Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth, high cash generation, and operational efficiency. The company innovates through 7-9 new collections per year and has a strong marketing program. Its multiple distribution channels including owned stores, franchises, and multi-brand retailers allow it to reach customers nationwide.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth and high cash generation. The company has a flexible production process and leverages multiple distribution channels, including owned stores, franchises, and multi-brand stores, to maximize profitability. Arezzo&Co's ability to innovate through frequent new collections, broad marketing programs, and use of information technology helps drive its strong financial and operational performance.
The document provides an overview of Arezzo&Co, a leading footwear and accessories company in Brazil. It discusses the company's platform of top brands, nationwide distribution strategy through multiple channels including owned stores, franchises and multi-brands. Arezzo&Co has a unique business model focused on innovation, producing many collections each year. It also has a strong marketing program and creates differentiated store atmospheres for each brand. The company utilizes an efficient and flexible production process through outsourcing to ensure growth.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model focused on innovation, marketing, efficient supply chain, and nationwide multi-channel distribution. Arezzo&Co produces 7-9 collections per year through a flexible sourcing process and delivers consistent new designs through its integrated marketing strategy and store environments. The company has achieved strong growth and cash generation through its asset-light model and seasoned management team.
Arezzo&Co provides an overview of its business model, including its platform of brands, distribution channels, and ability to innovate through frequent new collections. The company has a unique business model in Brazil that combines strong brand management and product development with an asset-light and efficient supply chain. It leverages multiple distribution channels, including franchises, multi-brand retailers, and owned stores, to achieve nationwide reach and capture growth across consumer segments.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth and high cash generation. The company has a nationwide distribution strategy through owned stores, franchises, and multi-brand retailers. Arezzo&Co is able to innovate through frequent new collections and has an efficient outsourced production process. It achieves scale through a large store network and retail-focused structure that supports franchisees.
This is a lecture I gave some time ago highlighting some of the key aspects to be considered if planning to develop international markets. I hope you find it of interest.
Henkel AG is a 139-year-old German multinational corporation with business units in laundry and home care, beauty care, and adhesive technologies. The document analyzes Henkel's corporate strategy, including its growth by acquisition strategy, financial performance compared to competitors, and strategic issues such as changing consumer preferences. It recommends Henkel focus on core competencies, reduce costs, upgrade performance management, and make new acquisitions or alliances to drive future growth.
RFW Consulting - WINELORD : Set up meetingLouis Joly
Winelord aims to become a major player in the Chinese premium bottled wine market by sourcing and selling Bordeaux wines across multiple price segments. Their business model focuses on brand development through a tasting club and marketing strategies to create value, with profits coming from trade margins on wine sourced and sold exclusively. The company structure involves offices in Bordeaux for sourcing, Hong Kong for operations and marketing, and China for sales and communication.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth and high cash generation. The company has a flexible production process and leverages multiple distribution channels, including owned stores, franchises, and multi-brand stores, to maximize profitability. Arezzo&Co's ability to innovate through frequent new collections, broad marketing programs, and use of information technology helps drive its strong financial and operational performance.
The document provides an overview of Arezzo&Co, a leading footwear and accessories company in Brazil. It discusses the company's platform of top brands, nationwide distribution strategy through multiple channels including owned stores, franchises and multi-brands. Arezzo&Co has a unique business model focused on innovation, producing many collections each year. It also has a strong marketing program and creates differentiated store atmospheres for each brand. The company utilizes an efficient and flexible production process through outsourcing to ensure growth.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model focused on innovation, marketing, efficient supply chain, and nationwide multi-channel distribution. Arezzo&Co produces 7-9 collections per year through a flexible sourcing process and delivers consistent new designs through its integrated marketing strategy and store environments. The company has achieved strong growth and cash generation through its asset-light model and seasoned management team.
Arezzo&Co provides an overview of its business model, including its platform of brands, distribution channels, and ability to innovate through frequent new collections. The company has a unique business model in Brazil that combines strong brand management and product development with an asset-light and efficient supply chain. It leverages multiple distribution channels, including franchises, multi-brand retailers, and owned stores, to achieve nationwide reach and capture growth across consumer segments.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth and high cash generation. The company has a nationwide distribution strategy through owned stores, franchises, and multi-brand retailers. Arezzo&Co is able to innovate through frequent new collections and has an efficient outsourced production process. It achieves scale through a large store network and retail-focused structure that supports franchisees.
This is a lecture I gave some time ago highlighting some of the key aspects to be considered if planning to develop international markets. I hope you find it of interest.
Henkel AG is a 139-year-old German multinational corporation with business units in laundry and home care, beauty care, and adhesive technologies. The document analyzes Henkel's corporate strategy, including its growth by acquisition strategy, financial performance compared to competitors, and strategic issues such as changing consumer preferences. It recommends Henkel focus on core competencies, reduce costs, upgrade performance management, and make new acquisitions or alliances to drive future growth.
RFW Consulting - WINELORD : Set up meetingLouis Joly
Winelord aims to become a major player in the Chinese premium bottled wine market by sourcing and selling Bordeaux wines across multiple price segments. Their business model focuses on brand development through a tasting club and marketing strategies to create value, with profits coming from trade margins on wine sourced and sold exclusively. The company structure involves offices in Bordeaux for sourcing, Hong Kong for operations and marketing, and China for sales and communication.
H&M is a Swedish clothing retailer known for fast fashion at low prices. In recent years, it has grown rapidly by opening many new stores globally and through strategic partnerships with fashion designers. For the 2009 fiscal year, H&M saw a 15% increase in sales but weaker growth due to the recession. It plans further expansion in key markets in 2010 through new stores and online sales in the UK. Key strengths are its fashion offerings and quality at low prices, while weaknesses include potential issues with its logistics and risks from oil price fluctuations.
Henkel operates worldwide with leading brands and technologies in three business areas: Laundry & Home Care, Beauty Care and Adhesive Technologies. Founded in 1876, Henkel holds globally leading market positions both in the consumer and industrial businesses with well-known brands. The document then discusses Henkel's strategic priorities, strategies for each business sector, sustainability strategy, and provides analyses including PEST, SWOT, Porter's Five Forces and value chain.
Louis Vuitton is a luxury goods company founded in 1854 known for leather goods and luggage. It has grown under CEO Bernard Arnault to become highly profitable through vertical integration of manufacturing and distribution. Key success factors are maintaining the brand image of quality and differentiation. The hybrid alternative of producing both artisanal and accessible goods using different manufacturing models could appeal to all customer segments while balancing heritage and growth. Forecasts show continued revenue and profit increases through 2015 if this strategy is implemented through expanding production, entering new markets, and adjusting pricing. Risks include losing across all segments, and the contingency plan would be to shift to the heritage production model.
Deliciously Dutch, export platform for Dutch food entrepreneurs, About Us 2014Henk Terol
Deliciously Dutch is a company that provides business development and export support services to help small and medium-sized Dutch food and beverage producers increase their exports. They have a global network of buyers and importers and offer professional support services including market insights, sales and marketing plans, and assistance navigating import regulations. Their goal is to create new business opportunities for suppliers in the global food industry through facilitating trade and sharing knowledge and costs.
LVMH is a global leader in the luxury goods industry formed through the merger of Louis Vuitton and Moet Hennessy in 1987. It has experienced strong growth through strategic acquisitions and expanding into new markets like China. In China, LVMH faces high competition but also opportunities for growth as disposable incomes rise. LVMH can focus on cost efficiency, organic growth through innovation, expanding distribution networks, and managing its portfolio of brands including star brands like Christian Dior and new brands. The future prospects in China include further tapping the growing middle class and exploring new opportunities in rural areas through advanced marketing strategies and long-term commitment to the China market.
Mango is a Spanish fast fashion brand founded in 1984 that designs, manufactures, and markets women's, men's, and children's clothing. It has over 2,700 points of sales in 108 countries worldwide. While Mango has experienced success with its fast fashion model and international expansion, its summary identifies opportunities to improve brand image, social media presence, and supply chain management to better compete in the challenging retail environment.
Kinh Do bakery is one of the most famous bakery companies in Vietnam. Founded in 1993, it now has over 150 distributors and operates stores across 64 provinces. The company aims to provide high quality products to customers and expand its market reach. It is working to diversify into new industries like instant noodles, cooking oil, and coffee through partnerships and investments.
INDUSTRY- perfume and fragnance
PRODUCT NAME- Soliflore
Marketing management project(BBA)
Perfume is a mixture of fragrant essential oils or aroma compounds, fixatives and solvents, used to give the human body, animals, food, objects, and living-spaces an agreeable scent. It is usually in liquid form and used to give a pleasant scent to a person's body.
The word perfume derives from the Latin perfumare, meaning "to smoke through".
Many ancient perfumes were made by extracting natural oils from plants through pressing and steaming. The oil was then burned to scent the air. Today, most perfume is used to scent bar soaps. Some products are even perfumed with industrial odorants to mask unpleasant smells or to appear "unscented."
Strategic management mba final project dec 2021RaMyMoHamed77
Dollar General was considering expansion plans in 2011 to open 625 new stores, add 6,000 employees, and remodel 550 existing stores. They hoped this would help increase their market share from 41% to 59% and take advantage of economic growth. However, management recognized increased debt from expansion could negatively impact the business. After analyzing their financials, market position, and strategies, it was recommended that Dollar General continue their growth strategy through international expansion, market development, and pursuing opportunities in the healthcare industry through partnerships.
