The Influence of Image, Quality, and Trust for a Semi-Jewelry Business

Joana Maria Dos Santos; Vagner Ferreira

DOI: 10.22167/2675-6528-202603039

Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Abstract

Competitiveness in the digital market demands from brands not only good products, but also a strong identity and real connection with the consumer. In this context, we analyzed how the strategic pillars of image, quality, and trust contributed to the commercial performance of a newly created semi-jewelry company located in Itupeva-SP. A qualitative methodology was adopted, with a case study as the main method. The data collection instruments combined direct observation, secondary data collection, bibliographic research, and the application of an online questionnaire to clients. The results indicated that the founder’s proximity to the public and the personal narrative of the brand’s creation generated identification and boosted sales. However, the absence of formal marketing strategies, inventory control, and a robust digital presence limited the company’s growth. It was concluded that the alignment between brand image, quality perception, and trust generation is fundamental to consolidating emerging brands.

Keywords: Branding; Consumer trust; Digital marketing.

1. Introduction

Contemporary society is characterized by increasing connectivity and a heightened focus on marketing strategies employed on social media. This digital landscape directly influences consumer purchasing decisions, requiring brands not only to offer quality products but also to build a solid image, a perception of beauty, and generate trust. In the context of the semi-jewelry market, a robust digital presence and the appropriate use of communication tools are crucial for the growth and competitiveness of companies.

The current reality demonstrates the importance of aesthetics, especially that focused on digital culture, known as “instagrammable”, to boost sales. Brands that stand out in this environment often opt to use real consumers as representatives, aiming to build trust. Beyond a good product and efficient delivery, organizations need a pleasant aesthetic and a relationship that fosters customer trust (Kotler, 2017).

The image of a product or service is intrinsically linked to consumer expectations, being shaped by elements such as branding, marketing communication, and the perception of quality (Kapferer, 2008; Kotler & Keller, 2012). Non-verbal communication, which includes gestures, posture, and the beauty expressed by the brand, plays a significant role in interacting with the public, as studies indicate that a large part of the message is transmitted through non-verbal means (Mehrabian, 1967).

Product quality is an essential factor, as without it, any marketing strategy lacks a foundation and cannot generate trust or connection with the audience. Well-made, beautiful, and well-finished products attract consumers and communicate value, being crucial for a brand’s success. In semi-jewelry, finishing, durability, and aesthetics are attributes that communicate value and establish trust and connection with the customer. Satisfaction and trust in the brand mediate the perception of quality and loyalty (Cuong & Long, 2020).

Trust, in turn, is a fundamental pillar in human-centered marketing, where personal narrative and transparency are capable of generating the emotional connection necessary for the purchase decision, especially in emerging or unknown brands (Kotler, 2017; Hollebeek, 2019). The absence of a consolidated marketing strategy, inventory control, and a robust digital presence can limit a company’s growth, even if it has a product with good acceptance and personalized service.

In this context, the research problem lies in understanding how ventures with limited resources can start and sustain themselves in the market, attract customers, and increase revenue when the brand is unknown. Specifically, it is questioned how brand image aspects, product quality, and consumer trust can contribute to the commercial performance of a semi-jewelry company. The relevance of this study lies in offering subsidies for new entrepreneurs to make more assertive decisions, allowing small or medium-sized businesses to scale in the market by correctly applying the pillars of image, quality, and trust. The objective of this work was to analyze how the strategic pillars, image, quality, and trust can contribute to the commercial performance of a newly created semi-jewelry company located in Itupeva-SP.

2. Material and Methods

The present research was characterized, regarding its objectives, as descriptive, seeking to observe, record, and analyze aspects of a phenomenon without researcher intervention, as advocated by Gil (2008). In relation to the nature of the data, a qualitative approach was adopted, which aims to understand phenomena in their complexity, valuing participants’ meanings, perceptions, and experiences, without seeking to quantify them, according to Minayo (2001).

The main methodological design was the case study, applied to a fine jewelry company located in Itupeva-SP. This strategy allowed for an in-depth and detailed investigation of a phenomenon within its real context, being especially useful when the boundaries between the phenomenon and the context are not clearly defined (Yin, 2005). The company studied was selected because it is a recently created venture seeking to consolidate its market presence.

