374 arezzo investor_day_-_update_brands_presentation_vrev2

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374 arezzo investor_day_-_update_brands_presentation_vrev2

  1. 1. Arezzo&Co Investor’s Day Update Brands| Apresentação do Roadshow 1
  2. 2. | Arezzo brand
  3. 3. .1 General overview of Arezzo brand1 Summer 2013 Campaign Foundation 1972 Trendy Brand Easy to wear Profile Eclectic Women Target 16 – 60 years old Audience O F MB EX Distribution POS 1 Channels 19 295 878 - % Gross 14% 73% 12% 1% Media Plan Rev.2 Digital Media Print Media TV Media Point of BRL 180.00/pair Sale Price 24 hour interaction VOGUE • ELLE • CLAUDIA GNT • MULTISHOW • REDE + 20 channels, • MARIE CLAIRE • Others TELECINE • HBO Sales including social media, + 46 pages + 350 commercials BRL 619.1 million Volume³ websites and blogs + 10 million people + 45 million people % Gross +60 million Internet reached reached 64.4% users reached RevenueNotes:1. P = Owned stores; F = Nationwide Franchises; MB = Multibrand Stores (domestic market); EX = Exports.2. % gross revenue (2011)3. (LTM = last twelve months – 2Q12). Gross revenue does not include other revenue (not produced by the 4 brands).4. % total gross revenue (last twelve months – 2Q12) 3
  4. 4. .2 Brand Updating1 1. Strengthening of Arezzo Classic 2. Consolidation of Fast Fashion Strategy 3. Start of GTM Arezzo Project 4
  5. 5. .2.1 Brand Updating1 Strengthening of Arezzo Classic The continuable products of the brand have been named Arezzo Classic, with a continuous supply process to mitigate stock outs Sell In sales of Arezzo Classic 2012Business Model (in pairs) 53,084• Unique logistics process 46,575• Picking and Packing in an open grid 34,506 29,513• Weekly and automatic restocking 20,595 28,004Results Achieved January February March Janeiro Fevereiro Março April Abril May Maio Jun Junho• Reduced rupture Arezzo Classic now responsible for 9% of• Increased conversion rate sell-out sales for the chain, with the products• Improved store profitability not being marked down at sales 5
  6. 6. .2.2 Brand Updating1 Consolidation of Fast Fashion Strategy Increasingly, fast responses to important international market trends help reinforce the brand’s position as a pioneer Participation of Sneakers among footwear launched in 2012 (in pairs)Brand that launched the Sneaker trend in Brazil 5%Agile placing of orders aiming to reducedevelopment lead time30 different SKUs in 6 months 95%Ongoing restocking for stores + 200,000 pairs of Sneakers 6
  7. 7. .2.3 Brand Updating1 Start of GTM Arezzo Project A 6 month in-company project evaluated the business model for the Arezzo brand, seeking sustainable growth and operational improvements Research to identify the brand’s positioning potential Analysis of retail operational benchmarks for the chain’s different stores Potentialization of the multi-channel strategy Implementation of the concept to store process 7
  8. 8. .3 Brand Updating1 Start of GTM Arezzo Project: Research Market research offers important lessons regarding brand positioning and client demandsDemographic Data Main MessagesQualitative Research • Arezzo is dominant in the A income class, including the A1 class, in preference and purchasesSample: 20 research groups aged • For the B income class, it has entered the competition along with more18-55 years Brand stature accessible brands, excelling regarding the conversion betweenA and B income classes purchases and preference, being the highest in the segmentPurchasers and Non-Purchasers • For the 18-24 year old segment the level of preference is lower,Consumer Markets: São Paulo, Rio de Janeiro, however the 12 month purchases and recent purchases remain highRecife • The Arezzo brand is strongly associated with attributes common to “premium” brands and that carry fashion content Brand image • No other brand competing in the B class is positioned in this way, confirming Arezzo’s advantage as a “fashion provider” for this segmentQuantitative ResearchSample: 1580 interview subjects aged18-65 • The consumer segments most "in touch” with fashion and mostyears old involved with the category represent ~60% of the total market andA and B income classes ~55% of the B income class marketConsumer Markets: São Paulo, Rio de Janeiro,Recife, Brasília, Porto Alegre, Ribeirão Preto, Client profile • The performance of the Arezzo brand in purchases and preference hasFortaleza increased noticeably in these segments, including among B1/B2 consumers • The Arezzo brand has the “permission” to move on different levels of fashion 8
