Tag: Calvin Klein

  • Pieter Mulier: From Dior and Calvin Klein to Versace’s New Chief Creative Officer

    Pieter Mulier: From Dior and Calvin Klein to Versace’s New Chief Creative Officer

    The Prada Group, a leading player in the world of luxury goods, has appointed Pieter Mulier to the position of Chief Creative Officer for Versace. This new appointment is set to come into effect from July 1 onwards.

    Mulier’s impressive portfolio includes senior roles at renowned fashion brands such as Dior, Raf Simons, Jil Sander, Calvin Klein, and most recently as the creative director at Alaia.

    In his new designation with Versace, he will be answerable to the Executive Chairman, Lorenzo Bertelli.

    According to Bertelli, Mulier was identified as the ideal candidate for the brand during the acquisition process of Versace by Prada Group. He expressed strong confidence in Mulier’s capabilities to fully harness the potential of Versace, and believes that Mulier will effectively engage in meaningful dialogue with the brand’s rich legacy. Bertelli also expressed his excitement about beginning this new journey with Mulier.

    Questions & Answers

    Who has been appointed as the new Chief Creative Officer for Versace?
    Pieter Mulier has been named as the new Chief Creative Officer for Versace.

    Who did Pieter Mulier serve as the creative director for before this new appointment?
    Before his appointment at Versace, Pieter Mulier served as the creative director for Alaia.

    Who will Pieter Mulier report to at Versace?
    In his new role at Versace, Pieter Mulier will be reporting to the Executive Chairman, Lorenzo Bertelli.

  • Calvin Klein Unveils Global Flagship Store In Tokyo: A Fusion Of Minimalism And Japanese Craftsmanship

    Calvin Klein Unveils Global Flagship Store In Tokyo: A Fusion Of Minimalism And Japanese Craftsmanship

    In the bustling Harajuku district of Tokyo, Calvin Klein is set to unveil its latest global flagship store this Friday. This new move is a significant step in the brand’s ongoing global expansion efforts, following the successful establishment of a store in Paris last year.

    Creating a Unique Shopping Experience

    Calvin Klein aims to offer more than just a shopping destination with its latest flagship. Designed to be a fusion of culture and commerce, the new store seeks to elevate the retail experience for customers. David Savman, appointed as Calvin Klein’s global brand president in May, described the Tokyo flagship as a critical achievement in the brand’s worldwide retail strategy.

    A Blend of Minimalism and Tradition

    Spread over three floors, the flagship store is a harmonious blend of Calvin Klein’s signature minimalism and the artistry of traditional Japanese craftsmanship. The store features traditional materials such as stone, plaster, glass, paper, and cedar, all in a natural color scheme. Savman described the store as a place where “the Calvin Klein way of living meets the culture of fashion”.

    At the Intersection of Fashion and Culture

    Calvin Klein has consistently been at the crossroads of fashion and culture, creating products and experiences that inspire and resonate with consumers. According to Savman, the brand’s stores are where this unique aspect of its identity is most fully expressed. The company also hinted at an upcoming New York flagship store, which is scheduled to open later this year.

    Questions & Answers

    Where is Calvin Klein’s newest global flagship store located?
    The newest global flagship store by Calvin Klein is located in the Harajuku district, Tokyo.

    What is unique about the design of the Tokyo flagship store?
    The Tokyo flagship store uniquely blends Calvin Klein’s signature minimalism with the artistry of traditional Japanese craftsmanship.

    What is the next significant opening planned by Calvin Klein?
    Calvin Klein plans to open a flagship store in New York later this year.

  • Calvin Klein launches Pride campaign to celebrate LGBTQIA+ community

    Calvin Klein launches Pride campaign to celebrate LGBTQIA+ community

    With Pride Month just around the corner, Calvin Klein has debuted its latest campaign “This Is Love” celebrating families in the LGBTQ+ community.

