ideas, opinions and taste for fashion. In reality, Zara is also helping in giving birth to new trends through its stores or even helping in extending the longevity of some seasonal styles by offering affordable lines.
3. palm of your hand, dissolving upon contact with a cradle of heat- it’s a Winter Wonderland!
If you are a beach babe, then we understand that this might not be your favorite time of the year.
But let us reassure you that you will not be short of choices when it comes to seasonal fashion
because winter is all about those layers!
and get to mixing and matching to create the perfect look for the chilly weather as you pose like
an angel standing at the feet of a mountain of snow.
This year, the runway has been bold, brave, and beautiful, with parkas and padded jackets
making frequent appearances, and we must say that we are quite impressed with their versatility.
Checks and plaid will be major players this season as well, especially larger and wider patterns
for the sake of introducing an element of texture and intrigue. Layering up, as always, remains
a popular and never dying winter trend; stock up on those hoodies and jackets. Also, don’t
you want to sit under your blanket in a chunky, light pink sweater, watching a new episode of
Riverdale!
light sundresses with spring coming in pretty soon. Happy layering!
Katie Noakes
Editor-in-chief,
Brands Today
Jay Reddy
James Pringle
Gavin Jamie
Fiona James
Kate Hooper
Eva Morris
Jim Cooper
Edwin Martin
Roger Moses
Nancy Louis
editor@gbrandsmag.com,
ads@gbrandsmag.com
Editor
The
Team
Address
Global Brands Publications
Limited.
Unit 4 Vista Place
Coy Pond Business
PK Ingworth Road
Poole, Dorset
United Kingdom
BH12 1JY
Editor
The fireplaces are alive and cracking, there is a certin sharpness in the lazy
breez, and tiny crystals are glimmering as they float upon nothingness
of the environment and land in the palm of your hand, dissolving upon
contact with a cradle of heat- it’s a Winter Wonderland!
If you are a beach babe, then we understand that this might not be your
favorite time of the year. But let us reassure you that you will not be short
of choices when it comes to seasonal fashion because winter is all about
those layers!
You can finally take out every upper and jacket that has been sitting in
your closet all past year and get to mixing and matching to create the
perfect look for the chilly weather as you pose like an angel standing at the
feet of a mountain of snow.
This year, the runway has been bold, brave, and beautiful, with parkas and
padded jackets making frequent appearances, and we must say that we
are quite impressed with their versatility. Checks and plaid will be major
players this season as well, especially larger and wider patterns for the
sake of introducing an element of texture and intrigue. Layering up, as
always, remains a popular and never dying winter trend; stock up on those
hoodies and jackets. Also, don’t be afraid to rock bright colors and state-
ment fabrics this winter, but it is also perfectly fine if you want to sit under
your blanket in a chunky, light pink sweater, watching a new episode of
Riverdale!
So step out of your comfort zone to make some bold fashion choices to
start off your new year with us and enjoy the cold as it gradually tapers off
from sweater weather and transistions into light sundresses with spring
coming in pretty soon. Happy layering!
Katie Noakes
Editor-in-chief,
Brands Today
Address
Global Brands
Publications Limited.
Unit 4 Vista Place
Coy Pond Business
PK Ingworth Road Poole,
Dorset
United Kingdom
BH12 1JY
editor@gbrandsmag.com,
ads@gbrandsmag.com
Jay Reddy
James Pringle
Gavin Jamie
Fiona James
Kate Hooper
Eva Morris
Jim Cooper
Edwin Martin
Roger Moses
Nancy Louis
The
Team
4. Contents
FEATURES REGULARS
13
06
53
29
The Secret of Zara’s
Success
Marketing After the
Pandemic
Netflix Is a Joke
Announces 2022
DAZN’s global strategies
toward a post-pandemic
recovery
Clothing Brands
For Kids
The Future of Retail
Innovating in a crisis and
the impact on brand growth
25
41
35
29
5.
6. 6
A Culture of Customer Co-creation
The Secret of Zara’s Success
Zara is one of the world’s most successful fashion retail brands – if
not the most successful one. With its dramatic introduction of the
concept of “fast fashion” retail since it was founded in 1975 in Spain,
Zara aspires to create responsible passion for fashion amongst a
broad spectrum of consumers, spread across different cultures
and age groups. There are many factors that have contributed to
the success of Zara but one of its key strengths, which has played
a strong role in it becoming a global fashion powerhouse as it is
today, is its ability to put customers first. Zara is obsessed with its
customers, and they have defined the company and the brand’s
culture right from the very beginning.
