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Armani: 8 years and 17 mergers and acquisitions specialize in loss-making business

December 7, 2018 by yucherrty  

Shenzhen Hemei Group Co., Ltd. (hereinafter referred to as Hemei Group), which is bent to build the first channel of China's high-quality brand omni-channel, has to sever the Armani agent sales assets, and the proposed sale price is not higher than 210 million yuan. A book loss of approximately 25 million yuan.

In other words, the Hemei Group also wants to clear Armani at a loss. According to its public reasons, the operation of Armani business did not achieve the expected results, and did not form a good economic benefit for the company, which affected the company's layout and planning of the international brand operation strategy to a certain extent. However, those who are careful have found that the funds of Hemei Group are under pressure, and this money has the meaning of emergency.

Around June of this year, a sudden "financial drop lever" made the company into a financial dilemma. In the context of the financial de-lost policy, banks generally tightened the loan quota for SMEs, and the situation of lending is not uncommon. At the same time, the financing channels such as equity pledge and bond issuance are no longer as smooth as before. The Hemei Group's capital chain, which has frequent asset operations, is suddenly tight.

A notice from China's executive information disclosure network shows that Hemei Group has been listed as "Lao Lai". The enforcement court is the People's Court of Jiang'an District of Wuhan City. The reason is that Beijing Shouhe Investment Co., Ltd. still owes a loan of 10 million yuan to Wuhan Credit Microfinance Co., Ltd., and is therefore listed as the untrustworthy enforcer.

Hemei Group, formerly known as Shenzhen Haoningda Instrument Co., Ltd., was established in 1994. At the beginning of the listing, the company's business still belongs to the field of smart meters. After changing the lanes from diamond jewelry to financial services to clothing and apparel, it has been carried out for 8 years. 17 mergers and acquisitions, and frequently sell profitable projects, buy loss-making companies, and personally push themselves into the crisis.


According to the semi-annual report of 2018, the total amount of short-term loans that Hemei Group has overdue is 46.35 million yuan. Moreover, according to the "China Business News" survey, since June 2018, the group and its shareholders, affiliates and legal persons have been applied for freezing property 13 times, involving more than 370 million yuan.

Hemei Group's subsidiary Shenzhen Hemei Wisdom Technology Co., Ltd. (hereinafter referred to as “Hermizhike”) said on November 14 that the company began to have temporary liquidity difficulties in June. “The company used all the profits since its founding to advance. Until October 2018, due to the gradual increase in the gap, our rigid payment of investors is unsustainable."

Performance has also declined since 2017. In 2017, the non-net profit of Hemei Group's shareholders attributable to listed companies began to show a negative value of -67.35 million yuan. This decline continued in the first three quarters of 2018. In the first three quarters, the revenue was 1.589 billion yuan, down 15.83% year-on-year; the corresponding net profit loss was about 250 million yuan, down 318.1% year-on-year; the net profit attributable to deduction was about 274 million yuan, down 429.31% year-on-year.

It is worth noting that the net cash flow generated by Hemei Group's operating activities has been negative for many years. From 2013 to 2017, the net cash flow was -499.33 million yuan, -954.26 million yuan, -179 million yuan, 52.256 million yuan and -249 million yuan; the net cash flow for the first three quarters of 2018 was -2.48. 100 million yuan.

At the same time as the performance declines, the liabilities of the Hemei Group continue to rise. The asset-liability ratio from 2015 to 2017 increased year by year, with 38.58%, 60.26% and 68.80% respectively. Moreover, the debt structure is not friendly. As of June 30, 2018, Hemei Group's long-term borrowings were about 400 million yuan, accounting for 6.38% of total assets, while short-term borrowings were as high as 1.417 billion yuan, accounting for 22.61% of total assets. .

In the future, Hemei Group expects its net profit attributable to the whole year of 2018 to be approximately -395 million yuan to -4.66 billion yuan. Regarding the reasons for the change in performance, Hemei Group said that “the financial market policy and other factors will affect the difficulty of financing, and the financing costs will increase, which will affect the company's business segments. It is expected that the company's future performance will decline.

The disaster is not alone, the Hemei Group is also concerned about the exchange because it has not disclosed the related party transactions. It is reported that the Hemei Group's 5 electronic commercial acceptance bills with a total of 10 million yuan on October 18, 2017 have not been paid for one month. Due to the overdue of the above-mentioned bills, Hemei Group, Hemei Group Huizhou Branch and Wang Lei were brought to court by the holder of Shenzhen Yi'an Factoring Co., Ltd. (hereinafter referred to as “Yi'an Factoring”).

According to the bill information, the commercial acceptance bill for the financing of the factoring company by Huizhou Branch of Shenzhen Hemei Group Co., Ltd. was issued by its parent company Hemei Group. Because the branch is under the jurisdiction of the company in terms of business, capital, and personnel, it does not have legal personality and is a branch. For formal commercial factoring, it is generally required to provide basic transaction contracts and corresponding supporting documents, such as cargo transportation documents and invoices. Therefore, the authenticity of the bill was questioned.

The existence of bills between the Hermione Group and its subsidiaries has also caused trouble for the listed company Hermi Group: whether there are related transactions in the Hermi Group. On November 8, Hemei Group issued a notice acknowledging that the company and its subsidiaries and some related parties have daily related transactions such as procurement and sales. As of October 2018, it was 24,459,400 yuan, but the company did not deal with the above related transactions. Perform the corresponding approval procedures and disclose them in a timely manner.

To this end, the management department of the small and medium-sized board company also sent a letter of concern, indicating that the company's behavior violated the relevant regulations, the company's board of directors should pay full attention to the above issues, learn lessons, timely rectification, to prevent the recurrence of the above problems.

In addition, the mutual fund platform and small loan company of Hemei Group have already had loan items overdue, and the subsidiary company cannot assume the guarantee responsibility due to liquidity difficulties.

Buying loss-making assets exclusively?

Hemei Group is in a position to be inseparable from its frequent capital operations.

It is understood that at the beginning of the listing in 2010, Hemei was a meter instrument production company named “Hao Ning Da”, but its performance in the past few years was average. In 2014, Hemei obtained a 100% stake in each carat (Beijing) Diamond Mall Co., Ltd. through private placement of shares, and officially entered the jewelry industry.

Mergers and acquisitions per carat have allowed Hermi to taste the sweetness, with an estimated value-added rate of 526.53%. The 2015 semi-annual report showed that the company achieved operating income of 518 million yuan, a year-on-year increase of 170.03%, and realized a net profit of 5,762,290 yuan from the owners of listed companies, an increase of 493.78%.

Since then, Hemei Group has gradually acquired “addiction”.

In November 2015, Hemei Group acquired Shenzhen Lianjin Financial Information Service Co., Ltd. with its own funds of 255 million yuan (later renamed as “Hermizhike” and holds 100% equity of Shenzhen Qianhai United) and Shenzhen United Financial Microfinance Co., Ltd. (renamed Shenzhen Hemei Microfinance Co., Ltd., referred to as "Hermi Microfinance") 51% equity, the layout of mutual gold.

