The beginning of this project involved developing a comprehensive 6-month buying plan. We were provided with a basic Excel sheet containing minimal data, which challenged us to build out the full plan from scratch. As a team, we calculated key metrics including sales, markdowns, markups, beginning-of-month (BOM) inventory, stock-to-sales ratios, and purchase projections.

This was a new experience for all of us, and working collaboratively in one shared spreadsheet proved difficult at times—formulas and data could easily be overwritten or miscalculated without careful coordination. Despite the challenges, it was valuable for everyone on the team to take ownership of different parts of the process.

With my background as a buying tutor and knowledge from a prerequisite retail math course, I naturally stepped into a leadership role, helping guide the numerical aspects of the plan and ensuring accuracy throughout.

Beyond the calculations, we were tasked with justifying our projected sales increase—a figure we had established early in the planning process. This required a formal research paper grounded in data and industry analysis.

We focused our research on internal and external factors impacting Abercrombie & Fitch, the brand we were assigned. This included evaluating market trends, economic conditions, and brand performance to support our proposed strategy.

While it sometimes felt like a significant portion of the project fell on my shoulders, I was proud to realize that this was an area where I could thrive. That said, my teammates made meaningful contributions during the research phase, and together we built a strong, well-supported justification for our plan.

This project pushed me to think critically, lead confidently, and apply both analytical and strategic thinking to a real-world retail scenario.