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Jivaro News

  • 18.01.2018

    Woolworths revaluing David Jones investment

    South African retail giant Woolworths Holdings’ shares have dropped after the conglomerate signalled a revaluation of its $2 billion David Jones investment. According to the retailer, earnings per share for the 26-week period ended 24 December 2017 are expected to be over 20 per cent lower than the prior year, “due to the inclusion in the prior period of the profit on disposal of the ...Read More

    South African retail giant Woolworths Holdings’ shares have dropped after the conglomerate signalled a revaluation of its $2 billion David Jones investment.

    According to the retailer, earnings per share for the 26-week period ended 24 December 2017 are expected to be over 20 per cent lower than the prior year, “due to the inclusion in the prior period of the profit on disposal of the David Jones´ Market Street property in Sydney, as well as the impact of a potential reassessment of the carrying value of the David Jones´ assets, which is currently in process.”

    In its trading update, Woolworths said David Jones´ sales performance improved in the last 6 weeks of the half, with sales increasing by 0.6 per cent in comparable stores.

    Country Road Group (CRG) sales increased by 5.2 per cent.

    Sales in comparable stores (which exclude Politix, acquired in November 2016) declined by 1.0 per cent. Net retail space reduced by 2.2 per cent and 3.8 per cent in David Jones and CRG as the retailer looks to “drive space optimisation.”

    Group sales for the first 26 weeks of the 2018 financial year increased by 2.5 per cent over the prior period.

    In South Africa, Woolworths Fashion, Beauty and Home (FBH) sales decreased by 0.2 per cent with comparable store sales 3.4 per cent lower.

    Woolworths Food sales increased by “a market-leading 9.4 per cent”, with comparable store sales up 5.3 per cent.

    Woolworths will release its interim results in February.

    The latest Australian Bureau of Statistics data showed spending in the department stores category fell 1.14 per cent in November last year, ahead of the crucial Christmas trading period for retailers.

    However for the half year, sales were 3.3 per cent lower on a comparable basis and 3.8 per cent lower in total, which the Woolworths said was an improvement over 20 week performance.

     

    https://www.insideretail.com.au/blog/2018/01/16/woolworths-revaluing-david-jones-investment/

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  • 18.01.2018

    The Iconic's CEO moves upstairs at Global Fashion Group

    The Iconic’s chief executive officer Patrick Schmidt has been appointed as the co-CEO of parent company Global Fashion Group (GFG) alongside GFG board member and Swedish investment company AB Kinnevik director Christoph Barchewitz. Schmidt will begin the role in February, but will remain as CEO of The Iconic in addition to the new role until a successor is named later this year. In addition to The Iconic, the Luxembourg-based GFG owns fashion and sports brands around ...Read More

    The Iconic’s chief executive officer Patrick Schmidt has been appointed as the co-CEO of parent company Global Fashion Group (GFG) alongside GFG board member and Swedish investment company AB Kinnevik director Christoph Barchewitz.

    Schmidt will begin the role in February, but will remain as CEO of The Iconic in addition to the new role until a successor is named later this year.

    In addition to The Iconic, the Luxembourg-based GFG owns fashion and sports brands around the world, including Dafiti in South America, Namishi in the Middle East, Lamoda in Eastern Europe and Zalora in Southeast Asia.

    GFG said Schmidt and Barchewitz will be responsible for the next chapter of growth at the global fashion giant, focused on expanding its position in the markets it operates, strengthening partnerships with international and local brands and further improving customer experience.

    “When I joined The Iconic four and a half years ago, what I saw was a company with unlimited growth potential,” commented Schmidt.

    “Today, both Christoph and I see the same potential in GFG. I am deeply humbled by the opportunity to lead GFG with Christoph and look forward to working together.

    Schmidt said The Iconic’s “continued success” will remain his utmost priority.

    GFG’s major shareholder Kinnevik has brought its new CEO Georgi Ganev onto the company’s board as Barchewitz moves into a more hands on role.

    “I am very excited to take on this new role and look forward to continue developing GFG, Kinnevik’s largest private asset, in this new capacity. With Patrick’s operational knowledge, and my experience from the board of GFG and in e-commerce investing, I believe we have highly complementary skill sets to pursue the significant fashion e-commerce opportunity in GFG’s markets,” Barchewitz said.

    The pair will replace outgoing CEO Romain Voog, who is stepping down after just over two-years in the role.

    “Patrick and Christoph are the perfect fit for the next chapter of GFG,” said GFG’s Chairman Cynthia Gordon.

    “Patrick has built The Iconic, GFG’s business in Australia and New Zealand, into the market leader in the region, increasing revenue by eight times in four years. His deep operational knowledge and leadership track record will be a cornerstone of GFG’s success.”

    The pair will inherit a business with market momentum, with GFG’s third quarter result showing that group net revenue increased by 21.1 per cent to $392 million.

    The Iconic is one of the group’s strongest performing brands though, with net revenue growing by 28.5 per cent during Q3 2017.

     

    https://www.insideretail.com.au/blog/2018/01/18/the-iconics-ceo-moves-upstairs-at-global-fashion-group/?year=2018&monthnum=01&day=18

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  • 16.01.2018

    Chocolate and liquorice maker Darrell Lea sold for $200 million

    The rich-list couple who bought collapsed Australian confectionery manufacturer Darrell Lea seven years ago have sold the business to private equity for about $200 million. Quadrant Private Equity on Monday confirmed it had bought Darrell Lea from the Gold Coast-based Quinn family, and said it had plans to expand the brand's reach in Australia and overseas. Chris Hadley, Quadrant's executive chairman, said Darrell Lea, best-known for its soft licorice and Rocklea Road products, ...Read More

    The rich-list couple who bought collapsed Australian confectionery manufacturer Darrell Lea seven years ago have sold the business to private equity for about $200 million.

    Quadrant Private Equity on Monday confirmed it had bought Darrell Lea from the Gold Coast-based Quinn family, and said it had plans to expand the brand's reach in Australia and overseas.

    Chris Hadley, Quadrant's executive chairman, said Darrell Lea, best-known for its soft licorice and Rocklea Road products, was an "iconic brand" that was widely recognised.

    "It's been around for a long time, it's got incredibly good market share," Mr Hadley said.

    "Our intention is to make it one of the largest private confectionery companies in Australia."

    Darrell Lea was founded by Harry and Esther Lea, who opened a shop in Sydney's Manly in 1927.

    The company collapsed into voluntary administration in 2012 before it was acquired by Queensland-based BRW Rich Listers Tony and Christina Quinn, who own two racetracks in New Zealand and an entertainment complex on the Gold Coast.

    According to the BRW, they ranked 162nd on the 2017 Financial Review Rich List, with wealth of $465 million.

    Darrell Lea sells 14,000 tons of confectionery every year in Australia, the United States, Canada and Britain, "and has the potential to go into more overseas markets", Mr Hadley said.

    The company owns two manufacturing sites in Australia, and employs 200 workers.

    "The confectionary industry is an attractive market," Mr Hadley said. "It's very resilient, and it's growing."

    In another deal with the Quinns, Quadrant also bought a pet food company, VIP Pet Foods, from the family for $400 million in 2015, but it on-sold the company for $1 billion last year.

    In recent days, Darrell Lea filed its audited accounts for the year to June 30, 2017, which showed the group had increased its profits and revenues during the period.

    The accounts showed the group generated a profit after tax of $8.75 million for fiscal 2017, up on the $2.1 million it produced a year earlier.

    Its profit before income tax also jumped over, to $12.4 million from $2.8 million, while revenues increased 11 per cent over the year to $81.2 million.

    Darrell Lea’s assetd totalled $32.7 million at the end of the 2017 financial year, with trade debtors making up $18.8 million over the company’s asset base.

    Darrell Lea had no borrowings at June 30. Its total liability base of $11.8 million is made up of mainly trade and other payables.

    The company held $1.7 million in cash at the end of the year.

    http://www.smh.com.au/business/chocolate-and-licorice-maker-darrell-lea-sold-for-200m-20180115-p4yyi8.html?promote_channel=edmail&mbnr=MTA2OTg1MTg&eid=email:nnn-13omn659-ret_newsl-membereng:nnn-04%2F11%2F2013-business_news_pm-dom-business-nnn-smh-u&campaign_code=13IBU021&et_bid=29111813&list_name=2032_smh_busnews_pm&instance=2018-01-15--07-06--UTC

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  • 15.01.2018

    Wesfarmers CEO says wage and jobs growth linked to lower company rate

    Retail giant Wesfarmers, one of Australia's largest employers, says cutting the corporate tax rate for large companies will increase the likelihood of wage growth and boost employment. Wesfarmers chief executive Rob Scott said Walmart's decision in the US, following Donald Trump's corporate tax cut, to increase its minim...Read More

    Retail giant Wesfarmers, one of Australia's largest employers, says cutting the corporate tax rate for large companies will increase the likelihood of wage growth and boost employment.

    Wesfarmers chief executive Rob Scott said Walmart's decision in the US, following Donald Trump's corporate tax cut, to increase its minimum pay rate from $9 to $11 an hour, was a "good example" of how lower company taxes benefit workers and the economy generally.

    "Lowering company tax rates would improve the prospects for wage growth," he told The Australian Financial Review. "It would also help our retailers compete against international competitors operating on lower tax rates, which is good for jobs in Australian retail."

    The president of the G100 in Australia, Andrew Porter, agreed "good" companies would use tax relief to reward employees. The G100 represents the chief financial officers of the nation's 100 biggest companies.