In 2016, the company officially changed its name from Haoningda to Shenzhen Hemei Group Co., Ltd., and the purchased assets gradually covered many fields such as jewelry, tourism and entertainment, international trade, e-commerce, and clothing department stores.

Since June 2017, Hemei Group has pressed the fast-forward button for asset operation. According to the statistics of the China Business Journal, since its listing in 2010, Hemei Group has conducted 17 mergers and acquisitions in 8 years, and the accumulated mergers and acquisitions exceeded 3.808 billion yuan. Among them, 9 orders occurred in more than one year since June 2017.

During the period, Hemei Group successively divested the traditional smart meter, diamond jewelry and financial services business, and spent nearly 1.5 billion yuan to acquire high-end consumer retail assets, mainly concentrated in the luxury agent field. What is embarrassing is that the group sells all profitable assets, and most of the acquisitions are loss-making DressLily Promo Code enterprises. After a series of capital moves, the performance of Hemei Group has gone from bad to worse. Market participants shouted, and the operation of Hemei Group really made people unable to understand.

The most typical is the acquisition of four companies under the Rainbow Group by Hemei Group. In October 2017, Hemei Group, a subsidiary of Hemei Group, acquired 80% equity of Qiuqiao Fashion, Rainbow Shenzhen, Yingcai Development and Rainbow Zhuhai in the form of paying 800 million in cash. The company promised to complete 3.1 in three years. 100 million yuan performance against gambling.

However, in 2016, the four companies all suffered losses without exception. In the first half of 2017, only two companies made profits, and the total net profit was only 6.45 million yuan. In the first three quarters of this year, the net profit realized by Qiuqiao Fashion, Rainbow Shenzhen, Yingcai Development and Rainbow Zhuhai was -282.57 million, -561.57 million, 5,234,200 yuan and -2,214,400 respectively.

The promised performance of 310 million yuan is obviously difficult to achieve. However, due to the acquisition, Hemei Group added up to 1.246 billion yuan of clothing inventory in 2017, and in less than one year it has accrued a reserve of up to 454 million yuan. It should be known that the cumulative net profit of Hemei Group's listing in the past 8 years was only 548 million yuan.

How Does Anta Achieve a Match With Consumer Value?

November 19, 2018 by yucherrty  

From a small factory in Jinjiang, Fujian Province, to the “big Mac” in the forefront of the global sports goods management company, Anta has changed. This change is not only reflected in the financial report figures, from the digital construction of the back-end industry chain to the front-end stores, brand upgrades, and the new retail, unmanned retail, smart retail and other concepts are emerging endlessly, Anta is insisting on its own value retail Road.

-1- Hug digital, what are the highlights of Anta Wisdom Store?

Located in the most prosperous Binjiang Avenue Pedestrian Street in Tianjin, the 800-square-meter pavilion is divided into two floors. The color style is simple and clear, which is the latest eight-generation shop of Anta. In addition to the change in appearance and style, it combines four “smart functions” such as cloud shelf, pressure bar interactive screen, Anta You Mall and instrumental shoes. This is the third smart store that Anta has landed nationwide.

As the “leader” of Anta's digital industrial chain, smart stores have made great efforts in how to obtain consumer behavior preferences. The biggest highlight is reflected in Anta's flagship footwear products. Through the RFID tag attached to the product, and the shoe rack with the receiver in the store and the shoe bench, the customer can get the complete data retention in the store by picking up - try-on-buy.

Reflected in the production and research and development process, through the rate of pick-up, try-on rate, comprehensive store discounts and other external factors to the final conversion into purchase behavior, can reflect the consumer satisfaction in the design, try-on experience, price, and thus Corresponding adjustments.

In addition, the store will also combine the RFID sensor of the main push product in the season with the interactive large screen. The customer picks up the product, and the interactive screen corresponds to the product details and recommended matching. It provides consumers with more intuitive status as “intelligent electronic shopping guide”. Comprehensive product introduction and updated odd interactive experience.

Cloud shelf is also one of the characteristics of Anta's smart stores. In the past, e-commerce and physical stores have been in a state of opposition for a long time, and consumers' pursuit of preferential prices, convenient delivery and experience is difficult to unify. The physical store is limited by space, often can not display all sku, through the cloud shelf, offline space to achieve service boundary expansion, stores get rid of the space constraints, to display more goods, consumers can also view the preferential situation in real time, and free choice of delivery home Or the store direct mention mode.

More details are in the promotion of store optimization and business guidance. The Antayou Mall system, which is cooperating with Tencent, can distinguish the age and gender characteristics of the customer group through the camera at the entrance of the store; dozens of cameras distributed in the store are moving to the customers. The line and the stay area are monitored to determine the regional heat of the store. This kind of data is a guide for the decoration of the store, the furnishings of the goods, and the design of the moving line.

The renovation of the store will inevitably require cost investment. Guo Wei, director of Anta Retail Data Center, told reporters that the current cost of RFID tags can be controlled at around 4 hairs. However, with the number of nearly 100 million items per year of Anta, the annual investment in RFID tags will reach About 40 million is also one of the biggest investments at present. Nevertheless, RFID tags not only serve in store interaction and consumer data collection, but also the significant manpower and time savings saved in commodity logistics traceability, warehouse inventory counts, etc.

-2-Manufacturing companies turn to retail enterprises, Anta's biggest task is to understand consumers

For a long time, Anta has represented the vast sinking market of China's sportswear industry in the eyes of most people – especially in the case of “old rival” Li Ning suffered a transformational defeat, and Anta’s financial figures are brighter year after year. Most of the voices attribute the reason that Anta has seized the huge consumer demand of the “three-four-line market”.

In fact, Anta has never confined itself to the sinking market. Sponsoring the Chinese Olympic Committee, signing the NBA, launching joint-name models, limited editions, promoting store upgrades and data transformation of the industrial chain, Anta is becoming more retail thinking and more textured.

The turning point of all this appeared in the inventory crisis that swept the national apparel industry in 2012. The traditional wholesale model from the top and the bottom caused an information gap between manufacturers and consumers. On the one hand, the overcapacity of upstream manufacturers, on the other hand, the downstream Consumer demand is shrinking, and the middle dealers have to pay off at a loss under the pressure of inventory, and even close the store.

In this crisis, Anta realized two key issues, one is to establish strong links with consumers, and the other is to strengthen control over the industry chain and channels. On this basis, Anta has carried out a series of retail-oriented reforms, including the unified installation of ERP systems for stores, the promotion of dealers from ordering systems to distribution systems, vertical integration, and self-operated full-line industrial chains.

