An established luxury resale company, known for specializing in luxury bags and accessories for over two decades, aimed to establish its own brand beyond selling on marketplaces like TheRealReal.com and eBay.com. The company aimed to launch independently online leveraging emerging technologies to extend its market reach.

The plan involved designing and developing a bilingual (English and Chinese) D2C custom e-commerce shop that would showcase and sell pre-owned luxury bags and accessories. The platform would feature innovative 3D motion graphics and customized avatars replicating the customer’s body size, integrating Web2 capabilities with Web3 animations to create an immersive shopping experience.

This initiative to create a 3D-enabled commerce platform would position the luxury resale company as one of the first in the industry to offer an immersive shopping experience in Web3 and the Metaverse.


While building an e-commerce platform with 3D motion graphics and human-like avatars was possible, the creation on a Web3 stack and Metaverse shop remained uncertain.

To date, only four major enterprises—Gucci, Louis Vuitton, Balenciaga, and Burberry—have successfully implemented a Web3 and/or Metaverse shop concep. None in the reseller market.

Additionally, the legal feasibility of creating a Web3 / Metaverse integrated shop was in question, especially because it would involve NFT-enablement. Without a clear understanding of the rules and regulations governing this aspect of the Web3 / Metaverse, we faced the potential need to abandon the plan entirely. Since this approach had never been attempted in their specific niche, validating the idea was essential.


We adopted a lean Minimum Viable Product (MVP) strategy to ensure scalability and adaptability from ideation to implementation. By utilizing data, conducting extensive research, and exploring technology stacks, our objective was to gain a comprehensive understanding to create a commerce experience aimed at positioning the company as a leader in its industry.


We hypothesized that by establishing a robust infrastructure equipped with e-commerce, Blockchain, and Web3 capabilities, and by leveraging intelligent branding and targeted storytelling on platforms like TikTok, YouTube, and Instagram, we could effectively engage key demographic segments.

These segments included the sustainability-conscious Gen Z, luxury-focused Millennials, and Gen X and Baby Boomers who appreciate rare and unique items. Our unique approach involved using customized, gamified human-like avatars to demonstrate item fit and enhance the shopping experience, which we theorized would distinctly differentiate the stakeholders company apart from competitors.


Our initial stakeholder meetings focused on gaining a comprehensive understanding of the dynamics within the luxury reseller market. The stakeholders and our team discussed the factors that influence customers’ decisions to purchase resale items, which typically were centered around authenticity, platform trust, and competitive pricing.

We documented the processes and established a features list in our research.

The process includes the stakeholder buying items directly from factories at reduced prices and resells them at higher rates.

This complete cycle includes selecting, negotiating, validating authenticity, buying, shipping, listing, and advertising on marketplaces, with sales transactions potentially taking up to fours weeks to complete.

The development team in conjunct laid out the groundwork, detailing the frameworks and technology stack for a custom e-commerce platform listed below.


To understand the landscape of potential medium to high-scale competitors, we conducted a thorough analysis, documenting variables for experimentation.

We carried out a competitor analysis using the SWOT method, which helped us identify core strengths, weaknesses, opportunities, and threats. This fact-based approach provided fresh perspectives and new ideas, enabling us to adopt strategies

Strengths and Weaknesses are viewed below. Full SWOT analysis upon request.

We also analyzed their site promotion strategies and paid keywords to gain a deeper understanding of how they market their products to note for the marketing strategy.


Augmented Reality
Try on model by height and size integration provide by Tangiblee.com.

Other standout features included the Monthly Payments and the unique “Get the Look” recommendation blocks.


No 3D Card or Augmented Reality Stacking
Users have reported that they cannot view all sides of the bag in 2D visuals and there is no augmented reality (AR) stacking available for accessories..

Also, there was no 1-Click buying section.



For What Goes Around Comes Around, nearly 40% of their traffic is derived from paid sources, with monthly expenditures on Google Ads amounting to approximately $88,000. What Goes Around Comes Around invests substantially in advertising to maintain its visibility, generating an estimated annual revenue of approximately $35.5 million.


User Friendly Recommendation Blocks


Slow Loading
The website experienced slow performance and included a vertical scroll feature, which diminished its user-friendliness.



For Luxe HD, nearly 30% of their traffic originates from paid sources, with a monthly investment of about $1,000 in Google Ads. The majority of their traffic comes from organic search results. They utilize niche keywords, including terms like “cheap” and “sales,” to enhance their visibility.


Live Shopping
Demonstration streams allow users to better evaluate the product, and the presence of a chat with comments from other users encourages them to make a purchase as quickly as possible.


This company does not have a strategic marketing plan. Their output is inconsistent along social media and searches.