Complementary to the case study, the field survey method was used, with the objective of obtaining information directly from a group of people through standardized questionnaires (Gil, 2008). This procedure aimed to understand the opinions, attitudes, behaviors, and characteristics of the brand’s customer population, providing data for the analysis of the pillars of image, quality, and trust.

Data collection was carried out through multiple instruments. Initially, a comprehensive literature review was conducted on the concepts of digital marketing, market segmentation, social networks, brand positioning, product quality, and trust. The main theoretical references consulted included works by Kotler, Keller, Kapferer, Lacombe, Cuong, Long, and Romanello.

Subsequently, direct observation was carried out at the company, from August 2024 to May 2025. During this stage, information was collected on the brand’s market launch, the number of people impacted, the marketing strategies employed, the number of sales per period, and customer service procedures. The data were provided by the brand’s founder, with her permission for disclosure.

Additionally, documentary research and secondary data collection were carried out, through access to the company’s sales records. This stage aimed to gather information on the factors that motivated sales in different periods, contributing to the understanding of the brand’s commercial performance and the identification of consumption patterns.

An online questionnaire, composed of closed-ended questions, was applied to the company’s clients. The instrument was made available from June 16, 2025, to August 17, 2025, and was sent to 50 people through social networks. Of this total, 18 responses were obtained, and the selection criterion for participants was having made purchases of the brand’s products.

The questionnaire questions were elaborated based on the pillars of strategic marketing and consumer behavior, using the works of Kotler and Keller (2012) and Kotler (2017) as the main guideline. The structuring sought to address the central axes of image, quality, and trust, with questions on segmentation (Kotler and Keller, 2012), image and aesthetics (Kapferer, 2008), quality and finishing (Cuong and Long, 2020), and trust and humanized marketing (Kotler, 2017).

Regarding the ethical aspects, free and informed consent was obtained from all questionnaire respondents. No participant was identified, and no personal approach questions that could pose risks were asked. In accordance with Article 1 of CNS Resolution No. 510 of April 2016, the research was not submitted for review by the CEP/PECEGE, as it did not reveal data that could identify the participating subjects and it involved research with aggregated databases.

For the data analysis, the company’s sales and cost control reports were tabulated in an Excel spreadsheet. Subsequently, this data was organized to allow a comparative analysis with the consulted bibliographies. Management tools, such as Marketing Strategy (Kotler et al., 2021) and the Business Model Canvas (Osterwalder and Pigneur, 2011), were used as a framework to structure the business analysis, enabling the identification of weaknesses and opportunities.

3. Results and Discussion

The research results revealed a series of crucial findings regarding the contribution of image, quality, and trust pillars to the commercial performance of a newly created semi-jewelry company. Initially, direct observation of the company, located in Itupeva-SP, allowed for the characterization of the venture. The brand emerged from the founder’s perception of the difficulty in finding accessories with good finishing, high quality, and nickel-free, a substance known to cause allergic reactions (Sunderman, 1993). This market study and supplier research prior to the brand’s creation indicated an initial concern with the viability and strategic positioning of the business, substantiating the value proposition.

Although the initial intention was to launch through e-commerce, technical and operational limitations directed commercialization to direct channels, such as WhatsApp and social media. However, the analysis identified the absence of formal structuring in several essential areas for commercial performance. The lack of a clearly defined persona, the non-existence of a systematized inventory control, an inconsistent digital presence across multiple platforms, the scarcity of a customer registration system, and the absence of detailed financial control tools were verified. These organizational gaps compromise brand positioning and process standardization, as literature highlights the importance of segmentation and structuring for the effectiveness of marketing communication (Kotler & Keller, 2012).

The brand’s visual identity, including its logo and institutional colors, was considered consistent with the products’ aesthetics. However, the brand’s perceived value in the digital environment proved limited, lacking clear market differentiation. Kapferer (2008) emphasizes that effective branding depends on the coherence between values, image, and communication, an aspect that proved fragile in the analyzed context. Despite these structural weaknesses, the brand launch achieved initial positive results, with the formation of a qualified group of 83 people in 15 days via WhatsApp and an equivalent number of Instagram followers. This data suggests a potential for initial target audience mobilization, albeit restricted to the founder’s social capital and a personal promotion strategy.