  9. 9. .4 Main Challenges for the brand1 Implementation of GTM Arezzo Project FLEXIBLE SUPPLY PROCESSES CONCEPT TO STORE MODELReading of client demand for Perfecting processes placing Potentialize SSS withpulling products (show room) more emphasis on sell-outs purchasing planning actions Bets and proposals for and adjustments to productproducts made by the creative assortment team 9
  10. 10. | Schutz brand
  11. 11. .1 Schutz Overview2 Foundation 1995 Fashion Brand’s Profile Up to date Daring Provocative Female Target Audience 18 – 40 years O F MB EX Distribution PDV 1 Channels 22 6 1.551 119 % Gross 26% 1% 65% 8% Rev.2 Price at the BRL285.00/pair Point of Sale Sales Volume³ BRL282.6 million % Gross 29.4% Revenue4Notas:1. P = Owned Stores; F = Franchise; MB = Multibrands Store (domestic market); EX = Exports.2. % gross revenue (2011)3. (UDM = last twelve months - 2Q12). Gross revenue does not include Other Income (not produced by 4 brands).4. % Total gross Revenue (last twelve months – 2Q12) 11
  12. 12. .2 Latest events involving the brand2 1. Effective internal actions to serve the multi-brand channel 2. Retail increase through Company owned stores and franchises 3. Implementation of changes in the structure of the merchandising area 12
  13. 13. .2.1 Effective internal actions to serve the2 multi-brand channel In Oct/2011 we implemented a new structure to the multi-brand channel, aimed at growth through strengthening management and unique services …• Effective commercial management • Service provision through regional • Implementation of 5 regional showrooms, closer to retailers coordinating offices • Field service aimed at prospecting • An increase in the number of consultants and representatives • Point of sales action (Schutz Club) and increase in the number of “Schutz Days”,• Balancing between the sales potential of thus strengthening retailers’ selling-out micro-regions and the commercial coverage area 13
  14. 14. .2.1 Effective internal actions to serve the2 multi-brand channel …resulting in a sales increase of 21% per release, especially due to the stronger presence in the countryAnnual growth between releases since the internal structural changes: # cities: +14% Clients helped: +20% Client/city: +1%Average Revenue 21% $shoes/client: +4% $/client +6% $others/client: 87% 14
  15. 15. .2.2 Retail increase through privetely2 owned stores and franchises In 2012 the brand has broadened its presence in the retail market through single brand stores significantly …OWNED STORES FRANCHISESNew stores lojas: 1. Joinville 11. São Paulo 1 2. Fortaleza 1 3. Fortaleza 22. São Paulo 2 4. Recife 13. Curitiba 1 5. Recife 24. Belo Horizonte 1 6. Uberlândia 15. Belo Horizonte 2 7. Vitória 16. Belo Horizonte 3 8. Salvador 17. Campinas 1 9. Londrina 18. Curitiba 2 10. Cuiabá 19. Rio de Janeiro 1 11. Cuiabá 2 12. Goiânia 1Remodeling/expansion: 13. Campo Grande 1 14. Florianopolis 11. Garcia D’Ávila 130 (Remodeling) 15. Florianopolis 22. Oscar Freiree 944 (Expansion) 16. São José do Rio Preto 13. Iguatemi SP (Expansion) 17. Aracaju 14. Morumbi Shopping (Remodeling) 18. Ribeirão Preto 15. Market Place (Expansion) • Store project and franchise model tested in 2011 19. São José dos Campos 1 20. Brasilia 1 • More than 20 Franchises in 2012 21. Maceio 1 22. Balneario Camboriu 1 • 5 owned stores expanded/remodeled 23. João Pessoa 1 • New stores with average size of 84m² 15
  16. 16. .2.2 Retail increase through privately2 owned stores and franchises … with this, retail has become a great deal both for the business and for the internal management teamEvolution of the sell-out at single brand stores... ...required changes in the internal structureBRLmillion • Retail team focused on selling- - Franchises (F) out, and consisting of no more than 5 stores/person - Owned stores (O) , , • Team of franchise consultants and owned stores already , , , trained • New franchisees are trained under the concepts of the brand and in store operation Jan Feb Mar Apr May Jun Jul Aug  Integration into RS, by getting to know both the#O 18 18 20 20 20 23 - - company and the product  Training in stores,#F 1 1 2 2 4 6 - - encompassing the several functions of the team 16
  17. 17. .2.3 Changes in the structure of the2 merchandising areaCollections propelled by a clear understanding of sell-out allowing for a biggerassertiveness of products• Strengthening of the role of merchandising as a link between the technical, commercial and planning areas• Planning of the line based on different categories and retail price ranges• A better understanding of the final and multi-brand clients 17
