What fashion retailers need to know today

Discover the most relevant industry news and insights for fashion professionals working in the retailupdated every month to enable you to excel in job interviews, promotion interviews or perform better in the workplace by increasing your market awareness and emulating market leaders.

BoF Careers distills business intelligence from the full breadth of our content – ​​editorial briefings, newsletters, case studies, podcasts and events – to deliver key takeaways and learnings tailored to your job function, listed alongside a selection of the most exciting live jobs advertised by BoF Careers Partners.

Key articles and insights you need to know for retail professionals today:

1. 5 Ways Retailers Can Gain an Advantage Using Data

Companies can collect petabytes of data covering everything from weather to shopping activity that they hope will allow them to predict customer behavior, identify trends or figure out what to stock – and where. [However,] no single data point is a silver bullet. The best decisions still come from robust datasets that provide as complete a picture as possible.

Using artificial intelligence, Levi’s realized that the difference of one degree Celsius between Rome and Milan was enough to influence customer behavior in those cities; Neiman Marcus [connects] customer data with sales data to find out what buyers want but can’t find; [Mytheresa predicts customers’ lifetime value based on] a database of information such as what items buyers view, what emails they open and even what payment methods they use.

Related jobs:

Personal shopping and Client Relations Manager, Mytheresa — Munich, Germany

Area manager, Claudie Pierlot — Germany and the Netherlands

Retail Performance and Store Operations Manager, Neiman Marcus — Las Vegas, USA

2. What makes a luxury store successful?

A pastry shop offers an affordable experience at Dior's 30 Montaigne flagship store and museum.

“Luxury and premium brands created the original retail wonderlands,” said Jeremy Bergstein, a retail consultant. “But they need to keep updating them and give customers a reason to visit.”

Best-in-class stores offer a multi-layered experience that allows them to cater to both aspirants and VICs (or very important customers) in one place. Balenciaga’s new “Couture Store” concept – opening on the ground floor of its Paris showroom just in time for the launch of its latest collection – will bridge this gap, offering consumers interested in couture access to limited-edition products created in the same studio as commissioned design. The aim is to reach potential couture customers, but also to entertain the masses and introduce them to the concept.

Related jobs:

Store Manager, Fursac — Stuttgart, Germany

Flagship General Manager, Carolina Herrera — New York, USA

Boutique Manager, The Luxury Edition — Maldives

3. What the startups that avoided the DTC crash have in common

Allbird's campaign for its latest running shoe featuring SwiftFoam, a cushioned sole made from castor oil.

Olaplex, the prestige haircare brand that went public the day after Warby Parker last September, built its business the old-fashioned way through salons and endorsements from celebrity hairstylists. Direct sales are the brand’s fastest-growing channel, but came after it already had a following, and along with wholesale deals with Sephora and Ulta.

Sales matter, but where those sales happen, and how much it costs to generate them, matters too. Brands that operate like the industry’s incumbents – but with better products and smarter marketing – are flourishing. They also have the luxury of borrowing the best from the DTC playbook while avoiding the traps that have ensnared so many startups.

Related Jobs:

E-Commerce Manager, Zalando — Berlin, Germany

Digital Shopper, Bloomingdale’s — New York, USA

Store Assistant Manager, Ralph Lauren — Burbank, USA

4. Navigating retail’s new period of risk

Ever Given blocks the Suez Canal.  Ariel shot

If a single image has come to define the failure of global supply chains amid the Covid-19 crisis, it is that of Ever Given stuck in a diagonal death grip inside the Suez Canal, heavy with more than twenty thousand units of cargo destined for western dealers. For nearly a week, the ship became stuck in worldwide shipping, halting nearly $10 billion in trade a day, before it was finally freed.

[The fragility of] most supply chains [today makes sense considering they] is just a loosely coupled set of individual companies, each with their own goals, data and resources, as well as an accepted share of the financial risk inherent in any supply chain. Parties that are forced to take on more risk will likewise try to offload this risk to others in the chain. Soon trust suffers, performance declines, corners are cut and links in the chain weaken, exposing everyone to greater risk, something that often only becomes fully apparent when a crisis hits.