From a manufacturing-oriented company to a retail-oriented enterprise, this reform is regarded by Anta as a symbol of the company entering the 3.0 stage, and also a sign event that Anta entered the brand retail stage from the wholesale stage of the brand. Since the number of stores is close to 10,000, the main brand of Anta cannot be managed in the same way as the acquired FILA. The dealer system has not changed fundamentally. However, Anta strengthened its ability to control downstream channels through a series of changes in the management system and incentive strategies of dealers, and established the culture of Anta's “retail iron army”.

Since then, for six years, Anta, which has opened up the industrial chain and downstream channels, faces one of the most complicated problems. What do consumers want?

-3- Do the best "match", Anta's retail approach

The sporting goods industry maintained rapid growth under the influence of consumption. From 2008 to 2016, the scale of China's sports industry increased from 170 billion yuan to 1700 billion yuan, a tenfold increase. Behind these figures, with the diversification of consumer groups, scenarios, and ideas, consumer preferences are becoming more and more elusive.

As the chairman and CEO of Anta, Ding Shizhong once said: "The product is too simple, and it is too difficult to do the right product."

Anta, which has always faced the mass sports consumer market, covers not only the first-to-fourth-five cities, children to middle-aged and elderly consumers, but also professional sports customers and ordinary consumer groups, as well as offline and e-commerce channels. How to provide products and services in a consumer-oriented manner within such a large business system? Li Ling, vice president of Anta, told reporters that matching the goods and experiences in the space of consumers and insisting on “value retail” is Anta’s retail approach.

Consumer demand and product matching

With Anta's brand upgrade, user portraits have been changing. Anta has launched a multi-brand strategy since 2016. In addition to the main brand of Anta, the Group has acquired a series of brands such as FILA, Disante, Spandy, Kelon and Xiaoxiao Niu, specializing in life-oriented and high-end. ——The various dimensions of the public are covered by various application scenarios and income classes.

Anta Group's multi-brand strategy

For the main brand, An Li, vice president of Anta, provided some data to the reporter. According to a consumer research report conducted by Nielsen, Anta's current core customer focus is on second- and third-tier cities, 18-35-year-old sports-loving young people, with younger, more specialized and central cities. Centralize the trend.

As consumers' enthusiasm for sports continues to rise, so does the demand for functionality and design in the choice of sporting goods. It is understood that Anta spent tens of millions of yuan in 2005 to build the country's first national sports science laboratory, and developed a number of exclusive patent equipment.

According to Li Ling, vice president of Anta, the laboratory is equipped with more than 300 experts, and the master's and doctoral degrees are close to 90%. Relying on this team, Anta constantly improves its research and development capabilities. In addition to custom-made products for the Olympic Committee and contracted athletes, the laboratory also conducts material testing and research and development for mass commodities. In the first half of 2018, Anta's R&D investment already accounted for 6.2% of the cost of sales.

In terms of design, Anta also got rid of the “homogeneous” label that is often used by domestic brands. The KT Thompson series basketball shoes, which cooperated with NBA star Clay Thompson, caused a rush to buy around the world. Anta has a dedicated team of diverse designers in the United States, Japan, South Korea and Hong Kong, and has reached a scale of around 260. It has also established long-term cooperative relationships with some domestic universities that are good at product design and development.

On the basis of product upgrades, cost-effective has always been one of Anta's labels. Li Ling said that with the advantages of grouping, Anta has a good control over the cost of material procurement, so it can maintain the two-way stability of price and gross profit. Anta's product pricing range covers 299 all the way to 899, which can meet the needs of different consumption groups, and also introduces limited edition and joint-name series for sports enthusiasts.

In addition, female consumption is also one of the important directions of Anta in recent years. According to data from Anta, the ratio of male to female in the store is about 4:6, but in terms of the proportion of goods sold, 60% of men and 40% of women. In the past two years, Anta has expanded the proportion of sku for women's products, and has set up a special women's area in the store to further tap the potential of women's consumption.

Consumer scenes match channels

As offline shopping is intensively developed and infiltrated from first- and second-tier cities, traditional commercial pedestrian streets are gradually being transformed into shopping malls with higher efficiency. In the past, Anta started as a street shop. With the advantages of grouping and the upgrading of store brands, Anta has already turned to shopping malls in first- and second-tier cities. According to Li Ling, the proportion of shopping malls in the Anta line has risen to over 30%. This shift in consumption will be the future trend of Anta, but in the short term, street shops will still dominate.

As far as the single store is concerned, due to the trend of consumption upgrade, the future Anta stores will be more represented as high-standard stores in the core business district, and the proportion of regional flagship stores and image stores will rise. Taking the latest 8th generation store as an example, more than 3,000 have been opened, and the store after the upgrade has achieved the same store business growth of more than 22%.

Although Anta is based on offline, the e-commerce channel has also experienced rapid growth in recent years. According to Zhang Bing, director of Anta E-commerce Division, within two years, Anta Group's online business is expected to exceed 10 billion. On the day of 2018 Double Eleven, Anta Group's daily water flow reached 1.13 billion yuan, an increase of 67% over the same period last year.

Zhang Bing expressed a theory of “5*24” and “2*24”, that is, most of the traffic on the working day is only online, but the weekend consumers will return to the line, and the alternation of channels forms the normal state of current consumption. Anta's attitude towards online and offline business is to promote integration. It relies on the cloud shelf and membership system to open up the space boundary, and applies the online game of “Thousands of People” to the “Thousand Shops” of offline retail terminals.

Consumer experience matches the store

As an irreplaceable advantage of offline entities, the improvement of store experience is a concern of every retail company. Anta has done a lot of detailed work in this area. Taking Tianjin Wisdom Store as an example, the traditional huge checkout counter has been removed, and the customer rest area has been reserved in the second floor facing the street; the fitting room is from the standard 0.9*1 The meter has been expanded to 1.5*1.5 meters, and the system including audio, lighting and fragrance has been optimized and customized.

In addition, Anta's attitude towards store upgrades is not the same for the differences in the consumption behavior of store customers in different regions. Li Ling, vice president of Anta, repeatedly stressed that technology is only a means. Wisdom stores are not technical issues, but how to obtain big data on consumer behavior and translate these data into behaviors that guide the company's goods and operations.

Consumer insight and data matching

Anta is currently investing a lot of energy in data processing. The smart store mentioned above is one of the most intuitive parts. Through the analysis of behavioral data collected in the consumer segment, it gives reference to various aspects such as store operation and product development. But Anta's data is not only this, but from two dimensions, one is membership data, and the other is industry chain data.

The Anta Zaful Coupons membership system is based on the mobile phone number as the identity authentication. In the official website, WeChat applet, mobile phone Taobao and other platforms, the member consumption data has been opened, and Anta hopes to realize the one-to-one personalizedization based on the smart store. Exclusive shopping guide service.