    The visuals, shot by John Edmonds, feature a diverse cast of leaders in the community, who model CK’s latest Pride collection. Actor Sasha Lane and Sergio Lane, filmmaker John Waters and actor Mink Stole, members of The Trevor Project, musician Snail Mail and more are styled in the apparel range, which is highlighted with the “This Is Love” slogan throughout.

    In addition to apparel, the collection features underwear and activewear in colors inspired by the Progress Pride Flag — Black for Beauty; Brown for Power; Pink for Sex; Orange for Healing; Yellow for Sunlight; Tan for Harmony; White for Nonbinary; Turquoise for Magic; and Blue for Serenity. These hues are woven together in the Reimagined Heritage Underwear range to symbolize the intersectionality of sexualities, gender identities and sex characteristics.

    The campaign spotlights CK’s commitment to supporting the queer community. In a press release, the brand shares that it has raised $400,000 USD this year to support organizations fighting for LGBTQ+ equity and safety. In addition to the “This Is Love” campaign, the label will continue its partnership with PFLAG National and Transgender Law Center to support LGBTQ+ education, inclusion and justice, while CK Australia is working with BlaQ Aboriginal Corporation to support the Aboriginal and Torres Strait Islander LGBTQ+ community.

    Peep the campaign via the gallery above. You can learn more about Calvin Klein’s Pride Month initiatives online.

  • Calvin Klein to bring footwear collections in house

    Calvin Klein to bring footwear collections in house

    US fashion house Calvin Klein is discontinuing its partnership with licensee Jimlar Corp to bring its footwear collections in-house for Asia and Europe.

    The brand, which is owned and operated by PVH Corp, has collaborated with Jimlar for a decade but will take over managing Calvin Klein footwear when Jimlar’s license expires at the end of this year.

    “Jimlar has been a best-in-class licensee for over 10 years and we’d like to thank them for contributing to the successful development of our footwear business,” said Calvin Klein’s president of global licensing John Van Glahn. “We … will continue the momentum by bringing the category in-house in Europe and Asia, leveraging PVH’s operations and expertise to take the business to the next level.”

    The new arrangement affects footwear lines under Calvin Klein Jeans, Calvin Klein and CK Calvin Klein. The footwear business will proceed from next year onwards under internal management, giving the firm greater control over development and design.

    CK’s existing networks will be employed to manage the distribution of footwear.

  • Calvin Klein Announces Decision to Bring In-House Footwear Collections in Europe and Asia

    Calvin Klein Announces Decision to Bring In-House Footwear Collections in Europe and Asia

    Calvin Klein, a wholly-owned subsidiary of PVH, announced today that it will be bringing in-house its footwear collections offered in Europe and Asia.

    This development comes after a successful and fruitful partnership with Jimlar Corporation, a division of Global Brands Group. Jimlar Corporation currently holds the footwear license agreements for the CALVIN KLEIN JEANS, Calvin Klein and CK Calvin Klein lines, which will expire at the end of 2020. Beginning in 2021, Calvin Klein Europe and Calvin Klein Asia will operate the footwear category internally, allowing for more control over product design and development. This strategic initiative will create an opportunity to build on the existing footwear business by leveraging the Calvin Klein businesses’ established infrastructure and distribution networks in each region.

    “Jimlar has been a best-in-class licensee for over ten years and we’d like to thank them for contributing to the successful development of our footwear business,” said John Van Glahn, President of Global Licensing at Calvin Klein, Inc.  “We are excited to continue the momentum by bringing the category in-house in Europe and Asia, leveraging PVH’s operations and expertise to take the business to the next level.”

    Calvin Klein Europe and Calvin Klein Asia will establish dedicated teams that will be responsible for design, production, and distribution of Calvin Klein footwear in the regions.

  • Calvin Klein and AllSaints Ban fur Acrross Ranges

    Calvin Klein and AllSaints Ban fur Acrross Ranges

    Hong Kong fashion brands management firm Global Brands Group says it will ban fur across its Calvin Klein and Allsaints clothing ranges.

