Retail News CRM

Tag: high end fashion

  • From Gucci to Dolce & Gabbana: racism in fashion continues?

    From Gucci to Dolce & Gabbana: racism in fashion continues?

    Luxury fashion is all about breaking codes, creating a new, irresistible message that captivates consumers. But some of the globe’s top brands have raised eyebrows with designs that have seemingly racist undertones. The latest instance of that was Italian fashion designer Gucci, which produced a black wool balaclava jumper with an oversized collar that pulls over the chin and nose. It includes a slit where the mouth is, ringed with what look like giant red lips.

    Its similarity to blackface prompted an instant backlash from the public and forced the company to apologise publicly on Wednesday.

    Gucci also withdrew the offending garment from sale on websites and stores. It said the incident would be “a powerful learning moment for the Gucci team and beyond”.

    But the question persists: how can fashion houses that thrive on detail miss such critical social cues?

    Prada similarly withdrew a monkey bag charm that recalled blackface in December, saying it “abhors racist imagery.” And Dolce & Gabbana issued a video apology after one of the designers made insulting remarks about Chinese people in a private chat discussing the questionable depiction of a Chinese model in a campaign.

    “Luxury brands used to be able to get away with provocative and eccentric ads that push the boundaries of our society and culture in the name of being creative and cutting edge,” says Qing Wang, a professor of marketing at Warwick Business School in the United Kingdom.

    “However, a long list of recent incidents have caused public outrage, suggesting that era is now gone, or that luxury brands have lost touch with public sentiment. What used to be considered ‘creativity’ has now turned into ‘bad taste’ or even ‘racist’.

    He cited other fashion fails that evoked stereotypes, including Dolce & Gabbana’s “slave sandal” in its spring-summer 2016 collection and a recent Burberry campaign for the Chinese New Year that was compared to Asian horror films.

    While many of these incidents have caused immediate social media backlashes, the longer-term impact will take time to measure, and will depend on the brands’ reaction and future sensitivity.

    Dolce & Gabbana was forced to cancel its Shanghai runway show after the insulting remarks were publicised, top Asian influencers backed out of campaigns and Chinese websites dropped their line – a warning sign from a region that holds great sway in global luxury sales.

    The blackface images have particular resonance in the United States, where the governor of Virginia and his attorney general have been caught up in a scandal over blackface incidents from their college days in the 1980s. The offensive depictions are reminiscent of travelling entertainers from the 19th century, who would paint their faces black to portray African characters in a ridiculous and mocking fashion, spreading racial stereotypes along the way.

    Italian sociologist Michele Sorice at Rome’s Luiss university says that the evocation of blackface by Italian fashion houses signals “a mixture of good faith, and ignorance”. He notes that Italian society still isn’t fully aware of the racial charge in some words and images.

    “I imagine that they don’t truly think they are racist,” Sorice says. “I think they didn’t have the instruments to understand that these images are archetypes that were used to contrast the concept of blackness and make them ridiculous. I think that many simply don’t know. It is a cultural issue.”

    Paolo Cillo, a marketing professor at Milan’s Bocconi University, says the designer’s intent may have been taken out of context and amplified, and she credits Gucci with acting swiftly to quell the controversy.

    “I wouldn’t stigmatise fashion,” Cillo says, comparing the fashion designer process to artistic pursuits like filmmaking, painting or music. “There are artists in the world of culture that did more outrageous things and no one ever said a thing. There is a perception that fashion is ephemeral, or commercial. But from my point of view, it is not. It reflects the times, like all other artistic forms.”

    While the fashion world has been at the forefront of addressing sexual norms – Gucci has been redefining genderless dress codes under Alessandro Michele – it has lagged behind other industries in taking on social issues such as racial tolerance, climate change or women’s empowerment, according to Larry Chiagouris, a marketing professor at Pace University, US.

    “It is not clear why this is,” Chiagouris says, “but the evidence clearly points to the fashion industry’s need … to catch up with the rest of the world.”

  • Ermanno Scervino opened store in Chinese Hangzhou

    Ermanno Scervino opened store in Chinese Hangzhou

    Italian fashion house Ermanno Scervino is launching a new boutique in Chinese Hangzhou. The 140sqm store, located inside the Hangzhou Tower shopping centre, houses the brand’s womenswear and menswear pret-a-porter and accessories collections. Its interior design follows the style of the maison’s flagship store inaugurated in Florence last June, with large surfaces featuring industrial concrete flooring and concrete wall finishing punctuated by inlaid and laminated gold frames. The store showcases wooden furnishings with stucco decorations and retro-inspired details.

    “The growth and development of our brand in Far East has been proceeding systematically and consistently since a few years now,” said Ermanno Scervino Group CEO Toni Scervino.

