ERYZE

Case study

Shaping the Capadana e-commerce concept

The product combines the coverage and expression of a bandana with the visor of a cap. The question was how to explain that unfamiliar format and turn it into a clear online shopping proposition.

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01

Product Management

02

Discovery

03

Strategy

Overview

  • NoteBrainster product final project covering discovery preparation, strategy, requirements, and design direction.
  • NoteThe proposed initial audience was fashion-conscious young people in North Macedonia, with wider Balkan expansion considered later.
  • NoteThe audience and included interview material are treated as assumptions and simulated inputs until primary research is verified.

User problem and market opportunity

  • NoteStarted by separating the core user problem from assumptions about solution shape.
  • NoteLooked for a market entry point where the value proposition could be explained clearly.
  • NoteFocused on where the product could be differentiated by experience and clarity, not just feature volume.

Framing discovery and evidence

  • NoteFramed questions around identity, usage occasions, functional protection, and reasons to choose the hybrid format.
  • NoteSeparated research objectives and simulated interview responses from verified participant evidence.
  • NoteUsed secondary research and competitor review as directional inputs rather than proof of demand.

Defining the proposition

  • NoteConnected two proposed benefits: practical sun protection and personal expression.
  • NoteUsed the audience hypothesis to shape how the product would be explained and merchandised online.
  • NoteKept the broader regional opportunity as a later strategic assumption, not a validated result.

Product strategy

  • NoteDefined the product narrative around user value, not internal feature ambition.
  • NoteClarified what had to be true for the product to show early traction.
  • NoteConnected the opportunity space to a product direction that could be prioritized over time.

PRD and success metrics

  • NotePrepared a PRD-level outline to clarify what the first release needed to include.
  • NoteProposed monthly active purchasers as a success signal, including a target of 150; this is a planning target, not an achieved result.
  • NoteUsed the PRD to create alignment between product intent and delivery scope.

Visual and design direction

  • NoteDefined a visual direction to support product positioning and trust.
  • NoteUsed the interface direction as a communication tool, not only a styling exercise.
  • NoteKept the visual choices aligned with the intended audience and product promise.

Outputs and outcome status

  • NoteThe files document a product concept, research preparation, strategy, requirements, and a design direction.
  • NoteThe Figma prompt is treated as a design brief, not proof of a completed prototype.
  • NoteVerified customer validation, sales, conversion, and launch results are not available in the reviewed material.

Reflection

  • NoteGood product work gets stronger when the problem definition is sharper than the feature list.
  • NotePersonas are useful only when they change what gets prioritized.
  • NoteSuccess metrics should be decided early enough to shape the product, not retrofitted later.