      

    "Should the tax rate fall, it will reduce one of the input costs that companies face here, and how they react will depend on their circumstances, but a good company will want to ensure that it retains and rewards the employees it needs to grow its business," he said.

     

    Walmart is the US's largest private employer and it last week credited the Republican tax plan, which cut the company tax rate from 35 per cent to 21 per cent, for a decision to raise entry-level wages to $11 an hour and provide other staff with bonuses of up to $1000. One million hourly workers would benefit, Walmart said.

    Walmart is one of a number of major companies to have responded to the tax cut by promising to pay staff more or pass the benefits on to customers.

    Last week, Fiat Chrysler said it would pay a $US2000 bonus to about 60,000 hourly and salaried employees and invest $US1 billion in a Michigan truck factory. American Airlines, telecom giant AT&T and Bank of America have also doled out bonuses.

    Wells Fargo, the US's third-largest bank which on Friday revealed a $US3.4 billion profit boost due to the tax plan, announced in December that it would raise the company's minimum wage from $13.50 to $15 an hour.

     

    In Australia, the Turnbull government is struggling to overcome Senate obstruction to legislate a cut from 30 per cent to 25 per cent. Responding to the Walmart development, Revenue Minister Kelly O'Dwyer said: "While this is excellent news for US employees, whether we can drive similar results here will depend on whether Bill Shorten will drop his reckless opposition and support our Enterprise Tax Plan."

    Unlike the rapid transition that has occurred in the US, the plan here is for a gradual reduction. A rate of 27.5 per cent has already been applied to companies with turnover of less than $25 million. In 2018-10, that rate is being extended to businesses with turnover of less than $50 million.

    The Senate has so far refused to pass cuts for bigger companies, but the government will try again this year. Legislation is before Parliament that would apply a rate of 27 per cent to all businesses from 2024-25, followed by a drop to 26 per cent the next year and 25 per cent in 2026-27.

    "The question is, will Bill Shorten and Labor allow the Trump tax cuts to take Australian jobs and Australian investment, and Australian businesses with them," Ms O'Dwyer said. "We need to ensure Australian corporate tax rates remain competitive in an increasingly competitive world."

    Wesfarmers, which owns Coles, Target and Bunnings, has 223,000 employees. The company has been an especially vocal supporter of the Turnbull government's efforts to reduce the company tax rate. "Obviously any passing on benefits of lower corporate tax would depend on lower company tax not being offset by higher state taxes or other government charges and costs," Mr Scott said.

    Mr Porter, who is the CFO of Australian Foundation Investment Company, said record low rates of wages growth were a big worry for Australia. The G100 wanted to work with the government on ways to ease the burden of regulation, compliance and energy costs on business so that relief could be passed on as higher wages, he said.

    "We need a tax and regulatory system that is efficient and recognises that capital and labour are both mobile and will respond negatively to high levels of taxation and regulatory over-reach," he said.

    "There are ways in which we can, and should be, looking at the tax mix that recognises that we are in a digital economy with an aging population. The US tax reforms incorporate not just company tax changes but others – it is a start to look at the issues on a broader basis."

    http://www.afr.com/news/policy/tax/wesfarmers-ceo-says-wage-and-jobs-growth-linked-to-lower-company-rate-20180114-h0i2zx?eid=Email:nnn-16OMN00049-ret_newsl-membereng:nnn-06%2F09%2F2016-BeforeTheBell-dom-business-nnn-afr-u&et_cid=29111673&et_rid=1926129886&Channel=Email&EmailTypeCode=&LinkName=http%3a%2f%2fwww.afr.com%2fnews%2fpolicy%2ftax%2fwesfarmers-ceo-says-wage-and-jobs-growth-linked-to-lower-company-rate-20180114-h0i2zx%3feid%3dEmail%3annn-16OMN00049-ret_newsl-membereng%3annn-06%252F09%252F2016-BeforeTheBell-dom-business-nnn-afr-u&Email_name=BTB-01-15&Day_Sent=15012018

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  • 15.01.2018

    Snuggle robots and talking toilets: CES 2018's wildest gadgets

    LAS VEGAS — Are you ready to talk to your toilet? Or cuddle with a robot? Those are just a few of the ideas we’ve seen at CES 2018, the annual consumer technology confab here at the Las Vegas Convention Center and other venues. Sure, there are tech titans here battling to control our computers, TVs and smart homes. But ...Read More

    LAS VEGAS — Are you ready to talk to your toilet? Or cuddle with a robot?

    Those are just a few of the ideas we’ve seen at CES 2018, the annual consumer technology confab here at the Las Vegas Convention Center and other venues. Sure, there are tech titans here battling to control our computers, TVs and smart homes. But our favorite part is the thousands of other companies that gather to launch something new.

    While these ideas sometimes catch on, like fitness trackers and wireless ear buds, many go nowhere. But the eager attempts are always interesting and often say something about where we’re headed in our relationships with technology. Here are the most out-there ideas that caught our attention.

    You can now ask Alexa to flush. Kohler’s latest high-end toilet connects to the Internet and responds to voice commands. Beyond flushing, you can ask Amazon’s Alexa (as well as Google Assistant and Apple’s Siri) to lift the seat or activate your favorite bidet spray configuration. (Amazon chief executive Jeffrey P. Bezos also owns The Washington Post.) There’s no microphone on the toilet itself, but there are speakers to play your favorite tunes. Plus, it keeps track of water usage.$5,625 and up, available in the fourth quarter of the year

    This bot just wants to cuddle. Somnox is a bed companion that simulates human breathing. When you hug the robot, the rising and falling sensation subconsciously calms you down and helps you get to sleep faster, say its makers. Somnox can also make the soothing sounds of heartbeats, lullabies and guided meditation, which you activate from an app. Best part: It doesn’t ever snore.$600, shipping in September

    Modius, a headband to help you lose weight Pack on a few pounds during this cold snap? Modius has built a headset that stimulates your vestibular nerve, which runs behind your ear and into your brain. You use Modius by attaching a pad to your skin, which has a wire that runs up to the headband. The electric current, Modius says, stimulates the part of the brain that controls your appetite. It’s meant to be an extra boost to supplement your weight-loss plan. Brain-zapping technology is still somewhat unproven, but several companies claim it can help everything from concentration to pain relief.$500, expected in February 

    These competing robots tackle one of the week's most arduous chores. Foldimate's promises to fold a load of laundry in 4 minutes, but asks you to feed each piece in, individually. The much pricier Laundroid folds from a drawer of clothes, but takes much longer. Sadly, neither can tackle socks or sheets yet. Those still must be done by hand.$16,000 for Laundroid, $980 for Foldimate

    Kingston Nucleum, a 7-in-1 hub for MacBooks

    Okay, this one is just wildly practical. Remember when the MacBook Pro was useful for actual professionals? That was before Apple took away useful inputs and replaced them with USB Type-C ports requiring adapters and dongles. Plug a Nucleum hub into a MacBook and those useful ports return. You get back two traditional large USB ports, HDMI for an external monitor, an SD card slot, a microSD card slot — and still two USB Type-C ports. It even has pass-through power, so you can charge your phone or laptop.$80, shipping now from Kingtson.com

    PowerSpot, a charging hub with no cords or mats

    More gadgets? That means more charging cables. But Powercast's PowerSpot hub promises to charge devices such as watches, headphones and keyboards within an 80-foot radius without any charging accessories. It does that by using technology that promises to be like WiFi, but for electricity. With recent approval from the Federal Communications Commission, it's closer than ever to hitting the market.$100, expected in the third quarter of this year

    Dell XPS 13, a woven-glass laptop

    Dell’s 2018 refresh of its popular XPS 13 line uses an extra-hardy white glass fiber weave finish that resists the most devilish stains and yellowing over time. We attacked one with a black Sharpie permanent marker, and it eventually came out (with a bit of elbow grease). At a time when lots of other companies are making cloth-covered gadgets, Dell gets a high-five for recognizing that road warriors really want a laptop that stands up to abuse.$1,000 and up, shipping now on Dell.com

    Xeros, a washing machine that could really slash your water bill

    Running a laundry load uses a lot of water — while also subjecting your clothes to some serious roughhousing. Xeros fills washing machines with nylon balls about the size of green peas that help massage away dirt and absorb loose dye using half as much water. It also jostles your clothes less, leading to energy savings and clothes that last longer. The tech is already used in some commercial washers and is trying to work its way into home models.Price hasn’t been set yet; could arrive in the consumer home market within two years.