Unilever outlined 5 strategic choices to drive growth: 1) Develop their portfolio into high growth spaces like prestige beauty and functional nutrition. 2) Win with purpose-driven brands powered by innovation. 3) Accelerate in the US, India, China and emerging markets. 4) Lead in future channels. 5) Build a purpose-led organization with a growth culture. They will focus on operational excellence, improving competitiveness, and driving long-term growth and margin improvement.
A Presentation that Analyzes the Fashion Industry in Spain in regards to developing a marketing plan that introduces Express Clothing company to the region. Developed for Academic Purposes.
SABMiller has shown flexibility in its operations since inception by recognizing market potential in South African mining communities. It came to dominate the beverage industry in South Africa and Southern Africa through acquisitions. As constraints emerged, it shifted from a synergy strategy to portfolio management, then back to focus on brewing. Currently operating worldwide, SABMiller's growth has come through developing markets, acquisitions, and brand growth. Strategic options include further consolidation, product development, and market expansion in Asia/Europe while maintaining skills in developing markets.
The document discusses the growing threat that European hard discount retailers Aldi and Lidl pose to other retailers across Europe and potentially worldwide. It outlines how Aldi and Lidl have been rapidly expanding across Europe through new store openings and geographic expansion. Their business model of offering a limited product assortment at very low prices has put pressure on other retailers and suppliers. The document examines Aldi and Lidl's operations and growth in different European countries and suggests their business approach could significantly impact retailers in other parts of the world as well.
AndinaPack 2017, November 7th-10th Bogotá, Colombia
14th edition of the International Converting, Processing and
Packaging Exhibition for the Food, Pharma and Cosmetic Industry.
Your chance to expand your business opportunities in Latin America
Enter a market with promising growth prospects, meet your buyers, establish new contacts and make good deals! Andina Pack 2017 will connect you with the most comprehensive buyer groups from the food, pharma and cosmetic industries.
Meet visitors from Colombia, the Andes Region, Latin America and the Caribbean. As organizers of Andina Pack, Corferias and Koelnmesse will make the 2017 edition your leading platform for qualified business contacts in the converting, processing and packaging segments.
www.andinapack.com/en/facts-and-figures
Carrefour is the largest retailer in Europe and second largest globally. It operates over 15,600 stores across 34 countries using various formats like hypermarkets, supermarkets, convenience stores, and hard discount stores. Carrefour sees opportunities for growth in emerging markets like Asia and focuses on China, India, and Indonesia. While hypermarkets require large initial investments, they provide a wide product range under one roof. However, their success depends on carefully considering diverse business environments. This paper analyzes challenges faced by Carrefour due to diversity in Asia, focusing on China, India, and Indonesia.
This document provides a strategic analysis of the retail company Aldi over a 10 year period. It discusses Aldi's expansion globally and in the UK market specifically. The analysis covers Aldi's leadership, use of blue ocean strategy, a PESTEL analysis of external factors influencing Aldi, strategies for achieving competitive advantage through efficiency, and an analysis of Aldi's stakeholders, positioning, performance, and future strategies using tools like the Ansoff Matrix. Key points discussed include Aldi's continued growth in the UK under Managing Director Paul Foley from 2000-2009, strategies around everyday low prices and limited product ranges, and a new highly efficient warehouse and distribution center being developed in the UK.
12 16-2011 - arezzo&co investor day - sourcing presentationArezzori
The document discusses Arezzo&Co's sourcing and logistics strategies. It sources products mainly from Brazil's South region, which is specialized in women's leather shoes. It uses an outsourcing model with over 2,000 manufacturers, focusing on engineering, R&D, and quality control. It maintains strategic inventories to reduce stock-outs and obtain economies of scale. Its distribution center processes high volumes daily for consolidated, national distribution.
The document summarizes information about the Alexandre Birman brand presented at an investor day event. It provides details about the brand's profile, target audience, history, store concepts, celebrity endorsements, and expansion plans. Specifically, it notes that the brand offers luxury designs and customization, is targeting women ages 20-45, and has been expanding its global reach through owned stores, franchises, and multibrand retailers in top fashion centers around the world. It aims to expand its retail space by 1000 square meters every two years.
This document summarizes a qualitative research study that explored the intrapersonal and interpersonal impact of studying positive psychology through a Master's in Applied Positive Psychology (MAPP) program. The study interviewed 11 MAPP students who are also parents. It found that the MAPP program facilitated mindfulness in students, which positively influenced their emotional processes and relationships. It also strengthened their relationships with their children, with the cognitive and emotional improvements in parents promoting healthy development in children. This research provides initial evidence on how positive psychology education can impact both students personally and their parenting practices.
H&M is a Swedish clothing retailer known for fast fashion at low prices. In recent years, it has grown rapidly by opening many new stores globally and through strategic partnerships with fashion designers. For the 2009 fiscal year, H&M saw a 15% increase in sales but weaker growth due to the recession. It plans further expansion in key markets in 2010 through new stores and online sales in the UK. Key strengths are its fashion offerings and quality at low prices, while weaknesses include potential issues with its logistics and risks from oil price fluctuations.
Henkel operates worldwide with leading brands and technologies in three business areas: Laundry & Home Care, Beauty Care and Adhesive Technologies. Founded in 1876, Henkel holds globally leading market positions both in the consumer and industrial businesses with well-known brands. The document then discusses Henkel's strategic priorities, strategies for each business sector, sustainability strategy, and provides analyses including PEST, SWOT, Porter's Five Forces and value chain.
Louis Vuitton is a luxury goods company founded in 1854 known for leather goods and luggage. It has grown under CEO Bernard Arnault to become highly profitable through vertical integration of manufacturing and distribution. Key success factors are maintaining the brand image of quality and differentiation. The hybrid alternative of producing both artisanal and accessible goods using different manufacturing models could appeal to all customer segments while balancing heritage and growth. Forecasts show continued revenue and profit increases through 2015 if this strategy is implemented through expanding production, entering new markets, and adjusting pricing. Risks include losing across all segments, and the contingency plan would be to shift to the heritage production model.
Deliciously Dutch, export platform for Dutch food entrepreneurs, About Us 2014Henk Terol
Deliciously Dutch is a company that provides business development and export support services to help small and medium-sized Dutch food and beverage producers increase their exports. They have a global network of buyers and importers and offer professional support services including market insights, sales and marketing plans, and assistance navigating import regulations. Their goal is to create new business opportunities for suppliers in the global food industry through facilitating trade and sharing knowledge and costs.
LVMH is a global leader in the luxury goods industry formed through the merger of Louis Vuitton and Moet Hennessy in 1987. It has experienced strong growth through strategic acquisitions and expanding into new markets like China. In China, LVMH faces high competition but also opportunities for growth as disposable incomes rise. LVMH can focus on cost efficiency, organic growth through innovation, expanding distribution networks, and managing its portfolio of brands including star brands like Christian Dior and new brands. The future prospects in China include further tapping the growing middle class and exploring new opportunities in rural areas through advanced marketing strategies and long-term commitment to the China market.
Mango is a Spanish fast fashion brand founded in 1984 that designs, manufactures, and markets women's, men's, and children's clothing. It has over 2,700 points of sales in 108 countries worldwide. While Mango has experienced success with its fast fashion model and international expansion, its summary identifies opportunities to improve brand image, social media presence, and supply chain management to better compete in the challenging retail environment.
Kinh Do bakery is one of the most famous bakery companies in Vietnam. Founded in 1993, it now has over 150 distributors and operates stores across 64 provinces. The company aims to provide high quality products to customers and expand its market reach. It is working to diversify into new industries like instant noodles, cooking oil, and coffee through partnerships and investments.
INDUSTRY- perfume and fragnance
PRODUCT NAME- Soliflore
Marketing management project(BBA)
Perfume is a mixture of fragrant essential oils or aroma compounds, fixatives and solvents, used to give the human body, animals, food, objects, and living-spaces an agreeable scent. It is usually in liquid form and used to give a pleasant scent to a person's body.
The word perfume derives from the Latin perfumare, meaning "to smoke through".
Many ancient perfumes were made by extracting natural oils from plants through pressing and steaming. The oil was then burned to scent the air. Today, most perfume is used to scent bar soaps. Some products are even perfumed with industrial odorants to mask unpleasant smells or to appear "unscented."
Strategic management mba final project dec 2021RaMyMoHamed77
Dollar General was considering expansion plans in 2011 to open 625 new stores, add 6,000 employees, and remodel 550 existing stores. They hoped this would help increase their market share from 41% to 59% and take advantage of economic growth. However, management recognized increased debt from expansion could negatively impact the business. After analyzing their financials, market position, and strategies, it was recommended that Dollar General continue their growth strategy through international expansion, market development, and pursuing opportunities in the healthcare industry through partnerships.
Unilever outlined 5 strategic choices to drive growth: 1) Develop their portfolio into high growth spaces like prestige beauty and functional nutrition. 2) Win with purpose-driven brands powered by innovation. 3) Accelerate in the US, India, China and emerging markets. 4) Lead in future channels. 5) Build a purpose-led organization with a growth culture. They will focus on operational excellence, improving competitiveness, and driving long-term growth and margin improvement.
