Hermes: Is It Elegant Or Commercial?

To this day, the founder of Hermes, the centenary brand, may also find it difficult to imagine the coexistence of elegant Hermes and commercialization.

This shocked the Hermes family, especially Patrick Thomas, chief executive of Hermes group.

In an interview with French local media, he said Louis Weedon's chief executive, Bernard Arnaud, was unlikely to be able to increase his holdings in Hermes.

Indeed, enumerating the brand of Louis Weedon group.

Only willing to sell 20% of the shares listed, the severity of Hermes has a strong taste.

At present, the shares of Hermes family shareholders have reached 73.4%, but the shares of single Hermes family shareholders do not exceed 5%.

Allowing no one to hold the privilege of Hermes is the only way to avoid major changes in the brand. But the threat posed by the uncontrollable factors of Louis Weedon's group has led Hermes into thinking.

According to French media reports, a month after the acquisition of LV, more than 60 shareholders of the Hermes family held a meeting to discuss how to rely on family strength to deal with the possible takeover actions of the French luxury giant Louis Weedon group.

This is the taboo of Hermes.

In early May of this year, Jean Louis Dimma, the fifth generation of the group, died. The development prospect of Hermes has aroused concern.

In mid September, Hermes launched its first "Shang Xia" brand store in Huaihailu Road, Shanghai.

The brand is considered to be an out and out Chinese brand, designed by Chinese designers and hand-made by Chinese people. Its products are related to clothing, clothing and high quality household products, and is currently only being sold in China.

This move is unprecedented in the luxury industry.

In the eyes of industry researchers, the introduction of Chinese brands - "up and down" is the result of compromise between the market and the brand concept.

China, which has rapidly grown into the second largest luxury market in the world, has become a battleground for luxury brands.

The "limited" Hermes entered China later.

As of June, the number of Hermes stores in China was less than 20.

"The price of a KELLY package for Hermes is more than 60 thousand yuan, and it must be customized. Customers will have to wait a year and a half before they get it."

Ceng Mingyue, a researcher at the Cheung Kei luxury research center of China University of foreign trade and economics, believes that the high price and the limited amount will not allow Hermes to expand as quickly as LV and GUCCI.

"For Hermes, of course, we hope to seize more shares in the Chinese market."

Faye Wong, a researcher at the Cheung Kei luxury Research Center, China University of foreign trade and economics, believes that the launch of the "up and down" brand can complement the Hermes.

The impression of "made in China" has never been high-end.

Many people in the industry believe that selling a brand made in China is a big challenge in itself.

Zeng Mingyue said that the launch of "up and down" brand is likely to affect the high-end image of Hermes. "Hermes company must clear the relationship between the two brands of Hermes and" up and down ".

Although the launch of "up and down" seems impulsive, Hermes does not think so.

The Hermes group has been considering the launch of "up and down" for 3 years, and finally decided to let Chinese designer Jiang Qionger be responsible for brand design.

Jiang Qionger and Hermes have been working well together and have designed windows for Hermes.

This time, as the main person in charge, Chiang Qiong, the artistic talent, gathered a team of more than 30 people in China to prepare for a big fight.

Such an innovation is bound to not bring much profit. What exactly does Hermes want to express? When the majority of luxury goods came to China, the slow and slow Hermes old man interpreted China in his own perspective.

This is a very smart move compared with the big international brands that are keen to change China's "rustic appearance".

This case can consider the competition between KFC and McDonald's, such as Kentucky Fried rice gruel and fried bread stick, which is obviously superior to McDonald's in the Chinese market, at least expanding the mature consumer group.

Communication is the most difficult thing to enter a potential market.

Whether consumers' pockets are open to these brands willingly is hard to tell.

The innovation of Hermes is not about making profits, but carefully maintaining brand image and vitality.

Yes, who will be able to keep smiling after a designer's big deal has been bought up and who is willing to be changed to another face?