  18. 18. .3 Consolidation of the communication and2 marketing strategies of Schutz Flagships: concept stores that offer clients a more refined buying 1 experience Events: strengthening of the relationship with clients in new 2 collections and opening of stores Social Media: increasing communication between final clients 3 through social networks in order to foster commitment and sales Spontaneous Media: presence of the brand in the main fashion 4 columns, editorials, and specialized magazines 18
  19. 19. .3.1 Flagships2 Mario de Gusmão 285 • Second flagship in the Northeast • Opening in November Oscar Freire 944 Dom Luis 495 Garcia D’Ávila 130• Twice as big as the size of the chain’s • First flagship in the Northeast • Store being remodeled for biggest store • A postcard from Fortaleza (Praça the new project• The productivity of the sales before Portugal) • Opening in the end of the expansion was maintained, October ~R$60mil/m² 19• 70m² in the store for “non-shoes”
  20. 20. .3.2 Events2 Schutz has put its expertise in practice with events in the multi-brand channel with the Schutz Days… • 126 events held between Aug 5 and Sep 29 • 10 big events with a sell out between BRL25Schutz Day Strategy and BRL102 mil• A sell-out event for the multi-brand’s best clients• Using standardized materials: • Printed invitations • Customized glasses and bottles • Brand’s displays and bags• Product/trends training• Schutz’ exclusive visual merchandising on the day of the event• Preparation of stock for the clients to stand the peak of sales• Report from salespeople after the event (pictures, sales results)• Contest for best Schutz Day of the chain as a motivational factor
  21. 21. .3.2 Events 2 … and has taken its expertise to retail successfullySchutz has consolidated the model of store opening... ...and brand-name events• 1st store of the brand: lunch with VIPs, press and an event at the store • Events held in 2012• Opening sales of BRL20-96 thousand, with flagships Release of summer collection GoiâniaS.J. Rio Preto Salvador Promenade ChandonFlorianópolis Belo Horizonte Vogue’s Fashion Night Out Campo Grande 21
  22. 22. .3.3 Social Media2 Social media has consolidated as an important communication channel with the brand’s clients  460,000 fans on Facebook (14th brand)  An average of 110,000 fans on Facebook talking about the brand (2nd brand)  140,000 followers om Instagram  900,000 monthly visits to the brand’s website www.schutz.com.br 22
  23. 23. .3.4 Spontaneous media2In September alone, the brand was mentioned 49 times .... ... besides the positive effect with Madison 655• Presence of the brand in the main fashion Repercussion on In only 10 days... opinion makers’ pages columns, magazine editorials and • Mentioned 49 times specialized magazines in spontaneous digital media • 16 citations in spontaneous press media − Vogue − Elle − Harpers Bazaar − Folha de SP − Isto É − Outras... • 205 thousand likes• Support of celebreties which wear and cite in the Schutz profile the brand 23
  24. 24. .4 Brand’s main challenges2 Focus on monobrand stores and owned stores • Mapped-out points • Suppliers in line with the number of opened stores • 2013 franchisees are being identified Strengthening of market-share of the multi-brand channel • The channel which is the heart and the foundations of the brand • An important point of contact between clients and Schutz • Benefited with the opening of single brand stores Expansion of webcommerce and better use of social network information A channel that has an important potential, still being appraised • A resourceful source of information and communication with the final client Strengthening of the bags market • Internalization of the entire development cycle • The shoes cycle should be as agile and keep the same structure 24
  25. 25. | Anacapri
  26. 26. .1 Anacapri Brand Overview3 Foundation 2008 • Pop • Comfort Profile Brand • Flat shoes • Colorful • Accessible Female Target 12 - 60 years old • Same construction: small • Fast service: shop floor inventory Variations = new models and standard modeling O MB PDV 1 Distribution • Simplified procurement channel 8 767 • Vertica display for all products % Gross 41% 59% Rev2 • R&D: Agile development • Lean team and a smaller store Price at the R$ 99.00/pair point of sale Sales volume³ R$ 25.9 million % Gross 2.7% Revenue4Notas:1. P = owned stores; F = Franchise; MB = Multibrands Store (domestic market); EX = Exports.2. % gross revenue (2011)3. (UDM = last twelve months - 2Q12). Gross revenue does not include Other Income (not produced by 4 brands).4. % Total gross Revenue (last twelve months – 2Q12) 26