A Presentation that Analyzes the Fashion Industry in Spain in regards to developing a marketing plan that introduces Express Clothing company to the region. Developed for Academic Purposes.
SABMiller has shown flexibility in its operations since inception by recognizing market potential in South African mining communities. It came to dominate the beverage industry in South Africa and Southern Africa through acquisitions. As constraints emerged, it shifted from a synergy strategy to portfolio management, then back to focus on brewing. Currently operating worldwide, SABMiller's growth has come through developing markets, acquisitions, and brand growth. Strategic options include further consolidation, product development, and market expansion in Asia/Europe while maintaining skills in developing markets.
The document discusses the growing threat that European hard discount retailers Aldi and Lidl pose to other retailers across Europe and potentially worldwide. It outlines how Aldi and Lidl have been rapidly expanding across Europe through new store openings and geographic expansion. Their business model of offering a limited product assortment at very low prices has put pressure on other retailers and suppliers. The document examines Aldi and Lidl's operations and growth in different European countries and suggests their business approach could significantly impact retailers in other parts of the world as well.
AndinaPack 2017, November 7th-10th Bogotá, Colombia
14th edition of the International Converting, Processing and
Packaging Exhibition for the Food, Pharma and Cosmetic Industry.
Your chance to expand your business opportunities in Latin America
Enter a market with promising growth prospects, meet your buyers, establish new contacts and make good deals! Andina Pack 2017 will connect you with the most comprehensive buyer groups from the food, pharma and cosmetic industries.
Meet visitors from Colombia, the Andes Region, Latin America and the Caribbean. As organizers of Andina Pack, Corferias and Koelnmesse will make the 2017 edition your leading platform for qualified business contacts in the converting, processing and packaging segments.
www.andinapack.com/en/facts-and-figures
Carrefour is the largest retailer in Europe and second largest globally. It operates over 15,600 stores across 34 countries using various formats like hypermarkets, supermarkets, convenience stores, and hard discount stores. Carrefour sees opportunities for growth in emerging markets like Asia and focuses on China, India, and Indonesia. While hypermarkets require large initial investments, they provide a wide product range under one roof. However, their success depends on carefully considering diverse business environments. This paper analyzes challenges faced by Carrefour due to diversity in Asia, focusing on China, India, and Indonesia.
This document provides a strategic analysis of the retail company Aldi over a 10 year period. It discusses Aldi's expansion globally and in the UK market specifically. The analysis covers Aldi's leadership, use of blue ocean strategy, a PESTEL analysis of external factors influencing Aldi, strategies for achieving competitive advantage through efficiency, and an analysis of Aldi's stakeholders, positioning, performance, and future strategies using tools like the Ansoff Matrix. Key points discussed include Aldi's continued growth in the UK under Managing Director Paul Foley from 2000-2009, strategies around everyday low prices and limited product ranges, and a new highly efficient warehouse and distribution center being developed in the UK.
12 16-2011 - arezzo&co investor day - sourcing presentationArezzori
The document discusses Arezzo&Co's sourcing and logistics strategies. It sources products mainly from Brazil's South region, which is specialized in women's leather shoes. It uses an outsourcing model with over 2,000 manufacturers, focusing on engineering, R&D, and quality control. It maintains strategic inventories to reduce stock-outs and obtain economies of scale. Its distribution center processes high volumes daily for consolidated, national distribution.
The document summarizes information about the Alexandre Birman brand presented at an investor day event. It provides details about the brand's profile, target audience, history, store concepts, celebrity endorsements, and expansion plans. Specifically, it notes that the brand offers luxury designs and customization, is targeting women ages 20-45, and has been expanding its global reach through owned stores, franchises, and multibrand retailers in top fashion centers around the world. It aims to expand its retail space by 1000 square meters every two years.
This document summarizes a qualitative research study that explored the intrapersonal and interpersonal impact of studying positive psychology through a Master's in Applied Positive Psychology (MAPP) program. The study interviewed 11 MAPP students who are also parents. It found that the MAPP program facilitated mindfulness in students, which positively influenced their emotional processes and relationships. It also strengthened their relationships with their children, with the cognitive and emotional improvements in parents promoting healthy development in children. This research provides initial evidence on how positive psychology education can impact both students personally and their parenting practices.
Document process optimisation invoice factoringTony Edwards
The document describes an invoice factoring process that has been optimized using PostStream.
The existing process involved Electrical Supplies Company manually opening mail, inputting invoice data, and waiting 2-5 days for payment from the Invoice Factoring Company.
With PostStream, invoice data is automatically processed and printed/mailed in less than 2 days. Electrical Supplies Company no longer has to handle physical documents or production costs. Both companies benefit from faster payment processing and additional revenue streams from PostStream services.
8 правил юзабилити. Как сделать сайт удобным Руслан Раянов
Если ваш сайт неудобный - его не существует для конечного пользователя. Если ваш сайт удобный - у вас будут покупать даже несмотря на более высокие цены.
Webinar: Take Control of SharePoint SecurityAntonioMaio2
This document discusses securing data in SharePoint. It describes the need to protect sensitive information like financial, HR, health and personal data. Native SharePoint security features like authentication, permissions and policies are outlined. The challenges of controlling access to dispersed data and privileged users are also covered. The document promotes using metadata and user attributes to enable fine-grained access control. It summarizes the Titus SharePoint security suite which uses claims and metadata to automate access policies and raises awareness of security best practices.
Blackhawk Mines Corp is a gold and silver exploration and mining development company based in Panama City, Panama. It has several projects in Colombia, Peru, Brazil, and the United States including the Las Palmeras project in Colombia, the Marmajon and Marmajito projects in Peru, and the Big Bear Gold Claims project in California. Blackhawk Mines was formerly known as Bentley Fairview Resources Co. Ltd. and is focused on identifying and qualifying existing independent gold mining operations in Latin America and the United States.
This document introduces a proposed Local Democracy Web Portal project for Monmouthshire. It provides information on the individuals and organization behind the project, CMC2, and their mission to promote green and digital initiatives. The document outlines the advantages of a joint web portal for Community Councils, such as shared hosting fees and updates. It suggests the portal could provide consistency of information and social media opportunities. Next steps discussed are investigating costs, circulating a report, and establishing a design group with Community Council representatives.
Vertailuanalyysi suurten kaupunkiseutujen elinvoimasta 2000 2012TimoAro
Vertailuanalyysi perustuu suurten kaupunkiseutujen muutoksen ja kehityksen osoittamiseen vuosina 2000-2012. Suurten kaupunkiseutujen (13) kehitystä 2000-luvun aikanaverrataan 10 kehitystä kuvaavan muuttujan avulla. Kaupunkiseutuja verrataan toisiinsa eri muuttujien kohdalla muutos- ja kasvuprosentin avulla. Tavoitteena on tunnistaa ne kaupunkiseudut, joissa muutos on ollut suurin 2000-luvun aikana.
The document outlines the vision and values of a New Zealand educational organization. Its key goals are to provide high quality, holistic education that empowers Māori students and enhances their cultural identity and self-determination. It also aims to equip all students with knowledge and skills to succeed in both traditional academic fields and the modern world. The organization emphasizes Māori cultural values like unity, respect, integrity and moral/ethical conduct. It seeks to support all learners in achieving their fullest potential.
L'intervento dell'Ing. Luciano Lotti durante il webinar dedicato al Visual COBOL: grazie al suo utilizzo migliora la produttività degli sviluppatori e la qualità delle applicazioni.
The document provides an overview of Arezzo&Co, a leading footwear and accessories company in Brazil. It discusses the company's platform of top brands, nationwide distribution strategy through multiple channels including owned stores, franchises and multi-brands. Arezzo&Co has a unique business model focused on innovation, producing many collections each year. It also has a strong marketing program and creates differentiated store atmospheres for each brand. The company utilizes an efficient and flexible production process through outsourcing to ensure growth.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has over 2,700 points of sale across Brazil and 11% market share. The company utilizes an asset-light model with high operational efficiency and strong cash generation. Arezzo&Co innovates through 7-9 new collections per year and has an efficient supply chain to deliver new styles quickly through multiple distribution channels.
Schutz brand presented strong growth over the past 2 years, doubling revenues. It expanded its monobrand stores with 46 openings since 2010. Changes in Schutz brand handbag strategy resulted in strong growth in that product segment, with handbags as a percentage of owned store revenues increasing from 5% to 9% between 2012 and 2013. The opening of a pilot store in New York enabled learning and continues to be an important laboratory for the brand internationally.
This is business plan for Electronics in Bangladesh. If you start business on electronics then you can follow the rules. You will gathers knowledge on these business.as marketing, Branding,Market size, Market overview,Market sigment etc.
The multibrand channel accounted for 27% of Arezzo&Co's revenues in 2012 and has grown by 28% per year for the last 4 years. Arezzo&Co's multibrand strategy has 4 dimensions: integrated studies to map cross-selling, validation of brand potential per city, unified commercial policies, and a defined support model. The new sell-in and support models aim to better adjust to new types of supply and optimize results by coordinating brand launch calendars and differentiating supply models. In 2014, Arezzo&Co plans to open 58 new stores total, maintaining its expansion pace, while converting 12 owned stores to franchises.