Despite the instability in digital interactions throughout the analyzed period, approximately 98% of the members of the initial WhatsApp group remained active, indicating a degree of loyalty that can be leveraged in future relationship strategies. To contextualize the market, it is important to differentiate the products: costume jewelry are accessories without valuable components; semi-fine jewelry are made of base metal coated with precious metal (such as gold, silver, or rhodium); and fine jewelry are objects made of precious metal with a metallic alloy. This distinction is fundamental to understanding the company’s value proposition in the semi-fine jewelry segment.

The documentary research and the secondary data collection revealed that sales volume was significantly higher in the period when the founder personally marketed the products, from August 2024 until the time of the study. The founder’s personal narrative and the brand’s story created an emotional connection with customers, a factor that Kotler (2017) points to as essential for consumer engagement. The brand’s proposal to serve people with nickel allergies and offer quality and beautiful pieces without causing discomfort resonates with Romanello’s (2020) perspective on brands that generate meaning.

The transition of sales to a reseller, starting in January 2025, resulted in a considerable drop in sales volume. This decline reinforces the importance of the direct relationship between the brand’s top representative and customers for building a lasting relationship. The analysis of payment methods and sales by period, which totaled 112 sales, indicated that PIX was the most used method with 60 transactions, followed by cash with 29, installment credit with 19, and spot credit with 4. This distribution demonstrates customers’ preference for digital payment methods and the relevance of personal interaction to boost business volume.

The results obtained from the questionnaires applied to 18 clients, out of a total of 50 sent, provided valuable insights into the consumer’s profile and behavior. The predominant age group of clients was concentrated between 25 and 54 years old, covering a broad spectrum that suggests the acceptance of more classic models, capable of serving different generations. This characteristic is a positive point for the brand, which focuses on classic elegance. Demographic and psychographic data are crucial for building the brand’s persona and for developing more assertive communication strategies (Kotler & Keller, 2012).

The purchase frequency of semi-jewelry by the store’s customers was predominantly rare, with most indicating purchases “rarely (2 times per year or less)”. A smaller portion buys “sometimes (every 2 to 3 months)”, and only a small group buys “frequently (1 time per month or more)”. This low purchase frequency makes it even more imperative for the brand to stand out through beauty, quality, and trust, as the absence of these pillars can lead to a lack of store recall and ineffective loyalty (Cuong & Long, 2020). Differentiation and perceived value are therefore essential for customer retention and loyalty, as pointed out by Kotler and Keller (2012).

Regarding purchase motivation, most customers (10 responses) acquire the pieces for personal use, while 8 indicated that they buy for personal use and to give as gifts. No responses were registered solely for gifting. This data suggests that the selection process for the pieces is more refined and thoughtful, and that the store’s audience, although discerning, does not generate consistent monthly revenue. The initial perception of the piece’s image is a determining factor, with design and finishing being the elements that most catch customers’ attention upon first contact, followed by the salesperson.

Most customers (13 responses) rated the quality of the parts as “excellent – they last a long time and maintain their appearance”, while 4 considered them “good – they perform their function well with a reasonable appearance”. Only one customer rated them as “fair – they wear out quickly, but are usable”. Although most are satisfied, the existence of different opinions on quality indicates the need to explore other supplier options that offer a better quality plating. The brand needs to maintain a keen eye and dedication in acquiring new models, as a lack of visual attractiveness can result in lost sales.

In the purchase decision, perceived quality (8 mentions), the beauty of the piece (7 mentions), and trust in the creator/brand (6 mentions) were the most influential factors. Price (5 mentions) and promotions (2 mentions) had less impact. This demonstrates that, even if the price were higher, customers’ choices would be more related to the three pillars studied. Customer satisfaction with the finishing of the pieces is high, with 9 respondents classifying it as “very refined and professional” and another 9 as “well-done most of the time,” which reinforces the importance of this attribute in the purchase decision.