    INVI, a bracelet to fight assault

    INVI's stylish bracelet is actually a deterrent against sexual assault. Like a skunk, INVI's bracelet releases a foul odor to repel attackers, in this case when you break its clasp. It's not clear how much of a deterrent a bad smell would be, but we commend the idea to develop tech to help discourage attackers.About $70, shipping now

    ElliQ, a social robot for seniors

    Isolation is a significant problem for some older adults. ElliQ is a tabletop robot with a swiveling head that connects seniors to friends for messages and video chats and makes it a bit easier for them to take advantage of online information and services. It suggests physical activities, such as taking medicine or going for a walk, and also makes personalized recommendations for news, music or games.Headed to beta trials before a launch this year

    3DRudder, a game controller for your feet

    Virtual reality is all about immersion, but in real life most people don't move anywhere by using the thumbstick that most VR systems employ. 3DRudder is a foot pad that rocks and turns to simulate footsteps while seated. We first saw 3DRudder at CES in 2015; its software has come far since then, and it has added straps to keep you from losing your footing.$139, shipping now

    Aibo, a robot dog

     

    Sony’s iconic Aibo dog, discontinued in 2006, has been reborn and is cuter and smarter than ever. Originally announced last fall, the new pup stole the show at Sony’s CES news conference, where he was shown to a U.S. audience for the first time. Aibo has a camera in its nose, a microphone to pick up voice commands and 22 adorably articulated parts. The bad news: Sony is only selling it in Japan, for now.$1,800, ships Jan. 11

     

     

    https://www.washingtonpost.com/news/the-switch/wp/2018/01/09/snuggle-robots-and-talking-toilets-ces-2018s-wildest-gadgets/?utm_term=.6e23f3f61a15

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  • 15.01.2018

    At Pitti, a Case for Creation

    FLORENCE, Italy — The good news from the 93rd edition of Pitti Uomo, the Florentine trade fair which closed today, is that despite our frighteningly dull, hype-driven times, genuine creation of remarkable clothing still exists. The bad news is that it feels increasingly rare in a world where many brands seem more focused on their marketing efforts, often under the guise of creating culture. Indeed, the virtual is winning over the real and fashion has increasingly becom...Read More

    FLORENCE, Italy — The good news from the 93rd edition of Pitti Uomo, the Florentine trade fair which closed today, is that despite our frighteningly dull, hype-driven times, genuine creation of remarkable clothing still exists. The bad news is that it feels increasingly rare in a world where many brands seem more focused on their marketing efforts, often under the guise of creating culture. Indeed, the virtual is winning over the real and fashion has increasingly become a communications game where talk triumphs over old school values such as design innovation.

    Pitti Uomo, which each season officially opens the Fashion Olympics, has been a bastion of innovation for a long time, however. Many of the products displayed here at the trade show’s main space in the Fortezza da Basso are at the forefront of the sort of garment experimentations that actually have an effect on the lives — and the wardrobes — of real people. This season, it was particularly stimulating to see Athlovers, an athleisure-focused project conceived by Pitti Immagine, the organisers of Pitti Uomo, which paired a crop of up-and-coming labels with Lanificio Reda, a top-tier Italian textile giant known for producing the high quality technical fabrics out of pure merino wool. The results were outstanding.

    Such innovations are important, but not particularly media-friendly and Pitti Immagine knows this well, which is why the pragmatic product-focused elements of the Pitti Uomo event are always accompanied by special shows by guest designers. This season’s highlight, a show that united Jun Takahashi’s Undercover and Takahiro Miyashita The Soloist, was not just a joy to behold, but a truly progressive and deeply touching fashion moment. The punky Takahashi and the gloomy Miyashita, both hailing from Tokyo, are among the few remaining brilliant design brains who are able to push challenging ideas through challenging clothes that aren't conceived as mere window dressing for basics and handbags.

     

    By showing together — first Takahashi, then Miyashita — they strengthened their respective messages, giving hope to those who believe fashion design is more than splashing a logo on a sweatshirt. Backstage at the cavernous Stazione Leopolda, where the show was staged, it was Takahashi who did the talking, because Miyashita is very shy. He explained that the whole show was conceived as a single opus, based on the dualism of order/disorder and disorder/order. The feeling was decidedly dystopian, but also strangely optimistic despite the thematic link to humankind’s extinction.

    Undercover used Stanley Kubrick's “2001: A Space Odyssey” as a launch pad for a meditation on artificial intelligence and the man-vs-machine dilemma that made for some seriously statement-making outerwear and a captivating detour into non-standard representations of masculinity. The lineup opened with long pleated skirts and closed with an embroidered dressing gown, before a haunting finale of astronauts in space suits.

    For the reclusive Miyashita, who in the past gave us the gem of a label Number (N)ine, this was his first appearance in Europe in a long time and his first ever catwalk outing for the Takahiro Miyashita The Soloist brand. His use of layering gave his collection a nomadic, techno feel. Were the pale, almost genderless lads, who took to the catwalk to the rhythm of Nine Inch Nails’ “The Day the World Went Away,” survivors of some digital apocalypse? Were they travellers? Explorers, decked in protective mash-ups of tailoring and technical wear? They were all of the above, or maybe none of them. It's all part of the magic of Miyashita and his twisted mind: you know from where he takes things but you cannot really figure out where he is going with them.

    Speaking of references, the sources of inspiration for up-and-coming Italian stalwarts M1992 and Magliano, part of the selection of new designers Pitti is promoting, were quite clear and, at times, a bit too literal, but the results had charm. Both worked in oversized tailoring that, although cheekily redolent of the worst part of the late 1980s and very of-the-moment, brought too strong a flavour of Balenciaga/Martine Rose with them. It’s in the air du temps, one could say. But nonetheless, anyone trying to forge a personal fashion language needs to keep in mind these things in order to be perceived as a leader and not a follower. In any case, these Italians have potential.

    M1992 is the brainchild of DJ and nightclubber Stefano Tarantini. He took the paninari, the most superficial and only truly Italian subculture of all time, and played with the tropes of exhibitionism and status. It felt fresh. Meanwhile, Magliano, who won the “Who's on Next” men's contest last season, presented his take on wardrobe fundamentals for a man who has fallen in love. He created some funny moments due in large part to striking casting. There’s no doubt that doing away with the big shoulders would have made the message stronger and more his own.

    Another decisive moment at this edition of Pitti was the official catwalk debut of 032c Apparel, a clothing line created by the revered Berlin magazine. According to 032c founder and editor-in-chief Joerg Koch, the move into clothing has been a natural one: his wife Maria, who designs the line, is a fashion designer and 032c has long operated as a platform for exploits beyond the magazine alone.

    032c’s show-performance, held in the magnificent rooms of the Palazzo Medici Riccardi, was genuinely moving and mixed grandeur with a certain Berlin roughness. The clothes themselves did not add much to the conversation, however. Conveying via apparel the values of a publication as interesting and original as 032c is not easy, of course, but the kind of workwear-sportswear they presented is something we have seen before. Still, Koch and his team deserve kudos for the smart move — the line is by all accounts successful — and for their underlying realisation that today a media brand can take many forms.

    Marketing masters Gucci also used the occasion of Pitti to unveil what the Italian megabrand dubbed “Gucci Garden” on the site of the old Gucci Museum, a stone’s throw from the Palazzo Vecchio. The makeover transformed the multi-storey space, once rather staid and dull, into a lively medley: a shop with exclusive pieces cum arty bookshop cum gallery for exhibitions cum osteria helmed by Michelin-starred chef Massimo Bottura. None of the five senses were left untapped in the service of the sense of eccentric, bohemian accumulation that defines Alessandro Michele’s Gucci.

    The exhibition of archive and new pieces, wisely curated by Maria Luisa Frisa, actually served to highlight the sense of continuity, more than disruption, between Michele and the history of the house. Everything was perfectly in place, but it all felt a bit too much: devilishly tempting merchandise offered a bit of the Gucci dream for everyone, at every price.

    Gucci notebook, anyone?

    https://www.businessoffashion.com/articles/fashion-show-review/at-pitti-a-case-for-creation?utm_source=Subscribers&utm_campaign=93632da7f0-a-case-for-creation-at-pitti-unspoken-dress-codes-&utm_medium=email&utm_term=0_d2191372b3-93632da7f0-417078017

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  • 10.01.2018

    Consumers upbeat on finances

    The festive season glee has trickled through to consumers in the new year, with confidence climbing to a more than four-year-high. The latest ANZ-Roy Morgan Consumer Confidence Index shows a 4.7 per cent rise from mid-December to 122 points – its highest since November 2013 – thanks to significant increases in all sub components. Notably, consumers remained optimistic about financial conditions, with sentiment towards both current and future financial conditions up 5...Read More

    The festive season glee has trickled through to consumers in the new year, with confidence climbing to a more than four-year-high.

    The latest ANZ-Roy Morgan Consumer Confidence Index shows a 4.7 per cent rise from mid-December to 122 points – its highest since November 2013 – thanks to significant increases in all sub components.

    Notably, consumers remained optimistic about financial conditions, with sentiment towards both current and future financial conditions up 5.8 per cent and 4.2 per cent, respectively.

    Australia’s economic situation was also perceived in a better light, with views on current economic conditions rising 5.2 per cent to 113.7 – the highest level since September 2013 – and on future economic conditions jumping 4.2 per cent.

    The time to buy a household item index bounced back from its 1.2 per cent fall in December to increase by 4.4 per cent, while inflation expectations remained steady at 4.5 per cent on a four-week moving average, despite higher petrol prices.

    ANZ’s head of Australian economics David Plank said that while consumer confidence usually rises in the first reading for January, this year’s lift was more than just a festive boost.

    “The increase this year is stronger than the 3.6 per cent average lift in confidence for the past nine ‘annual turns’, indicating that the gain in confidence is more than just seasonal,” Plank said on Tuesday.

    He added that confidence had been trending higher since the low for 2017 in late August with strong growth in employment driving the gains.

    “It is encouraging that consumers seemed willing to overlook their high debt burden, moderating house price gains and the impact of higher petrol prices,” he said.

    “We’ll find out in February (with the next wages data) whether a pick-up in wage growth has also contributed to the gain in sentiment.”

     

    https://www.insideretail.com.au/blog/2018/01/09/consumers-upbeat-on-finances/#daily

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  • 10.01.2018

    Noni B's online Xmas boost

    Women’s fashion retailer Noni B has signalled a jump in first-half earnings on the back of strong Christmas trading. In a trading update delivered prior to its full half-year result, on Tuesday morning the retailer said like-for-like sales for the six months ended 31 December increased by 3 per cent, with total sales growing to around $190 million. Earnings before interest, tax, depreciation and amortisation (EBITDA) for the first-half of FY18 is now expected to be approxi...Read More

    Women’s fashion retailer Noni B has signalled a jump in first-half earnings on the back of strong Christmas trading.

