The Luxury Market Is Coming Back To Life.

According to the world clothing and shoe net, Pietro Beccari will leave Fendi in February next year and replace Sidney Toledano as a new and welcoming France.

Dior, the chief executive of the leading brand, is one of the most significant changes in management in the history of LVMH. Sidney will take the lead.

LVMH Fashion Group, the former chairman of Pierre-Yves Roussel, will become the special adviser to LVMH chairman and CEO Bernard Arnault.

For Pietro, entry Dior means that he will join the most powerful fashion alliance, but his great achievements in Fendi are obvious to all.

In the past 5 years, Pietro has completely reversed this Rome.

Brand performance enhances brand attractiveness, product awareness and attractiveness to young consumers with strategic importance.

The Fendi boutique in Sloane Street, London, is about to be opened after redecorating. Pietro said: "young people are using digital means to communicate, and their interest in Fendi is increasing day by day. To establish connections with them is to establish connections with everyone." Sloan said.

Just as diamonds have multiple cuts, luxury brands also come face to face, creating multiple brand contacts.

We focus on product, store and communication mode, which is the key to success of brand. "

In 1960s, Fendi creative director Karl Lagerfeld created the concept of double F logo and "fun fur" of the brand, and the core goal of this innovation is to further strengthen and continuously give Fendi brand vitality a powerful "tension".

Pietro, Karl and Silvia Venturi Fendi have been working closely together to continuously improve the maturity and average price of Fendi products, but they have also launched a new product that is interesting and compatible with the characteristics of the social media era and meets the needs of the millennial generation.

"Through small leather goods, belts and Bag Bugs products, we have opened the road of innovation featuring humor and luxury."

Pietro said: "under the help of" surprise "and" real "," innovation "has played an important role in enabling us to establish contacts with specific target groups and create a brand new influence.

And our clear goal of reinvigorate the Fendi brand is the foundation for all this.

Analysts point out that Fendi currently has an estimated revenue of 1 billion 300 million euros ($1 billion 530 million), more than 10 times that of the company in 2001 when it was bought by LVMH.

Pietro did not disclose much information about Dior.

He said: "when the interview was going on, I was still groping for it.

I think it's a very arrogant expression to talk about the new changes that I can bring to me.

Today I met Kris Van Assche, and I had a chat with Maria Grazia[Chiuri] some time ago.

In my talk with them, I realized that it is not only my pride but also a heavy responsibility to take over such a classic brand and extend the brand management team over the past 5 years.

Dior's brand size doubled under their management. "

For his preparations for the new position and next year, Pietro shares the following six views on the luxury market. He believes that the luxury market is reborn in the complex context of global economic growth, geopolitical risks, digital subversion and the gradual decline of the world center to the East.

First, "discontent" is a good recipe for subversive development.

Luxury companies must be faster and better, and they can always hear "discontentment" so that they can maintain subversive development.

"LVMH is committed to subversive development.

The first to enter the Chinese market is subversive.

Louis Vuitton is the first luxury brand to enter China. In 1985, it opened a large store of over 1000 square meters in China.

Some people questioned this, but it was a subversive act at the time, and Mr. Arnault might also think that the project was not ambitious enough.

Subversive development means you must be faster and better, and you can always hear "discontent".

Two, "high speed" and "slow" demand should be taken into account.

In the age of social media that consumptive expectations and trends are changing rapidly, luxury brands must learn to take into account the two-way demand of "high speed" and "slow".

"This is back to what we discussed before:" tension ".

I think not only modern / traditional "tension", but also highly innovative / highly technological "tension", including speed related tension.

In my view, the luxury industry is by nature a slower industry, but the pace of consumption is increasing rapidly, so you must take both.

Take this beautiful crocodile leather jacket as an example, some consumers will wait for 6 months to buy a jacket that other people can't buy. But at the same time, some consumers are waiting in line for the latest joint venture product out of the street.

I think these two types of customers belong to the same group, they may have a day queue to buy innovative products, or they may wait for a jacket for 7 months.

Good brand management should include this kind of "tension".

Three, stores will not disappear in the digital age.

In the digital age, with the continuous development of online shopping, the purpose of setting up stores will remain unchanged during the changes.

"A store is a place to provide experience.

Someone will ask, "why do I want to go to the store?" I will tell them: "you can spend time exploring, touching and feeling in person, or sitting on a beautiful chair and trying on a mink coat -- this is the experience you can't get from online shopping."

Stores must be attractive enough for customers to sip champagne here. They may stay for hours.

But for store managers, you may sell two pieces of fur that cost more than 20 thousand pounds in a day.

You can be a poet, an artist, or an architect, but when you run a retail store, sales per square foot is still the best way to measure performance. "

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Four, Britain's "off Europe" will not affect London's luxury consumption.

Britain's "off Europe" is bound to have an impact on London, but it will not affect the driving force of local luxury consumption.

"Although we are in a difficult period, London is still one of the world's centres, and also a gathering place for many super rich and high-class people.

This special street (Sloan Street) has its own special customer base.

Their way of shopping is mainly based on personal appointment rather than ordinary people.

This group exists not only in London, but also in the era of Britain's "post EU era".

Five, the era of mass customization has come.

Luxury brands provide customized services to customers, but experience is as important as products.

Mass customization is the next stage of development of the luxury industry in the Internet era.

We did a offline experiment and sold a simple and beautiful sneaker at the Saks store, but they were customizable: you can put the shoelace made of gold and silver thread on the top, or you can engrave the initials of your name on the back.

We sold 120 pairs in a week, so we plan to provide this customized service on the Farfetch online shopping platform.

People are now keen to try and create new things in person.

When they see the life of a creative person, they want to experience a sense of dominance.

They want to choose colors and make decisions, which makes them feel that they are part of the world. "

Six, Amazon and Alibaba - not impossible, but not yet.

Although the shopping platforms such as Amazon and Alibaba will eventually develop to a degree that cannot be ignored, there is still a need to strengthen the existing self operated digital channels.

"We still have a lot of work to do in the digitalization of our own channels. Before considering the cooperation with Amazon and Alibaba to expand the scale, we should first consolidate our digital foundation, because larger scale will bring more problems and more difficult control.

I think before we cooperate with the big platform, we should first provide online services to our customers through our own website and department store partners.

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