The Zara brand offers men and women’s clothing, children’s clothing
(Zara Kids), shoes and accessories. The sub-brand Zara TRF offers
trendier and sometimes edgier items to younger women and
teenagers.
The Zara brand story
Zara was founded by Amancio Ortega and Rosalía Mera in 1975 as
a family business in downtown Galicia in the northern part of Spain.
Its first store featured low-priced lookalike products of popular,
higher-end clothing and fashion. Amancio Ortega named Zara as
such because his preferred name Zorba was already taken. In the
next 8 years, Zara’s approach towards fashion and its business
model gradually generated traction with the Spanish consumer. This
led to the opening of 9 new stores in the biggest cities of Spain.
In 1985, Inditex was incorporated as a holding company, which
laid the foundations for a distribution system capable of reacting
to shifting market trends extremely quickly. Ortega created a new
design, manufacturing, and distribution process that could reduce
lead times and react to new trends in a quicker way, which he
called “instant fashion”. This was driven by heavy investments in
information technology and utilising groups instead of individual
designers for the critical “design” element.
In the next decade, Zara began aggressively expanding into global
markets, which included Portugal, New York (USA), Paris (France),
Mexico, Greece, Belgium, Sweden, Malta, Cyprus, Norway and Israel.
Today, there is hardly a developed country without a Zara store. Zara
now has 2,264 stores strategically located in leading cities across
96 countries. It is no surprise that Zara, which started off as a small
store in Spain, is now the world’s largest fast fashion retailer and
is the flagship brand of Inditex. Its founder, Amancio Ortega, is the
sixth richest man in the world according to Forbes magazine.
Today, Inditex is the world’s largest fashion group with more than
174,000 employees operating more than 7,400 stores in 202
markets worldwide including 49 online markets. The revenues of
Inditex was USD 23.4 billion in 2019. The other fashion brands in
the Inditex portfolio are:
Zara Home: Home goods and decoration objects founded in 2003.
Operating in 183 markets, 70 of them with stores.
Pull & Bear: Casual laid-back clothing and accessories for the young
founded in 1991. Operates in 185 markets, 75 of them with stores.
Massimo Dutti: High end clothing and accessories for cosmopolitan
men and women acquired in 1995. Operates 186 markets, 74 of
them with stores.
Bershka: Blends urban styles and modern fashion for young women
and men founded in 1998. Operates in 185 markets, 74 of them with
stores.
Stradivarius: Casual and feminine clothes for young women acquired
in 1999. Operates 180 markets, 67 of them with stores.
Oysho: Lingerie, casual outerwear, lounge wear and original
accessories founded in 2001. Operating in 176 markets, 58 of them
with stores.
Uterqüe: High-quality fashion accessories at attractive prices
founded in 2008. Operating in 158 markets, 17 of them with stores.
Apart from fashion brands, Amancio Ortega has also set up a
global real estate investment fund, Pontegadea Inversiones, which
manages corporate offices across 9 countries including United
States (Seattle), Britain (London), France (Paris), Canada, Italy,
South Korea. These corporate properties house large companies
including Facebook, Amazon and Apple, and prestigious luxury and
retail brands.
The Zara brand strategy
In 2019, Zara was ranked 29th on global brand consultancy
Interbrand’s list of best global brands. Its core values are found in
four simple terms: beauty, clarity, functionality and sustainability.
The secret to Zara’s success has largely being driven by its ability
to keep up with rapidly changing fashion trends and showcase it in
its collections with very little delay. From the very beginning, Zara
found a significant gap in the market that few clothing brands had
effectively addressed. This was to keep pace with latest fashion
trends, but offer clothing collections that are a combination of high
quality and yet, are affordable. The brand keeps a close watch on
how fashion is changing and evolving every day across the world.
Based on latest styles and trends, it creates new designs and puts
them into stores in a week or two. In stark comparison, most other
fashion brands would take close to six months to get new designs
and collections into the market.
