“Brand”: Economic Feasibility for LGBTQIA+ Sustainable Fashion in São Paulo

Milena Bottega; Lidiane Mendes Barbosa

DOI: 10.22167/2675-6528-202603299

Article derived from a Course Conclusion 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.

Summary

The current fashion scene, marked by excessive “fast fashion” consumption and the exclusion of dissident bodies, highlighted the need for brands focused on awareness, “upcycling”, and textile transmutation. In this context, the study aimed to analyze the economic feasibility of a sustainable and inclusive fashion brand, targeted at the LGBTQIA+ audience in the city of São Paulo. The research was characterized as a quantitative case study, based on the application of a questionnaire to measure consumption behavior and the projection of financial scenarios for a five-year period. The results revealed a viable average ticket of R$200.00 and confirmed the operation’s profitability with a Net Present Value of R$47,699.49, an Internal Rate of Return of 343.70%, and a Modified Internal Rate of Return of 115.80%. Sensitivity analysis proved the project’s robustness, demonstrating positive returns even in pessimistic simulations. The venture proved viable, indicating that the union of sustainability values, social economy, and efficient financial structure results in a low-risk business.

Keywords: Investment analysis; Circular economy; Entrepreneurship; Socio-environmental impact; Apparel.

1. Introduction

The current fashion scenario is marked by the production model known as fast-fashion, which is structured on short life cycles and low quality. This system intensifies the use of natural resources and pressures disposal systems, resulting in an accelerated pace of clothing obsolescence (Niinimäki et al., 2020). Global production doubled between 2000 and 2015, while the utilization rate of each garment fell by 36% (Ellen MacArthur Foundation, 2021). In 2024, the volume of discarded clothing worldwide reached 120 million metric tons (Boston Consulting Group, 2025).

In Brazil, textile waste also represents a significant challenge. The National Basic Sanitation Information System (Ministry of Cities, 2025) estimates that the total mass of urban solid waste collected in 2023 was 78.2 million tons. Of this amount, four percent are textile materials, totaling approximately 3.13 million tons annually. In contrast, a shift in consumption patterns is observed, with Generation Z and Millennials showing a greater willingness to pay for sustainable products (Deloitte, 2024). This ethical engagement aligns with the values of the LGBTQIA+ community, which has integrated environmental responsibility into its actions, as seen in the São Paulo Pride Parade, where 50% of the waste was sent for recycling (Câmara LGBT, 2025).

In this context, circular fashion emerges as a promising trend, with projections to reach 393 billion dollars globally by 2030, surpassing the growth of the traditional apparel market (ThredUp, 2026). This movement drives the deceleration of mass consumption and the reduction of waste (Ginko, Stroparo, and Dall’Agnol, 2025). A central approach is upcycling, which transforms waste into unique pieces with cultural and affective value (Mostafiz, 2026). In Brazil, textile transmutation, a collaborative practice that reuses discards to create non-binary clothing, unites fashion and LGBTQIA+ activism, re-signifying materials and existences (Epaminondas and Rodrigues Junior, 2023). For the LGBTQIA+ public, fashion is a tool for identity expression, which the mass industry often fails to deliver, ignoring dissident bodies (Siddiqui and Rane, 2024; Salgueiro and Lima, 2022). Participatory design and co-creation are essential to promote autonomy and social empowerment (Cima and Barauna, 2026).

Despite the effectiveness of sustainable practices, the consolidation of the circular economy in the market faces challenges. There are infrastructure deficiencies for collecting and reusing fabrics (Nogueira, 2025). Small circular clothing companies, although they apply reuse, suffer from a scarcity of financial resources and limitations for technological innovations (Czrnhak et al., 2025). The survival and financial health of these ventures depend on rigorous management practices (Nogueira, 2025). Furthermore, conventional retail often ignores bodily and identity individualities, generating high dissatisfaction among consumers (Siddiqui and Rane, 2024). Given this gap, there is a clear market opportunity for disruptive and inclusive business models, especially considering the significant purchasing power of the LGBTQIA+ public in the city of São Paulo, estimated to generate R$18.7 billion annually in Brazil (NIQ, 2024; Câmara LGBT, 2025; SPTuris, 2022).