The beauty of the piece was a decisive factor in the purchase for most respondents, even when the brand was unknown, with 8 indicating “yes, often” and 7 “yes, sometimes”. This highlights beauty as an important attraction to boost sales. Trust in the brand creator or seller also proved to be a decisive factor for most, with 10 respondents stating “totally – I only buy because I trust” and 6 stating “it influences a lot, but it’s not decisive”. This strong influence of trust highlights the importance of personal relationships in the purchasing decision.

Marketing communication channels play a significant role in building brand trust. Eleven respondents indicated that the way products are presented (photos, captions, videos) “yes, it gives me more credibility/trust”, and 4 stated that “yes, if the presentation is well done”. This underscores the need for well-crafted visual and textual communication to strengthen brand credibility. Regarding differentiation factors, the majority (12 responses) pointed to “better quality materials” as the main element that distinguishes a common piece from one that stands out, followed by “exclusive design” (4 responses).

The marketing strategy focused on micro-influencers was validated by the results, with 11 respondents feeling “totally” more confident when buying a piece when they know who created or sells it, and 3 “partially”. This effectiveness is attributed to the high degree of identification and authenticity that micro-influencers establish with their audience, transforming them into “brand advocates” and increasing confidence and purchase intention (Kotler, 2017; Hollebeek, 2019; Cuong & Long, 2020). Social validation, therefore, acts as a perceived risk reducer in the act of purchasing.

Customers primarily value aesthetics and finishing (7 mentions), trust in the seller (5 mentions), and ease of payment (4 mentions) at the time of purchase. Third-party recommendations and warranty or exchange policies were valued less. Overall brand satisfaction is high, with 14 respondents rating it as “excellent! It inspires confidence, I’m a fan and I recommend it,” and 4 as “good, but can be improved.” These data confirm that the customer relationship work and the application of the three pillars (aesthetics, quality, and trust) have been successful, although there is room for improvement.

The convergence between empirical results and theoretical grounding demonstrates that brand success is intrinsically linked to the ability to generate emotional connection and trust. Sales volume was higher during the period of personal attendance by the founder, who shared her story, validating Kotler’s (2017) perspective on creating deep bonds with the consumer. The drop in sales after the transition to a reseller in 2025 reinforces that the direct relationship with the brand’s highest representative is a determining factor for building a real and lasting relationship with customers.

Regarding consumer behavior, the identification that the public sporadically purchases semi-jewelry makes the triad of beauty, quality, and trust even more essential for maintaining brand “recall” (memory). As proposed by Cuong and Long (2020), the absence of these pillars compromises memory and renders loyalty ineffective, especially in low-purchase-frequency markets. The research results corroborate this view by demonstrating that the store’s audience is highly discerning and values differentiation and perceived value as fundamental factors for retention, in line with the theories of Kotler and Keller (2012).

The brand’s value proposition, focused on serving people with nickel restrictions through pieces that combine aesthetics and health, shifts the product from a merely functional level to a symbolic and conscious positioning, as discussed by Romanello (2020). This perception of superior quality and refined finish is what sustains customer satisfaction and turns them into advocates. Finally, the effectiveness demonstrated by the micro-influencer strategy ratifies the concepts of Kotler (2017) and Hollebeek (2019) on social validation, where the influencer’s proximity and authenticity increase trust and reduce perceived risk in the purchase decision.

Application of Management Tools

The business analysis was structured based on the “Business Model Canvas”, according to Alexander Osterwalder and Pigneur (2011), covering the nine fundamental blocks of the model. For each block, a diagnosis of the current situation and corresponding innovation proposals were made. The marketing strategy, in turn, was based on Kotler et al.’s (2021) 4 Ps model — product, price, place, and promotion — associated with the concept of human-centered marketing, which prioritizes authenticity, relationship, and perceived value. The joint analysis revealed weaknesses in brand positioning, insufficiency in distribution channels, and absence of a structured communication strategy.

Business Model Canvas – Analysis and Proposal

The company’s value proposition currently offers 18K gold-plated, hypoallergenic semi-jewelry with a one-year warranty, aiming to convey confidence, quality, and credibility. However, strategic differentiation is low, and the occurrence of defects compromises the perception of value and the consistency of the promise delivered. Kapferer (2008) highlights that brand value is directly related to the coherence between promise and delivery. As an innovation proposal, the development of semi-jewelry with a nickel-free guarantee and evolution towards the exclusion of heavy metals is suggested, reinforcing the health-oriented positioning. The implementation of a circular economy through a line of refurbished products is also proposed, with the repurchase of used pieces for refurbishment and resale at an affordable price, emphasizing environmental concern.