Ernst & Young the Luxury & Cosmetics Financial Factbook
The industry faces three main challenges in the year ahead:
• Manage demand worldwide — This year, the industry has been impacted by currency
volatility: many consumers have abandoned local markets and shopped abroad instead,
to benefit from pricing differences. Most dramatically, while domestic consumption
in mainland China dropped 3% in 2014, Chinese consumers increased their spending
globally by 8%. Luxury companies have started to re-think the idea of a consistent offer
throughout the world, to minimize further effects of currency variations. The choice
is between maintaining a consistent pricing policy without adapting to specific local
fluctuations, or presenting a variable price for each area, chasing exchange rates and
purchasing power.
• Define an omni-channel strategy — Most companies are refocusing their strategies on
the customer experience: omni-channel, flawless retail management, people excellence.
Brands are seeking to take control of their operations by managing a dedicated retail
network. In parallel, companies have to deploy their presence worldwide and thus
continue to develop their wholesale portfolio, focusing on the high quality of their
partners. Digital is increasingly important, both as a marketing tool and as a sales
channel. Companies can no longer focus on a single channel: they have to define a
consistent strategy for all distribution networks and adapt their DNA specifically for
each channel, including social media.
• Fine-tune the retail model — The muscular retail strategy carried out by the major
international brands in worldwide tier-one cities has lowered the return of top-line
growth that can be obtained by increasing direct distribution networks. Today clients
are well informed about what they want to buy because of a combination of continuous
on-line/off-line switches, word of mouth, social communities. This may lead to a partial
redefinition of retail strategies, with selected closures of less-performing retail shops,
focus on core locations and well-positioned flagships, reduction in the average size of
directly operated stores (DOS) to improve main sale ratios and reduce costs.
The document provides an overview of the beauty industry and investment bank ComCap. It discusses key themes in the beauty industry such as strong growth from emerging markets and premium products. The industry is undergoing disruption from startups and non-beauty retailers entering the market. Consolidation continues as large companies look to expand capabilities and geographies. The shop-in-shop concept is also gaining momentum as a way for brands to test brick-and-mortar concepts.
This document provides an overview of Lojas Renner, a Brazilian fashion retailer. It introduces key members of Renner's management team and investor relations contacts. It then notes that any forward-looking statements are based on current beliefs and assumptions, and actual results may differ. The rest of the document outlines Renner's history, corporate governance structure, sustainability strategy, business segments including Lojas Renner, Camicado, Youcom and e-commerce, geographic footprint, lifestyle concept, customer satisfaction rates, and competitive advantages.
This document provides a marketing plan summary for Lotto Sport Egypt. It includes a situational analysis, SWOT analysis, marketing objectives, and promotional strategy. The promotional strategy involves an integrated marketing communications plan utilizing advertising, sales promotions, public relations, and digital marketing tactics. Key elements include social media campaigns, television commercials, print ads, billboards, discounts, gifts, and sponsoring sports teams/leagues. The plan aims to increase brand awareness, sales, and store presence for Lotto Sport Egypt. Budgets are allocated for each promotional element and monitoring and contingencies are proposed to ensure objectives are met.
The Arezzo brand accounts for 60% of the Company’s gross revenue. It has developed since 1972 by making the right changes at the right time such as focusing on product innovation, improving store layouts, and expanding distribution channels. Recent initiatives to strengthen the brand include summer advertising campaigns, promoting the brand through fashion editorials, and loyalty programs to promote unique purchasing experiences.
INDIVIDUAL ASSIGNMENT STRATEGY AND CHANGE PROCESS AMINA PATELAmina Patel
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Anacapri is Arezzo&Co's third brand, established in 2008. It focuses on affordable, colorful flat shoes targeted at women aged 15-60. Anacapri has evolved its brand concept and store design over time, and now seeks to accelerate growth through its franchise model. The brand's expansion strategy includes opening 68 new franchise stores by 2015, focusing initially on regions in southern Brazil. Opening an Anacapri franchise store requires an investment of around R$500,000 and has an attractive payback period of 35 months for franchisees.
Anacapri is Arezzo&Co's third brand, established in 2008. It focuses on affordable, colorful flat shoes targeted at women aged 15-60. Anacapri has evolved its brand concept and store design over time, and now seeks to accelerate growth through its franchise model. The brand's expansion strategy includes opening 68 new franchise stores by 2015, focusing initially on regions in southern Brazil. Opening an Anacapri franchise store requires an investment of around R$500,000 and has an attractive payback period of 35 months for franchisees.
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Similar to Institutional presentation 4_t12_v3 (20)
Arezzo & Co reported strong financial results for 2Q17. Net income grew 30% to R$39.3 million with margins expanding. Gross profit increased 16.8% to R$154.3 million and EBITDA grew 22.8% to R$50.3 million. All brands and channels experienced sales growth. The company continues expanding through new store openings and growing its online presence. ROIC improved to 23.7%, demonstrating efficient use of capital.
O documento apresenta os resultados financeiros da empresa no 2T17. Destaca-se que o lucro líquido foi de R$39,3 milhões, um crescimento de 30% em relação ao mesmo período do ano anterior. A receita líquida atingiu R$328,9 milhões, um aumento de 11,2%. Todas as marcas apresentaram crescimento nas vendas, com destaque para a Anacapri com aumento de 34,9% no trimestre.
O resumo do documento é:
1) A Arezzo&Co apresentou crescimento de receita, lucro bruto, EBITDA e lucro líquido no primeiro trimestre de 2017.
2) Todas as marcas e canais de distribuição apresentaram crescimento de receita no período.
3) A companhia gerou forte geração de caixa operacional no trimestre e reduziu seu endividamento.
Arezzo&Co reported strong financial results for 1Q17, with net income growing 51.1% YoY to R$22.2 million and EBITDA increasing 36.8% to R$36 million. All brands and channels experienced revenue growth, particularly Anacapri and Arezzo brands. The company also saw improvements in operating cash flow and ROIC. Arezzo&Co remains focused on optimizing its distribution network and working capital management.
The document summarizes the financial results of Arezzo&Co for the third quarter of 2016. Some key highlights include:
- Net income was R$35.4 million, with a margin of 10.2%
- Gross profit increased 14.4% to R$152.2 million and gross margin grew 170 basis points
- EBITDA grew 12.5% to R$55.9 million with a margin of 16.1%
- Same-store sales increased 6.4% across owned stores, franchises, and web commerce channels
O documento apresenta os resultados financeiros da empresa Arezzo&Co no terceiro trimestre de 2016, destacando:
1) O lucro líquido atingiu R$35,4 milhões, com margem líquida de 10,2%
2) A receita bruta cresceu 5,6% em relação ao mesmo período do ano anterior
3) O EBITDA totalizou R$55,9 milhões, com crescimento de 12,5% ano a ano
1) Arezzo&Co reported strong financial results in 4Q16, with net revenue increasing 19.4% and net income reaching R$35.8 million, a 10.6% margin.
2) Key highlights included a 21.2% rise in gross profit to R$153.2 million and 20.6% growth in EBITDA to R$53.9 million.
3) For the full year 2016, the company opened 22 new stores, expanding its sales area by 3.7% in line with guidance, and generated R$101.7 million in operating cash flow.
O documento apresenta os resultados financeiros da Arezzo&Co no 4T16 e 2016. Destaca-se o crescimento de 21,2% no lucro bruto e de 20,6% no EBITDA no 4T16. Em 2016 foram abertas 22 novas lojas, expansão de 3,7% na área de vendas. A geração de caixa operacional foi de R$45,7 milhões no 4T16 e R$101,7 milhões em 2016.
The document outlines the agenda and activities for Arezzo&Co's 2016 Investor Day. The day included presentations on people management, value chain, omni-channel strategies, finance, and corporate governance. There was also a talk show and Q&A sessions. The opening remarks discussed Arezzo&Co's portfolio of brands, growth across multiple channels including franchises and e-commerce, and strategic focus areas for each brand and channel.
The document outlines the agenda for Arezzo&Co's 2016 Investor Day, including presentations on people and management, integrated supply chain management, omni-channel projects, finance, and corporate governance. Key executives from Arezzo&Co and its brands will also participate in a talk show segment to discuss topics like brand development, distribution channels, and growth strategies.
Gross revenue for Arezzo&Co reached R$367.0 million in 4Q15, a decrease of 2.3% over 4Q14. Net income was R$33.5 million, with a margin of 11.8% and growth of 9.4% excluding non-recurring items in 4Q14. EBITDA for 4Q15 amounted to R$44.7 million, with a margin of 15.8%. The company opened 18 new stores and expanded 3 existing stores, growing its sales area by 7.3% over the last 12 months. Cash generation was strong at R$49.3 million in the quarter.
A Companhia apresentou redução de 2,3% na receita bruta no 4T15. Destaque para o crescimento de 65,3% no mercado externo. O lucro líquido recorrente caiu 9,4% e o EBITDA recuou 8,8% no período. A geração de caixa operacional aumentou 47,5% no trimestre.
The document provides an overview of Arezzo&Co's financial results for 1Q15. Key highlights include:
- Net revenue reached R$236.2 million, an increase of 10.7% year-over-year.
- Net income was R$18.1 million, with a net margin of 7.7%.
