In recent years, access to trend information has multiplied: social media, digital platforms, artificial intelligence and data analysis tools have accelerated the spread of cultural and aesthetic signals. At the same time, however, they have also made their interpretation more complex.
For brands, the challenge is no longer getting information. It’s more about understanding which of them are relevant to your business.
This article is part of Dos and Don’ts, a new series from FashionUnited. It brings together the experiences of industry experts to shed light on the most common successes and mistakes in key processes in the international fashion business from a practical perspective.
According to Catalina Marín, the role of forecasting has evolved from an inspirational perspective to an increasingly analytical and cross-functional process. She has more than 18 years of experience analyzing and adapting trends for Latin American companies.
“Today there are more sources of information. The variables that influence the design of information are much broader. It used to be more of a niche phenomenon and more Eurocentric; today the process is much more diverse,” she explains.
This change means that trends can no longer be interpreted solely through aesthetics or products. Science, politics, technology, behavior and economics are all part of the same analytical system.
“The challenge today is to achieve the depth necessary to understand these changes. Many people find themselves in a reactive mode, particularly due to social media. In doing so, the broader contextual reading and the ability to step back and understand cycles are lost,” she notes.
From “cool hunting” to strategy
The growing interest in trends has also led to misunderstandings about their function in companies. For Marín, work is not about discovering the “new,” but rather about understanding the human behavior behind the changes. “The topic of trends is closely associated with ‘coolhunting’. However, it requires a very curious profile with the ability to analyze and synthesize information. It’s about understanding the why behind things and how that affects people’s purchasing behavior,” explains Marín.
The most common mistake is not the lack of data, but rather its interpretation. “Today there is such a vast world of information that it is difficult to determine what is just noise and what may have a short, medium or long-term impact on a business,” she explains.
The “Dos”
Understand consumers ahead of the trend
For Marín, the starting point must always be knowledge of the target group. “The biggest mistake is not knowing your consumers. If you are clear about this brand companion, it becomes much easier to filter trends,” she advises. This means understanding more than just demographic data. It’s also about emotional motivations and cultural changes that influence consumption.
View trends as processes, not events
Relevant transformations are usually gradual. “The shift from skinny jeans to wider pants is a very slow transition. It can take ten years. It’s not like everything changes overnight,” notes Marín. Understanding timing allows brands to adapt products incrementally. This means that brand coherence is not broken and unnecessary risks are not taken.
Connect the macro to the local
Even if the analysis is global, the application is always contextual. “You increasingly have to understand local differentiation. Before we all wanted to be global and similar; now there is a return to what identifies us,” says Marín. Local translation of a trend can become a competitive advantage.
Use technology as a tool, not a direction
Digital tools accelerate data analysis, but do not replace strategic judgment. “These tools allow you to learn more quickly what is happening, but they should not drive business decisions,” she explains.
The “Don’ts”
Don’t respond to everything that appears on social media
Overexposure to microtrends can lead to hasty decisions. “There are companies whose teams watch TikTok all day. With so much noise, it’s hard to know what to pay attention to without a methodology,” warns Marín. Constant reactivity weakens identity and fragments strategy. Don’t confuse adopting trends with instant copying.
Adopting a trend without adapting to consumers can lead to alienation
“If I have more conservative consumers and animal print comes up, I don’t design the whole shoe in animal print; I use it for the insole,” suggests Marín. For them, the key is the degree of adaptation, not literal adoption.
Don’t prioritize ambitious ideas over real business problems
One of the most common mistakes occurs when brands try to integrate innovation without solving the operational fundamentals. “I saw companies worrying about the metaverse while people complained on social media because their orders weren’t arriving,” she recalls. She emphasizes that forecasting does not replace business management.
Don’t delegate strategic decisions to artificial intelligence
The increasing use of generative tools poses new risks. “Relying only on what GPT tools say can be tricky. The information may not be entirely accurate and the depth of analysis may be lost,” warns Marín.
What should you pay attention to?
Trend forecasting now permeates all areas of the company: product development, commercial planning, marketing and brand experience. In the context of information overload and accelerated cultural cycles, the challenge is no longer to react faster, but to interpret better.
“The amount of information today is enormous, but the challenge is to understand what can really influence behavior and what is just noise,” says Marín.
For her, the key lies in the balance between global context and brand identity: “The key is to understand what is happening in the global context. But above all, you have to be very clear about who I am as a brand and what I can respond to.”
Case studies
In practice, effective forecasts rarely lead to radical changes. Rather, they manifest themselves in gradual adjustments that accompany cultural change without endangering brand consistency.
The shift in silhouettes – like the transition from slim trousers to wider volumes – shows how significant changes can unfold over years. Brands that understand these adoption curves gradually adjust proportions and assortments, reducing inventory risk.
Most important insight
For Marín, forecasting is not about accurately predicting the future. It’s about providing tools to navigate uncertainty with greater clarity. Essentially, trends are not followed; they are interpreted.
Catalina Marín is a designer with a background in industrial design and a focus on fashion. She has more than 18 years of experience in trend analysis and strategic application. She is currently working with the Spanish-speaking market. It supports companies in interpreting global content and adapting it to specific local and commercial circumstances.
This article was created using digital tools translated.
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