The current customer segment serves women between 28 and 42 years old, interested in improving their personal image, boosting self-esteem, and who have restrictions on the use of accessories due to the presence of nickel. A limited definition of the target audience is observed, based predominantly on demographic data, without psychographic and behavioral depth. Kotler (2017) emphasizes that effective segmentation must consider demographic, psychographic, and behavioral factors for greater strategic assertiveness. Innovation proposals include expanding the audience to consumers with a conscious and sustainability-oriented profile, investing in attracting customers with allergic restrictions and health concerns as a strategic niche, behavioral segmentation focused on active digital users (Instagram and TikTok), and the possibility of expansion to audiences interested in image consulting integrated with consumption.

The channels currently used are Instagram, WhatsApp, referrals, and partnerships with beauty salons. Although suitable for the type of business, they present low strategic structuring and dependence on organic growth, which limits scalability. Kotler (2017) emphasizes that efficient channel integration and management are fundamental to optimizing the customer journey and increasing conversion. As an innovation proposal, we recommend the implementation of a proprietary e-commerce platform structured with logistical integration, the strategic use of TikTok and Instagram for reach and brand building, the automation of WhatsApp as a sales and relationship channel, and omnichannel integration (Instagram + website + WhatsApp) to improve the customer journey.

Customer relationship is personalized, with in-person service and engagement actions, such as gifts and cards. This is a relevant competitive advantage, but it has low scalability, as it directly depends on the entrepreneur’s performance. Kotler (2017) states that personalization increases perceived value, but must be balanced with scalable processes. Innovation proposals include the creation of a Benefits Club (Social Club) with early access to launches, the implementation of a loyalty program based on sustainable repurchase (progressive discount), the development of a personalized and memorable “unboxing” experience, the production of educational content on personal image, use and conservation of the pieces, in addition to the structuring of active after-sales and continuous relationship.

The revenue comes exclusively from the sale of semi-jewelry. The lack of diversification makes the model vulnerable and limits the increase in average ticket value. Osterwalder (2010) highlights that sustainable models explore multiple revenue streams to reduce risks. As an innovation proposal, it is recommended to introduce a line of refurbished products as a new revenue stream, implement a subscription club (style box), and increase the average ticket value through kits, combinations, and “upsell” strategies (offering more products for an additional value).

The key resources include technical knowledge in electroplating, raw materials, inventory, suppliers, digital presence, and packaging. Although adequate, there is a significant dependence on suppliers for critical activities, which can impact final quality. Barney (1991) argues that strategic resources must be valuable, rare, and difficult to imitate. The innovation proposals indicate strengthening the brand as a strategic asset (branding), developing “know-how” in parts reuse (circular economy), structuring a proprietary digital platform (e-commerce), investing in high-value content production (digital authority), and consolidating customer trust as a central intangible resource.

Key activities encompass customer service, content production, deliveries, and “networking” (contact network). Currently, they are concentrated on the entrepreneur, characterizing low standardization and difficulty in scaling. Ries (2011) emphasizes that replicable processes are essential for sustainable growth. As an innovation proposal, the implementation of rigorous quality control (pre-shipment), strategic content management for multiple platforms (website, Instagram, and TikTok), the operationalization of the buy-back and reuse program for items, and the continuous development of brand positioning are recommended.

Key partners include beauty salons, clothing stores, influencers, suppliers, and customers (referrals). Although relevant, they are not strategically structured for continuous value generation. Porter (1985) highlights that strategic alliances can enhance competitive advantage when well-managed. As an innovation proposal, partnerships with suppliers aligned with material quality and safety, collaboration with conscious fashion and lifestyle influencers, and strategic partnerships with beauty salons and clothing stores are suggested.