It is through this strategic ability of introducing new collections
based on latest trends in a rapid manner that enabled Zara to beat
other competitors. It quickly became the people’s favourite brand,
especially with those who want to keep up with fashion trends.
Founder Amancio Ortega is famously known for his views on clothes
as a perishable commodity. According to him, people should love to
use and wear clothes for a short while and then they should throw
them away, just like yogurt, bread or fish, rather than store them in
cupboards.
The media often quotes that the brand produces “freshly baked
clothes”, which survive fashion trends for less than a month or
two. Zara concentrates on three areas to effectively “bake” its fresh
fashions:
Shorterleadtimes(andmorefashionableclothes):Shorterleadtimes
allow Zara to ensure that its stores stock clothes that customers
want at that time (e.g. specific spring/ summer or autumn/ winter
collections, recent trend that is catching up, sudden popularity of an
item worn by a celebrity/ socialite/ actor/ actress, latest collection
of a top designer etc.). While many retailers try to forecast what
customers might buy months in the future, Zara moves in step with
its customers and offers them what they want to buy at a given point
in time.
7. 7
7
Lower quantities (through scarce supply): By reducing the quantity
manufactured for a particular style, Zara not only reduces its
exposure to any single product but also creates artificial scarcity.
Similar to the principle that applies to all fashion items (and more
specifically luxury), the lesser the availability, the more desirable
an object becomes. Another benefit of producing lower quantities
is that if a style does not generate traction and suffers from poor
sales, there is not a high volume to be disposed of. Zara only has
two time-bound sales a year rather than constant markdowns, and
it discounts a very small proportion of its products, approximately
half compared to its competitors, which is a very impressive feat.
More styles: Rather than producing more quantities per style, Zara
produces more styles, roughly 12,000 a year. Even if a style sells
out very quickly, there are new styles waiting to take up the space.
This means more choices and higher chance of getting it right with
the consumer.
Zara only allows its designs to remain on the shop floor for three
to four weeks. This practice pushes consumers to keep visiting the
brand’s stores because if they were just a week late, all the clothes
of a particular style or trend would be gone and replaced with a new
trend. At the same time, this constant refreshing of the lines and
styles carried by its stores also entices customers to visit its shops
more frequently.
In the following sections, the key components of Zara’s winning
formula in the fashion retailing industry are illustrated.
Customer co-creation: Zara’s principal designer is the customer
Zara’s unrelenting focus on the customer is at the core of the
brand’s success and the heights it has achieved today. There
was a fascinating story around how Zara co-creates its products
leveraging its customers’ input. In 2015, a lady named Miko walked
into a Zara store in Tokyo and asked the store assistant for a
pink scarf, but the store did not have any pink scarves. The same
happened almost simultaneously for Michelle in Toronto, Elaine in
San Francisco, and Giselle in Frankfurt, who all walked into Zara
stores and asked for pink scarves. They all left the stores without
any scarves – an experience many other Zara fans encountered
globally in different Zara stores over the next few days.
7 days later, more than 2,000 Zara stores globally started selling
pink scarves. 500,000 pink scarves were dispatched – to be exact.
They sold out in 3 days. How did such lightning fast stocking of pink
scarves happen?
Customer insights are the holy grail of modern business, and the
more companies know about their customers, the better they can
innovate and compete. But it can prove challenging to have the right
insights, at the right time, and have access to them consistently
over time. One of the secrets to Zara’s success includes using
Radio Frequency Identification Technology (RFID) in its stores. The
brand uses cutting-edge systems to track the location of garments
instantly and makes those most in demand rapidly available to
customers. Additionally, it helps to reduce inventory costs, provides
greater flexibility to launch new designs, and allows fulfillment of
online orders with stock from stores nearest to the delivery location
thereby reducing delivery costs.
Another secret of Zara’s success is that the brand trains and
empowers its store employees and managers to be particularly
sensitive to customer needs and wants, and how customers enact
them on the shop floors. Zara empowers its sales associates and
store managers to be at the forefront of customer research –
they intently listen and note down customer comments, ideas for
cuts, fabrics or a new line, and keenly observe new styles that its
customers are wearing that have the potential to be converted into
unique Zara styles. In comparison, traditional daily sales reports can
hardly provide such a dynamic updated picture of the market. The
Zara empire is built on two basic rules: “to give customers what they
want”, and “get it to them faster than anyone else”.