Luxury Promise generates nearly 10% of its traffic from paid sources, with a monthly advertising expenditure of approximately $1,500 on Google Ads. The majority of its traffic is derived from organic searches. The lack of a specific strategy in the selection of keywords for advertising likely contributes to the minimal volume of paid traffic.


We also examined competitors such as TheRealReal.com, FashionPile.com, and more. Considering the company does not yet resell at the volumes of these well-known brands, we took into account their strategic procurement and sales processes. Although there may be opportunities to expand to larger volumes in the future, the current focus was executing this MVP with a straightforward approach that the stakeholders can effectively manage upon launch.


The resale market appeals to all generations, both men and women. However, utilizing emerging technologies such as motion and Web3, our aim emphasized engaging older Gen Z and Millennial markets (Ages 25-45).

Gen Z, recognized as the most sustainability-conscious cohort, has increased its participation in the second-hand market. Since 2020, the number of Gen Z consignors has risen by 86%, and their purchasing has grown by 33%.

Millennials and Gen Z embrace secondhand fashion at a rate 2.5 times faster than other age groups, underscoring a strong shift toward sustainable consumer practices.

Since the website will be bilingual—English and Chinese—the aim was to focus marketing efforts accordingly, targeting 75% towards the United States and 25% towards China in urban and suburban area.

Millennials & Gen Z

Professionals and entrepreneurs aged 25-45 in urban and suburban areas, with moderate to high incomes and higher education degrees or some college experience.

This group values authenticity, sustainability, and exclusivity, influenced by social media and fashion trends. They see luxury brands as symbols of personal style, success, and longevity.

Behavioral Characteristics
Highly tech-savvy, they extensively use digital platforms for socializing and shopping, favoring online transactions guided by influencers and peer reviews. They actively trade in pre-owned luxury goods as part of the circular economy.

Needs and Pain Points
They seek transparent, reliable platforms for authentic, quality products, prioritize affordable luxury, and are driven by environmental concerns in their purchases.

Gen X & Boomers

Professionals and entrepreneurs aged 46-65 in urban, suburban, and rural areas, with moderate to high incomes and higher education degrees or some college experience.

Gen X and Boomers prefer quality over quantity and will research products in detail before buying, as their purchases serve both functional and status purposes. This cohort is brand loyal and will search for deals and discounts before making a purchase.

Behavioral Characteristics
Gen X and Boomers generally prefer in-person shopping, except for rare items not found in regular stores. This cohort highly values a complete customer experience.

Needs and Pain Points
Gen X and Boomers value personalized service, streamlined digital experiences, and products that offer long-term value and practicality.


We conducted interviews with fashion experts and luxury goods enthusiasts that shop resale market products to deepen our understanding of the industry. With a comprehensive set of questions, these statistics helped refine our value proposition.

  • 68% of customers use Google Shopping to compare prices for bags before verifying their authenticity.
  • 67% of Luxury shoppers know exactly what they want to buy by name, brand, and size.
  • 88% find displaying the bag in 3D motion helpful, although it does not influence their purchase decision; price remains the primary factor.
  • Live Shopping is considered useful, yet none of our customers have purchased through live shopping networks.
  • 75% are interested in shopping in a Virtual Reality environment, although none have yet experienced shopping in this way.
  • 37% of respondents shop on Auctions to buy their luxury goods and peer-to-peer marketplaces.
  • 80% would pay the market rate for rare luxury items if they can afford it.


We synthesized the competitive analysis, customer insights, and research into a prioritized list of innovative strategies to position the MVP with impactful features.

The MVP focus was on two primary categories: rare items and high-volume products. The shop aimed to establish a reputation for featuring unique, extremely rare items that are challenging to buy, differentiating itself from competitors. The initial goal was to achieve at least two monthly sales with a minimum markup of 30% on items priced between $20,000 and $100,000.

Additionally, the high-volume luxury items target a broad market with their popular appeal and more affordable price points. These products are strategically priced to improve search engine visibility, which in turn enhances online traction.


CHANEL Hula Hoop Bag for approx. $63,000


LOUIS VUITTON Speedy Bag for approx. $1,500


To understand the potential integration of Web3 and the Metaverse into the framework, we engaged experts in Web3, NFTs, and blockchain to explore possible adoptions. We listed all possibilities, including notable implementations such as blockchain-based payment processing and the use of item-specific NFTs.

We then consulted with Web3 legal experts to determine the feasibility of selling reseller items in the Metaverse and for NFT use.

Some of our questions included:

During our consultation with legal experts, we discovered that brands were actively drafting rules and regulations for using their products and preparing lawsuits for companies using their brand to gain profit, which ultimately restricted our ability to engage with Web3 technologies, including NFTs and the Metaverse.