The investment in the industrial chain data is even greater. Anta has established an integrated industrial park in Jinjiang with logistics as its core and intelligent factory and R&D center functions. Li Ling told reporters that after the completion of the industrial park, the transfer of CRM information system will directly link each store to the total warehouse. The big data center can realize the mastery of single product, single store or even individual city data. Provide important data support. In the logistics aspect, one-to-one delivery can be achieved in a single store, so as to achieve accurate control of inventory and reduction of logistics costs.

As a domestic sports brand, from the foundry to the establishment of its own brand, step by step to internationalization, relying on technical strength to enrich themselves, Anta has Newchic Coupon gone a long way since its growth. After the transformation, Anta has continued to explore in terms of how to serve consumers, despite its bright financial data and the position of the domestic sportswear management company.

Li Ling, vice president of Anta Group, insists that the brand is a business of “people” and also a service of “people”. Studying the important mix of “people's goods yard” in brand retailing is an unrepeatable advantage of Anta brand. Anta’s retail approach is “value retail.” Value retail is a summary of Anta's winning terminal and consumer-centric retail concept. Brand retailing will eventually return to the fundamentals of business value, and focus on the needs of consumers, with data value, integration value, experience value, culture and team value to enhance consumer value.

Share Price Frustrated After The Acquisition Of Versace

November 5, 2018 by yucherrty  

American luxury goods group Michael Kors Holdings Limited (hereinafter referred to as "Michael Kors") acquired 1.83 billion euros for Italian luxury goods company Gianni Versace S.p.A. Is it expensive?

The market has responded to this: Since the announcement of the deal in late September, the market Dacoz value of the Michael Kors Group has lost $1.8 billion, and the stock has fallen by nearly 13%. In the same period, the US Standard & Poor's 500 Index's Consumer Goods Index fell. Only 8%.

However, Michael Kors' stock has rebounded in the past two days, mainly because UBS Group AG and US investment bank Piper Jaffray analysts have raised their stock ratings, they agreed: Versace is expected to promote the group's The income grows.

On Friday, UBS analyst Jay Sole said in a report: "Michael Kors, Jimmy Choo and Versace brands are better than the market." He raised Michael Kors' stock from "neutral" to "buy" "," is expected to reach $80 per share, about 36% higher than the current share price, and said that Versace's successful integration will allow Michael Kors Group's share price to enjoy higher valuations of typical luxury companies in the financial market. Level.

Versace recently announced that it will merge the regional brand Versus Versace series into the Versace Jeans series and phase out the Versace Collection series.

Erinn E. Murphy, an analyst at Piper Jaffray, a US investment bank, said that although Versace's sales in the Americas account for only 18% of its total sales, its 14.7 million Instagram fans indicate that it has huge room for growth in the United States. Versace currently has a sales base of $580 per fan, and Michael Kors has a sales base of only $357 per fan.

Based on the strategic plan for the future development of Versace as outlined by the Michael Kors Group:

Global sales will reach $2 billion

Increase the number of global retail stores from 200 to 300

Accelerate e-commerce and omni-channel business construction

Increased sales of accessories and footwear from 35% to 60%

Erinn E. Murphy raised Michael Kors' stock from "hold" to "buy" and expects prices to Newchic Coupon reach $71 per share.

According to Bloomberg data, Michael Kors Group's current share price is 11.4 times expected, compared to 19.2 times for Ralph Lauren Corp. and 14.7 times for Coach's parent company, Tapestry Inc.

The Beauty Of The New Beauty Is Difficult To Pick Up The Future

October 24, 2018 by yucherrty  

In May 2018, a century-old bag industry leader, Samsonite (01910-HK), had a sharp rise after a 21.38% drop in the share price of a Soufeel Coupons so-called "killer whale" from the rivers and lakes. Since May 24th, Samsonite's share price has not been able to return to the 34.39 Hong Kong dollar before the attack (opening on May 24). Since October, Samsonite has fallen by 18.10%. As of yesterday (22nd), it recorded the largest increase of 2.88% since the month of 25.74.

Although Samsonite responded immediately to Blue Orca Capital's short-selling report, its subsequent sales did not seem to restore confidence in the market. On October 19, Nomura lowered the Samsonite target price to 23.5 yuan. “Buy” is downgraded to “Neutral”.

Sales slowed down in the second quarter, and profits in the first half of 2018 plummeted

According to data released by Ali, as of August this year, the top ten international suitcase brands in the whole network suitcase sales are Samsonite, American Tourister and Rimowa. However, in terms of sales, Samsonite, the core brand of Samsonite, recorded the largest decline in sales of the platform in July and August compared with the same period last year, which was the largest among the three brands, namely 53.32% and 44.33% respectively; The brand's market share in Ali is only 2.07%, which is not only inferior to many domestic suitcase brands (such as Zosden, Ali's total market share is 4.33%; Kairun shares under the "90 points", Ali The market share of the market is 3.62%), and it also lags behind the international brand Rimowa (Alibaba.com's market share is 2.18%). In fact, it is not surprising that Samsonite achieved such results in the last two months of 2018. As early as the second quarter of this year, its sales growth rate has already declined.

At first glance, Samsonite’s net sales growth in the interim report was 16.6% year-on-year, although it was not as good as the same period of the previous year. However, the growth rate of operating profit was far superior, and the results were good. However, if the net sales growth rate is compared with the growth rate of 21.1% in the first quarter, it actually shows that Samson’s net sales growth in the second quarter is slowing down.

Samsonite pointed out in the China Daily that the year-on-year increase of 16.6% in net sales has actually incorporated the contribution of its eBags (channels) acquired in 2018, that is, according to Samsonite’s past three The sales contribution of the big brands (Samsonite, Tumi, American Tourister) actually increased by only 13.6%, which is equivalent to half of the growth rate of the same period last year. It can be seen that Samsonite's performance in the first half of this year was not satisfactory. In addition, the profit growth attributable to listed shareholders in the interim report in recent years has been worrying. The company explained that this year's indicator recorded a year-on-year decline of 18.7% due to the deferred financing costs ($55 million) and tax implications of the original priority credit facility. Since North America and Asia are the two major markets for Samsonite, the performance of the exchange rate issue in the report should not be underestimated.

Overall, the data on the three major indicators of net sales, operating profit and net profit have been compared with the end of 2017; in 2017, Samsonite recorded a net tax profit of 242 million due to US tax reform. As a result, the net profit of the year increased by 30.7% year-on-year, so that the income outside the operation also reflected the decline of Samsonite performance. According to the sales data released by the Alibaba platform, in the second half of 2018, if Samsonite is not in the distribution channel and advertising promotion, this year's overall performance may be "unexpected."