- EBITDA totaled R$28.1 million, an increase of 3.0% year-over-year, with a margin of 11.9%.
- The company expanded its sales area by 11.2% compared to 1Q14.
Este documento apresenta os resultados financeiros da empresa no primeiro trimestre de 2015, destacando um crescimento de 10,7% na receita líquida e de 4,1% no lucro líquido em relação ao mesmo período do ano anterior. O lucro bruto aumentou 4,2% e a área de vendas cresceu 11,2%. Os investimentos (CAPEX) tiveram alta de 4,4% e a posição de caixa permaneceu sólida.
The document outlines the schedule and agenda for Arezzo&Co's 2014 Investor Day. The day is split into two parts, with the first part focusing on presentations from the Arezzo, Schutz, Anacapri, and Alexandre Birman brands. The second part will cover topics like people, operational efficiency, CRM and e-commerce, and new business development. There will also be two Q&A sessions. The overall key message is that Arezzo&Co continues investing to improve its business model and drive sustainable growth through a focus on products and brands, organic multi-brand and multi-channel expansion, and strategic investments in people, processes and infrastructure.
O documento apresenta a agenda do Arezzo&Co's Investor Day de 2014, com as atividades programadas para o evento, divididas em duas partes principais: a primeira parte focada na apresentação das principais marcas do grupo e a segunda parte abordando temas como pessoas, eficiência operacional, comércio eletrônico e relacionamento com clientes.
In 3Q14, BR Properties saw a 19% decrease in net revenues compared to 3Q13 due to property sales. Adjusted EBITDA was R$170.7 million with a margin of 89%. Net income increased 21% to R$107.9 million. The company signed new lease agreements, sold additional industrial properties, and prepaid debt with proceeds from asset sales. Financial vacancy rates declined again this quarter in offices and warehouses.
No 3T14, a receita líquida da Companhia caiu 19% devido à venda de propriedades, porém o aluguel médio das mesmas propriedades cresceu 4,4%. A Companhia apresentou EBITDA ajustado de R$170,7 milhões e lucro líquido de R$107,9 milhões, um aumento de 21% em relação ao 3T13. A vacância financeira dos escritórios caiu para 9,2% no trimestre.
The document provides an overview of Arezzo&Co's financial results for the third quarter of 2014, including a 12.2% increase in gross revenue to R$379 million, a 7.6% rise in gross profit to R$124.9 million, and a 14.3% growth in net income to R$33.6 million. It also discusses the company's expansion efforts through new store openings and renovations, as well as its capital expenditures and conservative indebtedness levels.
O documento apresenta os resultados financeiros da empresa Arezzo&Co no terceiro trimestre de 2014, destacando crescimento de receita, lucro líquido e EBITDA na comparação com o mesmo período do ano anterior. Também informa sobre a expansão da rede de lojas e canais de distribuição no período.
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2. Disclaimer
Statements regarding the Company’s future business perspectives and projections of operational and
financial results are merely estimates and projections, and as such they are subject to different risks and
uncertainties, including, but not limited to, market conditions, domestic and foreign performance in general
and in the Company’s line of business.
These risks and uncertainties cannot be controlled or sufficiently predicted by the Company management
and may significantly affect its perspectives, estimates, and projections. Statements on future
perspectives, estimates, and projections do not represent and should not be construed as a guarantee of
performance. The operational information contained herein, as well as information not directly derived from
the financial statements, have not been subject to a special review by the Company’s independent
auditors and may involve premises and estimates adopted by the management.
2
4. .1 Platform of brands of reference
Arezzo&Co is the leading Company in the footwear and
accessories sector through its platform of Top of Mind brands
1
4
5. .2 Company overview
Arezzo&Co is the reference in the Brazilian retail sector and has
a unique positioning combining growth with high cash
generation
1
Leading company in
the footwear and
accessories sector
with presence in all
Brazilian states
Controlling
shareholders are the
reference in the sector
Development of
collections with
efficient supply chain
Asset light: high
operational efficiency
Strong cash
generation and high
growth
9.0 million pairs of shoes(1)
552 thousand handbags(1)
2,750 points of sale
12% market share(2)
40 years of experience in
the sector
Wide recognition
~11,500 models created
per year
Lead time of 40 days
7 to 9 launches per year
89% outsourced production
ROIC of 29.9% in 2012
2,058 employees
Net revenues CAGR:
34.7% (2007- 2012)
Net Profit CAGR: 41.0%
(2007- 2012)
Increased operating
leverage
Notes:
1. LTM as of December, 2012.
2. Refers to the Brazilian women footwear market (source: Euromonitor, IBGE and Company estimates) . Estimated for 2011.
5
6. Founded in 1972
Focused on brand and
product
Consolidation of
industrial business model
located in Minas Gerais
1.5 mm pairs per year
and 2,000 employees
Focus on retail
R&D and production
outsourcing on Vale dos Sinos -
RS
Franchises expansion
Specific brands for each
segment
Expansion of distribution
channels
Efficient supply chain
First store
Fast Fashion
concept
Launch of the first
design with
national success
+
Schutz launch
Launch of new
brands
Merger
Commercial operations
centralized in São Paulo
Strategic Partnership
(November 2007)
Industry ReferenceFoundation and structuring Industrial Era Corporate EraRetail Era
2012 and 201370’s 80’s 90’s 00’s
Opening of the first
shoe factory
Opening of the flagship
store at Oscar Freire
.3 Successful track record of
entrepreneurship
The right changes at the right time accelerated the Company's
development
1
Consolidate
leadership
position
Initial Public Offering
(February 2011)
7. .4 Shareholder structure1
Notes:
1. Arezzo&Co capital stock is composed of 88,587,469 common shares, all nominative, book-entry shares with no par value.
2. Including Stock Option Plan – Arezzo&Co’s executives
Shareholder structure as of March, 2013.
7
Post-offering
52.4% 47.4%
Birman family Others
1
Management²
0.3%
Float
47.1%
8. 8
.5 Culture & Management:
Arezzo towards 2154
Code of Ethics
“Our behavior is a positive example for all activities and internal or external interactions; and we treat everyone with respect, equality and cooperation”
“We properly protect the confidentiality of our information, documents, trademarks, intellectual property and cherish the proper use of our assets”
“The Arezzo Group’s interests prevail over personal or third party interests and guide any decision-making in the company”
“We act with fairness in our relationships with suppliers, franchisees and customers, eliminating any situation that may generate expectations of bias in
the context of receipt of gifts and invitations”
“Our suppliers are evaluated and contracted based on clear criteria and in line with our ethical standards and conduct”
“We are committed to ensure a responsible environmental stewardship by ensuring and establishing high standards for the purposes of protecting the
environment and conserving its resources”
“We have a socially responsible conduct and do not use any resources for unethical or illegal purposes, or that violates local or international laws”
“It is our duty to report any breach of the Code of Ethics irrespective of the public involved”
2010
2154
Meritocratic culture based on best practices makes Arezzo a
company prepared to reach 2154
1
9. Notes:
1. Points of sales (2012); O = Owned Stores; F = Franchised Stores; MB = Multi-brand Stores; EX = Exports – # multibrand stores
2. % of each brand gross revenues (2012)
3. 2012 gross revenues, does not include other revenues (not generated by the 4 brands)
4. % total (2012) gross revenues
.6 Strong platform of brands
Strong platform of brands, aimed at specific target markets, enables the