    The ban is not the group’s first of its kind, according to a report by Livekindly. In recent years it has already moved to ban ostrich skin and angora wool.

    “Peta applauds Global Brands Group for its compassionate and business-savvy decision to ban fur,” said animal rights organization Peta (People for the Ethical Treatment of Animals) executive VP Tracy Reiman, “which shows that the future of fashion is vegan.”

    Other major clothing brands placing similar bans include Gucci, Burberry, Karl Lagerfeld, Prada, and Chanel, as has retail giant Macy’s, owner of Bloomingdales. Gucci’s president and CEO Marco Bizzarri has said publicly that animal fur is “outdated”.

    “Over the past two years, we have been closely following consumer and brand trends, listening to our customers and researching alternatives to fur,” said Macy’s CEO Jeff Gennette. “We’ve listened to our colleagues, including direct feedback from our Go Green Employee Resource Group, and we have met regularly on this topic with the Humane Society of the United States and other NGOs. Macy’s private brands are already fur-free so expanding this practice across all Macy’s, Inc. is the natural next step.”

  • Calvin Klein and Tommy Hilfiger about to open first standalone stores in NZ

    Calvin Klein and Tommy Hilfiger about to open first standalone stores in NZ

    A mixture of international and local fashion and beauty retailers will be opening new stores in Commercial Bay when it opens next year.

    American clothing brands Calvin Klein and Tommy Hilfiger, and Dutch fashion retailer Scotch & Soda, will open their first New Zealand standalone retail stores at the centre. Both Calvin Klein and Tommy Hilfiger will be offering a combination of apparel, fragrance, accessories and homewares.

    The Australian brand R.M. Williams, surf apparel Rip Curl and sportswear retailer Asics have also signed up to open flagship stores at the centre.

    Womenswear brand Kookai and local fashion brand Twenty-seven Names will be joining other local brands at the centre alongside outdoor retailer Icebreaker and local brand Storm.

    According to Precinct Properties, the city centre specialists behind the Commercial Bay development, the recent update takes the leasing of Commercial Bay to 95 per cent.

    “We’ve given a lot of thought to curating an outstanding retail offering in the heart of the city,” said Scott Pritchard, Precinct Properties CEO.

    Pritchard said each retailer has been closely considered to ensure Commercial Bay provides the ultimate shopping experience for Aucklanders, visitors from around New Zealand and international guests to the city.

    “Commercial Bay will be a welcoming place with something for everyone,” he said. “I’m confident our retail mix, combined with a truly world-class food and beverage offering will be a great draw card.”

    Precinct Properties said Whitcoulls bookstore and a handful of beauty and wellness brands have also given the nod to launch stores at the centre. The beauty and wellness retailers include nail salon Art of Nails, haircare store Shampoo and Things, men’s barber Gentry and skincare salon Skintopia.

    Lovely by Skin Institute will open its fifth retail store in the country in Commercial Bay, its first store in central Auckland, along with New Zealand natural wellness brand Harker Herbals.

    According to Precinct Properties, the overall development will feature a mix of more than 100 retailers from fashion to food and beverage to beauty and specialty retail.

    The newly announced stores will be joining the previously mentioned ones Sandro, Maje, Kate Spade, Furla, Federation, Superette and Rodd & Gunn, among others.

    The $690 million development, which is being built by Fletcher Properties, has revised the opening date of the retail centre from September of this year to March 2020, and the opening date of the PwC office tower from December of this year to April 2020.

    Precinct Properties originally expected the retail centre to be done in October 2018 and the office tower in mid-2019, but it has continued to push back the opening dates due to “slippage” in the construction of the project.

  • Australian brand house Gazal bought by PVH

    Australian brand house Gazal bought by PVH

    PVH has finalised the acquisition of Gazal Corporation, the Calvin Klein and Tommy Hilfiger-owner’s long-term partner in Australia, showing an increased commitment to the region.