The proportion of multi-brand revenue increased, and channel expansion did not stop

As a well-known international luggage brand with a history of more than 100 years, Samsonite has 9 major brands, including Samsonite, Tumi, American TouristerHartmann, High Sierra, Gregory, Speck, Lipault and Kamiliant, covering suitcases, business bags, computer bags, Outdoor bags, leisure bags, travel accessories and personal electronic equipment protective shells and other product lines. According to the net sales of its brands as a percentage of total net sales, the company's core brand is Samsonite, which has accounted for more than 50% of net sales in the past three years; followed by American Tourister, averaging The proportion is about 19%, but since the completion of the acquisition of Tumi by Samsonite in August 2016, the brand has contributed a lot to the company's net sales and profit contribution. First, the income of Samsonite and American Tourister brands in recent years. The growth rate has gradually slowed down and stabilized. Second, according to the 2016 and 2017 annual reports, the strong growth in the year was mainly due to the continued success of the Tumi brand.

Since the beginning of 2011, Samsonite has begun to increase its firepower, supplementing its product categories through mergers and acquisitions, and broadening the brand matrix. Since its establishment, Samsonite has been very prominent in its expansion of the corresponding market every time it acquires a brand. For example, in 1990, Samsonite acquired American Tourister, which broadened the entry-level luggage market; in 2012, it acquired HighSiema to supplement the outdoor product system; In 2014, the company acquired the French luggage brand Lipault, which further expanded the product market. In 2014, it acquired the American professional backpack, mountaineering and cross-country running products and accessories brand Gregory to improve the layout of high-end outdoor luggage products. In the same year, the self-built product Internet brand Kamiliant, covering young and new generations; in 2016, through the acquisition of Tumi, Samsonite was able to enter the high-end luxury sector. Since the time to really enter the high-end market is relatively late, another question about Samsonite comes from this: Is Samsonite really a high-end luggage brand?

According to the price, yes; but from the product line, the high-end positioning of Samsonite is relatively vague. Among the three major series, only the patent-pending CURV series is internally manufactured, but in recent years it accounts for about 6% of total production; while the rest of the series (including soft trunks and hard trunks made of general raw materials) are outsourced. produce.

On the whole, although the growth rate of the luggage industry has shown signs of slowing down, there are still many emerging brands. For example, Kairun shares (300577-SZ)'s own brand "90 points" series. In the first half of 2017, with the help of Xiaomi Ecological Circle, Runmi Technology, a subsidiary of “90 points” brand, achieved a year-on-year growth of 101.28%, which regained the loss of 5.75 million yuan in the same period of 2016. In addition to high-quality low-cost explosive products, from smart trolley cases to smart running shoes to skin clothing, antibacterial one-piece T-shirts, "90 points" continues the idea of Xiaomi "to create the ultimate single product", cut through Xiaomi Mall The rice flour group creates multiple travel use scenarios with low drainage fees.

Compared with the "90 points" skirting method, Samsonite's channel integration is through acquisition. Considering the operating model for direct-to-consumer sales, Samsonite acquired a 100% stake in US baggage e-commerce eBags for $105 million in cash. This is another major integration of Samsonite after the acquisition of Tumi for $1.8 billion, and it has achieved good results. According to the 2018 mid-year report, Samsonite's net sales to direct consumer-oriented e-commerce increased by 74% after the acquisition of eBags. If the eBags channel is expanded, the growth of the department will be reduced to 25.7%.

Distribution expenses have increased year by year, and sales costs remain high

Wholesale and direct retail are the distribution channels of Samsonite, and the direct-to-consumer channels include physical retail and online sales of e-commerce platforms. According to the 2017 annual report, the direct consumer-oriented channel achieved 57.4% growth, mostly from the Tumi brand and the eBags channel. In recent years, Xinmei has gradually strengthened the construction of direct sales channels. The price is that the distribution expenses have soared from 666 million US dollars in 2015 to 818 million. The year-on-year growth rate of distribution expenses in 2017 has exceeded the operating profit growth rate in the same year. The spread and coverage of the channel network is pleasing, but the costs behind it and the pressure of cash flow cannot be ignored. It is also worth mentioning that as of the end of 2017, the average inventory days of Samsonite have increased.

A manufacturer of functional-oriented luggage, if you pay too much attention to the network of distribution channels and ignore whether the products launched by them are in line with the market demand, the core barriers are not enough. Even if the cake is made bigger, it is easy to be The competitors entering the market surpassed. In addition to reflecting the need for new growth in Samsonite's performance growth, the continuous mergers and acquisitions also reflect that its product competitiveness is relatively weak in the market. Blue Orca Capital's short-selling report is to guide the market to pay attention to this point. Even if Samsonite responded, the stock price was still lower. In addition to the product line of perfection, richness and trend, Samsonite still lacks its own "extreme explosion product".

This can not help but remind people of Belle International, which has recently delisted. This is the largest company in China's footwear industry. Due to its lack of design innovation and Newchic Coupon serious product homogeneity, it can only be privatized with a valuation of HK$53.1 billion. For Samsonite, the diversified brand strategy is good, but how to deal with the relationship between many brands and subdivided consumer groups to meet the rapid growth of the tourism market and the rise of the middle class will always be the challenge of Samsonite. .

French Haute Couture Brand Carven Manybe Face Bankruptcy Liquidation

September 28, 2018 by yucherrty  

Carven, a French haute couture brand that filed for bankruptcy protection in May this year, is likely to face the fate of bankruptcy Soufeel Coupons liquidation because it has yet to find a suitable investor to take over and has not received funding from existing stakeholders.

Previously, Carven's potential buyer, Emmanuel Diemoz, former CEO of French luxury brand Balmain, had a plan to reorganize Carven at the Paris Trade Court, but he has now announced his withdrawal. Carbell's controlling shareholder, Hong Kong luxury and fashion brand operator Bluebell (Blue Bell Group) had previously reached a restructuring agreement with the brand, but ultimately decided to give up.

Now, the only way for Carven to avoid bankruptcy liquidation is for the buyer to submit the offer before the takeover deadline (midnight on September 28). The bankruptcy court will later extend the tender date to midnight on October 1, and reach an agreement on the proposal on October 4. The court-appointed liquidator Abitbol & Rousselet requires bidders to submit their respective information as soon as possible. It is understood that although some new potential buyers have shown interest in Carven, they have only received quotes from Paris textile and leather products wholesaler Cashtex. The company was the only company among the three bidders who were still participating in the bidding at the first hearing in July. The family led by Cashtex's controlling shareholders, Henry Levy and Daniel Levy, is the owner of the women's wear brand LM Lulu and the authorized manufacturer of Jean-Louis Scherrer handbags.

According to court documents in July, Cashtex intends to take over Carven's brand name, trademarks, licensing, patents, and rents, inventory and employee contracts totaling €500,000. Cashtex intends to restructure the brand in a streamlined and manageable way, retaining 50 jobs and adjusting 39 positions. Carven is expected to have sales of 15 million euros in the first year after the restart and 20 million euros in two years, while maintaining profitability.

Carven was founded in 1945 by Ms. Marie-Louise Carven. She has always pursued the concept of “fashion should belong to everyone” for her 50-year career and has had a profound impact on the French fashion industry. Many stars including British actor Alex Chung, German actor Diane Kruger and American supermodel Miranda Kerr are loyal fans of the brand.