Related jobs:

Inventory Controller, Maje — Paris, France

Retail Planner, PVH — Amsterdam, Netherlands

Equity manager, Prada Group — New York, USA

5. What happens after the peak of sneaker resale prices?

sneakers, resale, market, Off White, collaboration, drops, SNKRs

Supply chain disruptions threw off the carefully managed distribution of brands like Nike and Adidas, said Dylan Dittrich, author of the 2019 book “Sneakonomic Growth” and head of research at Altan Insights, a data and research provider focused on alternative assets, including sneakers. [Also] Worryingly, the sense of fatigue sneaker insiders say has spread among shoppers faced with too many releases that are too hard to come by.

[Nevertheless,] analysts say the sneaker market’s best days are still ahead of us. Investment firm Cowen projects that global sneaker resale will reach $30 billion in sales by 2030, up from $6 billion in 2020, as new customers multiply and average selling prices actually rise. This could mean that while smaller businesses and some individual sellers are finding it harder to make money from flipping shoes, resale’s biggest players are set to become even bigger.

Related jobs:

Stockroom Supervisor, Tommy Hilfiger — Dublin, Ireland

Store Manager, Ganni — Berlin, Germany

Retail Operations Assistant, Veja — New York, USA

6. J.Crew’s and Gap’s comeback Playbooks couldn’t be more different. Only one works

From lookbooks to J.Crew and Yeezy Gap designed by Balenciaga.

Gap’s board is not satisfied. Earlier this month, Sonia Syngal, the retailer’s CEO under which the Yeezy partnership was announced, abruptly left the company. Balenciaga’s involvement is also over, and there’s no word on what’s next for Yeezy Gap once the current collection sells through. Barring a dramatic shift in strategy — not impossible given the personalities involved — Gap has a successful but minimal sub-brand on its hands, and is back to square one when it comes to saving the company itself.

Under CEO Libby Wadle at J.Crew, however, the turnaround strategy from day one was rooted in the nuts and bolts of retail. Today, the entire offer feels unified in its vision. J.Crew was able to achieve this by hiring creative directors who could tap into the current fashion moment and had a history of collaboration, rather than banking on the vision of an iconoclastic superstar. In the first quarter of 2022, sales of J.Crew grew by 25 percent.

Related jobs:

Brand Specialist, Dover Street Market — London, UK

Visual Design Intern, Maison Margiela — Paris, France

Client Engagement Manager, Burberry – Tokyo, Japan

7. What happens when the e-commerce boom ends

E-commerce growth has slowed since a peak in the second quarter of 2020.

During the pandemic, retailers big and small built services designed to make shopping safe and efficient. Stores became mini warehouses that fulfill and ship online orders. Once niche benefits such as the ability to buy an item online and pick it up in store became commonplace. The ability to see on a brand’s website which products were available in which stores, once seen as a relatively sophisticated e-commerce tool, is now the norm.

For brands that transitioned to online sales in 2020, it isn’t [easy to steer] investments and marketing kroner back to physical stores. People can shop in person again, but how they shop has been irrevocably changed in the last two years. Consumers’ needs have changed, whether they moved to a permanent job away from home or moved from the city to the suburbs. They increasingly expect the convenience of clicking to order when they enter stores.

Related Jobs:

Assistant Store Manager, Joseph — London, UK

Visual Manager, Calvin Klein — Sunrise, USA

Head of Store Development, Charles & Keith – Singapore

8. Explains – why the menswear market is on fire

Matches, Gucci, Menswear, Retailer

The menswear boom is largely driven by a fashion reset. The customization of menswear had begun long before the pandemic, but the new work-from-home lifestyle that emerged in 2020 has cemented new silhouettes that prioritize comfort.

Lower barriers to entry and the proliferation of social media created opportunities for new brands to launch. New luxury cult brands such as Aimé Leon Dore have captured the zeitgeist of modern menswear by tapping into trends such as ‘blokecore’ – a viral subculture that celebrates the style of middle-aged men, such as baggy jeans, quilted cardigans, polo shirts and bucket hats. hats. The blockcore hashtag has over 27 million views on TikTok.

Related jobs:

Operations Manager, Amiri — New York, USA

CRM Coordinator, Ermenegildo Zegna Group — Bal Harbor, USA

Assistant Store Manager, Hugo Boss — Toronto, Canada

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