    The acquisition gives PVH ownership of the Calvin Klein, Van Heusen, Nancy Ganz, Pierre Cardin, Fred Bracks, and Paramount brands in the region, and supports the group’s strategy to have a more direct hand in the direction of its brands in the Asia-pacific region – having recently re-purchased the licence in Hong Kong, Macau, Singapore, Malaysia and Taiwan.

    “Our decision to acquire Gazal is aligned with PVH’s strategic priority to expand our worldwide reach by assuming more direct control over our brands’ regional licensed businesses,” PVH chairman and chief executive Emanual Chirico said in a statement.

    “By joining forces now, we believe we’re well positioned to capture the significant growth in the Australia and New Zealand markets.

    “We are pleased to welcome Gazal into our PVH family and continue driving our business forward together.”

    As part of the acquisition, four key members of Gazal’s executive team are expected to remain in their respective roles for at least two years, having entered new employment agreements.

    According to Tommy Hilfiger global chief executive Daniel Grieder, this strategy will allow the brand to introduce a wider range of product lines, as well as offer an elevated and more immersive brand experience.

    “Building on our strong existing regional foundation, we plan to accelerate the growth of the Tommy Hilfiger business and invest further in driving the expansion of the brand,” Grieder previously said.

    Calvin Klein has also been expanding its focus in Australia, opening its first multi-brand store in Queensland’s Sunshine Plaza – the brand’s 32nd in Australia – as well as a more directed digital strategy.

    Steven Shiffman, chief executive officer at Calvin Klein, recently unveiled a number of initiatives meant to push the brand forward, while tailoring it to changing consumer wants and needs.

    One of these initiatives is a dedicated, regional e-commerce strategy, as well as the potential for as many as 100 stores opened across Australia and New Zealand.

    This decision was made in order to minimise the brands’ reliance on the Australian department store sector.

  • Calvin Klein opening First Multi Brand Fashion Store

    Calvin Klein opening First Multi Brand Fashion Store

    The first store bringing together the entire Calvin Klein offering in Australia opened over the Easter long weekend at Queensland’s Sunshine Plaza. Spanning over 310sqm and offering a full range of men’s and women’s underwear, jeans, performance, accessories, as well as kid’s underwear, the store is the Calvin Klein’s 32nd in Australia, and reflects the brand’s minimal, modern aesthetic.

    Sunshine Plaza recently finalised a $440 million redevelopment, boasting over 345 retail stores to become the first ‘super regional’ shopping centre North of Brisbane.

    Calvin Klein’s presence in Australian and New Zealand had previously been run by Gazal Corporation, but the brand’s US-based owner, PVH Corporation, recently outlined plans to purchase Gazal.

    The deal, which also impacts the Tommy Hilfiger brand and is expected to be finalised in the second quarter of 2019, will give PVH a more direct hand in the brand’s Australasian operations.

    “I’m pleased that we have agreed to acquire Gazal. PVH currently – and for many years – has had a successful business relationship with our Australian partners and would be pleased to bring them into the larger PVH family,” Emanuel Chirico, PVH Corporation’s chairman and CEO said.

    “Gazal has enhanced the market position of our brands in Australia and New Zealand and we believe the region continues to offer significant growth over the next five years and aligns with our strategic priority to expand our direct control of businesses operated under the Calvin Klein and Tommy Hilfiger brands worldwide.”

  • Calvin Klein seeking a New Creative Lead

    Calvin Klein seeking a New Creative Lead

    Less than a month after announcing the departure of Raf Simons, Calvin Klein is looking for a new creative lead, said a person with knowledge of the business. Chief executive officer Steve Shiffman said in a separate statement on Thursday that the brand will close its 654 Madison Avenue flagship store, which Simons renovated in 2017, relaunch its ready-to-wear line and consolidate some teams in North America.

    Shiffman said the brand will relaunch the 205W39NYC ready-to-wear line under a different name and a new creative direction. He kept the details vague, stating that the business will be “designed to evolve the traditional luxury fashion model by connecting with a diverse range of communities, offering an unexpected mix of influences and moving at an accelerated pace.”