The need to offer a practical, viable, and structured solution for the creation and management of a sustainable and inclusive fashion brand, which meets the demands for personalization and representation of the LGBTQIA+ public in São Paulo, justifies the relevance of this study. The present study aimed to analyze the economic feasibility of the Brand, understand the target audience’s purchasing perspectives, and present a strategic action plan.

2. Material and Methods

The present study was designed as a single case study, of an applied nature and quantitative approach. Its empirical object was a new clothing company, named Marca, with a focus on upcycling, co-creation, sustainability, and accessibility for the LGBTQIA+ public in the city of São Paulo. The quantitative approach was justified by the need to measure the profile of the target audience and the indicators of economic viability, according to Prodanov and Freitas (2013).

Data collection was structured into primary and secondary sources. Primary sources investigated the target audience’s purchasing perspectives and validated the Brand’s value proposition. Secondary sources supported the analysis of economic feasibility and the understanding of the market scenario.

For the primary data collection, a structured questionnaire was applied via Google Forms, containing eleven questions in two sections (Profile and Consumption Behavior, and Financial and Strategic Viability). The questions were based on relevant literature (NIQ, 2024; Kotler and Keller, 2012, among others). The survey was directed at Brazilian LGBTQIA+ individuals residing in São Paulo, collected between January 16 and March 17, 2026, through non-probabilistic convenience sampling (snowball), totaling 34 participants after filtering. A pre-test with nine academics verified the clarity of the instrument before the official collection.

The ethical aspects of the research were observed in accordance with CNS Resolution No. 510/2016, which waived the approval of the Research Ethics Committee (CEP) as it concerned a study of unidentified public opinion. The anonymity of participants and the voluntary nature of collaboration were guaranteed, through the prior presentation and mandatory agreement of the Consent agreement.

The secondary data collection included market research and cost surveys. Sector reports (Deloitte, 2024; ThredUp, 2026, among others) were compiled to support the consumer market and the potential of the circular economy. To estimate initial investment and operational costs, price quotes were obtained from e-commerce platforms, supplier websites, and field surveys. The economic database consulted inflation indices from IBGE and FGV. The Minimum Attractiveness Rate (TMA) of ten percent per year was calibrated via the Capital Asset Pricing Model (CAPM), adopting a nominal cash flow.

The economic-financial modeling was structured in Google Sheets for a five-year horizon, aiming to assess the investment’s economic feasibility. The indicators proposed by Assaf Neto (2012) were adopted: cash flow per period, Net Present Value (NPV), Internal Rate of Return (IRR), and Payback. A sensitivity analysis was also performed to assess the project’s robustness, testing expected, pessimistic (twenty percent reduction), and optimistic (twenty percent increase) scenarios.

For the development of the strategic action plan, the SWOT Matrix was used, according to Kotler and Keller (2012), as a diagnostic tool to map the internal and external variables of the business. The action plan was structured based on the Balanced Scorecard (BSC), by Kaplan and Norton (1997), which integrates the financial, customer, internal processes, and learning and growth perspectives.

The methodology incorporated assisted use of artificial intelligence, following the transparency protocol of the USP/Esalq Manual of Good Practices in the use of AI. Large Language Models (Gemini/LLMs) were used for support in literature prospecting, logical structuring, textual cohesion, and revision. Google NotebookLM was employed for data processing, generation of analytical summaries, and mapping of connections between bibliographic materials.