    “After Shanghai and our recent opening in Hong Kong, Hangzhou is now a further step forward. The Chinese clientele is proving more and more its passion for the tailoring and Made in Italy proposal of our Maison. In collaboration with our partner Riqing we are therefore working to be more and more present on the territory”.

  • Valentino and Dior Men to run show in Japan?

    Valentino and Dior Men to run show in Japan?

    Pierpaolo Piccioli, creative director of Valentino, was in Tokyo last week to celebrate the brand’s Ginza Six store opening and its Pre-Fall 2019 runway show, titled “Valentino TKY,” of which Japan’s wabi-sabi aesthetic was credited as one inspiration.

    Kim Jones was also in town to present Dior Men’s Pre-Fall 2019 collection and a pop-up store Thursday evening, although his nod to Japan was a fraction subtler, having mined the Dior womenswear archives for Japanese influences to reinterpret as men’s garments.

    It’s not the first time that luxury brands have turned to Japan: Last October, Tokyo was also the site of Valentino’s Resort 2018 pop-up, while Dior’s haute couture Spring/Summer 2017 show bowed in April. In May 2017, Louis Vuitton took their cruise collection a few hours away to Kyoto.

    It’s also not unexpected that most designers who stage their collections in Japan find a way to reference the country on the catwalk, however fleetingly.

    The nation is home to inspiration galore: eclectic street style subcultures, unparalleled artisanship, a thriving beauty industry and icons of design and architecture all makes the country a mecca for creatives of all persuasions.

    But beneath the surface of very real enthusiasm that fashion creatives harbour for Japan, there is of course a carefully calculated business rationale for their choice of locale.

    As Asian markets now account for a disproportionately large share of luxury sales, it is clear that brands need to find ways to launch meaningful marketing activations in the region on a regular basis. Such shows have become a tried-and-tested formula.

    Unlike Korea, whose popularity as a location for pre-collection shows appears to have peaked, Japan is emerging as a perennial favourite. And although China continues to attract many brands looking for a place to present their catwalk shows in the world’s largest luxury market, recent examples tend to be repeats of shows that already had a debut elsewhere like last week’s re-staging of Miu Miu Resort 2019 in Shanghai or Chanel’s Cruise 2018 collection reappearing in Chengdu after also debuting in the French capital.

    Japan, by contrast, is not in the habit of staging re-runs.

    The value that luxury brands gain by using Japan as a staging post between their shows in Europe comes from several sources.

    Logistical efficiency is one not-so-romantic reason for its popularity as a transseasonal show location. By bringing their pre-collection activation to Japan, brands embellish a requisite part of their global marketing strategy while creating an opportunity to meet local partners and management in Asia’s most mature luxury market — and the world’s third largest.

    Piggybacking off the show in this way sends an important message at the consumer level too.

    Having been eclipsed by the Chinese, Japanese consumers are no longer the object of affection and attention to the degree that they once were. Luxury brands are increasingly stretched, unable to devote as much time to Japanese activations as they once were. With so many emerging markets in Asia and around the world to tend to, they are less able to provide Japanese kokyaku (VIP consumers) with intimate access to designers or face time with the press.

    With China consuming a third of the global luxury market, brands have been investing in strategic WeChat campaigns, optimising retail channels and desperately finding new ways of understanding the proverbial Chinese luxury consumer.

    Yet unlike China, where brands are rapidly opening retail and digital storefronts, online luxury sales are less developed in Japan, with only 7 percent penetration, according to McKinsey & Co. With consumers preferring to shop offline, Japan’s department stores remain dominant luxury distributors.

    The icing on the cake is that Japan remains one of the most attractive destinations for other Asians — and Asian fashion industry leaders are no different.

    Whether they be the brands’ joint-venture partners from Vietnam, distributors from Singapore, fashion editors from Indonesia or influencers from Thailand, Japan has the magnetism needed to draw in brand stakeholders in a way that other markets can’t emulate across the continent.

    Omotenashi — the philosophy of Japanese hospitality — usually tips the scales for potential show-goers in the region who may be wavering over an invitation.

    According to the latest report by Bain & Company, luxury purchases in Japan softened slightly this year, pushing brands to find new solutions to bring consumers back to stores. Retail sales in Japan grew at 3 percent at current exchange rates to €22 billion ($25 billion).

    Bringing an olive branch in the form of a pop-up or capsule collection to Japan is a way of balancing out the China-heavy luxury narrative, and assuring local consumers that they are still a priority for foreign brands and retailers. It’s also worth noting that Japan is a favourite holiday destination for Chinese luxury consumers.