As a result, we determined that selling in the Metaverse was not feasible at the time. Considering the nascent state of the market, we have decided to set aside Web3 and Metaverse initiatives for the moment. Instead, we will focus on using 3D Motion Graphics as a dynamic marketing tool to engage customers.


Our user experience goals included prioritizing exceptional design, avatar creation, motion graphics, storytelling, and distributing to a variety of marketing channels to differentiate ourselves from the competition.


Our team researched the optimal lean solution to facilitate human-like avatars. This solution involved forming a partnership with a company specializing in realistic digital avatars, rather than developing them in-house.

The customizable avatars are enabled to adjust to resemble the user’s appearance. Users have the option to personalize their avatar’s name, outfit, skin tone, hair, eyes, lips, ears, body type, and other physical attributes.

The optional gamification element could potentially lower churn rates by offering a personalized virtual shopping experience.


The goal was to develop a custom 3D Motion module for showcasing products. In our initial research, we identified and confirmed the software solution capable of automatically converting photographs into 3D imagery. The only the technical integration involved combining the 3D modeling products with the avatar.


Our research shows that all luxury items carry a serial number and are verified for condition. Discovering that 75% of competitors use the same validation service, we initiated contact to explore a potential partnership.


Given our objective to build a custom e-commerce rather than relying on standard CMS solutions like Shopify or Magento, it was imperative to ensure the platform’s capability for integrating a wide array of APIs. The intention was to facilitate seamless expansion of marketing channels including TikTok, Instagram, Facebook, YouTube, and Pinterest integration functionalities.

This approach ensures the platform remains adaptable and scalable, ready to embrace evolving marketing technologies and trends.


We finalized the Business Requirements Document to ensure all stakeholders have a clear understanding of the project’s deliverables. This ten-page document outlined the lifecycle and roadmap to keep all activities on track with the business objectives.


Our team developed the User Story that outlines the interactions potential customers may encounter with the shop, covering both rare and volume items. The narrative spans from initial discovery through to post-purchase actions, carefully considering their needs, behaviors, and potential touch points along their journey.


Our team collaborated on the final version of the Mind Map. It visually represents the process we will follow, ensuring alignment throughout the project lifecycle.


The final logical model outlines the data structures and relationships, detailing entities, attributes, and normalization.



Below is the final version of the analytics scheme detailing the process of gathering, analyzing, and visualizing data to extract actionable insights. It covers data collection through to reporting, emphasizing continuous refinement and compliance with governance standards to enhance business decisions and operational efficiency.


Below is the final architecture designed not just to meet current needs but also to anticipate future expansion and technology shifts.





The project was completed in three months by a 12-member team, comprising a Product Manager, an Associate Product Manager, a UX Researcher, a Marketing Associate, three Project Managers, three Dev Ops specialists, and a Project Coordinator. It also included four consultants: a Web3 Lawyer, an NFT Specialist, a Generalist Consultant, and a Luxury Commerce Expert.


The product development and launch were halted due to the client’s change of heart, primarily driven by a sudden lack of funding. Despite providing initial loose estimates and timelines, the client underestimated the project’s depth and complexities.

Contributing to their decision was a shift in the economy and fear of inadequate ROI, especially given the extended bull market in the reseller sector, which had initially promised a steady flow of funds. Upon recognizing the funding shortfall, we offered options for securing angel investments, seed funding, or loans, which the client declined.

Consequently, the project did not proceed beyond the creation of a Minimum Viable Product (MVP) Startup Strategy. Despite these challenges, the stakeholders were satisfied with the outcome and the project concluded on a positive note.


The decision to forgo a standard Shopify setup for scaling was frequently revisited as stakeholders favored more complex, standout features over a basic initial MVP. Despite outlining the potential benefits of starting with a simple shop and expanding later, limitations within the CMS framework and stakeholders’ specific requests led us down a different path. We offered optimal lean solutions likely to succeed, but these were not pursued by the stakeholders.

Prioritizing stakeholder interests has always been my approach, particularly when their deep involvement is essential to success. Despite some initial disagreements on the project’s direction, the stakeholders ultimately had a positive perception of our efforts, resulting in a favorable outcome.


Our MVP strategy presentation didn’t cover all the research we conducted. In our analysis of the competitive landscape, we found that major retailers like Amazon and Walmart, as well as niche platforms like theluxurycloset.com and janefinds.com, are also exploring the reseller market. This information, though not detailed earlier, played a crucial role in shaping our strategy.