Due to Zara’s competitive customer research capabilities, its product
offerings across its stores globally reflect unique customer needs
and wants in terms of physical, climate or cultural differences. It
offers smaller sizes in Japan, special women’s clothes in Arab
countries, and clothes of different seasonality in South America.
These differences in product offerings across countries are greatly
facilitated by the frequent interactions between Zara’s local store
managers and its creative team.
In the fashion world, a trend starts small, but develops fast. Zara
employees are trained to listen, watch and be attentive to even
the smallest seismographic signals from their customers, which
can be an initial sign that a new trend is taking shape. Zara knows
that the quicker it can respond, the more likely it is to succeed in
supplying the right fashion merchandise at the right time across
its global retail chain. Zara has set up sophisticated technology
driven systems, which enable information to travel quickly from the
stores back to its headquarters in Arteixo in Spain, enabling decision
makers to act fast and respond effectively to a developing trend.
Its design teams regularly visit university campuses; nightclubs and
other venues to observe what young fashion leaders are wearing. In
its headquarters, the design team uses flat-screen monitors linked
by webcam to offices in Shanghai, Tokyo and New York (the leading
cities for fashion trends), which act as trend spotters. The ‘Trends’
team never goes to fashion shows but tracks bloggers and listens
closely to the brand’s customers.
The fact that Zara’s designers and customers are inextricably linked
is a crucial part of the brand strategy. Specialist teams receive
constant feedback on the decisions its customers are making at
every Zara store, which continuously inspires the Zara creative team.
Zara’s super-efficient supply chain
Zara’s highly responsive, vertically integrated supply chain enables
the export of garments 24 hours, 365 days of the year, resulting in
the shipping of new products to stores twice a week. After products
are designed, they take around 10 to 15 days to reach the stores.
All clothing items are processed through the distribution center in
Spain, where new items are inspected, sorted, tagged, and loaded
into trucks. In most cases, clothing items are delivered to stores
within 48 hours. This vertical integration allows Zara to retain
control over areas like dyeing and processing and have fabric-
processing capacity available on-demand to provide the correct
fabrics for new styles according to customer preferences. It also
eliminates the need for warehouses and helps reduce the impact
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9
of demand fluctuations. Zara produces over 450 million items and
launches around 12,000 new designs annually, so the efficiency of
the supply chain is critical to ensure that this constant refreshment
of store level collections goes off smoothly and efficiently.
Here are some of the characteristics of Zara’s supply chain that
highlight the reasons behind its success:
Frequency of customer insights collection: Trend information flows
daily into a database at head office, which is used by designers to
create new lines and modify existing ones.
Standardization of product information: Zara warehouses have
standardised product information with common definitions, allowing
quick and accurate preparation of designs with clear manufacturing
instructions.
Product information and inventory management: By effectively
managing thousands of fabric, trim and design specifications and
their physical inventory, Zara is capable of designing a garment with
available stock of required raw materials.
Procurement strategy: Around two-thirds of fabrics are undyed and
are purchased before designs are finalized so as to obtain savings
through demand aggregation.
Manufacturing approach: Zara uses a “make and buy” approach – it
produces the more fashionable and riskier items (which need testing
and piloting) in Spain, and outsources production of more standard
designs with more predictable demand to Morocco, Turkey and
Asia to reduce production cost. The more fashionable and riskier
items (which are around half of its merchandise) are manufactured
at a dozen company-owned factories in Spain (Galicia), northern
Portugal and Turkey. Clothes with longer shelf life (i.e. the one
with more predictable demand patterns), such as basic T-shirts,
are outsourced to low cost suppliers, mainly in Asia. Even when
manufacturing in Europe, Zara manages to keep its costs down by
outsourcing the assembly workshops and leveraging the informal
economy of mothers and grandmothers.
Distribution management: Zara’s state-of-the-art distribution facility
functions with minimal human intervention. Optical reading devices
sort out and distribute more than 60,000 items of clothing an hour.