  27. 27. .2 Anacapri – Evolution3 Main areas of progress for the brand 1. SOURCING 2. MULTI-BRAND CHANNEL 3. COMMUNICATIONS AND MARKETING 27
  28. 28. .2 Anacapri – Evolution3 Sourcing Gains in scale and improved delivery levels Gains in scale Sales growth at owned store and multi-brand channels; Greater flexibility and speed in production cycle; Better quality at a lower cost. Increase delivery service level • Greater interaction between the following departments: development vs. production vs. logistics • Reduced lead time 28
  29. 29. .2 Anacapri – Evolution3 Multi-brand Structuring and redistribution of the sales team with focus on branding and wallet share Staff structuring: improved sales results and search for efficiency in the service costs Redistribution of regions for commercial staff: optimization of geographic distribution Focus on wallet share: service differentiated by strategic client type based on sales volume and most frequent restocks Channel assisting in the strengthening of Branding: Visual Merchandising display and material per family, reinforcing product positioning and trainings 29
  30. 30. .2 Anacapri – Evolution3 Communication and Marketing Reinforcement of “pop, cool” positioning, undoing the brand’s image as being “popular” i.e. too accessible FOCUS on positioning: POPULAR => POP and COOL!! Investment focused on social media and partnerships = great reach and high return with low investments in marketing 30
  31. 31. .2 Anacapri – Evolution3 Communication and Marketing Social Media: strengthening of branding, brand communication and tool to promote increased product turnoverEvolution of Likes – FACEBOOK: 31
  32. 32. .2 Anacapri – Evolution3 Communication and Marketing Partnerships with noteworthy similarly positioned brands Main objectives: 2011 • Reinforce positioning: Strong brands aligned with Anacapri positioning • Demystify: Impression of “popular” i.e. too accessible positioning • Creation of advertising agendas: Spontaneous media and social networks2012 32
  33. 33. .2 Anacapri – Evolution 20123 Communication and MarketingPartnership 284 l ANACAPRI - Summer 2013
  34. 34. .3 Main Challenges for the brand 3 Adjustment of processes for consolidation of the Anacapri business model ARCHITECTURAL PROCESS BRANDING PROJECT IMPROVEMENTReinforcement of branding; Renovation of architectural project; In 2012: structuring of multi-brand sales team + marketing andStrengthen the pop and cool Study of a variety of models before communications;concept coming to final decision; Staff growth pegged to results of the operation and leveraging in theNew partnerships aligned with Exercise and choice of the best overall structure of Arezzo&Co;positioning. aspects of current stores. Strengthening of the commercial structures to develop the Anacapri brand and distribution channels.
  35. 35. | Brand Alexandre Birman
  36. 36. .1 Alexandre Birman4 Brand updateGlobally distributed and present in almost 200 prestigious points of sale al over the world, thebrand moved its head office to NY - USABrand update The brand has two flagship stores in São PauloHiring of a new head of the brandStrengthening the presence in theUSAOpening of the 2nd flagship store:Iguatemi Mall - SP 36
  37. 37. .2 Store opening4 Flagship store at Iguatemi Mall - SP 3 7
  38. 38. .2 Store opening4 Flagship store at Iguatemi Mall - SP 3 8
  39. 39. .2 Store opening4 Flagship store at Iguatemi Mall - SP 3 9
  40. 40. .2 Store opening4 Flagship store at Iguatemi Mall - SP 4 0
  41. 41. .2 Store opening4 Flagship store at Iguatemi Mall - SP 4 1
  42. 42. .2 Store opening4 Flagship store at Iguatemi Mall - SP 4 2
  43. 43. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 4 3
  44. 44. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 4 4
  45. 45. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 4 5
  46. 46. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 4 6
  47. 47. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 4 7
  48. 48. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 4 8
  49. 49. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 4 9
  50. 50. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 5 0
  51. 51. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 5 1
  52. 52. .3 Events4 VIP lunch and PA at Saks Fifth Avenue 5 2
  53. 53. .3 Events4 PA at Bergdorf Goodman 5 3
  54. 54. .4 Celebrity endorsement4 5 4
  55. 55. .4 Celebrity endorsement4 5 5
  56. 56. | Apresentação do Roadshow 56

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