    In a trading update delivered prior to its full half-year result, on Tuesday morning the retailer said like-for-like sales for the six months ended 31 December increased by 3 per cent, with total sales growing to around $190 million.

    Earnings before interest, tax, depreciation and amortisation (EBITDA) for the first-half of FY18 is now expected to be approximately $22 million, an increase of more than 50 per cent on 1H17’s $14.3 million EBITDA result.

    While Noni B had flagged last November that FY18 earnings were $5.4 million higher than the same period last year in the lead up to Christmas, its new guidance nearly matches the $22.9 million it booked in full-year earnings in FY17.

    Noni B said that online sales have continued to grow, representing 4.9 per cent of total sales for the half.

    Online shopping appears to have been particularly popular over the holidays, with Australia Post revealing last week that it is still being inundated by parcel deliveries after December.

    Noni B’s online sales growth was up 84 per cent on the prior year leading into Christmas, with the company today saying that it was particularly pleased with holiday sales across the group.

    There are now 642 stores in the company’s network, up from 614 stores at the start of FY18.

    Noni B shares increased by 5.2 per cent to $2.00 by 10:30AM AEDT after the update.

     

    https://www.insideretail.com.au/blog/2018/01/09/noni-bs-online-xmas-boost/#daily

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  • 09.01.2018

    Fully autonomous shopping cart launched in US

    A US inventor has released a fully autonomous shopping cart. Designed to lead shoppers through a grocery store, the Dash Robotic Shopping Cart quickly and efficiently helps them find the items on their shopping list, which they input into the cart via an app. The inventor, Five Elements Robotics, says using its autonomous navigation and planning software, the Dash Robotic Shopping cart will help increase revenues for store owners by ensuring the customer gets what they came for....Read More

    A US inventor has released a fully autonomous shopping cart.

    Designed to lead shoppers through a grocery store, the Dash Robotic Shopping Cart quickly and efficiently helps them find the items on their shopping list, which they input into the cart via an app.

    The inventor, Five Elements Robotics, says using its autonomous navigation and planning software, the Dash Robotic Shopping cart will help increase revenues for store owners by ensuring the customer gets what they came for.

    As an added benefit to increase sales, historical and current purchase data can be used by the store owner to provide targeted advertising on the Dash’s display. Retailers can also program key waypoints for featured displays and promotions so that the Dash cart takes the shoppers to these targeted displays.

    “The end result is increased the customer basket size and greater customer loyalty,” says Five Elements Robotics in a statement.

    The cart also features on-board checkout allowing customers to pay using credit cards, Apple Pay or Google Wallet. After payment, the cart takes the customer’s items to their car then returns itself to the store, ready for the next customer.

    “The Dash Robotic Shopping cart will absolutely transform the way we do shopping,” says Five Elements CEO Wendy Roberts.

    “Once these robots are in the stores, we will not be able to imagine how we ever shopped without them.”

     

    https://www.insideretail.com.au/blog/2018/01/02/fully-autonomous-shopping-cart-launched-in-us/

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  • 08.01.2018

    Vogue’s 17 best dressed women of 2017

    They arrived, they conquered, and now they're officially the best dressed women of 2017.  As the year rolls to a close, we take a look back at the women who wowed us. Whether it be their enviable front row choices, or their red carpet gowns that managed to cut through, these women proved they know how to dress. From wide legged jeans on Isabelle Huppert to candy-coloured couture on Rihanna, t...Read More

    They arrived, they conquered, and now they're officially the best dressed women of 2017. 

    As the year rolls to a close, we take a look back at the women who wowed us. Whether it be their enviable front row choices, or their red carpet gowns that managed to cut through, these women proved they know how to dress. From wide legged jeans on Isabelle Huppert to candy-coloured couture on Rihanna, these were the moments we won’t be forgetting any time soon. 

    Celine Dion

    It was Celine Dion’s world in 2017, we were just living in it. The streets (or more specifically, the streets of Paris during haute couture week) were Dion’s runway, with image architect Law Roach pulling out all stops to ensure Dion’s reign as the Queen of street style in 2017 was cemented. 

    From left to right: Dion wears Dice Kayek blouse and Celine pants, Christian Dior dress, and Giambattista Valli.

    http://www.vogue.com.au/culture/red+carpet/galleries/the+best+dressed+women+of+2017,43930?utm_campaign=VogueAuOrganic&utm_source=Twitter&utm_medium=postOrganic

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  • 08.01.2018

    Retail predictions for 2018

    If 2017 was about being relevant, then 2018 is the year of being remarkable. Bricks over clicks Physical retail rules the world and please don’t let anyone tell you otherwise – technology is the accelerant to changing the experience of retail and boring physical retail is lying dormant on the battlefield. The vast majority of consumers want the social immersive experience that the best retail brings. Consumers don’t want or have...Read More

    If 2017 was about being relevant, then 2018 is the year of being remarkable.

    Bricks over clicks

    Physical retail rules the world and please don’t let anyone tell you otherwise – technology is the accelerant to changing the experience of retail and boring physical retail is lying dormant on the battlefield. The vast majority of consumers want the social immersive experience that the best retail brings.

    Consumers don’t want or have tolerance for boring retail any more, with too many other options and consequentially, boring retail is inexorably and somewhat painfully dying.

    Yet vibrant, strong experiential brands continue to grow and write strong business. Many retailers who are old, boring, undifferentiated, unfit and under-invested will close in 2018,   while many fit, innovative, clever, replicable relevant retailers will open.

    In fact, it’s simply not doomsday out there for the vast majority of retailers. For example, according to the National Retail Federation, data from the IHL Group shows “a net increase in store openings of over 4,000 in 2017. In fact, for each company closing a store, 2.7 companies are opening stores.”

    It’s a similar story in the UK, where data from the British Independent Retailers Association shows that more shops were opened than were closed in the first quarter of 2017.

    This was an increase of 414 shops in the first three months of 2017, compared to a net increase of just four shops for the same period the previous year.

    Please don’t believe the naysayers who talk of physical shops retail demise – in fact, quite the opposite is true – watch the likes of Amazon move into physical retail in 2018, the real action will be in physical retail.

    They know where the bigger game is played, it is about the experience and only remarkable  physical shops can deliver tactile immersive experience.

    So we see increasing store openings and great retail brands (Apple, Costco, Sephora, etc ) continuing to thrive, with their overwhelming investment in bricks and mortar stores. It is Darwinism, adaptation, and innovation that will see business growth.

    However one change worthy of mention, is that the composition of the market structure is changing and the market is continuing to polarise from strong value offers at one end of the spectrum to highly differentiated speciality retailers and luxury brands doing very well within this growth. And as we know, the middle ground between is more like quicksand and that will become more obvious, regrettably in the year ahead.

    Equally, there are 75,000 retail shops in Australia at present – approximately 320 shops per man woman and child. We are currently third per capita to the USA and Canada in shopping density. So being remarkable in this density requires greater alacrity of thought and precision to avoid the quicksand. Some will win in this opportunity and others will not.

    Conversely, look closely at the retail brands that fell over in 2017 and ask,where they truly able to maintain remarkable? Or where they habituating the quicksand? Did they seek advice? Were they wholly invested in their brand? Could they read the tea leaves? Oh and by way of an example, look at an Oroton shop front image in 1995 and 2018 – spot the difference, apart from the models hairstyles…

    Unremarkable retail is out – along with over stocks, gaps in fulfilment, inconsistent retail service, underinvestment in staff skills, (or even lack of staff) fit outs nearing 10 to 20  years old. All of these areas providing great opportunities to become more remarkable in 2018.

    Omnichannel ousted

    Resting by the great graveyard of boring undifferentiated retail, will be a head stone that simply reads,“Omnichannel- it was a brief and exciting time”. Its offspring, ‘retail ecosystem’ will thrive for those who get it and 2018 will see more refinement in this approach.

    Not to be a mass of ‘channels’ awkwardly thrusting into the broad lands of customers, rather ecosystems will be relevant, precisely focused and remarkable – helping to understand customers with remarkable insights, segmented to address the consumers’ questions.

    The hunter will reign supreme, the herd that treats all customers equally won’t. Advances in big data, the neuroscientific understanding of the way our brain works and “why“ we buy – are replacing the largely assumptive models that we grew up with.

    Building a segmented, aligned shopping experience to the right current and future customer is the big opportunity for many retailers in 2018 and it  will require more focus and support in being differentiated and innovative, than ever before.

    Crossing the divide

    There is world of difference between shopping and buying – and herein lies the divide, (with thanks to Steve Denis for this nice and correct delineation). The growth in online is in the “buying space”. This is much more activity than aspiration. As Steve says, the activity  of buying is typically about best price, range,assortments and maximum convenience. This is the fertile ground for e-commerce and where Amazon and Alibaba plays –  representing largely where online growth is coming from.

    Shopping is experiential, human, tactile, interesting, exciting, fun, social, interactive, rewarding and the shops are pivotal.  Retailers who can’t see the difference and try to out muscle in buying simply are racing to the bottom. Confuse the two and your customer is confused.

    There is a huge difference increasingly between shopping and buying – understanding this increasing seismic change is fundamental in 2018 and in years to come.

    E-tail opportunity

    The growing role of digital as a direct catalyst to the physical store experience will continue dramatically. We can be confident that shopping visits typically involve some form of digital experience at somewhere between 40-70 per cent of occurrences and this figure is increasing. Clearly in-store digital technology is an investment opportunity for retailers in 2018 supported by remarkable staff and in store experience.