In addition to these supply chain efficiencies, Zara can also modify
existing items in as little as two weeks. Shortening the product life
cycle means greater success in meeting consumer preferences. If a
design does not sell well within a week, it is withdrawn from shops,
further orders are canceled and a new design is pursued. Zara closely
monitors changes in customer preferences towards fashion. It has
a range of basic designs that are carried over from year to year, but
some in-vogue, high fashion, inspired by latest trends items can stay
on the shelves for less than four weeks, which encourages Zara fans
to make repeat visits. An average high-street store in Spain expects
customers to visit thrice a year, but for Zara, the expectation is that
customers should visit around 17 times in a year.
This expectation for such a high frequency of repeat visits is
evidence of Zara’s confidence that it is keeping on top of changing
consumer needs and preferences and is helping them shape their
ideas, opinions and taste for fashion. In reality, Zara is also helping
in giving birth to new trends through its stores or even helping
in extending the longevity of some seasonal styles by offering
affordable lines.
Sustainability at the core of Zara’s operations
Sustainability has been a hot topic in business for the last decade
and is now quickly becoming a must-have hygiene factor for
companies that want to resonate with and win the loyalty of its
global customers. For Inditex, this means having a commitment to
people and the environment.
Commitment to people: Inditex ensures that its employees have a
shared vision of value built on sustainability through professional
development, equality and diversity and volunteering. It also
ensures that its suppliers have fundamental rights at work and by
initiating continuous improvement programs for them. Inditex also
spends over USD 50 million annually on social and community
programmes and initiatives. For example, its “for&from” programme
which started in 2002 has enabled the social integration of people
with physical and mental disabilities, by providing over 200 stable
employment opportunities across 15 stores.
Commitment to environment: Being in a business where it taps
on natural resources to create its products, Inditex makes efforts
to ensure that the environmental impact of its business complies
with UNSDGs (United Nations Sustainable Developmental Goals).
Inditex has pledged to only sell sustainable clothes by 2025 and
that all cotton, linen and polyester sold will be organic, sustainable
or recycled. The company also runs Join Life, a scheme which
helps consumers identify clothes made with more environmentally
friendly materials like organic cotton and recycled polyester.
Additionally, Inditex takes wide-ranging measures to protect
biodiversity, reduce its consumption of water, energy and other
resources, avoid waste, and combat climate change. For example,
it has outlined a Global Water Management Strategy, specifically
committing to zero discharge of hazardous chemicals. It has
also been expanding its waste reduction programme through
which customers can drop off their used clothing, footwear and
accessories at collection points in 2,299 stores in 46 markets today.
Zara’s culture: The word “impossible” does not exist
Zara has a very entrepreneurial culture, and employs lots of young
talent who quickly climb through the ranks of the company. Zara
promotes approximately two-thirds of its store managers from
within and generally experiences low turnover. The brand has no fear
in giving responsibility to young people and the culture encourages
risk-taking (as long as learning happens) and fast implementation
(the mantra of fashion).
Top management gives its store managers full liberty and control
over their store’s operations and performance with clearly set cost,
profit and growth targets with a fixed and variable compensation
scheme. The variable component amounts to up to half of the total
compensation – making store level employees heavily incentive-
driven.
In addition, once an employee is selected for promotion, his or her
store develops a comprehensive training program for that individual
with the human resources department, which is followed up by
periodic supplemental training – reflecting Zara’s commitment to
talent development. The organizational structure is also flat with
only a few managerial layers.
Customers are the most important source of information for Zara,
but like any other fashion brand, Zara also employs trend analysts,
customer insights experts, and retains some of the best talents in
the fashion world. The creative team of Zara comprises of over 200
professionals. They all embody and enact the corporate philosophy
that the word “impossible” does not exist in Zara.
For example, while many companies struggle with long lead times in
discussions and decision making, Zara gets around this challenge by
gettingvariousbusinessfunctionstosittogetherattheheadquarters
and also by encouraging a culture (through structures and
processes) where people continuously talk to each other. The sales
and marketing teams who receive trend feedback talk regularly with
designers and merchandisers. It is important that there is constant
two-way communication so that sales and marketing teams can talk
about new lines to customers and designers / merchandisers have
11. 11
11
a strong visibility of customers’ needs and preferences enacted at a
store level. The production scheduling is also closely coordinated so
that there is no time wasted on approvals. The design team structure
is very flat and focuses on careful interpretation of catwalk trends
that are suitable for the mass market – the Zara customer. The
design and product development teams, who are based in Spain,
work closely to produce 1,000 new styles every month.
