<\/p>\n
\n\tThe Great Reset is the theme of the 29th WWD Apparel and Retail CEO Summit, which kicked off Tuesday at Cipriani South Street, as speakers focused on adapting to AI, building community and fandom, differentiating one\u2019s brand, confronting the challenges and uncertainties of the industry, and moving brands forward while maintaining heritage.<\/p>\n
\n\tHere are some of the highlights from Day One.<\/p>\n
\n\t\u201cBurberry has always been at its best when it balances the heritage with innovation. There\u2019s that juxtaposition that\u2019s woven through Burberry and even if I think about the Regent Street flagship, when we opened that store, it was all about balancing heritage and innovation. So I think you\u2019ll see that the timeless British luxury brand expression remains. But now that we have laid the foundation, we have this opportunity to add layers of innovation and surprise and delight. We will continue to always be timeless but disrupting expectations.\u201d \u2014 Josh Schulman, chief executive officer, Burberry<\/p>\n
\t\t\t\t\tJosh Schulman<\/p>\n
\t\t\t\t\t\t\t\t\tPatrick MacLeod\/WWD<\/p>\n
\n\tWhen Hillary Super joined Victoria\u2019s Secret a little over two years ago, she said there was only so much she could see from the outside. \u201cDuring the interview process, I could see that the brands had lost some of their luster. I could see that the brands had comingled in a lot of ways. You really couldn\u2019t tell where one brand started and the other began. I could see we were not utilizing social and all of the modern marketing tools, and so there were many things I could see that I knew how to fix. But until you get into the business and really start to understand it, I was just so pleasantly surprised that I found an incredible team 30,000 people who deeply love the brand and what it stands for.\u201d \u2014 Hillary Super, CEO, Victoria\u2019s Secret<\/p>\n
\n\t\u201cWhen you think about where we\u2019re at, we\u2019re in our first year of executing against our new growth strategy. That\u2019s really based on understanding and capturing our uniqueness in retail and showing up with who we are, being clear about who we are, how we show up for our guests and communities, and so on and so forth. And then when you look at merchandise authority, it\u2019s really about having trend, differentiated assortment, delivering style, design and value across the totality of our assortment. So yes, it\u2019s our own brands, it\u2019s curated national brands, it\u2019s limited-time offers and key partnerships. All those things are relevant.\u201d \u2014 Daryl Glass, senior vice president, fulfillment and Last Mile, Target Corp.<\/p>\n
\n\t\u201cOpening stores globally has helped Moncler successfully move beyond its skiwear roots as it continues to expand its reach around the world. These stores, such as the company\u2019s 23,680-square-foot flagship on Fifth Avenue in New York, offer the best physical representation of the company\u2019s range of offerings, which include the Moncler Collection, the Grenoble high-performance mountain line, and the Genius, the collaborative offering.\u201d \u2014 Remo Ruffini, executive chairman, Moncler Group<\/p>\n
\t\t\t\t\tRemo Ruffini<\/p>\n
\t\t\t\t\t\t\t\t\tCourtesy photo<\/p>\n
\n\t\u201cObtaining the blessing of the fashion press is no longer an essential ingredient to growing a brand. Today, connecting with customers and creating strong relationships with retailers has replaced the impact that media used to have on establishing and expanding a business. It\u2019s a safer, healthier and easier relationship.\u201d \u2014 Christian Louboutin<\/p>\n
\n\t\u201cI hate focus groups, they kill ideas.\u201d Instead, the company\u2019s 21 stores provide all the insight needed for the company to fulfill its philosophy to provide the four Fs: fair price-value, functional pieces, flattering silhouettes and options that can last forever. \u2014 Clare Hornby, founder and CEO, Me+Em<\/p>\n
\n\t\u201cWe have a bunch of really terrific brands right now. I think the customer is driving the growth and the product\u2026.You have to really be able to lean into your brands and tap into what the customer loves about you. We have a multigenerational customer, and so [we\u2019re] really finding ways to appeal to them for the different times in their lives.\u201d \u2014 Libby Wadle, CEO, J.Crew Group.<\/p>\n
\n\t\u201cObviously the connection is key. You know we\u2019re a brand that goes quite deep with our customer and established a real level of trust with her. And at the same time, we see ourselves as somewhat of a beauty brand within her wardrobe as well. So when I say a beauty brand, we are there to make her beautiful.\u201d \u2014 Jonny Saven, CEO, L\u2019Agence<\/p>\n
\t\t\t\t\tJonny Saven<\/p>\n
\t\t\t\t\t\t\t\t\tCourtesy of L\u2019Agence<\/p>\n
\n\tNot everything needs to be complex. Instead, delivering an authentic and uncomplicated message can be just as effective. And this can work for something as elaborate as luxury fashion shows or the opening ceremonies for global events such as the Olympics and the FIFA World Cup. \u201cSimplicity can be super-cool and direct. That doesn\u2019t mean it has to be cheap, it can be a beautiful statement.\u201d \u2014 Marco Balich, chairman and creative director, Balich Wonder Studios SpA<\/p>\n
\n\tThe definition of value has changed over the years as the environment has evolved. \u201cValue has been destroyed. It\u2019s not just about product, but about mindshare and how it plays into [consumers\u2019] daily lives.\u201d This new definition has been applied to Kith\u2019s ongoing retail expansion, a process that has led to the opening of 22 stores over the last 15 years, with two more slated for San Francisco and Washington, D.C., next year. \u2014 Ronnie Fieg, founder, CEO and creative director, Kith<\/p>\n
#WWD #CEO #Summit #Executives #Discuss #Strategies #Growth #Innovation<\/p>\n","protected":false},"excerpt":{"rendered":"
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