    Some had speculated after Simons’ departure that Calvin Klein would not hire another creative face of the company, but instead take a collaboration approach similar to Moncler‘s recent strategy. But the search for a new design lead indicates otherwise.

    The source with knowledge of the business also said that several of Simons’ longtime collaborators have exited the business, specifically Pieter Mulier, creative director, and Matthieu Blazy, the design director of women’s ready-to-wear. Michelle Kessler-Sanders, president of the 205W39NYC business, will stay on in an executive position.

    Shiffman’s statement also announced the formation of a new consumer marketing division focused on consumer engagement and shopper experience. According to the source, this department is led by chief marketing officer Marie Gulin-Merle.

    Calvin Klein in North America will see further changes: Shiffman said the brand will consolidate the men’s sportswear and the Jeans businesses, and also integrate the retail and e-commerce teams.

    “Our industry is witnessing a historic transformation in consumer behavior which presents a significant growth opportunity as we look to grow the brand to $12 billion in global retail sales over the next few years,” said Shiffman.

  • Raf Simons exits Calvin Klein

    Raf Simons exits Calvin Klein

    Raf Simons is exiting Calvin Klein less than two years after his debut as its first chief creative officer and eight months before the end of his contract. The brand will not stage a runway show in February. The designer’s stint at Calvin Klein — coming after his turn as artistic director of women’s haute couture, ready-to-wear and accessory collections at Dior — won plaudits within the industry but failed to resonate commercially. His exit was widely expected after Calvin Klein parent PVH Corp. chief executive Emanuel Chirico last month criticised the brand’s uneven financial performance and skew toward “high-fashion” under Simons.

    “Both parties have amicably decided to part ways after Calvin Klein Inc. decided on a new brand direction which differs from Simons’ creative vision,” the company said in a statement. A representative for Simons declined to comment.

    Simons’ appointment in 2016 was met with much fanfare. The Belgian designer, as well known for his cult menswear label as his well-regarded stints at Jil Sander and Dior, was given a multi-million-dollar salary and the title of chief creative officer, with oversight over all aspects of marketing and design for the American megabrand, a degree of control he did not have at Dior.

    From the start, hiring a high-concept fashion designer for a brand best known to consumers for its denim, underwear and provocative marketing was a risky move. But PVH leadership saw competing businesses like Ralph Lauren stagnating for lack of creative innovation, while European stalwarts like Gucci soared after radical creative overhauls.

    With Simons, Calvin Klein hoped to not only generate a halo effect for its lower-priced products, but transform the label’s high-end ready-to-wear business, renamed 205W39NYC, from a marketing expense into a commercial powerhouse.

    But from the very beginning of Simons’ tenure, there was a disconnect between his personal aesthetic and the needs of a multi-billion-dollar, multi-tiered brand, driven less by high design and more by mass marketing, an area in which Simons had no experience. His first advertising campaign for the ready-to-wear collection, received mixed feedback. Shot by longtime collaborator Willy Vanderperre, it was arty and bloodless; far from the sexualised minimalism for which the brand was so well known.

    Yet there was plenty of industry praise for Simons’ catwalk shows. And in the first season alone, doors selling 205W39NYC jumped from 30 to 300. What’s more, Simons seemed committed to the cause of translating his designs into mass sales, visiting with Macy’s executives and hiring the Kardashian family to pose for underwear and denim advertisements.

    As recently as March, PVH appeared committed to the partnership as well, with Chirico touting the “credibility” that 205W39NYC would bring to the brand’s other lines. But PVH’s patience began to wear thin over the course of 2018, as the buzz generated by Simons failed to translate into consistent revenue growth.

    In September, a runway concept that required Simons to show off-site (recent catwalks have been held on the ground floor of the company’s headquarters) was scrapped due to budgetary constraints. Then, according to multiple sources, PVH expressed concerns that Calvin Klein’s extensive partnership with the Andy Warhol Foundation — which included merchandise — was too arty and high-brow for a mass audience.