In 2016, Carven's original holding company Société Béranger sold most of its shares to the Blue Bell Group. At the time, Sophie de Rougemont, a senior executive of the Blue Bell Group, was appointed CEO.

After the departure of the design director Guillaume Henry, Carven's performance has turned sharply. In 2017, sales were only 21.5 million euros and debt was 5.5 million euros. Therefore, he applied for GeekBuying Coupons bankruptcy protection at the end of May this year. Carven previously had 103 employees and the current data is unknown.

150-Year-Old Hermes Just Opened Official Website

September 17, 2018 by yucherrty  

Chinese consumers can also purchase Hermès products online. According to WWD, the international fashion authority, on October 17, Hermes, nearly 150 years old, will release a Chinese version of the official online shopping service, and its next move is very May be settled in Tmall.

Hermès CEO Axel Dumas revealed in an interview: In order to divert the official website, the brand intends to cooperate with platforms such as Alibaba's Tmall luxury platform, Luxury Pavilion. “But it must be discussed in detail, we have selected products, displays, pricing, etc. Have strict control."

“The Chinese market has its own distinctive characteristics. Why can't we Newchic Coupon try it?” he said.

It is worth mentioning that the cooperation between Hermès Group and Tmall has been in existence before. In May last year, Hermès' high-end lifestyle brand “up and down” announced a high-profile announcement to enter Tmall, becoming the first test of the “up and down” online store. “Up and down positioning is 'from China, look to the world'. With Tmall, we can also have more guests outside the country.” Jiang Shangqiong, CEO and artistic director of “Up and Down”, celebrated the opening of the Tmall store.

This is also the epitome of business change – in the era of traditional stores, high-luxury brands add value by opening stores to the most prosperous commercial districts, and today brands are hoping to find new ways to attract high-end users by entering Tmall.

Following the opening and closing of Tmall, the contact between the two parties began to become tight. In the first half of this year, the Hermès executives visited the Alibaba Basi Creek Park and learned and consulted online cooperation with Tmall.

The hot search data from Tmall also shows users' eager attention to Hermes's opening of the store. In the most recent month, the search volume of Hermes brand keywords on Tmall has increased by nearly 5 times compared with the same period of last year. Hermes' most important products. The series Birkin and Kelly handbags as well as scarves, perfumes and other small items are among the hot items.

"Although the attitude is relatively conservative, it is a general trend for luxury goods to embrace e-commerce," an industry insider pointed out. "If Hermès finally decides to open a store in Tmall, I am not surprised at all." He said.

It is reported that more and more luxury goods or luxury brands have chosen to open the Tmall flagship store outside the official website, or to cooperate with the Tmall luxury Soufeel Coupons exclusive platform Luxury Pavilion. This year, Tmall A series of brands such as Versace, Moschino, Marni, Stella McCartney and Qeelin have opened in Tmall, and Tiffany recently opened a flash shop at the Luxury Pavilion of Tmall luxury exclusive platform, and launched its latest jewelry collection. Hua Yun, this is the first time the brand has sold new products through online platforms in the global market.

How does De Munster dig deep into children's blue ocean

September 7, 2018 by yucherrty  

The children's wear economy has become a new profit growth point for all brands, and many domestic and foreign brands have been betting on children's wear. The China Merchants Research Institute in the children's wear industry market research report shows that the Chinese children's wear market is expected to reach 166 billion yuan in 2018. With the appearance of Chao Ma Chao Dad, children's wear has exploded.

For the millennial generation of parents, on September 5th, De Munster's 2019 spring and summer new products opened in the Calfite Industrial Park in Chizhou, Anhui. With the theme of "concentricity, taking advantage of the trend", the concept of "home" and "love" is passed; the lighting and music fountain, the Beijing Olympics Beijing eight minutes with the black technology ice screen, the ring T station, together constitute the conference On-site; dealers from all over the country, witnessed the amazing moment of Demster!

This Demunster 2019 spring and summer new product launch conference, launched a total of four new series: Sen pastoral, underwater world, classic college, light tide series.

The series is designed and inspired by the sea. The fresh colors such as blue, white and yellow powder give the cool feeling of the summer seaside. The fusion of elements such as polka dots, horizontal stripes and marine life with the skirts, shirts, short sleeves and dresses. Fully show the cute, lively and leisurely children.

A sporty top, shorts, short skirt or dress with red, white, blue and black colors, paired with a simple baseball cap and sneakers.

Powerful design and color, with the concept of freedom, hope and dream, cleverly balance the two styles of street and fashion. The English letter ribbon and graffiti print blend perfectly, colliding with the trend, and have a sense of fun and modernity. Leisure and richness.

At present, domestic children's wear consumption faces several major trends, including branding, adultization, and sustainability. When parents buy children's wear, the pursuit of quality Dacoz and high-end consumption has shifted from quantity consumption to brand consumption. China Fashion Network has learned that De Munster abandoned the "plastic sense" and "thickness" of traditional woven fabrics in the spring and summer of 2019, and used a large number of new fabrics, such as polyester spandex jersey fabrics, light and thin four-sided elastic fabrics. Combed cotton fabric, high-quality elastic mesh fabric, etc., with fast drying and perspiration, not easy to deform, etc., the clothing is not only light, soft and comfortable, and is refreshing and breathable. Allows children to keep their bodies dry and relaxed and free to stretch on any occasion.

In the market, children's wear has the speciality of separating users from purchase selectors. Elders are often the consumer groups of children's wear. De Munster aims at the young parents who are after 80s and 90s, paying attention to the quality of life and cultural heritage, grasping their demand for the design, material and quality of the costumes, and dig deep into the blue ocean of the clothing market – the potential value of the children's wear market. .

It is understood that in 2015, through the industrial chain integration and continuous innovation of business strategy, Demons introduced a new M2C business model, erased the profit of the intermediate links, and returned the product to the essence. At the same time, Demons invested a large amount of money to build a professional testing center, cooperated with the national testing agencies, and tested the physical and chemical properties and appearance quality of the raw materials, in order to satisfy the psychological needs of consumers with high value and low price and the good brand. High quality pursuit.

Demon's founder Cao Yunfeng said that Demster is not only to develop high-quality products for children, but also to create a fashionable home culture and become a guide for children's quality life around the world.

Walking the children's wear market for ten years, with this new product launch, Demons has issued a new signal that they will use the better products, better service and more competitive advantages to promote the brand to DressLily Promo Code further develop and grow.

Sandro parent company SMCP profit margin increased profit growth of 14.8%

September 5, 2018 by yucherrty  

SMCP SAS (SMCP.PA), a French luxury fashion group, today disclosed that its interim earnings maintained a high growth rate and its profit margin continued to expand.