Additionally, further analysis provided an in-depth look at current and upcoming trends, alongside advances in emerging technologies like NFTs, Blockchain, and Web3. Reports include: Rebag, FashionFile Report, WWD, New York Times, Vogue, Business of Fashion, The Future of Customer Engagement in Luxury E-Commerce

The discoveries included:

  • Comments (Constant Transparency): Providing instant feedback for ongoing transparency.
  • Direct Approach: Building trust through honest, humanized interactions.
  • On/Offline Engagement: Offering an experiential experience that bridges digital and physical realms.
  • Customization: Creating a unique shopping experience tailored to individual engagement preferences, including brand choices, personalization (helping customers express themselves), and storytelling.
  • Communications: Utilizing email, push notifications, and SMS to maintain customer engagement.
  • Web3 Possibilities: Exploring how Web3 can deliver added value to customers.

At that time, NFTs were expected to surge in popularity, but as we progressed, both Blockchain and NFTs began to decline. This volatility, coupled with the evolving rules and regulations applicable to the potential shop, was a significant reason for our cautious approach.

Additionally, it’s important to note that alongside the MVP, we were engaged in extensive ideation and research efforts aimed at rebranding, marketing, establishing call centers, implementing chatbots, enhancing copywriting, advertising, storytelling, organizing photo and video shoots, managing public relations, forming partnerships, and developing content. These activities were conducted with two other teams and were not as closely integrated with this process, which is why they were not included in this outline.

At that time, NFTs were expected to surge in popularity, but as we progressed, both Blockchain and NFTs began to decline. This volatility, coupled with the evolving rules and regulations applicable to the potential shop, was a significant reason for our cautious approach.

Additionally, it’s important to note that alongside the MVP, we were engaged in extensive ideation and research efforts aimed at rebranding, marketing, establishing call centers, implementing chatbots, enhancing copywriting, advertising, storytelling, organizing photo and video shoots, managing public relations, forming partnerships, and developing content. These activities were conducted with two other teams and were not as closely integrated with this process, which is why they were not included in this outline.


In any project, surprises and unforeseen challenges are inevitable, underscoring the importance of flexibility when encountering potential roadblocks. While the stakeholders demonstrated adaptability, they started to feel overwhelmed by the complex information they needed to digest, which they initially perceived as straightforward.

A significant issue arose from a miscommunication between the development and product teams. During a meeting, the development team provided a brief update and unexpectedly proceeded to outline additional processes, including timelines and deadlines. They suggested an immediate start to development in front of the stakeholders without prior discussion with the product team. This premature announcement caused the stakeholders to panic, as the final product deliverables had not yet been finalized.

Thinking they would impress by being proactive, the development team’s actions instead proved counterproductive, complicating the process and necessitating significant changes to the product. This resulted in a wasted 10 to 15 minutes of the meeting, forcing me to intervene abruptly and later hold a follow-up meeting to reassure the stakeholders and mitigate any concerns. Fortunately, we managed to get things back on track within a week.


The project involved several developments and discoveries, going beyond building a product to creating a business framework. This process allowed me to enhance my knowledge of retail and e-commerce, exploring avenues like social selling, live selling, and social commerce along with their marketing channels and marketplaces. I learned about the pricing and crafting of luxury goods, including unique items like a Louis Vuitton pool table that sold for $107,000, and the variability of trade-in values, which can range from 70% to 150%, emphasizing the value of rarity.

In technology, I explored the NFT market and how blockchain currencies integrate with e-commerce platforms. In design, I learned how to convert images into 3D and about the development and integration of 3D motion into systems. Although not a gamer, I recognized the importance of understanding avatars and virtual environments, especially considering the growing immersion of the Alpha Generation in VR/AR, which is critical for development in Web 2.0 environments.


Personally, I was initially disappointed when the project was halted due to a change of heart. The concept was promising, and I was deeply invested in the potential to innovate. Despite this, the team and stakeholders concluded our relations on amicable terms. I maintained communication with the stakeholders, keen to explore any renewed interest in advancing our ideas. However, the rapid shifts in the industry posed significant challenges. Fluctuations in sales and rising inflation instilled a sense of apprehension among the stakeholders regarding further investments.

Throughout this experience, I gained substantial insights into the reseller industry, understanding the intricacies of processes and the regulatory landscape surrounding Web3 and NFTs under the blockchain framework. This project has been a testament to the potential advancements in technology and has prepared me to streamline processes more effectively should a similar opportunity arise in the future.

In my leisure time, I contemplated various concepts, ranging from live shopping on social media platforms like TikTok, to online auctions and marketplaces. However, these ideas were often considered too rudimentary for the ambitious platforms we envisioned. Despite their reliance on traditional technologies and their cautious stance on online expansion, the stakeholders have always been receptive to my proposals, consistently taking my calls and considering future collaborations.

I am grateful for the ongoing dialogue and particularly appreciate their thoughtful gestures during the holidays. It’s a reminder that, although I sometimes become attached to my ideas, the stakeholders recognize the value in our past collaborations and remain open to reconnecting as economic conditions evolve.