The Hermes Tai Chi: A Sensation Of Not Dropping A Penny

At the beginning of 2011, Herm s became the focus of attention again, because French Civil architect Dooley Mang Theil ( Denis Montel Designed for its new store in Paris. The new store, called the "Paris Hermes road titias swimming pool boutique", has made it clear that Hermes has been unanimously affirmed by the European media which has always been a dime. The news created a sensation that surpassed any previous releases of Hermes.

Rather than a victory at design level, it is more like a carnival of ideas - see, the harmony between luxury and grass roots. Prior to the ten year cooperation with Hermes, dully mantel had no title. So what does this time bring to Hermes? In short, it is the hope of improvement.

In a series of "harsh, refined, noble and so on". Hermes Under the layers of package, mantel has made the brand newly established in the boutique store of Ruede S vres in Paris, making a friendly and populated shop. He used the unpainted natural wood to build a vibrant wooden dome stall in the village market and create a warm and comfortable feeling of "tea after dinner." This gentle, tranquil, cordial, natural design style completely subverts the usual stereotype, arrogance, and cold image stereotype of luxury stores, and sharpened the inertia and vision of the masses and the media. What's more, the affinity of the design is so popular that ordinary people who never pay attention to luxury goods regard this shop as the best place to go for a walk. And they did!

Why does the new design of a boutique attract such attention? Let's take a look at the story between mantel, Hermes and luxury goods market.

In the past economic crisis, luxury goods suffered fatal injuries. Dior (Dior) and Burberry (Burberry), which only appeared in high-end business and fashion magazines, have quietly sold on social networking sites. Sax The Prada (Prada) wallet in the glass shop of the boutique is being sold at a dream store in the UK's WAL-MART supermarket. Beside it, Ralph Lauren's shirts are scattered, and the price of the RalphLauren is only two McDonald's. The fashion tragedy comes with the same tragic figures: the LV sales of the world's largest luxury retailer, Louis, fell 7% year-on-year, which is the second consecutive decline in sales. The sales of Saint Laurent group dropped to 10.2%. The Louis Vuitton group was eager to buy the 17% of Hermes and wanted to kick down its "underachievers", SUDI Fendi and Sai Shaolin Celine, to improve the economic situation.

However, Hermes has shown an astonishing rise in its woes: sales in the second quarter of 2010 reached 567 million euros, an increase of 27% over the same period last year. In the first half of this year, total sales reached 1 billion 70 million euros, up 22.8% over the previous year. In the third quarter, turnover grew by more than 30%, and sales reached 590 million euros, making it one of the few winners in the industry. In the face of 2011, Hermes declared with great confidence: "we are very confident that the growth rate will reach 10%-12%." In the fierce competition of luxury goods and industry, Hermes has no doubt become the newest weathervane of the industry.

The luxury market is facing unprecedented challenges. A handbag made of elegant handbags that takes 400 hours to complete is not necessarily a fashionable attraction for the new synthetic PU fabric handbag on the assembly line. Potential customers of luxury goods have begun to have more and more choices. They want to reduce prices but worry about the damage of brand value. They want to maintain high prices but worry about the loss of consumer groups. Luxury goods The market is in a dilemma.

Against this background, the achievements of luxury brands represented by Hermes are getting more and more thought-provoking. {page_break}

Price is the breakthrough point for most luxury brands to adjust, but it is hard to create a happy ending. Take the top jewellery brand Cartire (Cartier) as an example. In 2004, Cartire launched a "cheap" necklace priced at only 130 thousand yuan in the Chinese market. This necklace with Cartire LOGO and relatively large yield is launched in response to the strong demand in the Chinese market. It is this necklace that led to the most serious and embarrassing "chain collision" incident in the fashion world at the beginning of 2005. At the annual celebrity meeting in Shanghai, at least a dozen female guests wore the conspicuous "brand name goods" around their necks. The rumors and rumors from the media soon brought Cartire to pay for it. This necklace, which created a miracle of sales at the "cabbage price", has disappeared since no one dares to follow suit. Cartire's brand value has also been damaged. Similarly, Louis Vuitton's quarterly discount has made it more and more close to fashion brands. According to the survey, Louis Vuitton's brand image has been declining year by year in the minds of consumers. Many people no longer see Louis Vuitton as a high-end luxury brand because the Louis Vuitton logo has made it difficult for them to have the minimum conditions for high-end luxury brands: rare.

Customization, limited or even the only sense of identity provided by these words is what high-end luxury consumers need. In their eyes, the definition of luxury comes from the high-end line, the perfect workmanship and texture, and the distinguished service experience. Luxury means high and low, which means low profile, but at the same time, luxury brands also need to survive. People need to pay for money and express their admiration and infatuation. But how can we fundamentally solve the contradiction between this luxury market and the other?

Improving services is a solution that the luxury industry should insist on repeatedly. If we want to build a people friendly image without losing the brand image at the same time, we need to upgrade the service quality instead of putting ourselves in the free market for bargaining. In fact, at the very beginning of building luxury brands, we attached great importance to the close communication between designers and customers. In an exclusive interview with mantel, the chief designer of the new Hermes store gave the answer to the question of "how to be close to the people" and "how to be close to the people": "luxury has nothing to do with me." I don't care what it sells, I just know that customers are tourists. Mantel's unique naivety and perseverance has found a more rational way of development for luxury brands. I think that's why Hermes has been using his chief designer as a new store for 11 years in a row.

Mantel and Hermes shared the success of the civilian paradigm's luxury service experiment, and for good reason. The store style that once struggled to maintain the luxury of kingdoms and the feeling of being attracted to people disappeared. The doorway is no longer a black suit and a professional smiling doorman. It no longer shows you new products with thousands of Euro uniforms, and then tells you that you need to book seven years in advance. In Hermes's boutique store in Paris's road, tiptop sneakers see a rare tolerance in luxury stores. They welcome people to visit at random, and people around them are filled with people's daily conversation as neighbors. Even the passers-by who carried the supermarket shopping bag accidentally started to go inside and have a good look. As the young head of Hermes group has said, "we can no longer regard them as customers. We have to let them walk in the same way as Hermes as a garden." The business tycoon, who insists on improving the public image of luxury goods, understands the logic of winning the luxury market and hopes to play a good role in the integration of civilian design and luxury concept.

In this popular design movement, Hermes maintained the element of "taste", maintaining the precarious self-esteem of luxury brands and its VIP customers, and successfully creating a broader mass base in the declining price and continuing to pride themselves on the noble status of the top luxury brands. Hermes did not lose a penny price in this exercise.