    Differentiation the name of the game

    From replication to remarkable is the catch cry for 2018 – it will be less about the size of stores per se, less about replication and more about remarkable. This will continue to impact on all of the industry from shopping centre developers, designers, owners and investors.

    Right-sizing to align with future demand, integrating with digital technology and building retail ecosystems with the physical stores at the hub matters most.

    And yes, data, AI, and relevant technologies, will all make their presence felt as will delivery and fulfilment services, although they don’t make this year’s RDG  top five (certainly within the top 10 ) as the core structural changes matter more

    Oh and one last trend that never tires of being a trend: Be brilliant at the basics – not good but great – actually remarkable.

    I can share many retail visits where it was truly remarkable retail and conversely talking with well meaning and under trained staff, seeing blatant out of stocks, higher and lower stock levels that were incorrect, merchandise assortments that were just messy, pricing that didn’t make a lot of sense. And I know it’s an ongoing cycle although the foundation of remarkable is relentless on the detail.

     

    https://www.insideretail.com.au/blog/2018/01/08/retail-predictions-for-2018/

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  • 05.01.2018

    Lovisa upgrades profit guidance on strong sales

    Budget jewellery chain Lovisa has defied the retail gloom and justified its share price surge by reporting a 7.4 per cent increase in sales for the December half, and upgrading its full-year profit outlook.  The group, which counts billionaire Brett Blundy as a major shareholder, said sales during the Christmas and Boxing ...Read More

    Budget jewellery chain Lovisa has defied the retail gloom and justified its share price surge by reporting a 7.4 per cent increase in sales for the December half, and upgrading its full-year profit outlook. 

    The group, which counts billionaire Brett Blundy as a major shareholder, said sales during the Christmas and Boxing Day period were stronger than expected, with the group's 319 stores posting total sales growth of 18.8 per cent for the first half of the financial year, and like-for-like growth of 7.4 per cent. 

    The company said it now expects earnings before interest and tax will come in at between $34.5 million and $35 million, up 22 per cent to 24 per cent on the prior year. 

    "It's pleasing that the business has been able to maintain the solid start to the year as we continue our global rollout," chief executive Steve Doyle said.

     

    Lovisa shares surged on the news, adding almost 12 per cent to surge to a new all-time high of $7.53 in early trade. 

    The stock has been on an incredible tear over the last 12 months, rising from a low of $3.24. 

    Lovisa opened 38 stores in the 2017 financial year, and is planning to open between 20 and 30 in 2018. The company posted a 75 per cent increase in net profit in 2016-17, as its strategy to lift prices to recoup rising costs, and cut back on markdowns.

    The group operates around 145 stores in Australia, and says the capacity of for around stores. As such it has pushed hard into overseas markets, including Singapore, South Africa and the Middle East. 

    In June 2017 it pushed into Spain, and in November it open a pilot store in the United States. 

    http://www.afr.com/business/retail/lovisa-upgrades-profit-guidance-on-strong-sales-20180104-h0dsvd

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  • 05.01.2018

    Billabong agrees to Oaktree Capital Management takeover

    The board of beleaguered surfwear group Billabong, including founder and former Rich List member Gordon Merchant, has agreed to back a $380 million bid to buy the company from private equity firm Oaktree Capital Management.  US-based Oaktree Capital Management, which owns a 19 per cent stake in Billabong and also controls nearly all the shares in Quiksilver, ...Read More

    The board of beleaguered surfwear group Billabong, including founder and former Rich List member Gordon Merchant, has agreed to back a $380 million bid to buy the company from private equity firm Oaktree Capital Management. 

    US-based Oaktree Capital Management, which owns a 19 per cent stake in Billabong and also controls nearly all the shares in Quiksilver, made its bid in December. 

    The company said in a statement that it had formally agreed to the scheme of arrangement on Friday. Billabong's brands include RVCA, Element, Von Zipper, Honolua, Xcel, Kustom and Palmers.Billabong chairman Ian Pollard said the company was likely to need to raise capital or sell assets to reduce its high debt levels if it did not sell to Oaktree.

    "While Billabong has made significant operational progress in recent years, the board is also mindful of the fact that, in the absence of the scheme, Billabong shareholders face ongoing risks and uncertainties associated the the business," chairman Ian Pollard said. 

     

    Mr Merchant, who tolds 12.8 per cent of the company, has agreed to support the scheme, as has private equity firm Centrebridge Partners, which holds 19.2 per cent.

    The deal values Billabong's equity at about $200 million, a far cry from the $3.8 billion the company was valued at back in May 2007. However, the stock fell as low as 63¢ in November. 

    However, the board's backing for the deal is likely to infuriate investors including Ryder Capital and Adam Smith Asset Management, who had labelled the Oaktree bid as "opportunistic".Billabong chief executive Neil Fiske backed the new owners to protect Billabong's iconic status as an Australian brand.  

    "Billabong's brands' great strength is their authenticity and heritage. I'm confident those qualities will not simply be protected but enhanced by a new organisation that will have the scale and financial security to continue to support and build them as we enter into a new and dynamic retail environment." 

    http://www.afr.com/business/retail/billabong-agrees-to-oaktree-capital-management-takeover-20180104-h0dtda?et_cid=29110743&et_rid=1926129886&Channel=Email&EmailTypeCode=The%20Brief&LinkName=a+%24380m+takeover+bid+from+private+equity&Email_name=TheBrief-1205&Day_Sent=05012018

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  • 04.01.2018

    Zara unveils CleverFlex self-service pick-up kiosk

    Spanish fast-fashion retailer Zara has installed a self-service kiosk at one of its stores to provide a flexible shopping experience for online customers. Springwise.com reports that when a package arrives to the kiosk, the customer receives a notification and can go to the location to pick up their item at their convenience. The CleverFlex kiosk, provided by Estonia-headquartered technology company Cleveron, has the capacity to store up to 4000 parcels – double the number o...Read More

    Spanish fast-fashion retailer Zara has installed a self-service kiosk at one of its stores to provide a flexible shopping experience for online customers.

    Springwise.com reports that when a package arrives to the kiosk, the customer receives a notification and can go to the location to pick up their item at their convenience. The CleverFlex kiosk, provided by Estonia-headquartered technology company Cleveron, has the capacity to store up to 4000 parcels – double the number of the Walmart’s pickup towers.

    The CleverFlex has a sleek white exterior and a modular design that allows retailers to customise its height and width according to their aesthetic preferences, and even being able to hide it behind a wall. The kiosks have been created to further streamline the customer online shopping experience, with the CleverFlex retrieving the correct parcel for a shopper in a matter of seconds.

    The creation of the CleverFlex kiosk “is another step in simplifying the connection between a retailer’s online entity and physical stores,” observes Springwise.

    “CleverFlex also has some some self-learning capabilities as it can remember parcel traffic peak times and predict user activity based on past data to optimise its workflow.”

    Self-service kiosks are increasingly popular across many industries, with deliveries that go directly to a smart locker streamlining the pick up process for the apartment residents and a pay-as-you-go pantry placed within an office both popular examples.

     

    https://www.insideretail.com.au/blog/2018/01/03/zara-unveils-cleverflex-self-service-pick-up-kiosk/

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  • 04.01.2018

    Gerry Harvey 'realistically' happy

    Harvey Norman chairman Gerry Harvey is ‘realistically’ happy with the company’s Boxing Day sales, but has admitted that competition was more intense this year amid the hype surrounding Amazon and aggressive discounting by rival JB Hi-Fi Group over the last week. Speaking to Inside Retail, Harvey said that while sales across the network as a whole were up on last year’s Christmas and Boxing Day, the typically comp...Read More

    Harvey Norman chairman Gerry Harvey is ‘realistically’ happy with the company’s Boxing Day sales, but has admitted that competition was more intense this year amid the hype surrounding Amazon and aggressive discounting by rival JB Hi-Fi Group over the last week.

    Speaking to Inside Retail, Harvey said that while sales across the network as a whole were up on last year’s Christmas and Boxing Day, the typically competitive period was a step-up on previous years.

    “I always hope I’m going to do a bit better, but realistically I should be happy with what we’ve got, because there was all that talk about Amazon,” Harvey said.

    “There’s no doubt that it was a bit more competitive this year because of all that.”

    Amazon offered a range of deals over Boxing Day, swiping 40 per cent off a range of products and running two-for-one deals on select CDs, DVDs, Books and movies.

    Other online players such as Catch Group wiped up to 80 per cent off TVs and appliances, while Kogan.com discounted over 1700 products.

    The tactics have led industry watchers to predict that online players will grab a larger slice of the expected $2.38 billion Boxing Day pie this year.

    Meanwhile, Harvey Norman’s biggest physical competitor JB Hi-Fi has just concluded a week-long post-Christmas sale that wiped between $300 and $1200 off a wide range of TVs in its catalogue, as well as steep discounts on a variety of small appliances and accessories.

    But despite stiffer competition, the retail veteran was nevertheless optimistic about the year ahead, saying that Amazon has ultimately become a victim of its own media hype and was beginning to pay the price for not meeting steep expectations.

    “With all the media attention Amazon had, there’s only one way that can go and that’s backwards,” he said.

    “If I hype something up, it doesn’t matter what it is, if it gets to that level it never works.”

    Harvey added that he had yet to see a reason why the retailer won’t have another positive year, following a 29 per cent increase in net profit to $448.9 million in FY17.

    “The sales at the moment are okay, so for it to be different to that, something has to change … a meteorite might hit the earth, but you can only go on the known knowns, and on that basis everything looks okay,” he said.