Company to capture growth from different income segments
1
Trendy
New
Easy to wear
Eclectic
Fashion
Up to date
Bold
Provocative
16 - 60 years old 18 - 40 years old
R$ 285.00/pair
R$ 669.4 million R$ 372.5 million
Pop
Flat shoes
Affordable
Colorful
12 - 60 years old
R$ 99.00/pair
R$ 32.5 million
Design
Exclusivity
Identity
Seduction
R$ 960.00/pair
R$ 3.9 million
20 - 45 years old
62.1% 34.5% 3.0% 0.4%
Brands
profile
Female
target
market
Sales
Volume3
% Gross
Revenues4
Retail price
point
Foundation 1972 1995 2008 2009
MB
9
O
2
O
19
F
319
MB
925
9
R$ 180.00/pair
O
28
F
23
MB
1,573
Distribution
channel1
POS 1
%
gross
rev.2
72% 15%12% 7% 49%36%
EX
18
1%
EX
123
8%
EX
35
49% 9% 42%
MB
793
O
8
EX
5
46% 53% 1%
10. .7 Multiple distribution channels
1
10
512
286
256
54²
1,109
Flexible platform through three distribution channels with
differentiated strategies, maximizing the Company's profitability
Gross Revenue Breakdown – (R$ mn)¹
Gross Revenues per Channel
57 owned stores
being 7 Flagship
stores
Reach about
1,133 cities and
2,351 multi-
brands
342 franchises in
more than 160
cities
Broad distribution
in every Brazilian
state
Franchises Multi-brands Owned stores Others Total
Notes:
1. 2012 gross revenues
2. Considers external market and other revenues in the domestic market
46% 26% 23% 5% 100%
12. Management
BRANDS OF REFERENCE
Customer focus: we are at the forefront of
Brazilian women fashion and design
Multi-channelSourcing & Logistics
Communication &
Marketing
SEASONED
MANAGEMENT
TEAM WITH
PERFORMANCE
BASED INCENTIVES
NATIONWIDE
DISTRIBUTION
STRATEGY
EFFICIENT
SUPPLY CHAIN
SOLID MARKETING
AND
COMMUNICATION
PROGRAM
ABILITY TO
INNOVATE
R&D
1 2 3 4 5
12
Unique business model in Brazil
2
13. .1 Ability to Innovate
We produce 7 to 9 collections per year
2I. Research
Creation:
11,500 SKUs / year
II. Development III. Sourcing IV. Delivery
Arezzo&Co fulfills the various aspirations of women, delivering on average 5 new
models per day, allowing for consistent desire-driven purchases
Available for selection:
63% of SKUs created /
year
13
Stores:
52% of SKUs created / year
Creation
Launch
Orders
Production
Delivery
Normal sale
Discount sale
Winter I Winter II Winter III Summer I Summer II Summer III Summer IV
Activities JAN FEV MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
14. .2 Broad media plan
2
14
The brand has an integrated and expressive communication strategy, from the
creation of campaigns to the point of sales
Strong presence in printed media
85 inserts in printed media in 170 pages in 2012 (32 million readers)
78 exhibition in fashion editorials in 1Q12
Digital communication
Presence in eletronic media and television
+750 exhibition on TV e 150 exhibition in cinema in 2012
+ 80 million impact
Demi Moore
Seasonal showroom in Los Angeles near the
Red Carpet
Season
CRM – VIP sales
In-store events – PA
Stylists Fashion Advisors
Celebrity Endorsement Marketing Events
1 mn Facebook fans: leader in
interactions
30 k monthly access to Schutz‟s Blog
606k accesses to site/month
Average navigation time: 8 minutes
66 k Twitter followers : category leader
Gisele Bündchen Blake Lively
15. .2 Communication & marketing program
reflected in every aspect of the stores
Stores constantly modified to incorporate the concept of each new
collection, creating desire-driven purchases
2
All visual communication at stores is monitored and updated simultaneously throughout Brazil
for each new collection
Flagship storesStore layout & visual merchandising
15
POS materials (catalogs, packaging, among others)
16. .2 Atmosphere of stores: differentiated
concepts for each brand
2
16
Summer – Flagship Oscar Freire
Winter – Flagship Oscar Freire Video Wall
Closet Essential
Niches and lighting
Jaquets and accessories
Campaigns and marketing actions
Preeminence for products
Differentiated products
Visual merchandising:
Updates at low cost investment
Brings relevant information from
each collection to stores’ level
3 main updates per year
Chameleon project: constant
modification to incorporate the new
collection’s concept
Exposure of a large variety of
products
Selling area inventory: lower
necessity of area for storage
Atmosphere of a jewelry store
Private shop experience
Focus on exclusivity, design and
highly selected materials
Wall display
Combos
Storage
Each theme is disposed in different niches
Acessories
Sophisticated lighting
Distinguished storefront Special collections
17. .3 Flexible production process…
2
17
Arezzo’s size allows for large scale purchases from each
supplier
Production speed, flexibility and scalability to ensure Arezzo&Co‟s
expected growth based on asset light model
Gains of scale
Joint purchasesCertification and auditing of suppliers
In-house certification and auditing ensure quality and
punctuality (ISO 9001 certification in 2008)
Negotiation of raw material jointly with local suppliers
Consolidation and improvement of distribution in national
scale
Reception: 100,000 units / day
Storage: 100,000 units / day
Picking: 150,000 units / day
Replacement of milky run strategy
1
2
3
4
5
Distribution: 200,000 units / day
4
Sourcing Model
Owned factory with capacity to produce 1.1 million pairs
annually and strong relationship with Vale dos Sinos
production cluster as the outsourcing represents 89% of total
production
New Distribution Center
18. .3 …leveraged by a multichannel
distribution strategy…
Arezzo&Co follows a detailed process in defining the opportunity pipeline. This
multichannel distribution strategy has been consolidated throughout the Company‟s
history:
18
1972 1975 1987 2000 2008 2010
2011
2012
Inauguration of the
new Anacapri store
format
Founding of the
Arezzo brand
1st Store
1st Arezzo
Franchise
Arezzo reaches
200 franchises
GTM Schutz: focus on
mono-brand stores
Flagship store
strategy for Schutz
1st Arezzo Flagship
store
2
19. .4 ...through owned stores…
Capturing value from the chain while developing retail know how and
brands‟ visibility
2
Greater brand awareness coupled with operational efficienciesFlagship Stores
19
Clustering higher productivity stores in main areas (mainly SP and RJ) improving
operational efficiency and profitability:
Direct costumers interaction develops retail competences which are also reflected
at franchised stores
Flagship stores ensure greater visibility and reinforce brand image
Arezzo – Ipanema / RJ
Schutz – Iguatemi / SP
Arezzo – Cid. Jardim / SP
R$ 3,289M
R$ 5,119 M
OwnedFranchise
Annual Average
Sales per Store
2012
Total sales area and # of stores (sq m)
Schutz – Oscar Freire / SP
88% 91% 81%
77%
80% 75% 75%
78%
12%
9%
19%
23%
20% 25% 25%
22%
2007 2008 2009 2010 2011 2Q12 3Q12 4Q12
Flagship
Standard store
6
10
21
29
45
50 52
57
# stores
1,044
1,369
2,067
2,967
4,686
5,107
5,306
5,897
20. Intense retail training
Ongoing support: average of 6 stores/ consultant and
average of 22 visits per store/ year
Strong relationship with and ongoing support to franchisee
IT integration with our franchises amount to more than 80%
As mono-brand stores, franchises reinforce the branding in
each city they are located
2
4 or more
franchises
1 franchise
2 franchises
3 franchises
49%
10%
27%
15%
20
.4 …with efficient management of the
franchise network...
Model allows rapid expansion with little invested capital by
Arezzo&Co and high profitability to franchisees
Successful Partnership: “Win – Win” Franchise Concentration per Operator
Average payback of 39 months2
100% of on-time payments
96% satisfaction of franchises1
Excellency in Franchising Award in the last 8 years (ABF)
Best Franchise in Brazil (2005) and in the sector for 7
years since 2004
(# of Franchisees by # of Franchises)
Notes: FY2012 data
1. 96% of the current franchisees indicated they would be interested in opening a
franchise if they did not already have one
2. Annual sales of R$ 2,330 thousand + average initial investment of R$ 600 thousand
+ working capital of R$ 414 thousand
21. To get to know
the profile of
consumers
To manage
performance
indicators of
both the store
and the team
To optimize
supply and
stock
management
…to sell more, have no overstock … and
achieve goals!
1 2 3
The use of technology to support the
management process...
.4 … information technology, people
management...