3. Results and Discussion

The analysis of the collected data provided the primary basis for the validation of the Brand’s business model, focusing on the perceptions of the LGBTQIA+ public residing in São Paulo. Although the survey covered 148 respondents, the final sample validated for this study consisted of 34 participants, selected to ensure alignment with the company’s value proposition. This filtering ensured the rigor and relevance of the findings in relation to the object of study, which aimed to understand the consumption profile, needs, and perspectives of this specific niche.

The sample delimitation, although not generalizable to the entire country due to its non-probabilistic convenience nature and initial disclosure on the researcher’s social networks, proved robust for validating the premises of the case study. The demographic profile revealed that the majority of respondents, 85.29% (29 individuals), are concentrated in the 18 to 35 age group. This data corroborates the literature that points to Generation Z and Millennials as the most engaged consumers willing to invest in sustainable products (Deloitte, 2024), reinforcing the choice of São Paulo as a strategic hub for brands focused on the LGBTQIA+ community, a market with significant economic potential (Câmara LGBT, 2025; NIQ, 2024).

Consumer behavior and market dissatisfaction

The investigation of consumption behavior revealed a marked concern with environmental impact. An expressive majority of 91.18% (31 respondents) demonstrated a moderate to high level of concern with the environmental consequences of their consumption, while only 8.82% (3 individuals) reported low or no concern. Additionally, it was found that 85.29% (29 participants) already adhere to the consumption of second-hand or “upcycled” items, purchasing clothing from these categories with medium to high frequency, i.e., from three to more than six times a year.

This strong awareness and the adoption of circular consumption practices by the target audience can be attributed to their engagement in a more politicized social environment, historically built on resistance and the fight for rights (Bortoletto, 2019). For this community, fashion transcends functionality and establishes itself as a powerful tool for individual expression and for questioning social standards (Siddiqui and Rane, 2024). In this context, “upcycling” emerges as an alternative that offers exclusivity and sustainability, distancing itself from the mass production model of “fast fashion” (Salgueiro and Lima, 2022).

The research also assessed customer satisfaction with the current fashion market, identifying difficulties in finding pieces that fit body shape, size, and style. The results indicated that 91.18% (31 out of 34 respondents) reported facing this obstacle, selecting the options “Yes” or “Sometimes”. This high rate of dissatisfaction demonstrates that conventional retail often ignores bodily and identity individualities, corroborating Siddiqui and Rane’s (2024) perspective on the industry’s exclusionary standardization.

The widespread dissatisfaction with the traditional fashion market validates the Brand’s value proposition, which positions itself as an inclusive and personalized alternative. The difficulty in finding suitable clothing is not an isolated problem, but rather a structural issue that affects the diversity of the consumer public. This scenario reinforces the need for business models that prioritize representativeness and adaptability, central elements in the Brand’s offering to the LGBTQIA+ public in São Paulo.

Proposal validation and willingness to pay

In addition to identifying market gaps, the study sought to validate co-creation as a strategic solution for the target audience. It was found that 97.06% (33 respondents) expressed moderate to high interest in actively participating in the design of their clothing items. This finding highlights the consumer’s desire to act as a “key participant in the circular ecosystem”, as pointed out by Ostermann and Nascimento (2021), indicating a demand for autonomy and personalization that the conventional industry does not meet.

With the validation of interest in co-creation, the research moved on to assess the willingness to pay (WTP) for exclusive and co-created “upcycled” pieces. The analysis revealed that the expressive majority of the sample is concentrated in two main price ranges: 35.29% of respondents would be willing to pay between R$151.00 and R$200.00, and 23.53% between R$201.00 and R$250.00, totaling 58.82% (20 individuals) in these categories. Additionally, 20.59% (7 respondents) indicated a willingness to invest even higher amounts, starting from R$251.00.

This data solidifies the projection of an average ticket of R$200.00 for the Brand, which will be implemented with a diversified pricing strategy. This approach will allow offering everything from items with lower production complexity to pieces with higher added value, democratizing access and meeting the public’s different investment capacities. Pricing flexibility is endorsed by 2.94% (1 respondent) who stated that their willingness to pay “depends on the piece,” aligning with the segment that values more elaborate pieces. This scenario of appreciation corroborates the expressive purchasing power and economic potential of the LGBTQIA+ consumer, as highlighted by NIQ (2024).