    International trade finds its stride

    Harvey Norman’s emerging presence in Europe and Southeast Asia could potentially bring home the bacon for the homewares and appliances giant, as competitive pressures mount at home.

    Harvey has long held an ambition to make the company’s growing presence in Ireland, Croatia, Slovenia, Singapore, Malaysia and New Zealand the lion’s share of revenue, but now believes international sales could match Australia within 10 years after a bumper start to FY18.

    “We’ve just had to best six months we’ve ever had overseas,” Harvey said.

    Operations in Ireland, which booked a $4.14 million loss in FY17, are now in the black according to Harvey, with a new flagship set to open in Dublin in the coming months.

    Stores in Slovenia and Croatia have also apparently picked up following several years of subdued growth, coming to $110.45 million in revenues during FY17.

    In Southeast Asia, where sales increased by 69.9 per cent to $7.9 million in FY17, Harvey said a 9,200sqm flagship in Singapore’s popular Millenia Walk centre is now the best performing Harvey Norman store in the world.

    “Because of [Millenia Walk] every major shopping centre in Malay and Singapore wants Harvey Norman as an anchor tenant, the landlords are knocking on our door,” Harvey said.

    “In five years from now international could be a quarter or even a third of our profit – that would be a pretty good result.”

    Harvey has been buoyed by performance in Southeast Asia, particularly because players like Amazon and Chinese giants JD.com and Alibaba already operate successfully in those markets.

    He’s of the view that many Southeast Asian consumers are browsing online stores for larger appliances and white goods, but are ultimately going into stores to make purchases.

    A resurgence overseas could drive investor confidence around the company when Harvey Norman reports its interim result in the coming months, after it shed just over 19 per cent of its market value in calendar 17 in the lead up to Amazon’s launch and amid disagreement over its accounting practices.

    https://www.insideretail.com.au/blog/2018/01/03/gerry-harvey-realistically-happy/

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  • 04.01.2018

    Looking ahead to 2018

    Retailers worldwide will remember 2017 as a challenging year. With technology developing at an unprecedented pace and customers’ habits constantly changing, most businesses have had a hard time catching and keeping up. No business was immune in 2017 from the rapid changes in technology that altered the way consumers and businesses interact with each other and businesses’ survival has depended on their understanding of the changing landscape....Read More

    Retailers worldwide will remember 2017 as a challenging year.

    With technology developing at an unprecedented pace and customers’ habits constantly changing, most businesses have had a hard time catching and keeping up.

    No business was immune in 2017 from the rapid changes in technology that altered the way consumers and businesses interact with each other and businesses’ survival has depended on their understanding of the changing landscape.

    Retailers have either had to adapt or disappear. The world witnessed the demise of high profile casualties, and the not-so-high-profile ones who couldn’t find a way to keep up.

    It is clear – the year 2017 was a year driven by technology, speed and continuous change.

    Armed with the knowledge that today’s customer’s purchasing habits and expectations are ever-changing and won’t even know where they will shop tomorrow, or even the next hour, retailers need to take advantage of new digital channels, social media and new platforms for businesses to stay visible.

    So what can retailers look forward to in 2018?

    Technology

    With customers’ expectations for immediacy and convenience increasing by the day, retailers need to embrace online shopping and create a seamless omnichannel shopping experience for consumers.

    “Growth in online spending is expected to continue being one of the biggest trends in retailing,” industry analyst James Thomson told Inside Retail.

    Many international retailers have embraced online sales platforms as an extension of their existing businesses, which enables them to reach more customers. Following their example, domestic companies have increasingly migrated online over the past five years by developing multiple sales platforms.

    “Particularly with Amazon’s entry into the Australian market, we expect to see traditional brick-and-mortar retailers increasingly embrace online shopping to create an omnichannel shopping experience for consumers,” Thomson said.

    Not all retailers are too concerned with their online presence, though. Gerry Harvey of Harvey Norman told Inside Retail in an interview last January 2017 that he doesn’t really find Amazon a threat at all.

    “There’s a market for online, and we try very hard in that area, but not everyone wants to buy online,” Harvey said. “Three, four or five per cent might want to buy online and 90-95 per cent want to buy in a shop. Some buy in both. There’s a very small number of people buying exclusively online for everything they purchase.

    “So Amazon is a threat, but is it a big threat? Is it going to take Harvey Norman to the wall? No, I can live with them,” he added.

    While Harvey was mainly talking about Amazon, regarding their online presence as a whole, was it right for him not to be too worried about that?

    Harvey Norman’s biggest rival, JB Hi-Fi, has reported its online sales now account for close to four per cent of its total revenues.

    In the online retail space, JB Hi-Fi has developed one of the best platforms and increased online sales by 38.4 per cent to $158.9 million in FY17.

    JB Hi-Fi chairman Greg Richards noted, has a culture of embracing change, regarding change as a natural part of the business.

    Richards said last year that they are constantly focusing on innovating to ensure that it remains current and relevant to customers.

    “Retailers are expected to utilise online sales platforms to complement their physical store locations, offering a range of ways for consumers to experience and interact with their brand, and purchase their products,” said Thomson, adding that local retailers have struggled to successfully transition to, and embrace, online channels.

    “Online sales contribute a smaller share of Australia’s total retail sales (between 6-7 per cent),” he said. “This compares with the 15.5 per cent in the UK, 14.5 per cent in China and 8.4 per cent in the US. In addition, international online retailers are expected to account for almost 50 per cent of total online spending in Australia.”

    According to Alibaba’s research arm, Alisearch, by 2020, the majority of commerce will be conducted on digital platforms, with transaction volumes exceeding US$1 trillion.

    Alibaba Group CEO Daniel Zhang has said those who cling to the old ways of retailing will be disrupted, and added that brick-and-mortar businesses will be able to create value for consumers if they are integrated with the power of mobile reach, real-time consumer insights, and technology capability to improve operating efficiency.

    To address immediacy, many retailers in 2017 have trialled or launched drone delivery service. There was a touch of apprehension when drone delivery was introduced by some retailers in 2016, but 2017 was the time when awareness set in and was eventually accepted after heightened exposure within society. The use of drones in retail and wholesale distribution is still, at the moment, minimal, but expect this to increase rapidly by next year.

    With Google’s launch in Australia of Google Assistant on Google Home in July, and Amazon’s announcement it will launch Amazon Alexa in 2018, just a few months after opening up their larger inventory online to Australian consumers, voice technology, or an in-home voice assistant used to interact with and shop from retailers, could potentially take off in the coming year.

    Sustainability

    Many retailers are expected to concentrate more on, and put, sustainability at the heart of its operations to meet consumer expectations in 2018.

    Surveys have shown sustainable initiatives are increasingly influencing consumers’ purchasing decisions and retailers have jumped on the challenge of better understanding what potential customers are looking for.

    Richard Goyder, Wesfarmers managing director, had said it is part of their company’s operations to continuously improve their sustainability measures and reporting.

    Retail landlord, Mirvac, and Australian conglormerate, Wesfarmers, have scored highly in the 2017 Dow Jones Sustainability Index (DJSI).

    Wesfarmers scored 78 out of 100, the only Australian food and staples retailer in the index and two points off the global leader, Metro AG of Germany.

    The conglomerate was ranked among the top five companies in the world in the food and staples retailing sector which form part of the DJSI World Index. It also took out the single place that is available in the DJSI Australia index for a food and staples retailer.

    Mirvac has been named the world’s most sustainable real estate company, according to the DJSI assessment. Mirvac’s overall score of 83 per cent was nine points higher than Australia’s real estate average and ten points higher than the global real estate average.

    Launched in 1999, the DJSI is a respected benchmark for corporate sustainability. It is the first global index to track the leading sustainability-driven companies based on analysis of financially relevant environmental, social, and governance factors. Each year over 3,400 publicly listed companies are invited to take part in the assessment.

    Angus McNaughton, former CEO and managing director of retail landlord Vicinity Centres, last year said as significant local hubs, their shopping centres have an important role to play in shaping better communities both economically and socially.

    Vicinity was ranked as a regional leader in sustainability by Global Real Estate Sustainability Benchmark in the 2017 Real Estate Assessment. The retail landlord was also ranked number one in the Asia Pacific Retail sector, second for listed entities within Australia and fourth for retail funds globally by GRESB.

    GRESB assesses the sustainability performance of real estate portfolios and assets in public, private and direct sectors worldwide. Its 2017 assessment was completed by 850 property companies, REITs, funds and developers, across 62 countries and with US$3.7 trillion in assets under management.

    In August, Officeworks has partnered with non-for-profit Greening Australia and launched the initiative that will see 200,000 native plants established each year across the country. The stationery retailer will spend $3.6 million over three years for this two-for-one tree planting initiative.

    Swedish fast fashion retailer, H&M, which entered the Australian market in 2014 and now has 23 stores nationwide, will be continuing its garment collecting initiative.

    “We launched our garment collecting initiative in 2013 and every year we work on engaging ways to speak to our customers about this effort,” said Elizabeth Cave, H&M communications manager for ANZ.

    “Every year is a little different, previously we have activities such as World Recycle Week and the Bring It campaign,” she added.

    For 2017, H&M launched in January its annual garment collecting campaign along with a brand new film directed by Chrystal Moselle.

    H&M’s Garment Collecting campaign allows customers to bring unwanted garments and textiles, from any brand and in any condition, to any H&M store. The retailer’s goal is to increase the amount of garments collected, every year, so that they reach a total collected volume of 25,000 tonnes per year by 2020. The campaign raises awareness on the importance of garment recycling.