Besidesbeingcustomercentric,anotherimportantreasonwhyZara’s
employee strategy is so successful is the fact that it empowers its
staff to make decisions based on data. Zara has no chief designer.
All its designers are given unparalleled independence in approving
products and campaigns, based on daily data feeds indicating which
styles are popular.
Due to the unwavering focus on the customer, the entire business
model is designed in such a way that the pattern of needs for the
finished goods dictate the terms of the production process to follow,
instead of having the raw materials determine the nature of the
production process – something that is very rare in multinational
companies of similar scale.
In sum, the entire brand culture is extremely customer-centric,
which has been and continues to be a significant contributor to
Zara’s success.
Zara’s future brand and business challenges
Charting a new digital strategy in the
COVID-19 crisis: With its primarily
offline shopping experience, Zara has
been hard hit by global store closures
amid the COVID-19 crisis in 2020,
with sales falling 44% year-on-year in
Q1 2020 and the company reporting
a net loss of USD 482 million. Inditex
has announced that it will be closing
between 1,000 to 1,200 stores
worldwide, focusing on smaller ones
in Asia and Europe. While online sales
have been encouraging – Zara’s online
sales for Q1 2020 grew 50% – it is not
enough to mitigate the damage.
Amancio Ortega plans to spend
USD 1.1 billion scaling up its digital
strategy and online capabilities by
2022 and a further USD 2 billion in
stores to improve integration between
online and offline for faster deliveries
and real-time tracking of products. Its
goal is for online sales to constitute
at least 25% of total sales. To achieve
this goal, Zara will need to think of new
ways to engage its customers digitally,
not just through its online store, but
through online communities and social
media.
Mobile commerce: Zara woke up late
to the potential of mobile commerce
and needs to catch up fast with
competitors. Different forms of market
analysis strongly point towards a scenario wherein spends on mobile
commerce will overtake desktop based ecommerce by 2021. On an
average, most brands currently get about 15-20% of their website
traffic via mobile devices and this is growing rapidly. With the deluge
of investments planned in the mobile commerce space and Zara’s
competitors already having an advantage on the mobile front,
Zara needs to quickly make mobile shopping not only an effortless
experience but also a delightful one.
Price is not an advantage anymore: Offering the latest fashion lines
at affordable prices continues to be a strategic advantage for Zara,
but cannot continue to be the only one. Across the world, and closer
to home in Europe, competitors are cutting prices and refining their
business models to cut the competitive advantage that Zara has.
Swedish fast fashion retailer H&M, which is placed #30 just behind
Zara on Interbrand’s list, launched an online store in Spain in 2014 to
take own Zara in its home turf. Again in its home market, it now faces
increasing competition from brands like Mango, which cut prices
and started focusing on fashion segments in which Zara enjoyed
popularity. In addition to H&M and Mango, other competitors like
Gap and Topshop are all fighting for a share of the fast fashion retail
market pie. Also with the rise of e- and m-commerce, the number
of indirect competitors has mushroomed. We now have online
fashion aggregators that bring in multiple brands under one single
online platform and cut through borders and price segments. Some
examples of such aggregators who are doing well include Lyst,
Farfetch, Spring and Yoox Net-a-Porter.
For Zara to effectively compete and maintain its strategic advantage,
the focus needs to shift away from price but towards quality. Even
today the Zara brand enjoys high levels of appeal, which is evident
by the serpentine queues outside its stores when it launches in new
markets.ThereisaneedforZaratostartinvestinginbuildingastrong
brand positioning and aggressively communicate it. Additionally,
Zara needs to adopt, imbibe and leverage social media and digital
platforms in its advertising and communication strategies deeper
going forward.
Need for marketing strategy to evolve: As discussed above, Zara
does not engage in advertising and instead uses its store locations
as a marketing strategy. However, brand communication is crucial
in attracting new customers to the brand to support its growth.
