How to lead a successful international development?
- Innova retail & brands
- Client: Top 10 fashion luxury brand
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