Economic feasibility analysis

The economic feasibility analysis of the Brand began with the survey of the initial investment, totaling R$1,700.00. Fixed investments, which include a straight sewing machine (R$500.00) and a cutting table (R$300.00), amounted to R$800.00. These semi-newly acquired equipment have an estimated useful life of five years, resulting in an annual depreciation of R$160.00. For pre-operational investments, R$200.00 was allocated for launch marketing, covering the creation of visual identity and initial campaign.

The initial working capital, budgeted at R$700.00, was subdivided into R$400.00 for input inventory and R$300.00 for cash reserve, serving as a safety margin to cover unforeseen expenses in the initial months. The composition of the initial investment, characterized by its low cost, is a crucial factor that mitigates the financial risks of the operation, favoring a quick recovery of the invested capital. This lean structure reflects the Brand’s proposal to operate with efficiency and sustainability from its inception.

Operating costs were segmented into fixed and variable. Monthly fixed costs totaled R$1,365.00, including the entrepreneur’s Pró-Labore (R$1,000.00), the DAS-MEI (R$75.00) for tax compliance, a continuous investment in digital marketing (R$200.00), basic maintenance and cleaning expenses (R$50.00), and electricity (R$40.00). The pró-labore amount was strategically calibrated, considering it is not the manager’s sole source of income, prioritizing liquidity and cash reinvestment for brand consolidation in the initial five-year period.

Regarding variable costs, the direct cost per unit produced was R$48.00. This value comprises R$15.00 for “upcycling” inputs (sourcing, curation, dismantling, and sanitization), R$10.00 for notions (threads, buttons, zippers), R$3.00 for sustainable packaging, R$10.00 for digital payment fees, and R$10.00 for “unboxing” experience items. Deducting this unit cost from the projected average ticket of R$200.00 resulted in a contribution margin of R$152.00 per piece, equivalent to 76% of the selling price, demonstrating commercial viability and cash generation capacity. To reach the break-even point and cover operational expenses, the Brand needs to sell only nine units per month.

Sales projections for the first year considered gradual growth, starting with eight pieces in the inaugural month and reaching fifteen units by the end of the year. This estimate, totaling 140 units sold in the first year, generating a gross revenue of R$28,000.00, is based on the production capacity of an individual artisanal operation. This approach avoids physical and productive overload for the founder, especially in the business maturation phase, where professional dedication is not yet full-time. This sales base supported the structuring of the project’s cash flow for a five-year horizon.

The cash flow projection demonstrated that the Brand’s lean cost structure ensures positive operational balances from Year 1, even after honoring fixed commitments. The accumulated cash flow registered a positive balance of R$3,058.78 at the end of the first fiscal year, indicating low risk and an almost immediate return on the initial investment of R$1,700.00. The financial model replaced the accounting depreciation adjustment with the change in working capital and the recovery of the residual value of the machinery at the end of the five-year period, which total R$1,460.01 and R$160.00, respectively. This approach more faithfully reflects the real financial movements, making the projection more aligned with the business reality.

To attest to the mathematical viability, the project was submitted to the analysis of financial indicators with a Minimum Attractive Rate (MAR) of 10% per year. The results were highly favorable: the Net Present Value (NPV) of R$47,699.49 indicates a substantial net gain. The Internal Rate of Return (IRR) of 343.70% reinforces the high profit potential of the operation. To correct the theoretical distortion of the IRR, the Modified Internal Rate of Return (MIRR) of 115.80% was applied, consolidating the project’s viability against the MAR of 10%. The Simple Payback of 0.36 years (approximately four months) confirms the low operational risk and the rapid return of the initial investment.