Information technology and people management applied to retail in order to
support improvements on the whole managing process
21
A holistic approach for sales training
teams in the various fronts of the retail
operation
Training Tools
• Product
• Fashion and trends
• Sales technique
• Store operations
• Visual merchandising
• Sales systems
• Integration New operators
• Management Training
• Sales Conventions
• Sales Incentives (motivational)
Over R$1M invested in training in the first half of
2012
20% retail turnover in Company Owned Stores
during the first half of 2012
2
22. .4 ...and of the multi-brand stores
2
Multi-brand stores
22
Multi-brand stores‟ Gross Revenue¹ (R$ mn) Improved distribution and brand visibility
Greater brand capillarity
Presence in over 1,133 cities
Rapid expansion at low investment and risk
Main Focus: share of wallet
Owner’s loyalty
Important sales channel for smaller cities
Sales team optimization: internal team and commissioned
sales representatives
Multi-brand stores widen the distribution capillarity and the brands‟
visibility, resulting in a strong retail footprint
Notes:
1. Domestic market only
# Store
2,146
2,351
286
2012
73
4Q12
Gross Revenue1
(R$ mn)
234
2011 4Q11
57
23. .4 Large capillarity and scale of store
chain
Mono-brand store chain with high capillarity, reaching more than 160
cities and well-positioned among the retail companies
2
23
Size and average sales per mono-brand stores - 2011
Brand
Average size
(m2)
Net Revenue/ m2
(R$ 000s)
Total
Stores 1,2
61 354 328
133 244 432
1,904 9 167
1,031 7 336
2.513 8 145
263 17 104
5
319 franchises +
19 owned stores(i) +
925 multi-brand clients
(i) 4 outlets
23 franchises +
28 owned stores(ii) +
1,573 multi-brand clients
(ii)1 outlet
Points of sale (2012)
TOTAL
8 owned stores
793 multi-brand clients
2 owned store +
9 multi-brand clients
342 franchises6 +
57 owned stores6 +
2,351 multi-brand clients
=2,750 points of sales
Source: IBGE, Companies’ Reports; number of stores according to latest data provided by the Companies
Notes:
1. Considers only monobrand stores of Arezzo and Schutz;
2. For Hering, considers only Hering Store chain stores;
3. 2008 data;
4. Net Revenue (assuming that sales taxes and deduction = 30% of gross revenues);
5. Considers Arezzo + Schutz, except for outlets, handbags’ stores and Schutz franchise;
6. Including export market
GDP³: 18%
A&C¹: 17%
GDP³: 55%
A&C¹: 57%
GDP³: 15%
A&C¹: 15%
GDP³: 7%
A&C¹: 7%
GDP³: 5%
A&C¹: 4%
57
sq m
85
sq m
80
sq m
Points of sale – average size : new stores are increasing
network average size
2010 2011 new stores 2012 new stores
24. Arezzo and Ana Capri
Schutz and Alexandre
Birman
Industrial Supply Chain Strategy and IT Financial
Alexandre Birman Cisso Klaus Marcio Jung Thiago BorgesKurt Richter
HR
Raquel Carneiro
Marco Coelho
Internal Auditing
Anderson Birman
Claudia Narciso
.5 Seasoned and professional
management team
2 Anderson Birman
Years
at Arezzo
40
17
5
14
11
8
9
30
3
Years of
experience
40
17
13
24
32
28
47
41
13
Name
Title
Anderson Birman
CEO
Alexandre Birman
COO
Thiago Borges
CFO and Investor Relations Officer
Claudia Narciso
Director – R&D
Kurt Ritchter
Director – Strategy and IT
Marcio Jung
Director – Supply Chain
Cisso Klaus
Director – Industrial
Marco Coelho
Director – Internal Auditing
Raquel Carneiro
Director – HR
Highly qualified management team
24
Stock option plan for key executives
Performance based compensation package for all
employees
Independent business units for each brand but unified
officers (Industrial, Logistics, Financial and HR) for the
whole company
25. .6 Corporate governance
Board is composed by 8 members being 4 appointed by controlling shareholders
2
Name Experience Name Experience
Title Title
Anderson Birman
Chairman of the Board
Arezzo’s CEO since its foundation, with over 40 years of
experience in the industry
Alexandre Birman
Vice-Chairman of the Board
Arezzo’s COO and founder of Schutz, with 17 years of
experience in the industry
Pedro Faria
Board Member
Tarpon’s partner since 2003, member of the Board of Directors of
Direcional Engenharia, Omega Energia Renovável, Cremer and
Comgás
Eduardo Mufarej
Board Member
Tarpon’s partner since 2004, member of the Board of Directors of
Tarpon, Omega Energia Renovável and Coteminas
José Murilo Carvalho
Board Member
President of the Attorney’s Association of Minas Gerais,
Board Member of the Brazilian Bar Association
José Bolonha
Board Member
Founder and CEO of “Ethos Desenvolvimento Humano e
Organizacional“; Board member of the Inter-American Economic
and Social Council (UN, WHO)
Guilherme A. Ferreira
Independent Board Member
CEO of Bahema Participações, board member of Pão de
Açúcar, Banco Signatura Lazard, Eternit, Tavex and Rio
Bravo Investimentos
25
Artur N. Grynbaum
Independent Board Member
CEO of Grupo Boticário (largest franchise company in Brazil) and
Vice-President at Abihpec (Brazilian Association of Industries in the
field of Personal Hygiene, Perfumes, and Cosmetics )
Ana Luiza Franco* (Coordinator)
Audit Committee
Pedro Faria (Coordinator) José Bolonha (Coordinator)
Committees
Strategy Committee People Committee
Board of directors
Members:
Jose Murilo and Guilherme A. Ferreira
Members:
Anderson Birman, Alexandre Birman, Guilherme A.
Ferreira and Arthur N. Grynbaum
Members:
Pedro Faria and Alexandre Birman
*Mrs Franco is former partner at Machado Meyer Law firm in Brazil
and currently acts as member for corporate risk and audit
committees in various relevant companies in the country.
27. .1 Social upward mobility driving internal
consumption
Income growth and job creation lead to rapid social upward mobility and
increasing internal consumption
3
27
2003
44 (24%)
29 (15%)
40 (20%)
16 (8%)
47 (27%)
49 (28%)
+18 mi
(2003-14E)
+47 mi
(2003-14E)
2014E2009
31 (16%)20 (11%)13 (8%)
66 (37%)
95(50%)
113 (56%)
...Resulting in a significant rise of consumer goods consumption, including Footwear and Apparel
(Consumption growth as a result of the upward mobility in social classes; indexed 100 = class D/E)
Source: IBGE, FGV, LCA, Bain & Co., BCG, Roland Berger, IPC Maps
Classes A/B: monthly income above R$4,808 | Class C: monthly income between R$1,115 and R$4,408 | Class D: monthly income between R$768 and R$1,115 | Class E: monthly income below R$768
Class
D/E
Class
C
Class
B
Class
A
Food, Drinks and
Cigarettes
Electronics
and Furniture
Footwear and
Apparel
Prescription/OTC drugs
Hygiene and
Personal Care
5.4x
10.1x
12.6x
9.3x
11.2x
Footwear and apparel
have the largest
growth potential
3.3x
4.4x
5.4x
4.3x
5.3x
1.7x
1.9x
2.3x
1.9x
2.3x
1.0x
1.0x
1.0x
1.0x
1.0x
Class C
Class A/B
Class D
Class E
Brazil experiences an accelerated process of social upward migration...
(Millions of people)
Footwear and apparel
consumption
potential index: 4,8%
28. 5%
8% 9%
11% 12%
2007 2008 2009 2010 2011
28
.2 Brazilian footwear market overview
3
Total footwear market (R$ bn)
Arezzo&Co has a significant stake of the women footwear market and has
consistently increased its market share
Arezzo&Co‟s market share1
Source: IBOPE Inteligência (Pyxis), Satra, World Bank, ABICALÇADOS, IEMI, MTE, MDIC, / SECEX, IBGE
Note: 1.Based on Euromonitor research and IBOPE Inteligência (Pyxis). Estimated Arezzo&Co market share, including Company’s handbags and considering only total footwear market
37%
29%
17%
13%
4%
Others
Sports
Men
Kids
Women
footwear
Income Class
17%
44%33%
6%
Class B
Class A
Class D/E
Class C
Footwear consumption (2009)
Women footwear
Total footwear
2011
CAGR (03-11): + 7.7%
11.6
30.4
29. 29
.3 Brazilian handbags market overview
3Arezzo&Co also has a relevant position within the fast growing handbag market in
Brazil
Source: IBOPE Inteligência (Pyxis), Satra, World Bank, ABICALÇADOS, IEMI, MTE, MDIC, / SECEX, IBGE
Total handbags market (R$ bn)
Women handbags
Total handbags
2011
CAGR (03-11): + 10.7%
3.3
4.2
Total addressable market (R$ bn)
78%
22%
Footwear
Handbags14.9
Arezzo&Co current sell out breakdown (R$ mn)
Breakdown based on Schutz and Arezzo owned stores
Consolidated (including handbags and shoes)
market share: 10%
Opportunity to consolidate handbag leading position
90%
10%
Calçados
Bolsas
195.9
30. Pairs (millions) Production World share
China 12,597 62.4%
Índia 2,060 10.2%
Brazil 894 4.4%
Vietnam 760 3,8%
Indonesia 658 3.3%
Pakistan 292 1.4%
Brazil is the third biggest footwear producer, with production mostly destined to
supply the domestic market. Competitive costs, minimum production and lead time to
better serve the Brazilian fast fashion demand
.4 Footwear Industry - Global Overview
and competitive advantages
30
Pairs (millions) Consumption World share
China 2,700 15.2%
USA 2,335 13.4%
India 2,034 11.7%
Brazil 780 4,5%
Japan 693 4.0%
Indonesia 627 3.6%
BRAZIL
Lead time: 40 days
Minimum/model: 800 pairs
Minimum/construction: 4,000 pairs
Production cap. (pairs) 894 million
Cost (w/o tax): USD 21/pair
Cost (w/tax): USD 27/pair
CHINA (different clusters)
Lead time: 120 to 150 days
Minimum/model: 5,000 pairs
Minimum/construction: 20,000 pairs
Production cap. (pairs): 12,000 million
Cost (FOB): USD 16-18/pair
Cost (DDP): USD 42-45/pair
INDIA
Lead time: 160 days
Minimum/model: 5,000 pairs
Minimum/construction: 20,000 pairs
Production cap. (pairs): 2,060 million
Cost (FOB): USD 15/pair
Cost (DDP): USD 23/pair
ITALY
Lead time: 70 days
Minimum/model: 800 pairs
Minimum/construction: 4,000 pairs
Production cap. (pairs): 202 million
Cost (FOB): USD 35/pair
Cost (DDP): USD 49/pair
VIETNAM
Lead time: 120 to 150 days
Minimum/model: 2,000 pairs
Minimum/construction: 8,000 pairs
Production cap. (pairs): 760million
Cost (FOB): USD 18/pair
Cost (DDP): USD 26/pair
3
31. Brazil is recognized by the quality and high specialization within different and complex
categories of shoes. The industry has been qualitatively developed in order to add
value to products and thus increase its competitive advantages over Asian suppliers
.5 Footwear Industry - Global footwear
offering
31
Global Footwear Offering: the higher and more centralized the country is
in the pyramid, the more focused it is in fashion, creation, design, luxury market ,
marketing and distribution management, with smaller production scale
Equipment assembly
Manufacturing operation
Manufacturer with
own design and mostly local brand
Manufacturer with
own design and global brand
Global Brands
Receive product and process specifications, as well
as components and raw material
Assembly activities only
Usually don’t produce;
Creation + own brand management
Design and product specification
Mostly internationally outsourced
Supply chain management
Totally decide over marketing and commercialization
Valueadded
+
-
France
Italy
Spain
Taiwan
Brazil
Mexico
China India
Thailand Vietnam Other global
suppliers
Minimum volumes
(production)
++
Indonesia
B
A
C
D
E
Industry segmentation vs. value creation:
3
32. .6 Arezzo&Co sourcing: Brazilian
competitive advantages
Vale dos Sinos region offer strong competitive advantages, a combination of
production capacity, production flexibility, skilled labor and strong structure to
support incentives for innovation and strengthening of industry‟s competitiveness
Source: Abicalçados, 2012 / ASSINTECAL / FAO / AICSUL.
