Proposal AnalysisIndustryMarketCompetition Barriers to entry may exist in terms of customer acquisition and retention in a highly competitive fashion industry environment (-)Market size 4.3 million, with a high disposable income who spends $5 billion on clothes. This market group has a growth rate of 8-10% per year (+)Well-established competitors Liz Clairborne, Evan Picone already capitalizing on the market and trends(-)Clearly distinct market leaders (-)Liz Clairborne, Evan PiconeMarket trends favor different looks in garments that can be satisfied by the Heather Evans Bridge line. (+) No statistical data available on the market segment owned by competitors (-) Suppliers-Distribution, although several possibilities are mentioned, there is no solid picture whether specific suppliers and selected manufacturers can manage the costs, volume required (-) . Target market group is receptive to new styles and designers (+) No competitive advantage provided. Possible cannibalization for the “Bridge” category to the clothing industry (-) Positioning of the product as designer clothing for the formal professional which can expand to other markets at a later stage. (+) Based on the above analysis I would say that Heather Evansopportunity faces established competitors in a market where it fails to clearly define its competitive advantage. In addition to this, there is a need for legacy infrastructure related to working capital, suppliers and distribution network which, according to the data provided, is fortunate. As the case may be, I would argue that Heather's effort lacks an overall analytical and structured approach to her entrepreneurial venture. Most of his efforts are based on personal taste and intuition and not on a predefined plan of action. It focuses on issues superficially without analyzing important issues (location, finance, feasibility) in depth. She lacks familiarity and network with the industry she seeks to enter. It does not appear to have the capacity to pursue the initial objectives set and usually ends up accepting the available opportunities presented without evaluating future impacts. For example by hiring a model maker but then being influenced by a