Sensitivity analysis was performed to evaluate the project’s robustness in the face of market fluctuations, considering three scenarios: expected, pessimistic (20% reduction in revenue) and optimistic (20% increase in revenue). Even in the pessimistic scenario, the project maintained its economic feasibility, with an NPV of R$37,819.59, an IRR of 285.53%, and a MIRR of 106.38%. All these values exceed the Minimum Attractiveness Rate of 10%, proving the operation’s robust profitability even in adverse conditions. In the optimistic scenario, the returns were even higher, with an NPV of R$57,579.38, an IRR of 401.19%, and a MIRR of 123.81%, attesting to the Brand’s solid cost structure for successful operation.

Strategic action plan proposal

Based on the diagnoses obtained, an Action Plan was structured, grounded in the Balanced Scorecard (BSC) by Kaplan and Norton (1997). This methodology, which integrates the financial, customer, internal processes, and learning and growth perspectives, transcends the mere monitoring of profitability metrics. In the context of the Brand, the BSC enables the integrated management of socio-environmental and inclusive impact, articulating financial sustainability with the satisfaction of the LGBTQIA+ public through co-creation.

The model ensures that the efficiency of internal processes, guided by “upcycling” and zero waste, is directly supported by the continuous training of the community in collaborative workshops. This converts institutional purposes into practical and measurable deliverables. From a financial perspective, the objective is to guarantee the economic sustainability of the operation, maintaining a lean cost structure, with the goal of reaching the break-even point by selling a minimum of nine pieces per month. The monitoring indicator is the monthly sales volume and gross revenue, and the proposed initiative is strict cash flow control and maintenance of the projected average ticket of R$200.00.

From the customer’s perspective, the objective is to strengthen the loyalty of the target audience through co-creation, addressing the dissatisfaction of 91.18% of consumers with the traditional market. The goal is to achieve a 90% satisfaction rate with the fit and exclusivity of the pieces within the first six months. Indicators include the Net Promoter Score (NPS) and post-sale satisfaction index, with the initiative to implement an online form for those interested in co-creating and a routine of continuous feedback.

For internal processes, the objective is to optimize the “upcycling” and textile transmutation technique, ensuring maximum productive efficiency and sustainability. The goal is to reach the zero-waste level, reusing 100% of the scraps generated in production. The indicator is the reuse rate and the textile waste index. The proposed initiatives are to standardize the dismantling of second-hand garments and transform all waste into ecological packaging or customer experience items.

From the perspective of learning and growth, the objective is to expand the Brand’s productive capacity, empowering the LGBTQIA+ community in “upcycling” techniques and promoting income generation. The goal is to hold one in-person workshop or mentoring session per month to integrate new talents and produce collaborative pieces. The indicators are the number of people trained and the number of collaborative pieces inserted into e-commerce. The central initiative is to implement a collaborative atelier program, providing infrastructure and training for guests to sew and market their pieces.

The Action Plan Integration Matrix details the tactical-operational schedule for the first five months of implementation, the responsibilities, and the budgets linked to each deliverable. The first three stipulated initiatives, such as cash flow control, the implementation of the online co-creation platform, and the transformation of textile waste, reflect the business sustainability and the low initial investment. The fourth initiative, the implementation of the collaborative atelier program, has a strategic cost of R$500.00, planned for the fifth month.

The structuring of the Integration Matrix demonstrates the Brand’s ability to finance its own growth organically. The accumulation of a positive balance in the initial months of operation allows for reinvestment in the business, such as the acquisition of new machinery in the fifth month, enabling the implementation of the collaborative workshop without the need for third-party capital. The results of this research attest that the evaluated business model fully meets the premises of economic feasibility, marketability, and strategy, being ready for its implementation in the market.