Brazil is the world’s third largest
footwear producer
The world’s largest cattle: 13% of
the market
RS: 1 third (R$ 1 billion) of
Brazilian revenue in leather industry
Vale dos Sinos: one of the world’s
largest footwear manufacturing hubs
1,700 companies and entities: components,
footwear, machinery, tanneries, trade entities,
research and teaching institutions
Abundant skilled and specialized labor
Production flexibility:
volume X variety X speed
32
Production (million pairs)
Jobs (thousands)
819
338
Production (million pairs)
Jobs (thousands)
270
138
Production (million pairs)
Jobs (thousands)
216
110
BRAZIL
SOUTHERN REGION
VALE DOS SINOS
Vale dos Sinos: 26% of Brazilian
footwear production
3
33. South
.7 Arezzo&Co Sourcing: Competitive
Advantages
Arezzo&Co is a leader in the Brazilian leather fashion footwear sector, with great
growth potential through domestic sourcing
Source: Abicalçados, 2012 / ASSINTECAL / FAO / AICSUL./ Arezzo&Co
Women‟s leather footwear production:
(million of pairs)
33
Vale dos Sinos‟ component manufacturing:
31% of Brazilian companies in the category
# of
companies
27
197
46
152
83
Outsole
complements
Upper complements
Packaging
Tools, dies/moulds
Chemicals
Segment
# of
companies
78
33
47
37
134
Upper materials
Insoles
Footwear production
chemicals
Leather production
chemicals
Heels, outsoles and
high heels
Segment
Components:
- Micro: 38%
- Small: 40%
- Medium: 44%
- Large: 60%
Tanneries: 34%
Distribution of components and tanneries per region:
Components:
- Micro: 4%
- Small: 4%
- Medium: 5%
- Large: 7%
Tanneries: 12%
Components:
- Micro: 1%
- Small: 3%
- Medium: 3%
Tanneries: 10%
Components:
- Micro: 3%
- Small: 2%
- Medium: 4%
Tanneries: 4%
Components:
- Micro: 54%
- Small: 51%
- Medium: 41%
- Large: 33%
Tanneries: 41%
Southeast Northeast Midlewest North
Women’s leather
footwear
Leather footwear
Brazilian footwear
160
237
819
Brazilian footwear
Leather footwear
Women’s leather
footwear
Nearly 70% of Brazil‟s leather footwear
production
3
34. Trends and
style
Design
Technical
Design
Engineering Samples Showroom
Logistics and
distribution Store
Raw material price negotiations Scheduling + Manufacturer negotiation
1 2 3 4 5 6 7
.8 Arezzo&Co Sourcing Process and
supply chain management
Sourcing process and supply chain management focused on ensuring flexibility,
speed and cost control in the creation of new products
34
Arezzo&Co sourcing process:
Coordinated management of production chain associated with Investments in product engineering: specific know how
Arezzo&Co
Raw
materials
Finished
products
Cost control
Engineering folder
Cost management efficiency
Quality standard guarantee
Efficient lead time
Flexibility
Chemichals and textile
Components
3
35. .9 Understanding shoes
Spike rivet (2 parts)
Buckle (2 parts)
Anklet (8 parts)
Toecap (2 parts)
Half sole (3 parts)
Upper (11 parts)
Assembly insole
(11 parts)
High Heel (7 parts)
Heel (2 parts)
Outsole (3 parts)
SKU
MODEL
CONSTRUCTION
10%
35%
70%
Reuse from collection to collection:
Packaging (10 parts)
A non-complex shoe has 61 raw materials managed by the industrial unit. R&D
optimization ensures greater management of costs and deadlines.
35
3
37. .1 Solid growth fundamentals
4Key drivers of growth
37
Store productivity increase
and additional upsides
Expand distribution footprint
Store openings in 2012 – 58 out of 58 (47 franchises and 11 owned stores)
Same store expansion in 2011 and 2012 – 1,000 out of 1,000 sq m already expanded
Store remodeling: Schutz new store format significantly improving sales productivity
Same store sales of 6.3% (sell out - owned stores) and 12.2% (sell in – franchises)
IT integration between our franchises: about 100% of our stores network in the same platform
Gross margin expansion: 220bps in 2012
EBITDA Growth: 15.3% in 2012
Net income CAGR reached 41% (2007-2012) and net margin rose by 5p.p. in the same period
Increase operational
efficiencies and margins
Schutz – Leblon
Date of expansion: Nov/11
44m²
109m²
148%
+198%
Sales Increase post-expansion 1
Before After
44m²
110m²
Schutz – Iguatemi SP
Date of renovation: Apr/12
34m²
70m²
106% 150%
Schutz – Higienópolis
Date of renovation: Aug/11
+107%
Sales Increase1
+115%
Sales Increase1
Before After Before After
¹Period studied: end of the renovation until jun/12 compared to the same period the previous year
38. .2 What‟s new for 2013
GTM Arezzo
Expanding Footprint
Key drivers of growth
Opening of 53 stores in 2013:
• 6 owned stores
• 47 franchises
Web commerce: Schutz and Anacapri started marketing a wide range of models to Brazil
Expansion of 15% in total sales area
38
Brand assessment:
• Reevaluation of Arezzo’s current distribution and supply model in Brazil
• Solid planning of brand growth for the next years
Consistent sales growth since 2010
Focus on new store format
Widening distribution platform for franchises
Anacapri
Consolidation
Schutz Handbags
Subdivision of use categories
Product mix by channel
Focus on product development
2011
21.6 34.0
9.2 10.5
2012 4Q11 4Q12
Anacapri Gross
Revenue
(R$ million)
4
39. .3 2013 Expansion Plan
2013 pipeline expansion is committed to the opening of 53 new stores with
15% growth in total sales area
39
4
57
342
63
389
# Owned Store
# Franchises
+13%
6
47
2012 2013
399¹
452
44. 44
5
.4 Operational and financial highlights
Cash Conversion Cycle (R$ thousand)
Cash Flows From Operating Activities (R$ thousand)
Capex (R$ million)
¹ Days of COGS
² Days of Net Revenues
Ajustes
4T11
Income before income tax and social contribution 34,932 41,884 19.9% 125,452 133,504 6.4%
Depreciation and amortization 1,168 2,349 101.1% 4,058 7,558 86.2%
Other (2,532) (1,716) -32.2% (10,475) (8,395) -19.9%
Decrease (increase)in current assets/ liabilities (19,102) (31,777) 66.4% (47,302) (41,325) -12.6%
Trade accounts receivables (19,700) (7,545) -61.7% (47,118) (29,316) -37.8%
Inventories 14,302 6,822 -52.3% (8,518) (19,206) 125.5%
Suppliers (12,765) (29,658) 132.3% 8,542 (1,779) n/a
Change in other current assets and liabilities (939) (1,396) 48.7% (208) 8,976 n/a 2909.756
Change in other noncurrent assetsand liabilities 1,971 (29) n/a (147) (2,412) 1540.8%
Payment ofincome tax and social contribution (13,845) (15,890) 14.8% (28,548) (37,708) 32.1%
Net cash flow generated by operational activities 2,592 (5,179) N/A 43,038 51,222 19.0%
20124Q12 Var. (%)Operating Cash Flow 4Q11 Var. (%) 2011
#days (R$'000) #days (R$'000)
115 199.687 119 249.382 4
Inventory¹ 53 57.384 57 76.133 5
Accounts Receivable² 97 179.589 89 208.756 -8
(-) Accounts Payable¹ 34 37.286 27 35.507 -7
Cash Conversion Cycle
4Q11 4Q12 Change
(in days)
Total capex 13,312 9,168 -31.1% 30,239 57,446 90.0%
Stores - expansion and refurbishing 11,134 6,050 -45.7% 23,352 37,349 59.9%
Corporate 2,101 2,690 28.0% 6,082 18,417 202.8%
Other 77 428 455.8% 805 1,680 108.7%
Summary of investments Var. (%)20124Q11 20114Q12 Var. (%)
45. 45
5
.4 Operational and financial highlights
Indebtedness (R$ thousand)
Indebtedness totaled R$ 94.1 million in 4Q12 versus
R$ 55.2 million in 3Q12
Long-term debt relevance stood at 54.5% in 4Q12 versus
44.5% in 3Q12
Indebtedness policy remained conservative, with low
weighted-average cost of Company's total debt
Cash 173,550 175,605 202,154
Total debt 38,659 55,199 94,084
Short term 20,885 30,626 42,843
% total debt 54.0% 55.5% 45.5%
Long-term 17,774 24,573 51,241
% total debt 46.0% 44.5% 54.5%
Net debt (134,891) (120,406) (108,070)
Indebtedness 4Q11 3Q12 4Q12