    PVH, which also owns Tommy Hilfiger, missed sales projections in its most recent quarter. And Chirico last month called out the 205W39NYC ready-to-wear collection’s failures, adding that Calvin Klein’s recent denim collection had been a “fashion miss.” The brand’s revenue grew just 2 percent in the third quarter to $963 million. PVH shares are down 35 percent this year.

    “We will cut back on a number of these planned investments in the 205 collection business, and as we move forward, we will [be taking] a more … commercial approach to this important business,” Chirico said after PVH released financial results in November, adding that Calvin Klein will shift the focus of its marketing campaigns from high-fashion to more affordable items targeting a more mainstream audience.

    In recent months, the company had begun to dial back on some of Simons’ responsibilities, installing L’Oréal veteran Marie Gulin-Merle to be Calvin Klein’s new chief marketing officer, reporting not to Simons but to the brand’s chief executive Steve Shiffman.

    Simons earned multiple awards from the Council of Fashion Designers of America during his time at Calvin Klein and his absence will be keenly felt at New York Fashion Week, where he was one of the few designers who could command true international attention.

    “Raf brought a unique point of view to American fashion and the CFDA wishes him future success,” said CFDA chief executive Steven Kolb. “Calvin Klein is an iconic American brand that will continue to flourish under new creative direction.”

  • More brands join anti-fur movement

    More brands join anti-fur movement

    Among the investors who snapped up shares in luxury e-commerce marketplace Farfetch after its September IPO was one buyer with little interest in operating profits or projected revenue. People for the Ethical Treatment of Animals pounced on shares in the newly public company so it could make its case directly to ban fur sales on the platform. They needn’t have bothered.

    Farfetch quietly committed to going fur free in May, inserting a promise in the terms and conditions section of its website to stop selling items made with fur by the end of next year.

    Farfetch joins a growing list of luxury brands and retailers turning their backs on animal fur.

    Within the past 18 months, Yoox Net-a-Porter, GucciMichael Kors, Versace, Furla, Burberry and DVF have all announced anti-fur policies, while this year’s September London Fashion Week became the first of the major fashion weeks not to show any fur on the catwalk.

    Within the luxury space, the balance has tilted against fur.

    In the 1980s, fur was synonymous with luxury, representing a status symbol for many women.

    The global fur trade is valued at $40 billion, but today fur is central to the image — and revenue — of only a handful of major brands.

    Meanwhile, anti-fur messaging is being amplified by social media and a millennial customer base that is paying closer attention to the values represented by the products they buy.

    For brands like Gucci, the goodwill generated by banning fur outweighs the sacrifice of a few million dollars in sales of fur-trimmed loafers.

    “[It’s about] being more modern in our thinking and our approach to business and how we talk and engage with our consumer and our community of women,” Sandra Campos, chief executive at DVF, said of the decision earlier this month to stop using fur, exotic skins, mohair and angora in upcoming collections.

    “No one really wanted to associate the brand with [fur]. We don’t need real fur to have a status symbol anymore.”

    The anti-fur movement has ebbed and flowed for decades.

    Calvin Klein stopped using fur in 1994, the same year Peta ran a campaign featuring supermodels including Naomi Campbell and Christy Turlington, who claimed they would “rather go naked than wear fur.”

    Ralph LaurenTommy Hilfiger and Selfridges barred fur in the mid-2000s.

    More recently, Hugo Boss joined the no-fur list in 2015, followed by Armani the following year.

    Gucci kicked off the latest wave of brands announcing fur bans in October 2017.

    Winning over luxury’s hottest brand was a coup for animal-rights activists who had been targeting specific companies for almost a decade via a mix of behind-the-scenes talk and public protest.

    In July 2017, more than 20 animal rights activists heckled Michael Kors during a speech, while in September 2017, Burberry’s London Fashion Week show was disrupted by about 250 anti-fur protesters.

    Michael Kors agreed to ban fur in December, Burberry last month.