In the first half of the fiscal year, adjusted EBITDA (earnings before interest, taxes, depreciation and amortization) reached 83.9 million euros, an increase of 14.8% from 73.1 million euros in the same period last year. The adjusted EBITDA margin also increased by 40 basis Yoins Promo Code points to 17.0%. Net profit doubled from €1.1 million in the same period last year to €27.4 million.

The net debt/adjusted EBITDA ratio fell further from 1.9x at the end of December 2017 to 1.7x.

The group has been the first to announce interim sales data at the end of July. Global same-store sales rose 5.8% year-on-year in the first half of the year, and both physical retail and successful digital strategies contributed to growth. E-commerce now accounts for 14.3% of the Group's total sales, up two percentage points from the same period last year, and the North American market is more than 25%, while the top three countries are the United States, the United Kingdom and Germany.

Interim sales increased from €438.9 million in the same period last year to €493.3 million, an increase of 12.4% year-on-year. Fixed exchange rate sales increased by 15.5%, while Sandro, Maje and Claudie Pierlot recorded growth of 15.3%, 16.3% and 13.5% respectively.

SMCP SAS has been expanding at a rate of 80-90 direct-operated stores per year in recent years. CEO Daniel Lalonde revealed in July that this year's expansion will increase slightly and continue to be dominated by Europe and Asia Pacific. In the second quarter alone, the Group Shein Promo Code added 39 direct-operated stores. As of the end of June, the total number of stores worldwide reached 1,381, of which 1,108 were direct-operated stores, while Maje Beijing Chaoyang Joy City New Store opened in May was SMCP SAS China Store. Milestones.

The largest market in France had zero sales growth in the first half of the year, while EMEA, Asia Pacific and the Americas increased by 14.2%, 50.9% and 28.3% respectively. During the period, the market environment in France is still difficult. In recent years, the group has been striving to reduce its dependence on the local market by expanding its international and digital businesses, and to make the global development more balanced. Daniel Lalonde previously pointed out that when he became president and CEO of SMCP SAS in 2014, sales in France accounted for 72%, and now the ratio has dropped by half to 36.1%, while the proportion of EMEA and Asia Pacific has increased to 30%. Two percent.

Chief Financial Officer Philippe Gautier revealed that same-store sales growth in the Americas and Asia Pacific reached high double digits, and Europe was above average.

Management now expects full-year sales in 2018 to increase by more than 13% from 2017 after the Zaful Coupon Code exchange rate impact, compared to the original forecast of 11%-13%, and the adjusted EBITDA margin target is still 17%.

SMCP SAS (SMCP.PA) landed on the Paris Stock Exchange for 22 euros in October 2017. The stock closed at 24.18 euros on the 4th, up 0.77% for the whole day, and the cumulative increase since 2018 was 25.9%.

3D Printing Technology Makes Jewelry More Unique

August 28, 2018 by yucherrty  

As the application of high technology in people's daily lives extends to more and more fields, jewelry, a product that once seemed to have nothing to do with high technology, has gradually been involved in the wave and began to inject high-tech factors.

But don't worry, compared to smart watches that some people call "fashion catastrophe", jewellery that Zaful Coupons is related to high technology seems to be more fashionable.

In the jewelry industry, the most common way to relate to high technology is 3D printed jewelry. As the world's largest 3D printing supplier, Shapeways launched the jewelry brand Spring & Wonder in April this year, specializing in customized 3D printed jewelry. Customers can choose silver, 14k gold, copper and other materials according to their preferences. Print your own personalized and unique 3D bracelet, necklace or ring with your own letters, geometric shapes and celestial patterns.

This 3D printed jewellery is the most affordable type of jewellery and technology cross-border cooperation. Generally, it sells for tens of dollars. For example, Spring & Wonder's 3D printed jewellery sells for between $45 and $60. .

The second way to make jewelry more high-tech is to embed high-tech devices in jewelry to make it a "smart jewelry" with functions similar to smart watches or smart bracelets, such as step counting and detection. Physical health, etc.

Currently, Motiv, Bellabeat and other brands specializing in the production of smart jewellery, each launching a smart ring, smart necklace and other products, users can download a special APP and brand jewelry to link, detect and record the user's heart rate, running mileage, sleep Time and so on. Because its main function is to monitor the physical condition, the design of such smart jewellery is more simple and simple.

Another combination of jewellery and high technology is to return the jewels to their core functions, namely, aesthetics, decoration, and the use of high technology to make the jewellery production process more refined, making jewelry more special. Recently, the high-end jewelry brand Boucheron has introduced this kind of jewelry that has become more special and fashionable by high-tech means.

Boucheron's recent 160th Anniversary Collection has a special petal ring. The petals on this ring are derived from real flowers scanned by state-of-the-art 3D scanning instruments at the medical laboratory level. Each ring corresponds to A unique flower in nature. The delicate petals are made of sapphires, garnets or spinels, and the petals are dotted with titanium stamens and inlaid with diamonds.

“This is the most high-tech jewellery we make,” said Claire Choisne, creative director of Boucheron, to the South China Morning Post. “Before this jewel pearl is really finished, we are not sure if it will succeed.”

Boucheron’s high-tech attempt was finally successful, and such a high-tech crafted exquisite Soufeel Coupon Codes ring sold for about 2.6 million yuan each.

Jewelry design engraver Chen Shiying is also an artist who advocates the integration of high technology and jewellery. His jewellery has a high reputation in the world for his unique innovative design and revolutionary technology. He also had a reputation in March this year. Lectures on the topic of high technology and jewellery art at the Paris School of Politics.

“In 3D printing, for example, in the process of jewelry making, we can use 3D printing technology to make a model of the finished product. This model does not have to be worn like a finished product, but they can be used as a reference and perfect design.” Chen Shiying said in an exclusive interview with Women's Daily in March this year, "As a result, the final jewellery products will be as close as possible to the perfect design we imagined."

From September 30th to October 1st this year, the 11th Portland Jewelry Symposium will be held in Portland, Oregon, USA. The theme of the seminar is “Technology meets technology: stay true in the digital world”. It will discuss how jewelry makers can balance art and technology.

“This is a topic that we continue to hear from people,” Teresa Frye, founder of the Shein Coupons Portland Jewelry Symposium, said in a bulletin to the seminar. “Our industry is in the midst of a long-standing tradition of craftsmanship. In the atmosphere, but now you need to consider how to incorporate high technology into the industry."

“Despite this, I hope that jewelers will not let technology completely rule the design and production of jewellery, but rather see technology as a powerful tool to make jewelry design better,” Teresa said.

How did Gucci become a fame and fortune in recent years?

August 20, 2018 by yucherrty  

Gucci's brand value reached a record high, up 66% year-on-year to reach US$22.4 billion, which is the biggest increase in brand value among luxury brands. According to the first quarter earnings report of the 2018 fiscal Shoes Coupons year released by Kaiyun Group in April this year, Gucci sales increased by 37.9% year-on-year to 1.867 billion euros, achieving an impressive record of more than 35% sales growth for five consecutive quarters.

