It streamlines the shopping process by providing curated outfit choices that fit into the occasion, the client’s aesthetic style and her monetary bounds. It helps clients make well-informed fashionable and confident decisions, which translates in a higher sales output and a lower returns rate. By developing a sophisticated algorithm based on fashion rules that utilizes new technologies and is supported by an innovative app, and by teaching it how to dress people and creating a memorable shopping experience that is both 100 per cent personalized and completely unique, Outfit Oracle helps these department stores remain at the forefront of creativity when it comes to providing shopping services.

• Various Consumer Requirements and Equality

  The fashion industry has faced criticism because of its lack of diversity and inclusivity. For example, it could be hard and challenging for people to find fashion items that accommodate different types of body types, cultural preferences, or non-binary identities, where this can lead to inclusion and frustration (Gruys, 2021). However, department shops actually provide a wide range of products, it’s just that customers are not aware of them and they frequently require assistance in locating goods that precisely suit their requirements.

• Concerns about Sustainability and Conscious Consumerism

  Fashion has contributed quite a number of impacts on the environment (Farghaly et al., 2024). In response, nowadays, people are more conscious and are preferred to buy fewer, but better-quality products that are based on their needs and style. Nonetheless, discovering them can be challenging and time-consuming, which is why Outfit Oracle was created.

• Enhance the shopping experience by offering individualized fashion recommendations to make department shops like David Jones and Myer easier to shop at.

• Simplify Decision-Making: To cut down on decision fatigue, provide customized outfit recommendations based on the needs, preferences, and financial constraints of individual customers.

• Boost Customer Satisfaction: Encourage wiser, more self-assured purchasing by making sure clients feel encouraged to make fashion-forward decisions.

• Increase Sales and Decrease Returns: Promote well-thought-out purchases to increase sales and decrease returns.

• Enhance Customer Loyalty: Design a fun, easy-to-use, and inventive in-store and online buying experience.

Fashion Novices: Consumers who seek professional advice make confident style selections because they are intimidated by the abundance of options available in department stores such as David Jones and Myer.

Tech-savvy shoppers: are those who value digital technologies that provide personalized experiences and work well with both online and in-store purchases.

Sustainability-Aware Consumers: Those who want to ethically add new pieces to their wardrobe while making intelligent fashion selections by making the most of what they already have.

Department Store Shoppers: Dedicated Myer and David Jones patrons seeking a more personalized, interesting, and pleasurable shopping environment.

Overall Aesthetic:

• Sophisticated, elegant, and timeless aesthetic

• Color palette: muted tones (deep blues, soft greys, whites, and subtle gold accents to convey a sense of class and universality.

Typography:

Lora for headings and Helvetica Neue for contents, which are sleek, modern, and professional yet approachable.

Mascot:

• Name: Oracle

• Design: The mascot, which is named Oracle will be an androgynous figure, so that it will allow it to appeal to all users. Modern, minimalist, simple face who has friendly features.

• Color Scheme: black and white

• Personality: calm, wise, approachable, conveying

Gruys, K. (2021). Fit models, not fat models: body inclusiveness in the U.S. fit modeling job market. Fat Studies, 1–14. https://doi.org/10.1080/21604851.2021.1913814

Sathianathan, B., & Ray, S. (2023). How AI can move customer personalisation to customer contextualisation. Journal of AI, Robotics & Workplace Automation, 2(3), 246–252. https://www.ingentaconnect.com/contentone/hsp/airwa/2023/00000002/00000003/art00006

Schwartz, B. (2006, June). More Isn’t Always Better. Harvard Business Review. https://hbr.org/2006/06/more-isnt-always-better#:~:text=What