How we work

We can work alongside the brand from the start of the project and take on the whole structure a channel needs: marketplace selection, catalogue and content, system integration, stock and order synchronisation, day-to-day operations, customer service, logistics, commercial follow-up and business intelligence.

The scope is defined by the project, the brand's own structure and what it genuinely needs to delegate.

Yes. The brand keeps control of its final prices and of the commercial decisions that need its approval.

At HEAVENS we analyse the channels, put forward scenarios and spot opportunities, but we work alongside the brand, respecting its positioning, its strategy and its commercial policy.

It depends on the project. We can connect the systems to synchronise stock and orders and work with product that stays in the brand's own warehouse.

When the brand would rather outsource logistics as well, we can take on storage, picking and dispatch from HEAVENS.

Not necessarily. That is precisely one of the advantages of working with a specialist partner: developing new channels without having to build the whole structure to run them in-house.

HEAVENS can take on the specific complexity of marketplaces and work as a specialist extension of the brand's team.

We do not stop at reporting sales. We analyse performance by marketplace, market, line, category and other relevant indicators, to understand what is happening and spot opportunities.

The information has to be good for something: better commercial decisions, understanding how the product behaves and finding where there is more room to grow.

We work with a wide network of marketplaces and platforms, both in Spain and abroad.

But having access to many channels does not mean they all suit every brand. We look at each project to find where product, positioning, audience, market and commercial goals fit together best.

We start with the brand, not with the list of marketplaces available.

We look at its product, positioning, price, catalogue, audience, markets and goals to work out which channels can give it more room to grow. Because a platform that works well for one brand may make no sense for another that looks similar.

It depends on the product, on where it is and on the aim.

Marketplaces are for building a continuous presence for the brand in certain channels and markets. Private sales are for working particular collections or lines over limited periods and in controlled environments, with a strategy aimed at moving them.

The two models can live side by side within the same brand.

No. Being on more marketplaces does not necessarily mean developing the channel better.

Every new platform brings catalogue, stock, orders, customer service, logistics, follow-up and commercial decisions with it. So we would rather find where it genuinely makes sense to be and build from there, instead of adding channels just to be in more places.

Yes. Marketplaces can be a way to explore and develop new markets without having to rebuild the brand's whole internal structure in each country.

But the decision should not rest on simply being present in a new territory. We look at how market, channel, product, price and positioning fit together and, once things are running, what the data does helps to show where there is more room to grow.

Not necessarily. Each platform has its own criteria and some require an approval process.

So before putting a channel into the strategy, both its fit with the brand and its access conditions have to be weighed up. HEAVENS can handle that process, but the final access will also depend on the criteria each marketplace sets.

It is a fair concern, and that is exactly why how each campaign is set up matters.

Private sales run over limited periods, in controlled environments and for registered audiences. The product selection, the player, the terms and the timing of the campaign are all worked out with the brand's positioning and commercial strategy in mind.

It depends where each product is in its commercial life.

Collections from earlier seasons, production surplus, discontinued lines or particular lines that need to move faster can all find room through this model.

The key is working out which product to put in, when, and on what terms.

We work with significant players across different European markets.

The choice is not made on availability alone. We look at the product, the brand's positioning, the market and the terms of each campaign to judge which option makes most sense in each case.

We analyse each project, weigh up the opportunities available and coordinate the preparation and running of the campaigns with the brand and with the different players.

The aim is for product, channel, timing and terms to answer to one and the same commercial logic, with the brand always at the centre of the decisions.

When particular collections or lines are at a different point in their commercial cycle and need a specific strategy to move them.

There is no need to wait until the stock becomes a problem. Building private sales into the commercial plan makes it possible to decide with more judgement which product to put in, when, and through which channels.

Yes. They are different models and they can complement each other.

A brand can develop its current collection continuously on certain marketplaces and work other lines through private sales over limited periods. Each strategy answers to a different product, a different moment and a different aim.