Sung Joo Kim: The Woman Who Pushed MCM To The Top.

Founded in 1976, the German leather goods manufacturer, Michael Cromer Munich, was popular in the 80s of last century with its gorgeous logo, which covers over 500 product categories, ranging from handbags, bags, shoes, even tennis racket, and Cindy Crawford to the commercials of Michael.

According to market participants, in the middle of 90s, MCM operated 140 boutiques, generating sales of about 350 million.

But a few years later, the fate of the company reversed, and the boss at that time made an investigation of tax evasion.

In 1997, the company reorganized and sold many of its stores and trademark exclusive rights.

In 1998, it was bought by a Swiss investment group lacking experience in fashion brand management, which made the counterfeit products flooded the market and seriously weakened the attractiveness of MCM.

Nearly 10 years later, according to the figures provided by the company, MCM sales in 2014 were set at $650 million, and 300 stores have been built in 35 countries.

40 of them are in the fastest growing market in China, and the company plans to open 3 new stores in 2015.

Indeed, a significant part of the revival of MCM can be attributed to the popularity of the brand and Chinese consumers.

Two weeks ago, the brand's first fashion show was held in Beijing. Interviews with MCM holding company (MCM) and chairman of MCM product company Sung-Joo Kim talked about how to attract Chinese customers, build brands beyond its logo and develop western markets.

Why did you decide to invest in MCM brand at first?

Since 90s, I have obtained the franchise in Korea.

And launch such as Gucci, Sonia Rykiel and Saint Laurent.

MCM has a good relationship with us. We are the first authorized distributor in Korea to produce handbags for the Korean and American markets.

By 1996, the brand is facing some problems, but it has not hindered its success.

Because it is more popular in Germany than Louis Vuitton, and has done well in Asia.

But the original founder had some personal problems that made the brand disappear.

They are then sold to Switzerland's new owners, but they lack rich experience in managing luxury brands.

At that time, South Korea felt the impact of the Asian financial crisis, so I reorganized my company and sold most of my licences except MCM.

By 2005, MCM had achieved a good business in Korea alone for one hundred million US dollars.

We still pay high royalties, so we decided to run all the business links of the brand and get the ownership of MCM holdings and the whole global market.

SJK: when I bought this brand, there were some defects in European MCM's distribution channel and product quality.

I know, in order to restore its luxurious positioning, I have to clean it up.

We shut down most of our wholesale accounts and terminate the licensing business in many countries and locales by closing stores, except for Korea, where the global market is zero.

I have always believed that the market for MCM in the future is Asia, so we are beginning to be fixed in the prime locations of the first tier cities.

We finally opened the first boutique in China in 2010.

A global brand's headquarters in Asia has been considered an obstacle, but now it suddenly becomes a force.

The plan is to emphasize the brand heritage of Germany and Italy, and to carry forward in Asia, especially Korea and China, to maximize their popularity.