Without advertisements, Zara relies heavily on word of mouth or
social media. This causes the perception of potential customers
towards Zara to be heavily shaped by family and friends, which
may not be accurate. In addition, Zara’s social media platforms
such as Facebook and YouTube exists
merely as a feed for updates rather
than a platform that consumers can
interact with. Its videos on YouTube
are also seeing very low viewership
in comparison with its follower count,
which is not ideal as videos are a
powerful medium for brands in the
fashion industry. This is a gap that
Zara needs to plug immediately as
the reach and impact of social media
marketing gets stronger. As Zara’s
target customer segments start using
more social and digital platforms for
communication and for sharing their
lives, it is important for Zara to have a
strong presence on such platforms.
Conclusion: Take Zara’s cue and listen
to your customers
The Zara brand was born with a
keen eye on its customer – its ability
to understand, predict and deliver
on its customers’ preferences for
trendy fashion at affordable prices.
In addition to its effective supply
chain, the brand’s ability to have its
customers co-create designs is unique
and provides it with a competitive
advantage. Most fashion trends often
start unexpectedly, originate from
uncommon places and grow out of
nowhere. With reference to the pink scarf trend mentioned above,
it could have been that Hollywood actress Scarlett Johansson had
worn a pink scarf to a charity gala the evening before in Los Angeles,
or golf star Michelle Wie had showcased a pink scarf at a celebrity
tournament in Asia. The fact that Zara was able to quickly jump on to
this trend and provide hundreds of customers with the pink scarves
they desperately wanted to buy.
In a world swamped with Big Data, and yet more collected at an
even more rapid pace than before, brands still need to be careful
and observant. Big Data does not provide answers to all business
challenges, and it may be too hyped to be considered as the Holy
Grail.
One of the secrets behind Zara’s global success is the culture and
the respect for the fact that no one is a better, authentic trendsetter
than the customer himself or herself – and this philosophy needs to
be continually reflected in all its business strategies going forward.
So, why not consult your customers for a start? Zara always does.
12.
13. 13
Clothing Brands For Kids
Fast fashion offers cheap clothing made in ways that may not be healthy for you or the environment. Considering how sensitive the skin
of young children is, don’t you think ethical and sustainable kids' clothing is better? Not just for the planet but your children as well.
Sustainable clothing uses eco-friendly materials so your kids can grow up without leaving a huge carbon footprint. Whereas ethical
clothing also works to eradicate human rights violations in the garment supply chain. It ensures that workers and farmers earn at the
very least a living wage. And more importantly, you can be sure that your children are not wearing clothes made by exploiting other
young children in low-cost countries.
The kids’ apparel industry was estimated to be worth $252.2 billion in 20201. With a growth rate of 3.7% CAGR, the industry will reach
$325.9 billion by 2027. With its growth, the industry has the potential to contribute significantly to fast fashion’s negative impact on
the environment. The statistics for environmental pollution caused by fast fashion are high and it may be on the rise. So when it comes
to clothing the kids, the best choice for them and the environment is to switch to eco-friendly sustainable kids clothing.
Benefits of sustainable clothing for kids
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programs, including Amazon Services LLC Associates Program and
its international variants. As such, we may earn an advertising fee
from qualifying purchases at no cost to you.
Durability
Sustainable kid’s clothes are made with materials and processes that
ensure they last longer and maintain quality. This means that they are
more viable as future donations to a thrift store, an excellent place for
pre-loved kid’s clothes, or as hand-me-downs. And also kids play a lot
which means their clothes need to be washed more often. Sustainable
clothing’s durability means that it will withstand the strain of wear
and wash without losing all the attributes that made you buy it in the
first place.
Less waste
Kids grow so fast, they outgrow clothing quickly, even before the item
has reached its end of use stage. Therefore, sustainable clothing is a
great way to reduce the waste that will inevitably arise. For clothing
that you don't want to recycle or donate, like underwear, it is better to
purchase biodegradable clothing. This way, your children's clothing
waste will decompose and enrich the soil rather than pollute the
oceans and rivers.
Safer
There are about 8,000 synthetic fibers used in the fast fashion
industry; they make some of them with chemicals that can harm the
skin2. The skin of little children is usually more sensitive than that
of adults, so it is safe to assume that such kids’ clothes would affect
them more easily than adults. Chemical residue on clothing can cause
skin irritation and allergies.
