See How GUCCI Can Make Brand Revival

Come up with another aesthetic idea.

According to the world clothing shoes and hats net,

It has just released its 2017 autumn and winter series in Milan fashion week, and it is impossible to describe it with dazzling eyes.

Creative director Alessandro Michele has made him complicated.

Aesthetics is once again on a scale. Models can carry three bags on their backs, with seven or eight colors on their shapes.

Since the end of 2014 at the Gucci creative director position, Michele has been able to participate in and even lead a series of revival plans for Gucci, and its style has been very stable.

After a few years of very simple wind and normcore blowing, Gucci is like a hard dish in the middle of the whole wheat meal.

The reason for the success of Gucci is that there is solid data. In 2016, sales of Gucci rose by 12.3%, of which the sales increased by 21.4% in the fourth quarter of the shopping season.

Gucci's CEO Marco Bizzarri recently interviewed a reporter, saying that two years ago, letting Michele completely pform the aesthetics of Gucci, many people saw that the new design of Gucci was full of surprises.

In fact, there was no better choice for Gucci at that time. The practice of Frida Giannini, the former creative director, has been proved to be a failure in sales.

Gucci needs to stand out and reestablish a distinctive image. It needs to provide the design that competitors do not have. If we follow the big force, Gucci will probably follow the minimalist flow.

However, it finally took the risk of choosing the vintage visual expression.

"We say fashion companies have to think and listen to the voice of consumers, that's true, but don't listen too much, especially when you want to reform, you have to use your head."

Bizzarri said.

Increase the choice you offer to your customers.

Two companies can compare Coach and Bottega Venetta respectively. You can see how fast the consumers are happy and old.

Let's start with Bottega Venetta.

Recall that about three years ago, it was widely believed that luxury consumers had abhorred logo, while Bottega Venetta had gone the opposite way because of its low-key design and special knitting technology. Sales in 2013 were almost 2 times that of 2010.

But this trend did not last until 2016.

Looking at the latest earnings of Bottega Venetta's parent company, we will see that 86% of Bottega Venetta's sales are made from handbags, wallets and belts.

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That is to say, Bottega Venetta, a low-key leather product that made consumers refreshingly refreshing, has found second new profit points outside leather goods even though there are also garment series.

In fiscal year 2016, sales of Bottega Venetta fell by 8.79%.

It is dangerous to rely heavily on a product. Perhaps no fashion company has more experience than Coach to talk about this problem.

Before the implementation of the pformation plan in 2014, only the Coach of leather goods opened up too many discount stores and no surprise design. Net sales began to show negative growth. In the main market, the share of handbags in the United States also declined significantly.

Coach decided to expand the garment line, widen the product line and build a more distinctive brand image for Coach.

It was designer Stuart Vevers who helped him accomplish this task.

In the next two years, we saw that Vevers designed men's and women's clothing gained a lot of acclaim. The net income of Coach also experienced a huge decline in the cost of reform, and it recovered positive growth in the third quarter of fiscal year 2016. The net income of the first quarter of fiscal 2017 has increased by 20%.

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Change the name of Logo/.

It is usually accompanied by a brand new creative director. At the moment, the first thing you might think of is Calvin Klein, which was recently removed from logo, but what we have to say is that in 2014, logo was also replaced by Loewe.

Before the 30 year old designer of Northern Ireland, Jonathan Anderson took over Loewe, the Spanish brand had shown signs of old fatigue.

Before Anderson, the designer who took charge of Loewe was Stuart Vevers, the creative director of Coach, which we mentioned earlier. Yes, the flow of people in fashion companies is sometimes like a group of students pferring to schools in the same district.

When Vevers left the Loewe in 2013, Loewe's future was uncertain.

Anderson said his duty was to "reboot a brand" and he changed the logo of Loewe in 2014, when he entered the fashion house for eight months.

The new logo redesigned the four "L" logo. The designer is the art director M/M (Paris).

Instead of changing logo, it is better to say that the new logo carries Anderson's redesign of Loewe's visual presentation and brand information.

In fact, he changed more than just a logo, "I want to change everything, space, logo, coat hanger".

New York Times magazine T once analyzed that the idea of Anderson comes from his past work experience. When he was a student in London, he worked as a visual merchandiser for Prada windows for two years, and waited for Anderson to gradually expand his understanding of fashion from design to visual merchandising, store operation and brand building.

No one now thinks that Loewe is old fashioned. In the 2016 fiscal year report, the parent company LVMH evaluated Loewe in the financial year "business accelerated development", and the Puzzle package launched after Anderson has been sold for two years, is still one of the best selling handbags in the same competitive market.

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