    In light of the 2020 Tokyo Olympics, tourists are expected to further boost the luxury market — especially if the Japanese government takes key measures to improve the nation’s attractiveness.

    However, following Beijing’s latest efforts to boost domestic consumption of imports, Chinese shoppers’ holiday purchases may see a drop. How this affects travel hotspots such as Japan remains to be seen.

  • DLF Emporio: 10 years of a successful luxury retail journey

    DLF Emporio: 10 years of a successful luxury retail journey

    DLF Emporio is a name to reckon with in the evergrowing luxury retail space in India and the credit for its successful journey, spanning 10 years, goes to Dinaz Madhukar – a stalwart in the hospitality sector in India. Madhukar has over 24 years of operational experience with The Taj Group of Hotels, India’s largest luxury hospitality chain, as General Manager where she led multiple functions. Currently, she is responsible for providing executive leadership and management of DLF’s Vasant Kunj Retail Complex including DLF Emporio and DLF Restaurants – including the iconic Set’z. In addition to this, she is responsible for the management of DLF’s hospitality vertical, which includes The Lodhi. She also looks after the brand’s spanking new luxury addition to the capital – The Chanakya.

    Sharing the secret recipe of success, Dinaz Madhukar’s, EVP, DLF Luxury Retail & Hospitality says, “Luxury, in its very essence, thrives on exclusivity and personalized experiences. Technology, has proven to be a strong ally for the luxury brands and engagement with the audience has become more direct. We use the social and digital media to introduce disruptive content and creative campaigns to connect with our patrons, which leads to a direct impact on footfalls and sales.”

    In an exclusive interview with Shopping Centre News, Madhukar talks about the journey of DLF Emporio over the past 10 years, the challenges, expansion plans and the future of luxury malls in India.

    DLF Emporio has successfully completed 10 years of operations. Tell us about the journey been so far?

    When DLF Emporio started operations in Delhi in 2008, there was no antecedence on how to do it right. At that time no other real estate brand had forayed into the luxury retail terrain. For DLF Emporio, therefore, there was neither an example nor a benchmark; however, ten years of successful operations undoubtedly is a coup for the brand.

    In many ways, DLF Emporio remains a case study for the luxury retail spaces, across India. The mall is today globally synonymous with Indian luxury retail and has been catalytic in putting India back on the global luxury retail map. The Indian luxury retail trail, begins with DLF Emporio and goes on to set higher expectations for their next luxury project, The Chanakya. This young one-year-old property is wisely curated given its compact nature and is poised to cater to the niche and discerning young and mature digitally savvy audiences.

    What, according to you, are the key elements that determined the success of DLF Emporio?

    The success of every business depends on understanding the pulse of your customers and pre-empting and adapting to the change in dynamics of the everevolving market space.

    DLF Emporio has been very cognizant of creating bespoke customer and retailer experiences in keeping with aggressive marketing and promotion plans of its retail partners, and I think keeping pace with and supporting the marketing needs of each retailer and guest, is what has worked for us.

    The marriage of hospitality services with luxury retail has been key to best attend the needs of both the retail partner and our guests.

    If you were to look at the annual brand properties created by DLF Emporio right from the luxury shopping festival, to couture weddings, down to the shopping fiesta, every event property is focused at addressing and pushing targeted business goals of our retail partners, while showcasing the best of luxury fashion and hospitality to our loyal customer base. The idea is to continually support both our retail and customer audiences with winning propositions for each.

    In the past 10 years, how have you seen the fashion luxury market evolving in India?

    The Indian luxury retail industry has been on a growth trajectory ever since we opened our doors in 2008. We have actually seen the customers’ taste maturing over the years. When the luxury brands came into India it was more of a sellers’ market; however, today we see a conscious buyers’ market where subtlety and self-astuteness guide govern purchase behaviour. Our guests have always veered towards quality and craftsmanship, and today you will see a significant acceptance and slant towards bespoke merchandise and limited-edition products. The guests today adhere to the ‘less is more’ adage when it comes to investing in luxury.

    India has always been a great purveyor of luxury. The initial luxury patrons were the royalty and today the most decadent luxury products are consumed by not just HNI’s but also top CXO’s, young, mature and astute entrepreneurs. We have also seen the emergence of the young start-up communities egging their ways into the Unicorn universe; these are also voracious consumers of luxury.

    The trend now is slowly shifting from product and brand focused luxury to experiential luxury consumption. You do see brands reflecting this shift with their new verticals and product innovations. Earlier, technology was restricted to corporate corridors in the silicon valleys, however, technological disruptions are now becoming a norm across luxury brands. These tech-luxe disruptions are focused on capturing eyeballs and mind space of the more assertive, highly demanding and seriously articulate, young Millennials, who live their lives on, and consumer information on virtual and social mediums.