4. Conclusion

The present study aimed to analyze the economic feasibility of a sustainable and inclusive fashion brand, targeted at the LGBTQIA+ public in the city of São Paulo, to understand the purchasing perspectives of this target audience and to present a strategic action plan. It was verified that the LGBTQIA+ public in São Paulo demonstrates high concern with the environmental impact of consumption and a significant adherence to second-hand or “upcycled” items. It was also identified a generalized dissatisfaction with the traditional fashion market, which fails to meet bodily and identity individualities, and a high interest in actively participating in the co-creation of clothing. The economic feasibility analysis confirmed the profitability of the operation, with a low initial investment, lean operational costs, and a robust contribution margin, resulting in a Net Present Value of R$ 47,699.49, an Internal Rate of Return of 343.70%, and a Simple Payback of 0.36 years. The sensitivity analysis attested to the project’s solidity, maintaining viability even in pessimistic scenarios. Thus, the union of sustainability values, social economy, and an efficient financial structure configures a low-risk business with high potential for socio-environmental impact.

The main contribution of this study lies in the demonstration of a disruptive and inclusive business model, which offers a lucrative and necessary alternative to the unsustainable practices of the fashion market, while simultaneously promoting the representation and empowerment of the LGBTQIA+ community through co-creation and textile transmutation. To guide implementation, a strategic Action Plan was structured, based on the Balanced Scorecard, which integrates the financial, customer, internal processes, and learning and growth perspectives, including the proposal of a collaborative atelier for training and income generation. However, the research presented as a limitation the non-probabilistic nature of the sample, which, although robust for the case study, does not allow for the generalization of results to the entire country. For future studies, it is suggested to conduct longitudinal research that monitors the practical implementation of similar business models and collaborative ateliers, evaluating the social impact generated and the influence of co-creation on long-term consumer loyalty, in addition to comparative studies with other audiences and regions.

Bibliographic References

Boston Consulting Group. 2025. Spinning textile waste into value. [S.I.]: Boston Consulting Group. Disponível em: <https://www.bcg.com/publications/2025/spinning-textile-waste-into-value>. Acesso em: 01 fev. 2026.

Cima, G.; Barauna, D. 2026. Comunidade Porto Novo: revalorização de resíduos têxteis por meio da inovação social e do design estratégico. Revista Produção Online 26(1): 1-20. Disponível em: <https://www.producaoonline.org.br/rpo/article/view/5744>. Acesso em: 20 abr. 2026.

Czrnhak, T.; Schreiber, D.; Mazzotti, K.G. 2025. Uma análise compreensiva sobre moda circular em pequenas empresas. Revista de Administração Contemporânea 29(3): e240239. Disponível em: <https://doi.org/10.1590/1982-7849rac2025240239.por>. Acesso em: 21 abr. 2026.

Câmara LGBT. 2025. ParadaSP 2025 movimenta R$548,5 milhões na economia de São Paulo. São Paulo. Site Câmara LGBT, 26 jun. 2025. Disponível em: <https://camaralgbt.com.br/paradasp-2025-movimenta-r-5485-milhoes-na-economia-de-sao-paulo/>. Acesso em: 21 abr. 2026.

Deloitte. 2024. Deloitte’s 2024 Gen Z and Millennial Survey finds these generations stay true to their values as they navigate a rapidly changing world. New York: Deloitte, 15 mai. 2024. Disponível em: <https://www.deloitte.com/global/en/about/press-room/deloitte-2024-gen-z-and-millennial-survey.html>. Acesso em: 02 fev. 2026.

Ellen MacArthur Foundation. 2021. Circular business models: redefining growth for a thriving fashion industry. Site Ellen MacArthur Foundation, 2021. Disponível em: <https://content.ellenmacarthurfoundation.org/m/60926fc64dbab81d/original/Circular-business-models.pdf>. Acesso em: 21 abr. 2026.

Epaminondas, N.R.; Rodrigues Junior, P.O. 2023. Notas para queerizar os estudos sobre modas não binárias. REAMD – Revista de Estudos em Artes, Moda e Design 7(2): e3546, 1-20. Disponível em: <https://doi.org/10.5965/25944630722023e3546>. Acesso em: 05 set. 2026.