    H&M said it wants to “close the loop” on fashion by giving customers an easy solution to hand in unwanted garments so they can be reused or recycled through H&M’s garment collecting initiative. By doing so, less garments would go to landfill.

    Cave said H&M Australia still can’t officially confirm in which way the retailer will activate the initiative in 2018, but it will definitely be launched in some new way.

    In September this year, retail landlord Stockland announced it will roll out the largest property solar project in the country in 10 of its shopping centres. With this $23.5 million investment, the diversified property player will cover the rooftops of 10 of its shopping centres with 6.4 hectares of solar panels which will generate 17.2GWh of energy every year.

    The project will see Stockland install over 39,000 Photo-Voltaic (PV) panels, comparable in size to more than nine rugby fields, across roof space on retail centres in areas including Merrylands, Burleigh Heads, Point Cook and Wendouree.

    Stockland has solar projects already installed across Stockland Shellharbour, Stockland Wetherill Park and Stockland Nowra shopping centres in NSW, as well as an existing installation at Stockland Green Hills, which will be expanded as part of this project. These projects have, so far, generated over 2.3 million kwh of energy.

    The rise of the pop-ups

    The pop-up industry has seen a rise in sales to approximately $10 billion, according to Popup Republic.

    Yes, pop-ups are not new in Australia. Their popularity in the country started more than 10 years ago. But the pop-up boom has shown no sign of slowing down any time soon.

    Pop-ups are a global phenomenon and quite popular in the US and Europe. So what exactly are they?

    Pop ups are retailers using short-term leases. It could be for a couple of days or up to a few months. They set up trade for a low upfront cost. Retailers have the option of choosing either short-term leases or a one-off opportunity like during a festival or special occasions.

    Consumers will be seeing more emphasis on new modes of retailing, like the pop-up stores and kiosks, as this has become a go-to marketing strategy for retailers who want to introduce their products that could provide both low rent and flexible options.

    Landlord giant Westfield, to appeal to a new bunch of retailers and shoppers, has even changed the name of its casual leasing division to “pop-up department”.

    Eight months after suiting and shirting brand Rhodes & Beckett collapsed into liquidation in February, it was relaunched but it was announced the brand will go from a 25-store footprint including all concessions, to just six. Four key boutiques and two pop-up stores will be located across the country, some of which have undergone a refurbishment including the stores on Bourke Street, Collins Street and Grenfell Street in Adelaide. The pop-ups will appear on Collins Street and Martin Place in Sydney for most of 2018.

    Lifestyle fashion retailer, Country Road, has opened the first menswear pop-up store at Sydney Airport’s T2 Domestic terminal in August. The retailer houses a curated range of apparel, including shirts, accessories and a denim collection and also includes a selection of workwear which targets business travellers.

    Reinventing shopping centres

    Shopping centres have suffered from the advent of e-commerce and Credit Suisse has even estimated that 25 per cent of malls in the United States would close by 2022.

    But, closer to home, retail landlords and property developers have embraced the challenge and reinvented the mall concept, integrating different property types in hopes of achieving higher occupancy rates and higher rents.

    There was talk of Chadstone Shopping Centre likely to add residential or office spaces as part of its mix over the next decade and Scentre and Cbus Property have teamed up to develop a new luxury retail space with a luxury residential tower. They have purchased the David Jones Market Street building in Sydney’s CBD for $360 million, so construction for the site won’t likely commence until David Jones’ lease will expire in 2019.

    Industry analyst William McGregor had said redeveloping malls is now a trend that shows no signs of slowing down.

    The new workforce

    In a world where employing humans is relatively expensive, retailers have looked into artificial intelligence and robots to cut cost.

    In May 2016, the KFC store in Shanghai introduced Dumi, a robot sophisticated enough to take orders from customers and handle changes and substitutions in orders.

    At the end of 2016, Stockland had introduced Chip, a 1.7m tall, 100kg social humanoid robot, which interacted with customers and retailers from food sampling to centre way-finding, assisting the elderly customer by carrying their groceries to their car and welcoming customers to the centre.

    The property firm had said it aimed to develop further sophisticated applications which will transform and enhance the in-centre experiences of its shoppers.

    In May this year, 7-Eleven has introduced the 7-Eleven Signature, the world’s first unmanned convenience store, dubbed as the “c-store of the future.”

    Shoppers can pay with the swipe of their hand, thanks to a biometric verification system that scans vein patterns in their palm.

    An Alibaba Cafe without a cashier was introduced in July where it attracted shoppers for its opening in Hangzhou.

    Entry into Tao Cafe is via smartphone scan through ticket gates similar to those at subway stations.

    Offering drinks, fast food and snacks, the 200sqm store can accommodate 50 customers. To enter and make a purchase, shoppers need only a smartphone with Alibaba’s Taobao e-commerce app.

    The rise of artificial intelligence, which makes it possible to automate numerous tasks, both manual and cognitive, has taken on the job of human bank tellers, customer service representatives and sales people, to name a few.

    Robots taking orders, greeting guests, drones delivering orders… Inside Retail believes research and development of artificial intelligence will be part of the retailers’ to-do list in 2018. And this change in the business world will put humans in direct competition with robots.

    Some retailers may not have the budget for research in technology or artificial intelligence, however, as Inside Retail predicts 2018 will be a challenging year and retailers are expected to struggle during this period as consumer sentiment drops and households cut back on discretionary spending due to uncertain economic conditions.

    Thomson said spending in the Consumer Goods Retailing industry will decline by 1.0 per cent in 2017-18, to $168.7 billion. Retail sector revenue is expected to be specifically affected by declines in demand for domestic appliance and houseware retailing.

    “Consumer Goods Retailers in Australia have struggled with tough retail conditions over the past five years,” he said. “Weak discretionary income growth, along with negative consumer sentiment has led households to become cautious with their discretionary spending.”

    Thomson said a growing trend towards bargain hunting has developed as technology increasingly allows consumers to become more informed about purchases and the value of the products they buy.

    “Price has become an important basis of competition in many retail industries as value-conscious consumers have adopted more prudent spending habits,” he said.

    To thrive in a tough retail environment, retailers will need to implement innovative strategies to differentiate themselves from competitors and attract customers.

     

    https://www.insideretail.com.au/blog/2018/01/02/looking-ahead-to-2018/

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  • 02.01.2018

    RFG extends debt facilities

    Embattled franchisor Retail Food Group has completed negotiations to extend its three-year debt facilities with National Australia Bank and Westpac Bank. The $150 million credit line has been extended from its initial December 2018 maturity into two-parts, one of which matures for $100 million in January 2020 and another which matures for $50 million in December 2020. Existing five-year facilities have also been reduced to $25 million, bringing its total senior debt facilities t...Read More

    Embattled franchisor Retail Food Group has completed negotiations to extend its three-year debt facilities with National Australia Bank and Westpac Bank.

    The $150 million credit line has been extended from its initial December 2018 maturity into two-parts, one of which matures for $100 million in January 2020 and another which matures for $50 million in December 2020.

    Existing five-year facilities have also been reduced to $25 million, bringing its total senior debt facilities to $319 million.

    The extensions were first flagged in a trading update before Christmas, where RFG outlined headwinds throughout its retail network leading into the second-half of the financial year.

    The announcement is a spot of good news for RFG managing director Andre Nell, who has come under fire in recent weeks after several reports in Fairfax media alleged that RFG’s business model was squeezing franchisors and that there was wage underpayment within its network.

    As a result, RFG’s share price plummeted from above $4 to below $2, before rallying before Christmas to its current price of $2.30.

     

    https://www.insideretail.com.au/blog/2017/12/27/rfg-extends-debt-facilities/?year=2017&monthnum=12&day=27

     

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  • 02.01.2018

    With Phoebe Philo Leaving Céline, What's Next?

    PARIS, France — Céline creative director Phoebe Philo has informed her team that she is leaving the house after its Autumn 2018 presentation, confirming BoF's October report th...Read More

    PARIS, France — Céline creative director Phoebe Philo has informed her team that she is leaving the house after its Autumn 2018 presentation, confirming BoF's October report that first revealed Philo was exiting the company.

    “Working with Céline has been an exceptional experience for me these last 10 years,” said Philo in a statement. “I am grateful to have worked with an incredibly talented and committed team and I would like to thank everyone along the way who has been a part of the collaborations and conversations… it’s been amazing.”

    Bernard Arnault, chairman and chief executive of LVMH, Céline's parent company, said: “What Phoebe has accomplished over the past 10 years represents a key chapter in the history of Céline. We are very grateful to Phoebe for having contributed to the great momentum of this maison. A new era of development for Céline will now start and I am extremely confident in the future success of this iconic maison.”

    Philo, who first caught the eye of the industry at Chloé in the early 2000s, joined Céline in 2008 after a three-year hiatus spent focusing on her family. She turned the once-middling label into a fashion authority with her minimalist designs, known for their emphasis on tailoring, menswear-inspired staples and quietly dramatic silhouettes. Philo was behind many of Céline’s hit bags, including the Phantom, Trapeze and Trio.

    The label’s inspired visual identity — from Juergen Teller-lensed campaigns and an updated Semplicità-font logo to the use of now-ubiquitous philodendrons (more casually referred to as a "cheese plant") — has influenced fashion, but also the greater advertising industry as well as home design.

    Over the past decade, she helped lift Céline's annual sales from €200 million (about $236 million at current exchange) to more than €700 million ($828 million), according to analysts. (LVMH does not break out figures for the label.) The London-born designer won British Designer of the Year at the British Fashion Awards in 2010 for the second time. In 2011, she received the International Award at the CFDA Fashion Awards.