    How has the brand mix at the mall changed over the years?

    The brand mix has remained broadly the same. In fact, we have had to request some brands to give back some proportion of their spaces to us in order to pave room for new brands. As the market and the consumer evolved, we have seen an epic change in the kind of ranges and products that the brands started introducing in the mall.

    Monograms have made way for subtle luxury, and limited editions are becoming more coveted. The propensity to own, gave way to the intent to own curated, one-of-a-kind, products.

    What are the new brands that you are introducing this year?

    We have already introduced first-comers of luxury in India, including names like Berluti and Molton Brown. Polo by Ralph Lauren has also launched its store at DLF Emporio. We have added a global luxury porcelain art creator like Lladro to our brand mix, which makes the DLF Emporio luxury retail proposition even more exciting. India will continue to be a lucrative market for global luxury brands given its discerning customer mix and penchant for curated luxury.

    Do you see luxury shopping in India evolving in the future?

    2018 is turning out to be a massive year in the world of luxury retail in India. The retail industry has depicted a future forward and a very positive growth, and we see this trend continuing. Luxury is no longer the bastion of a few but fast becoming the remit of the successful first-generation entrepreneurs, the affluent corporate and the young and the aggressive successful start-up landscape.

    Older brand narratives are finding vibrant new platforms. Brands are re-inventing storytelling and showcasing disruptive innovations. The luxury shopper is now, an ever-expanding universe with audiences across various luxury access points, looking to fulfil varied and differentiated needs. You will now see a more exuberant and new age evolution of the luxury retail sector with global brands jostling for consumer’s minds space and share of wallet.

    And what steps are you taking to keep consumers coming to DLF Emporio for the next ten years?

    DLF Emporio has always been a forerunner in the luxury retail sector. We were the first to foray into luxury retail, and we have been agile enough to keep on top of our game. A decade is a long time, and we have successfully completed our milestone, replete with challenges, learnings and substantial deep dives into our customer’s buying behaviours and mindsets.

    For any brand to stay relevant it must appeal to the core interests of its customers and guests. We have kept the brands more than relevant, by offering unique experiences, the best in luxury brand offerings and superlative service experiences in a genuinely luxurious environment. We are committed to elevating our customer and brand experience with many more luxury retail disruptions in the near future.

  • Louis Vuitton New Delhi flagship store to go bigger

    Louis Vuitton New Delhi flagship store to go bigger

    The Louis Vuitton New Delhi flagship store is being expanded. The French luxury house, which has been present in India for 15 years, is expanding its DLF Emporio Mall outlet to another floor, and will for the first time house men’s and women’s ready-to-wear collections.

    The store’s decor uses both vintage pieces from Paris and furniture items especially created for the store, as well as Jaipur and Nepalese carpets.

    Interior designs were developed by creative teams based in France and Hong Kong. The first floor of the store is entitled “L’Appartement”, mimicking a luxury apartment with accessories and other higher-end products.

  • Rebranding for luxury resale site Vestiaire Collective

    Rebranding for luxury resale site Vestiaire Collective

    Vestiaire Collective is refreshing its image as the luxury resale site looks to grow sales in Europe and Asia. The branding changes involve a new, black-and-white logo, that will feature on updated packaging. Vestiaire Collective is also launching a campaign which promotes resale as a modern alternative for the luxury and sustainability-conscious consumer. It will roll out in Europe and Asia Pacific spanning television, print, digital and social media.

    Vestiaire Collective’s new look comes after a US$62 million funding round last year, which the company is using to expand internationally. The past 18 months have seen the company enter Asia, open logistics hubs in France and Hong Kong. This month the company is opening a new head office in Paris, on the back of 100 new hires in 2018.

    “It will allow us to speak to a wider audience,” said chief marketing officer and vice president for EMEA Ceanne Fernandes-Wong of using traditional forms of advertising — including black cabs in London and television in France — alongside digital.

    “Resale is not new, it’s not niche, and we want to bring that education that resale is chic and cool… and bring people who would otherwise say, ‘it’s luxury and not for me.’”

    However, Vestiaire Collective faces increased competition from other players in the luxury resale market, which is on track to hit $6 billion in global sales this year, according to Bain.

    Competitors have piled into the space in recent years, including ThredUp, Poshmark and Grailed. The biggest is TheRealReal, which opened its first permanent retail and consignment space in New York in November 2018, after hosting a pop-up a year earlier, and has raised $173 million funding.

    “We want to extend the category in the right way,” said chief operating officer Olivier Marcheteau. “There is €250 billion worth of luxury product sold every year — we’ve probably only scratched that surface.”