Ginko, M.A.; Stroparo, E.C.; Dall’Agnol, L. 2025. Desafios, oportunidades, e estratégias na implementação da economia circular nas indústrias brasileiras: uma revisão bibliográfica. Revista Gestão & Sustentabilidade 7(1): 1-22. Disponível em: <https://periodicos.uffs.edu.br/index.php/RGES/article/view/15064>. Acesso em: 02 fev. 2026.

Ministério das Cidades, Secretaria Nacional de Saneamento Ambiental [SNSA]. 2025. Relatórios dos Serviços de Limpeza Urbana e Manejo de Resíduos Sólidos – SINISA 2024 ano de referência 2023. Disponível em: <https://www.gov.br/cidades/pt-br/acesso-a-informacao/acoes-e-programas/saneamento/sinisa/resultados-sinisa/RELATORIO_SINISA_RESIDUOS_SOLIDOS_2024.pdf>. Acesso em: 23 abr. 2026.

Mostafiz, A. 2026. Beyond fast fashion: a comparative review of upcycling and recycling strategies in sustainable fashion design. International Journal of Research and Innovation in Applied Science 11(3): 107-113. Disponível em: <https://rsisinternational.org/journals/ijrias/view/beyond-fast-fashion-a-comparative-review-of-upcycling-and-recycling-strategies-in-sustainable-fashion-design>. Acesso em: 23 abr. 2026.

NielsenIQ Brasil [NIQ]. 2024. A importância das Rainbow Homes na indústria de FMCG. Disponível em: <https://nielseniq.com/global/pt/insights/analysis/2024/a-comunidade-lgbtqia-representa-r187-bilhoes-no-mercado-brasileiro/>. Acesso em: 01 fev. 2026.

Niinimäki, K.; Peters, G.; Dahlbo, H.; Perry, P.; Rissanen, T.; Gwilt, A. 2020. The environmental price of fast fashion. Nature Reviews Earth & Environment, 1: 189-200. Disponível em: <https://www.nature.com/articles/s43017-020-0039-9>. Acesso em: 23 abr. 2026.

Nogueira, F.G. 2025. O Papel da Controladoria em Micro e Pequenas Empresas Brasileiras que atuam com Moda Circular. Dissertação de Mestrado em Ciências. Faculdade de Economia, Administração, Contabilidade e Atuária, Universidade de São Paulo, São Paulo, SP, Brasil. Disponível em: <https://www.teses.usp.br/teses/disponiveis/12/12136/tde-29092025-141326/pt-br.html>. Acesso em: 21 abr. 2026.

Salgueiro, R.; Lima, R.C.P. 2022. Representações sociais de upcycling na formação técnica em moda. Interação – Revista de Ensino, Pesquisa e Extensão 24(3): 1-15. Disponível em: <https://periodicos.unis.edu.br/index.php/interacao>. Acesso em: 02 fev. 2026.

Siddiqui, N.; Rane, N. 2024. Clothes and fashion form of LGBTQ community: stereotypes to self-expression. International Journal of Novel Research and Development (IJNRD) 9(4): 1-11. Disponível em: <https://www.ijnrd.org/papers/IJNRD2404337.pdf>. Acesso em: 02 fev. 2026.

São Paulo Turismo [SPTuris]. 2022. Relatório de monitoramento: Parada do Orgulho LGBT+ 2022. Disponível em: <https://observatoriodeturismo.com.br/wp-content/uploads/2022/09/

ThredUp. 2026. 2026 Resale Report. Site ThredUp, 02 abr. 2026. Disponível em: <https://cf-assets-tup.thredup.com/resale_report/2026/ThredUp_Resale_Report_2026.pdf>. Acesso em: 21 abr. 2026.

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

To learn more about the course, click here and access the MBX Academy platform