    The rise of social media has provided the general public with a direct line of communication to companies and a platform for opinions and protest, making it harder for brands to ignore targeted activism.

    It’s also given animal rights organisations a platform for mobilising consumers into action.

    The global fur industry is fighting back, launching its own campaign making the case for fur as a natural, sustainable product that is better for the environment than alternatives, which are often made from plastic.

    One recent campaign featured Fendi and Oscar de la Renta, among other brands.

    “Brands are under huge pressure to respond to social media and avoid any controversy,” says Mark Oaten, chief executive of the IFF.

    “Even in a five year period that has changed … the fear of reputational damage is increased at the moment.”

    Studies show activism is impacting purchasing decisions.

    Prior to announcing its fur-free policy last June, Yoox Net-a-Porter surveyed 24,000 customers: 72 percent said social or environmental considerations drove their purchasing decisions at least some of the time, while 58 percent said having more information about the ethics and sustainability of a product would influence their shopping choices.

    Indeed, the idea of what luxury means to consumers today has evolved.

    “It’s become synonymous with social responsibility and innovation,” said PJ Smith, fashion director at the Humane Society US.

    “Companies that want to position themselves as corporate social responsibility leaders are seeing the marketing potential of going fur free, especially with new luxury consumers.”

    For a brand like Michael Kors or Burberry, going fur free won’t have much impact on the bottom line, while providing a marketing boost.

    For DVF, fur was “a very minimal percentage” of the overall business, said Campos.

    “It wasn’t something we relied on heavily at all,” she said. “It made sense for us to walk away from it in total.”

    Similarly, Gucci’s decision to bet on animal rights activism wasn’t much of a trade-off, as the brand sold only €10 million ($12 million) in fur products last year, less than 0.2 percent of revenue.

    Gucci’s Instagram post announcing the news was among the brand’s top performing posts at the time of the announcement, amassing 179,524 likes.

    Even brands that still use fur are acknowledging shifting attitudes.

    Fendi, which started as a furrier in 1925, rebranded its Couture Week show this past July as haute couture, rather than the haute fourrure description it used in recent seasons.

    And while fur was still present in the label’s Spring 2019 collection, it was less prominent than in past seasons.

    Prada, too, has been decreasing its use of fur.

    Recently the brand has come under pressure as a result of a targeted campaign spearheaded by the Fur Free Alliance, a coalition of 40 animal rights groups.

    According to the company, thousands of e-mails demanding it bans animal fur have been sent to the Prada Group and personal addresses of employees.

    However, the company has not announced plans to stop using fur.

    “We believe it is important to stress that all the advertising campaigns of the Group’s brands, together with the fashion shows and displays in the shop windows, have not been presenting these products for some time, in order to discourage demand from consumers,” the Italian house said in a statement.

  • Asia boosts Calvin Klein sales growth

    Asia boosts Calvin Klein sales growth

    Global apparel company PVH Corp has reported an increase in revenues boosted by performance in Asia and Europe.

    Revenue for the first six months of this year increased 15 per cent to US$4.6 billion compared to the prior year period. The revenue rise was largely due to a global 18 per cent increase in business for its Calvin Klein and Tommy Hilfiger brands, with the Calvin Klein brand delivering its strongest performance in Asia and Europe.

    Earnings before interest and taxes for the first six months of the year increased to $476 million. The firm’s total gross profits for the period were $2.588 billion, up from $2.288 billion last year. Net income attributable to the firm was $344.6 million over $190.1 million last year.

    Chairman and CEO Emanuel Chirico said: “Our better-than-expected second quarter revenue and earnings reflected continued broad-based strength across our businesses and further underscored the momentum in our global designer lifestyle brands, Calvin Klein and Tommy Hilfiger, and the power of our diversified business model.
    “We are increasing our revenue and earnings guidance for the year, while continuing to take a prudent approach to planning our business in the second half of the year, as we experience increasing macroeconomic and geopolitical volatility around the world.”

