions and preferences, differentiating itself from competitors. Collaboration with local artists and craftsmen enhances the authenticity of BANU’s products and stimulates economic growth within the community. From another perspective, online shopping is a strategic choice for international businesses that can be used to assess the international market. Online shopping can support BANU to grow due to its global reach, accessibility, cost-effectiveness, cultural adaptability, diverse product offerings, data-driven decision-making, global marketing, logistical efficiency, and adaptability to regulatory variations. It breaks down geographical barriers, catering to different languages, currencies, and cultural preferences. However, high consideration of marketing and international advertisement is needed.

In order to assess the international strategy, starting with internationalization drivers, startups such as BANU should consider international expansion based on market demand, cost advantages, government pressures, and competitor response. Market demand can lead to growth and revenue generation, while cost advantages can enhance competitiveness. Expanding internationally allows startups to tap into new markets, reach a broader customer base, and access lower production costs, raw materials, and skilled labor. Governments often encourage international expansion through incentives, subsidies, or favorable trade agreements. Responding to competitor moves ensures a competitive global presence and prevents competitors from gaining an advantage. Additionally, international expansion can provide access to a broader pool of talent and expertise, enhance cultural intelligence and adaptability, and contribute to brand globalization.

On the other hand, to assess the competitive advantage of startups operating in specific locations (locational advantage), the Four Point Diamond framework [55] can be adapted. It consists of four key determinants: factor conditions, demand conditions, related and supporting industries, and firm strategy. As startups grow and consider international expansion, the Diamond model can be a valuable tool for assessing the competitiveness of potential locations. Applying the model in this context can guide strategic decision-making, resource allocation, and overall business development for startups. Moreover, the model helps identify the strengths and weaknesses of a startup’s locational advantage, allowing it to succeed in the industry and potentially expand globally.

Subsequently, BANU should conduct a market selection analysis using the CAGE framework [55] to refine its international expansion strategy. The CAGE model evaluates potential markets by considering cultural, administrative, geographic, and economic distances between home and target countries. The CAGE model can help BANU identify and mitigate potential risks associated with entering specific markets, such as understanding legal complexities and adapting marketing strategies to cultural nuances. It can also ensure strategic alignment with markets that offer the best strategic fit based on the CAGE analysis. Once BANU has identified target markets, it must choose the most appropriate mode of entry, such as exporting, licensing, or franchising; joint ventures or alliances; or wholly owned subsidiaries. Factor conditions for startups include resource availability, market characteristics, and control and flexibility. BANU should prioritize markets with lower cultural, administrative, geographic, and economic distances to minimize barriers to entry and operational challenges.

4.5.3. Practical Implementation Considerations

To ensure the feasibility and effectiveness of the proposed strategic directions, it is essential to contextualize them within Senegal’s existing industrial landscape. The following implementation pathways translate strategic intent into practical actions that support BANU’s long-term goals.

• Strengthening Local Operational Capacity
  • Skills Development: Establish localized training programs in partnership with vocational institutions and NGOs to enhance technical knowledge in traditional dyeing and weaving techniques. These initiatives should prioritize the inclusion of women and youth to foster inclusive economic development.
  • Supply Chain Formalization: Create cooperative networks among small-scale cotton growers and dye artisans to improve raw material quality, ensure continuity of supply, and reduce dependence on informal arrangements.
  • Quality Assurance Systems: Introduce simple quality checkpoints across the production process to maintain consistency, reduce defects, and enhance product reliability in both local and export markets.
• Leveraging Strategic Partnerships
  • Collaboration with NUNU Design: Formalize collaboration channels for design support, co-branding, and resource sharing, allowing BANU to benefit from NUNU’s established market presence and creative capabilities.
  • Engagement with Government Programs: Access national support schemes such as DER-FJ or APIX to secure funding, export logistics support, and promotional opportunities in international trade fairs.
• Digital Market Expansion
  • E-Commerce Enablement: Develop a bilingual digital storefront equipped for international payments and shipping, targeting diasporic and sustainability-conscious consumers in the GCC and Europe.
  • Social Impact Branding: Use multimedia storytelling to communicate BANU’s social mission—emphasizing community empowerment, sustainable practices, and cultural preservation—thereby differentiating the brand in competitive global markets.
• Product–Market Fit and Diversification
  • Dual Product Lines: Implement a two-tier product strategy: premium, artisan-quality pieces for export markets, and culturally aligned, affordable items for the domestic market. This dual approach balances profitability with cultural relevance.
  • Customer Feedback Integration: Conduct periodic digital surveys and focus groups in both domestic and international markets to align product development with consumer preferences.
• Infrastructure Optimization
  • Decentralized Production Units: Invest in small-scale, solar-powered production hubs in rural areas to address unreliable electricity access and to support community-based employment.
  • Agile Inventory Management: Adopt limited-batch or made-to-order production models to manage costs, reduce waste, and maintain flexibility in response to market demand.

These practical considerations reinforce BANU’s ability to translate strategy into action, allowing the enterprise to navigate systemic limitations while capitalizing on its distinctive cultural and environmental value propositions. By embedding adaptability, partnership, and capacity-building into its strategic execution, BANU can position itself as a scalable and sustainable fashion brand both locally and globally.

