How to lead a successful international development?

about the project

Key facts and figures when starting

  • Brand dealing mainly in wholesale, including on-line pure players, with lower presence in retail and no e-shop
  • Sales > 100 m€ , with a strong pillar in EMEA out of a worldwide presence
  • OPEX = 200 people, marketing expenses < 5% of sales, low profitability

Brand dealing mainly in wholesale, including on-line pure players, with lower presence in retail and no e-shop
Sales > 100 m€ , with a strong pillar in EMEA out of a worldwide presence
OPEX = 200 people, marketing expenses < 5% of sales, low profitability

OUR WORK

Key levers activated during the project

How to succeed both in revamping sales and increasing brand desirability in a key region?
  • Setting strategic priority to retail development (boutiques, shop-in-shops and e-shop)
  • Improving brand image via 50 opening/relocation/renovation projects of retail stores, with a new store concept, clustered by type of store, with high return on investment (CAPEX control)
  • Leading a Retail Excellence project: client understanding and analytics, client activation program, customer experience at the shop floor, sales’ people trainings and KPI’s
  • Managing and upgrading a network of wholesale selective partners including franchises, multi-brand stores and corners, and few on-line pure players
  • Subsidiaries openings in 3 countries, internalizing agents’ operations, and integrating licenses’ distribution for some categories
  • Doubling sales in 2 years ; productivity gains to m2, stock, FTE and Marketing Expenses

Key innovation triggers

Combination Sales & Image strategy, “at the same time”

Customer centricity of the Retail Excellence project

Strategic and operational leadership, empowerment of team, entrepreneurial sprit and ownership, drive and rapidity in implementation