  • Vincom Centre Landmark 81 launched

    Vincom Centre Landmark 81 launched

    Vingroup has opened its 55th shopping centre, The Vincom Center Landmark 81 mall, in Ho Chi Minh City’s Binh Thanh district.

    The 50,000sqm shopping centre occupies six of the skyscraper’s 81 storeys, housing 100 domestic and international brands in cosmetics, fashion, F&B, and entertainment.

    Fashion brands include Versace Jeans, Calvin Klein, Adidas, Tommy Hilfiger, Lacoste, French Connection, Kimmay, Superdry, H:Connect; Cole Haan, Ecco, Dune London, Parfois, Aldo, Pandora, Longines, OWL and Nike.

    The 7000sqm food and beverage area features 30 restaurants, including China’s Peach Garden, Japan’s Dozo Sushi, Vietnamese restaurants Delights, Di Mai, and coffee shops including Starbucks’ largest Vietnam outlet and Highlands Coffee.

    In the entertainment area, there is a 2000sqm Vincom Ice Rink, Vietnam’s largest, and a CGV cinema complex including an Imax screen, as well as a tiNiWorld entertainment complex and an indoor games centre.

    Vingroup’s food arm VinMart operates a supermarket there.

  • Global Brands to Sell US Licensing Businesses to Differential Brands

    Global Brands to Sell US Licensing Businesses to Differential Brands

    The move, announced at the release of its annual results yesterday, will allow it to cut debt, pay a modest special dividend to shareholders and free capital to grow “a more focused business”, the company said. It will also result in about half of its 7000 staff leaving the company.

    Global Brands Group is currently carrying about $1.1 billion of debt, much of it related to its 2014 spin-off from Li & Fung and subsequent listing.

    The assets to be transferred include licences for Disney, Star Wars, Calvin Klein, Under Armour, Tommy Hilfiger, Bebe, Joe’s, Buffalo David Bitton, Frye, Michael Kors, Cole Haan, Kenneth Cole and the BCBG Max Azria label which it bought last year for $27.4 million after the company filed for bankruptcy.

    CEO Bruce Rockowitz said the sale was the outcome of a strategic review of the business.

    “We concluded that divesting the portion of our business that has a high present-day value, was the way to move forward. With this transaction, the group will be able to improve our balance sheet significantly and simplify our organisation, while focusing on the less established lines of business where we see high growth potential going forward.”

    Subject to shareholder approval, the deal will see Global Brands Group become “simpler, flatter and more nimble”.

    The company said that on the branded product side, the group’s European and Asian businesses will remain as before, while its US business will now focus on footwear and its remaining fashion business. Brand Management will continue to be managed on a global basis.

    “Looking ahead, we will continue to attract new licenses to our portfolio with a tighter and deeper focus on our businesses,” said Rockowitz. “At the same time, we will continue to improve the efficiency of our existing businesses, delivering synergies across our platforms. In addition, we have embarked on a significant cost reduction program across the organisation and we are committed to improving our cash flow via a combination of tighter working capital management, and even stronger cost discipline.”

    Revenue up but write-downs cost

    For the year to March 31, Global Brands Group increased its revenue by 3.4 per cent to $4.023 billion.

    However sales were impacted by Coach taking its footwear business in-house after their licence expired in June last year, and the cessation of the Quiksilver kids fashion licence when the company declared bankruptcy.

    Total margin increased from 28.5 per cent to 31.2 per cent, however operating costs increased by 37.3 per cent to $1.254 billion, driven largely by transition costs for new licenses in men’s and women’s fashion and additional operation expenses for running the new brands.

    The group also made one-off, non-cash adjustments in relation to impairments from the write-off of a receivable arising from a loan made by the company, and various intangible assets, which totalled $94 million.

    “In addition, taking into account this strategic divestment, the external market condition and business performance, the group performed an impairment test and recognised a non-cash goodwill impairment of $1.05 billion during the financial year,” the company said. That resulted in a net loss of $887 million for the year, however earnings before interest, taxes, depreciation and amortisation was steady at $379 million.