The cost structure includes raw materials, electroplating, packaging, marketing, logistics, and operation. There is a predominance of variable and operational costs, with a direct impact on the margin. Osterwalder (2010) highlights the importance of understanding the cost structure to ensure the economic viability of the model. As an innovation proposal, we recommend investment in sustainable packaging (recyclable or reusable), technology costs (e-commerce and automation), investment in structured digital marketing (organic and paid), operational costs for the buy-back and reuse program, and logistics optimization through specialized platforms.

Marketing Strategy

Based on the diagnosis performed by the Canvas, the proposed marketing strategy is based on Kotler et al.’s (2021) 4 Ps model — product, price, place, and promotion — associated with the concept of human-centered marketing, which prioritizes authenticity, relationship, and perceived value. The analysis identified weaknesses in three of the four elements, with price being the only one with a positive value perception, albeit without clear positioning. Kotler et al. (2021) highlight that modern marketing is evolving towards a values-driven approach, where consumers value brands that demonstrate social and environmental responsibility and concern for human well-being.

Segmentation, Target Audience, and Positioning

The segmentation was defined based on demographic criteria (women between 25 and 45 years old, average income from R$ 3,000 to R$ 10,000), geographic (national operation via digital), psychographic (interest in classic and elegant fashion, self-esteem, practicality, and aesthetics), and behavioral (search for versatile accessories with good cost-benefit and durability). Kotler et al. (2021) highlight that effective segmentation allows for greater precision in value delivery and communication. The target audience is women who seek to elevate their personal image through elegant, affordable, and durable accessories, focusing on everyday practicality, valuing a polished and feminine appearance, purchase security (warranty, quality), and ease of access (simple online shopping). The proposed positioning, based on Kapferer’s (2008) brand identity model, is: “Jewelry brand that combines elegance, health safety, and environmental responsibility, promoting conscious beauty.”

4 Ps Strategy – Analysis and Proposal

The Product diagnosis revealed good acceptance (quality, hypoallergenic), but a lack of differentiation in the portfolio and absence of a defined strategy. As a strategy, the creation of lines with a concept (e.g., “Essential”, “Elegance”, “Classic”), with exemption from heavy metals (cadmium and nickel), communication of health safety, and transparency in material composition is proposed. Kotler et al. (2021) highlight that products must evolve to meet not only functional needs but also emotional and social values, generating a greater connection with the consumer.

Regarding Price, the diagnosis identified positive value perception, but an absence of clear positioning. As a strategy, the implementation of a Conscious Buy-Back Program is proposed: the customer sends a used or worn-out piece and receives a cumulative progressive discount; the piece is re-plated (re-coated) and resold at an affordable price. Benefits for the customer include financial incentive, a sense of environmental contribution, and loyalty. For the brand, the program generates waste reduction, a new product line (refurbished semi-jewelry), increased product lifecycle, higher profitability, and market differentiation. Kotler et al. (2021) highlight price as an element of value communication.

The Plaza showed dependence on Instagram and WhatsApp and absence of structured e-commerce. As a strategy, the implementation of an online store (structured website), an automated catalog on WhatsApp, sales on TikTok Shop, live streams on TikTok and Instagram, and expansion to marketplaces (Amazon and Mercado Livre) is proposed. Distribution directly impacts the consumer experience and business scalability, and Kotler et al. (2021) highlight that convenience and accessibility are determinants in the purchase journey.

The Promotion pointed out a lack of strategic planning and low communication consistency. As a strategy, it is proposed to create a monthly editorial calendar, with content based on education (how to use the pieces), authority (image consulting and visagism), and desire (aesthetics and lifestyle). Furthermore, the implementation of paid traffic, partnerships with local influencers, social proof (testimonials), use of recycled or recyclable materials, plastic reduction, and minimalist design are recommended. Human-centered marketing values emotional connection and authenticity (Kotler, 2021).

Strategic Marketing Steps

The implementation of the marketing strategy is structured in four stages. In the diagnosis stage, the following were identified: lack of clear positioning, low differentiation, dependence on limited channels, and inconsistent communication. In the strategy stage, a clear target audience, brand positioning, and a differentiated value proposition are defined, focusing on brand building (branding), customer experience, perceived value, and connection through brand values. In the tactics stage, a digital sales structure, strategic content production, portfolio organization, and discount-free pricing strategies are implemented. Finally, the measurement and analysis stage monitors indicators such as conversion rate, average ticket, engagement (Instagram), customer retention, and campaign ROI (Return on Investment). Kotler et al. (2021) reinforce the importance of continuous measurement for strategic adjustments.