A few days ago, Gucci CEO Marco Bizzarri said that the brand's annual sales target is 10 billion euros, which means that Gucci intends to replace Louis Vuitton as the world's largest luxury brand.

Gucci is not only gaining sales growth, but more importantly, it is from the fashion industry and consumers, especially the young consumer groups. In the past few years, Gucci has become a special effect of the industry's operating model, becoming the most media, the most sought after brand of millennials. Therefore, we have sorted out how Gucci has undergone genetic mutations in the past few years, how to outperform other luxury brands.

1. The new CEO and creative director took office, and the reform of the two forces began to take place around 2015.

In January of this year, Marco Bizzarri became the CEO of the brand, and he also promoted designer Alessandro Michele as creative director. At that time, Gucci experienced a two-year low period. After the two took office, they finally ended the decline in sales and restored the brand's growth by 4.8% in the fourth quarter of 2015. In FY2016, brand sales increased by 12.7% year-on-year to 4.378 billion euros.

People are always one of the important factors in the development of luxury brands. Two people are attacking business strategy and design aesthetics. To some extent, it can be said that Gucci is born again.

Alessandro Michele, a graduate of the Roman Costume Institute, has extensive experience and has served as Director of Gucci Accessories for four years. After taking office, he did not continue the style of Gucci's former director, subverting the characteristics of Gucci's sexy and strong.

A series of radical reforms started by CEO Marco Bizzarri in 2015 is the focus of operations. Recently, Marco Bizzarri also said in an interview that Gucci's most valuable and unrepeatable is the resources of talent.

2. The new design thinking has established a solid capital market and cultural brand values for the brand. The reform of design thinking is therefore very important in brand reshaping.

In February 2015, after Alessandro Michele was promoted to the creative director, the new men's collection was completed in just five days. Under the design of his pen, the retro gorgeous with animal totem, bright contrast contrast, complex and exquisite details are outstanding highlights. Although the design of Ghost Horse has received mixed evaluations, it has been well received by fashion buyers and retailers.

As a result, CEO Marco Bizzarri made a bold decision. He did not conduct pilot sales and put the new Gucci products into the store. The personalized expression made young consumers quickly attracted. This not only brought huge benefits to Kaiyun Group, but also broke the traditional design thinking mode with his interpretation of retro aesthetics. The refurbished can be said to be the concept of the whole brand from head to toe. In the ever-changing fashion industry, he gave the brand a new vitality.

3. Rebranding – The visual image of the packaging and reform of the store has undergone a huge transformation. In order to cater to the brand new image, the reform in the store is crucial. Of course, in addition to the new design of the entire line, the design of the store itself needs to be updated.

In September 2015, Alessandro Michele personally designed and refurbished the flagship store on Via Napoleon in Milan. After redesigning, the store features a strong contrasting color, adding a variety of velvet textures, and adding a custom-made service to the store.

CEO Marco Bizzarri said at the time that the new store design concept was one of the important ways for Gucci to showcase the brand's new image. It was first applied to the Milano Napoleon storefront in Milan, and then gradually expanded to global stores.

The latest store of Gucci New York SOHO “GUCCI WOOSTER”, which we introduced before, introduced the design through a novel concept, fully implemented the luxury brand to play the new retail method, and committed to creating a new experience and becoming a unique experimental space. .

4. Rebranding – Art Attempts At the same time, the artistic elements began to appear in the Gucci brand concept in parallel with the reforms. The brand continues to collaborate with various artists to collaborate with new collections, not only in the products they sell, but also in collaboration with, for example, music artists and graffiti artists, producing musical works, transforming buildings, etc., and extending the art to the entire brand. , we will not repeat them here.

But what I want to say is that this is not only a new revelation of a melting pot, but also an extraordinary artistic creativity to show the extraordinary creativity of the brand spirit. The business logic behind this is that Gucci is trying to win back the hearts of consumers, and the ideas are clear and targeted, to impress young consumers with rich aesthetic power, high acceptance, and strong purchasing power.

Gucci's artistic attempt not only stops at the influence of a big name, but also makes its brand followers proud of it. It is a practical effect to have a Gucci artist list. Gucci is not only concerned with the added value of its own brand, but also a lot of cultural added value. Compared with other brands, Gucci's cultural added value is that this is not a one-time marketing strategy, but just its own aesthetics. The use of the system, the designer himself has begun to infinitely cycle his own aesthetic system.

5. Rebranding – e-commerce and digital marketing In 2015, Gucci re-launched the brand's official website in North America, and in July 2016 launched the “GucciGarden” online clothing collection, which was only sold on the brand's official website. To attract traffic.

In May 2016, Gucci also cooperated with Net-A-Porter, a global luxury jewelry online store. Its huge traffic brought sales and spread to Gucci. In the year of rebuilding the e-commerce channel, online millennials contributed 50% of Gucci's sales.

In terms of personnel, in December last year, Kaiyun Group appointed Grégory Boutté, the first digital expert, as the chief digital officer and chief customer officer, leading the group's digital transformation, specifically preparing for the e-commerce to be self-employed. Gucci continues to accelerate the distribution of online channels, the official expects its e-commerce business sales will triple, accounting for about 10% of total revenue.

At the same time, Gucci has done a lot of digital creative activities that introduce attention, such as the three projects from 2015 to 2017. The method is very similar. On the Instagram platform, the artist is called to create freely around Gucci's iconic elements. Establish deep and long-term relationships with young people through new media that young people love and are familiar with.

Gucci's boldness has achieved good results when luxury brands have rejected digital reforms. Gucci's digital marketing strategy focuses on the production of content, calling on many people to complete the scale-up effect of collective creation, which makes the connection closer and more influential. In fact, the essence of luxury goods is outstanding creativity. In today's attention to content, this will inevitably become an important factor in measuring the development of luxury brands.

6. Strong support for the rear supply chain In 2017, Gucci has begun to change its production process and manufacturing network. We have pushed its newly established Gucci Art Lab as the company's future technology center and the art laboratory for leather goods and footwear.

Launched earlier this year, Gucci Art Lab covers more than 37,000 square meters and employs Free Promo Codes more than 800 people. Here, Gucci will inspire unlimited creativity and continue the Gucci brand's excellent market positioning. In the past three years, in order to meet the market demand for Gucci products, the brand has injected a lot of money into the supply chain, maintaining production technology and innovation capabilities, vertically integrating and shortening the production cycle. The opening of the Gucci ArtLab Leather and Footwear Art Lab highlights the heart of Gucci's new business platform.

In fact, in the long run, Gucci's "success" is the unification of the popular brands of each era, and they all capture the pulse of the times. This seems normal, but it is difficult to do.

As Alessandro Michele himself said: “Everything we do reflects the changes that are taking place in society, and the response from consumers is not bad. But sometimes it’s strange that the fashion world doesn’t always have the courage to perform. Changes that are happening outside of fashion."