4.5.4. Strategy Evaluation and Implementation

BANU’s strategic journey unfolds in distinct stages: It begins with setting itself apart through a unique product, collaborates with NUNU Design for industry support, progresses to market development during maturity, embraces internationalization strategies guided by drivers and CAGE analysis, and strategically evaluates locational advantages using the Four Point Diamond model. Each phase aligns with BANU’s growth objectives, ensuring a holistic and well-informed approach to international expansion and sustained success in the dynamic fashion industry. Transitioning from one strategy to another requires proper strategic evaluation, which can be carried out using the SAFe framework [55]. In each phase, the SAFe framework can be applied to assess suitability, acceptability, and feasibility, providing a structured and adaptable approach to BANU’s strategic journey. The iterative nature of SAFe allows for continuous evaluation and adjustment, ensuring that strategies remain aligned with growth objectives and stakeholder expectations in the dynamic fashion industry.

4.5.5. Vision, Mission, and Values

With the strategy in place, it is useful to propose a vision, mission, and values framework aligned with the strategic direction outlined in this study. While these elements are typically developed by the startup’s founding team, in this case, they are presented as research-based recommendations informed by the strategic analysis and sustainability principles discussed in this paper. These guiding statements serve as illustrative examples of how such values could reflect the cultural, environmental, and market-driven goals of a sustainability-focused fashion startup in Senegal. As such, the proposed elements are defined below.

• Vision: BANU foresees a dynamic future in which the rich cultural heritage of Africa actively contributes to a world that is both sustainable and culturally enriched. The ambition is to establish a global benchmark for genuine, entirely naturally produced textile products that showcase the craftsmanship of traditional natural dyeing and weaving methods, creating a bridge between historical traditions and contemporary realities by empowering Senegalese families to produce 100% Senegalese-made clothing.
• Mission: BANU’s mission is to lead the way in sustainable African cultural products within the fashion and textile industry. The aim is to blend the cultural element, economic impact, and eco-friendly practices, providing actionable insights for the startup’s growth. Through community engagement, alignment with African traditions, and a focus on sustainability, the strive is to differentiate BANU in the local and international markets.
• Values: The values that are listed below highlight the value that BANU aims to add to the fashion industry, focusing on the cultural and sustainable elements.

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  Cultural Preservation: BANU is committed to sustaining and celebrating African heritage fashion by preserving traditional weaving and natural dyeing techniques, ensuring they endure for future generations.

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  Sustainability: From locally sourced and spun cotton to natural dyeing that minimizes environmental impact, BANU is committed to creating products that not only look beautiful but also are eco-friendly.

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  Authenticity: Keeping African craftmanship embedded in the cultural fashion is an essential value that BANU aims to sustain.

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  Innovation: While tradition is the foundation, BANU promotes creativity and innovation in designs and sustainable methods of production. Investment in experiments and research facilities to enrich weaving methods is important, allowing for improvements while preserving the essence of African tradition.

5. Conclusions

This study highlights the BANU initiative as a model for sustainable entrepreneurship, showcasing how cultural preservation, eco-friendly practices, and strategic market development can be harmonized to drive business growth. Through an in-depth analysis using frameworks such as PESTEL, Porter’s Five Forces, VRIO, SWOT, and TOWS, the research identified BANU’s strengths, challenges, and opportunities in both local and international markets.

The findings emphasize the importance of leveraging BANU’s unique value proposition—rooted in Senegalese heritage and sustainable practices—to build a strong market presence. Locally, the focus should remain on community engagement, collaboration with artisans, and authentic product offerings. Internationally, strategies such as e-commerce expansion, targeted marketing campaigns, and partnerships with regional retailers provide pathways for market growth. These approaches align with the growing global demand for culturally rich and sustainable fashion products.

The study also underlines the significance of innovation in design, production methods, and marketing to remain competitive in the evolving fashion industry. By integrating advanced technologies and emphasizing its social impact, BANU can strengthen its position as a leader in sustainable fashion. Additionally, the initiative’s commitment to empowering local communities through education, training, and employment reinforces its mission to create a positive economic and social impact.

While this study offers valuable insights into the strategic development of sustainable fashion startups through the case of BANU, several limitations should be acknowledged. The research is based on a single case study, which limits the statistical generalizability of the findings. The sample sizes for both interviews and surveys were modest and context-specific, primarily involving stakeholders from Senegal and the UAE. Consequently, the results may reflect cultural or regional biases. Moreover, the depth of qualitative insights varied depending on participant experience and exposure.

While this study offers a strategic framework grounded in a single case study, future research could extend this work in several meaningful ways. Comparative studies across multiple sustainable fashion startups in different geographic or economic contexts would enhance the generalizability and adaptability of the framework. Additionally, longitudinal research could assess how such strategies evolve over time in response to shifting market dynamics, sustainability standards, or consumer behavior. Further investigation into the integration of digital technologies, circular economy practices, or policy incentives within strategic planning for sustainable entrepreneurship could also offer valuable insights for both researchers and practitioners.

In conclusion, BANU’s strategic journey offers valuable insights for startups seeking to balance cultural preservation, sustainability, and profitability. By implementing the recommended strategies, BANU can achieve long-term growth, expand its reach, and continue to serve as a beacon for sustainable and culturally inspired entrepreneurship. This case study contributes to the broader discourse on sustainable business practices, offering a replicable framework for ventures in similar industries and regions.