Strategic Innovation Matrix – Integration with the 4 Ps of Marketing

Innovations applied to the Product include the development of nickel-free and heavy metal-free semi-jewelry (such as cadmium), the implementation of rigorous quality control (pre-shipment), the creation of a line of refurbished products (circular economy), curation based on personal image and style, and the use of sustainable packaging. These innovations extend the product beyond its aesthetic function, incorporating safety, health, and sustainability attributes. Kotler et al. (2021) state that the product must deliver expanded value, including emotional and social benefits.

Innovations applied to Pricing include the implementation of progressive discounts via a buy-back program, the introduction of a lower-priced refurbished line, combo and kit strategies (increasing average ticket value), and the subscription club model with recurring value. Pricing now acts as a positioning tool, reinforcing perceived value and accessibility. According to Kotler et al. (2021), price communicates quality and directly influences purchasing decisions.

For the Market, the applied innovations include the implementation of a structured proprietary e-commerce, the integration of channels (Instagram + TikTok + WhatsApp + website), the automation of customer service via WhatsApp, the use of marketplaces and logistics platforms, and the creation of a digital environment for selling refurbished parts. Distribution becomes more efficient, accessible, and scalable, improving the consumer experience. Kotler et al. (2021) highlight that convenience and accessibility are determinants in the purchasing journey.

Innovations applied to Promotion involve the production of strategic content (education, style, and use of pieces), positioning based on health, elegance, and sustainability, the use of TikTok for reach and branding, the creation of a digital community (blog, VIP group), partnerships with conscious fashion influencers, and the strengthening of social proof (testimonials and experiences). Promotion becomes oriented by value and relationship, strengthening brand identity. According to Kotler (2021), communication must generate emotional connection and build meaning.

The integrated analysis between the Business Model Canvas and Marketing Strategy demonstrates that, although the business has a product with good acceptance and personalized service as a differential, the absence of strategic structure in the central elements compromises its growth and competitive positioning. The integrated application of the 4 Ps, allied with human-centered marketing and supported by the Canvas model, allows not only to improve commercial performance but also to build a brand with a solid identity and high perceived value. The incorporation of attributes related to health and sustainability transforms the brand’s value proposition, shifting it from a functional positioning to a symbolic and conscious positioning, aligned with the demands of contemporary consumers and the responsible consumption trends that will shape the semi-jewelry market in the coming years. The results indicate that the alignment between brand image, quality perception, and trust generation is fundamental to consolidating emerging brands and sustaining their growth in the digital market.

4. Conclusion

This work analyzed how the strategic pillars of image, quality, and trust contributed to the commercial performance of a newly created semi-jewelry company in Itupeva-SP. It was found that the founder’s proximity to the public and the personal narrative of the brand’s creation generated significant identification, boosting initial sales. The findings indicated that the beauty of the piece, perceived quality, and trust in the creator were decisive factors for purchase, overcoming the influence of price. Customer satisfaction with the brand’s finish and hypoallergenic proposal was high, turning them into promoters. However, it was observed that the absence of formal marketing strategies, inventory control, and a robust digital presence limited the company’s growth. The application of tools such as the Business Model Canvas and the 4 Ps Strategy allowed for the development of a differentiated value proposition, focused on elegance, health safety, and environmental responsibility, offering an action plan for the brand’s consolidation in the market.

The main contribution of this study lies in demonstrating that emerging brands, even with limited resources, can stand out by investing integrally in image, quality, and trust, building an authentic emotional connection with the consumer. The proposal of a conscious repurchase program and expansion into structured digital channels represent a practical roadmap for sustainable growth. As a limitation, the absence of long-term data is highlighted, given that the brand was in its initial operational phase. For future studies, it is suggested to conduct comparative research in the semi-jewelry segment to deepen the academic debate on marketing and management in digital retail, exploring the implementation and results of the proposed strategies in different contexts.

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Article originating from the Final Course Work of the Specialization in Business Management of the MBA USP/Esalq

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