    But if Céline is one of LVMH’s most successful fashion brands, under Philo, one of fashion’s last techno-refuseniks, it has also been a digital laggard. The label only launched an Instagram account earlier this year, long after competitors. In November, it launched its first presence on WeChat.

    And at a time when e-commerce is one of the most significant growth opportunities in a slow luxury market — over the next 10 years, McKinsey & Company expects the share of luxury sales occurring online to triple, making e-commerce the world’s third largest luxury market after China and the US — Céline only recently embraced online sales.

     

    The brand finally launched e-commerce in France in December as part of a shift put in place by new chief executive Séverine Merle, who arrived in April, replacing Marco Gobbetti, who left to take the helm at British megabrand Burberry. Previously, Merle was the deputy of Berluti chief executive Antoine Arnault and, before that, general director of Louis Vuitton France. Céline’s digital growth is expected to accelerate in the wake of Philo's departure, as the label rolls out e-commerce sites in the rest of Europe and the US in 2018 and Japan in 2019.

    Yet despite her reticence to embrace modern retail conventions — or perhaps, in part, because of it — Philo's influence on the industry dwarf's the scale of Céline's actual business. That influence reaches all the way back to the late 1990s, when Philo studied with Stella McCartney at Central Saint Martins, following the now-brand-name designer when she took the creative director job from Karl Lagerfeld at Chloé in 1997. When McCartney left Chloé to set up her own fashion label in a joint-venture with what was then called the Gucci Group, now part of the conglomerate Kering, Philo was left out of the project. Chloé's chief executive at the time, Ralph Toledano, exploited the rift to place Philo in the top job in 2001.

    The designer's seminal years at Chloé, where she remained until 2006, were marked by commercial success. Philo introduced a whole new vocabulary to the style vernacular: high-waisted wide-leg trousers and jeans, gauzy bib-front blouses, chunky heels and wedge shoes, oblong leather bags with purposeful hardware and Grecian-style dresses with rustic accessories. Chloé's “Paddington" bag was one of the most successful “It” bags of the era — one of the 8,000 made in spring 2005 was spoken for before it reached the stores.

    Philo's ability to simply make things women want was at the core of her success both at Chloé and later at Céline.

    “I just wanted to make a pair of trousers that made my arse look good, rather than a pair that represented the Holocaust or something,” she told the Guardian in 2009, adding that her relationship with fashion is playful and expressive of what she’s feeling at the time. “For a while I thought, maybe this is some kind of lack of me knowing myself. But then I realised I was being true to myself, because I knew what I felt.”

     

    Philo's knack for setting the aesthetic agenda is envied by designers and coveted by executives, making her one of the most sought-after talents in the industry. "I think she would be perfect for Chanel or Bottega Veneta," says Luca Solca, head of luxury goods at Exane BNP Paribas. "Phoebe has proven to be exceptionally talented when it comes to creating blockbuster high-end handbag styles. With their icons seemingly tired, both Chanel and Bottega Veneta would need that capability."

    But market sources say Philo has no plans to move immediately to another house and may simply take a break from fashion. Rumours that she could join her former chief executive Marco Gobbetti at Burberry when chief creative officer Christopher Bailey departs at the end of March 2018 appear unfounded.

    As for LVMH's plans for Céline: the brand still has plenty of room to grow, and Philo's design team will continue to produce collections while the search for a replacement is completed. Names that have surfaced include Simon Porte Jacquemus and Proenza Schouler's Jack McCollough and Lazaro Hernandez, as well as former Stella McCartney design director Natasa Cagalj, who is now at Ports 1961, and Ilaria Icardi, the design director at Victoria Beckham. Whomever succeeds Philo will be challenged to contend with the designer's legacy, imprinted on the house of Céline for a decade, an admirably long tenure in an era of brisk designer turnover.

     

    https://www.businessoffashion.com/articles/news-analysis/phoebe-philo-is-officially-leaving-celine?utm_source=Subscribers&utm_campaign=927bf98a0d-breaking-phoebe-philo-exits-celine&utm_medium=email&utm_term=0_d2191372b3-927bf98a0d-417078017

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  • 02.01.2018

    Oroton to be purchased by major shareholder

    Administrators for failed accessories retailer Oroton Group have announced that the company will be sold to major shareholder Will Vicars in the interest of enabling the business to continue trading. It was revealed this morning that Vicars entered into a binding implementation Deed with administrators Deloitte on the 23rd of December, which binds his associated entities to making a cash contribution for the businesss that will save it from total collapse. Vica...Read More

    Administrators for failed accessories retailer Oroton Group have announced that the company will be sold to major shareholder Will Vicars in the interest of enabling the business to continue trading.

    It was revealed this morning that Vicars entered into a binding implementation Deed with administrators Deloitte on the 23rd of December, which binds his associated entities to making a cash contribution for the businesss that will save it from total collapse.

    Vicars is currently the chief investment officer at Caledonia funds, which holds a 18.2 per cent stake in Oroton, making it the largest shareholder.

    No detail was provided on the proposed value of the cash contribution or the plan to pay-off creditors.

    “Despite interest, there was no other offer that would have resulted in a superior outcome for the business or employees.

    “Our objective has been to avoid a break up or closure of Oroton, preserve employment and as much of the Oroton business as is viable, whilst achieving a value maximising result for stakeholders. Having regard to each of our assessment of the business, the prior sale process and our market testing process, we believe a fully implemented ‘Vicars’ proposal delivers on these objectives,” administrator Vaughan Strawbridge said.

    Vicars had previously provided Oroton with up to $3 million in credit facilities in the lead up to the collapse on 30 November.

     

    https://www.insideretail.com.au/blog/2017/12/27/oroton-to-be-purchased-by-major-shareholder/

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  • 02.01.2018

    Designs on a new 'single glass' market: Domaine Chandon's $2 million makeover

    Domaine Chandon, the sparkling wine offshoot of luxury brand LVMH, has spent $2 million redeveloping its Yarra Valley visitors' centre to tap a growing market - the single-glass day tripper.  The winery founded by French Champagne house Moët & Chandon in 1986 has cut back on fine dining to create a new l...Read More

    Domaine Chandon, the sparkling wine offshoot of luxury brand LVMH, has spent $2 million redeveloping its Yarra Valley visitors' centre to tap a growing market - the single-glass day tripper. 

    The winery founded by French Champagne house Moët & Chandon in 1986 has cut back on fine dining to create a new lounge space - kept separate from the bus loads of tourists - that caters to independent visitors, many of them groups of younger women, who want to drink a glass and enjoy the 30-year-old winery's manicured grounds. 

    The retooling of a winery for millennials is one that estate manager Shaine DeVenny says will boost on-site consumption from the current 23 per cent of the winery's sales by volume to more than a third, reflecting the growing demand for retail sites to offer experiences, rather than just a sales hub.

    Wineries have long had to offer a different experience to customers who could buy wine more cheaply through bottle stores - putting them ahead of the wave of disruption now hitting traditional retail. The challenge facing them is to differentiate their offering from the competition, especially in such a winery-heavy area as the Yarra Valley. 

    "Cellar doors are changing," Ms DeVenny said. "You'd walk in, there would just be a straight long bar, there would be the bottles behind it – bang, bang, bang, splash tasting – and then probably a gift shop-kind-of-cellar door retail on the way out. And off you go. That's not enough anymore. People want to create some kind of memorable experience there."

     

    To tap the demand, which Ms DeVenny said had been growing over the past five years, the renovation expanded the existing tasting bar with a ground-level lounge for casual visitors that was physically separate from the cellar door experience offered to the traditional tourist market. Previously the two distinct groups of visitors had all mingled in the one area. 

    "We get it all, unfortunately – or fortunately," she said. "We certainly get tour groups and what we did was we created an upstairs space, like a mezzanine space, where they can have the hosted master class experience and people that are downstairs, don't get inundated by a group of 10, 12 people coming through at a time."

    The change of focus marked a challenge for a consumer goods company such as LVMH, said architect Adele Winteridge​, a director of Foolscap Studio, who led the redesign. 

    "For LVMH it is a struggle for them to go 'We'll spend money on hospitality'," Ms Winteridge said. "It's not their core business. But they're starting to come around to this idea."

    In part, the change was forced. The winery was struggling to efficiently manage the different groups from the more than 250,000 visitors it received per year. 

    "They had quite few functional issue with space as it was," Ms Winteridge said. "Essentially they were getting a huge influx of people on the weekends and at certain times of the year. It wasn't able to deal with that amount of people."

    It's a redesign that also puts retail right at the centre of the experience. But having borrowed from the merchandising lessons of other products in the LVMH stable, such as watches, perfumes and handbags, Domaine Chandon went for the more subtle approach of well-curated displays. 

    "We didn't want to create a wine store," Ms DeVenny said. "We're not a bottle shop. What we wanted to do was hero it, give information and almost allow people to browse the space like a bookstore… rather than having pallet loads of cartons on the floor." 

     

    The next step in the winery's transformation to tap the changing market, which Foolscap is currently working on, is a self-guided tour of the facilities that doesn't focus on the traditional educational process of how sparkling wine is produced, but is more brand-focused - and instagrammable. 

    "It's not the museum piece, it's something else," Ms Winteridge said. "It might have a photo booth, where you take photos of yourself in Paris with a glass of fizz with your friends. That's coming up."

    http://www.afr.com/real-estate/commercial/designs-on-a-new-single-glass-market-domaine-chandons-2-million-makeover-20171226-h0a651

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