Magazine
When Culture eats Strategy for Breakfast
Strategically planning for the future? It’s a balancing act in times of volatile, uncertain, complex and ambiguous markets. Strengthening the organisation to enable it to identify challenges more rapidly and solve them with greater agility and pragmatism is, on the face of it, a more promising approach. Culture is increasingly becoming the deciding factor – and a decisive part of the strategy itself.
What fashion can learn from Netflix...
A TV series can be addictive. How can this principle be applied to fashion retailing? Good timing, relevant products, exciting stories and clever staging are the ingredients.
BAMM!
Everything is in motion in Dietmar Dahmen's world. In his stage appearances, he encourages the audience to take radical steps, with the goal of remaining relevant to the marketplace. "From victims of disruption to business heroes," is his motto.
Strategy 3.0 – understanding your customers
In an era of digital overload and fickle millennials desperately in search of identity, it’s time for many brands and retailers to rethink their strategy. Abstract discussions are not enough. Customer-centred strategy development is pragmatic, iterative, creative and reduced to the essentials: the customers.
Foosball is not enough! On the relevance of the right culture of creativity
How can we meet market demand for more innovation?
Let's Dance
Customers have asked brand retailers to dance and are insisting on quicker tempo and rhythm. “See now, buy now” is just the beginning when a retail brand learns the steps toward greater agility and customer orientation. And whatever the next dance craze turns out to be, it’s high time to learn it.
Move your perspective – and thus your customers!
„Customer first“. Easy as it sounds, it is much harder to implement. In daily business, many companies focus more on internal processes than on their customers. A change of perspective is more than necessary.
Radikal vertikal
Es braucht Mut, Bestehendes zu würdigen und trotzdem erst mal zur Seite zu legen. Die Herausforderung, das Geschäftsmodell konsequent an den Endkunden auszurichten und die Bedeutung der Kanäle neu zu definieren, ist anspruchsvoll.
Outlets and brand health
Did you know that in today’s competitive market an average fashion brand sells a good 40% of its assortment discounted? Do you know exactly what share of your merchandise is sold discounted? And are you in control of its development? If you want to be fully in control, here’s how: follow the example of leading brands and actively build your own outlet division, design special makeup (SMU) outlet collections, develop an outlet supply chain and aggressively increase the number of your own outlet stores! It’s as simple as that – maybe not easy, but simple. That’s how Europe’s leading brands manage their supply chains, turn overstock and markdown problems into a growing and profitable business area and in some cases exceed €200m in sales.
Brand distribution 2020: Wholesale is the new retail
2014 began with a surprising bulletin from New York’s Ralph Lauren: “Net revenues for the full year 2013 increased 7% … wholesale revenues up 11% …”. Did any other fashion brand recently achieve more wholesale growth than retail growth? Has our long-time favourite for best practice growth strategy, finally lost it? Or is RL leading a new trend in brand growth strategies?
Global sourcing of retailers, importers and brands: trends, challenges and developments in sourcing countries
by Oliver Schlömann
FTA Panel Discussions, June, 25th, Brussels
Moderator: Stuart Newman, FTA Legal Advisor
Speakers:
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Signe Ratso, Director, DG Trade
Brand distribution partnerships - or: How's your marriage?
by Guido Schild
Retail KPI Thought - Sell through Luxury Problems
by Oliver Schlömann