They make ethical clothing for children with fewer chemicals, less
toxic or hypoallergenic fibers.
Earth and people-friendly
By wearing sustainable clothing, your kids get to help protect the
earth and garment workers. This is because ethical clothing is more
environmentally and socially sustainable compared to fast fashion3.
Ethically made clothing uses fewer pesticides, herbicides, fertilizers,
toxic dyes, and chemicals. So they do not pollute the environment a
lot and sometimes not at all. Also, some sustainable clothing brands
making kids’ clothes use production methods that save water and
energy. These methods include the closed-loop system and green
energy sourcing.
The garment workers who make ethical children's clothing are paid
fair wages for their labor. They also work in a safe environment that
does not put their life or health at risk.
There are several sustainable kids’ clothing brands. A few dedicate
themselves only to kids’ clothes or baby clothing but most brands
design for the entire family. This article picks out 12 ethical brands
that are true to sustainable fashion.
12 best sustainable & ethical clothing brands for kids
Below are some clothing brands from around the world that make
sustainable clothing with lines for kids, children, and young adults.
We have provided key information you will need to get familiar with
the brands and see if their level of sustainability suits you and your
kids. The information provides you with the following attributes of the
brands:
14. 2. Jackalo
Targeted at: Women and children
Product range: clothing
Ethical practices and values: recycled materials, fair trade, sustainability, eco-friendly
Clothing size range: US 4-14
Store location and shipping: Based in the US and offers worldwide shipping
Sustainable kids clothes that can withstand the energetic playfulness of growing kids without
wear or tear is what Jackalo offers. They design stylish kids’ clothes like cargo pants, shorts,
overalls, sailor pants, and jackets with organic cotton.
The brand ensures they source their 100% certified organic cotton from sustainable farms.
They work with factories in Portugal and Netherlands that use energy-efficient methods,
produce minimal waste, and have a low impact on the environment. They also recycle fabric
pieces generated from production processes.
Jackalo measures its environmental impact as having cut out 5,938 km of driving emissions
and saving 240,419 days of drinking water. The brand operates on a code of conduct that
upholds worker’s rights to fair wages and safety. Jackalo will take back the clothes your kids
have outgrown for recycling and give you a $15 discount on your next purchase.
3. Boody
Targeted at: Men, women, and babies
Product range: clothing
Ethical practices and values: bamboo fiber, Oeko-Tex approved, member of 1% For The Planet,
Ecocert approved, PETA Vegan approved, WRAP certified, eco-friendly packaging.
Clothing size range: 3-18
Store location and shipping: Australia
Boody offers high-quality baby tees, onesies, bodysuits, beanies, socks, and pull-on pants
from soft and breathable bamboo fabric. Their organic baby clothes are mixed with 5%
elastane to make them stretch. Their Oeko-Tex certificate is proof that their clothes are free
of harmful chemicals like pesticides.
They use bamboo fiber for its sustainability, anti-bacterial, thermo-regulating, and
hypoallergenic quality. Their bamboo is harvested sustainably from FSC-certified farms in
china. Their fiber production process is a closed-loop system that produces zero waste and
conserves resources. They make their packaging with recycled material and print on it with
vegetable-based ink.
Boody sells a South African handmade bracelet for charity and donates all the profits to the
Goodbye Malaria and the Relate Organization. They also support non-profits in Australia like
Greening Australia, Thread Together, and Propeller Projects.
1. Oobi
Targeted at: kids
Product range: clothing
Ethical practices and values: organic materials, non-toxic dye, transparency
Clothing size range: S-XL (0-12 years old)
Store location and shipping: based in Australia and ships worldwide
Award-winning sustainable kids clothing brand, Oobi, has been around for 20 years. This brand
makes getting high-quality outfits for your boys and girls a fun experience. With whimsical hand-
printed designs and organic cotton fabrics, Oobi ensures that you can buy great-looking clothes
thatareethicalanddurable.They’vegotswimwear,hats,gender-neutralpieces,dresses,playsuits,
socks, and tights. They also offer a mother and child matching line for mothers who love to match
outfits with their daughters.
Theyuselow-impactlead-freedyesintheirprintingandusebothorganicandconventionalcotton.
To reduce packaging waste, they use minimalistic packaging without paper receipts. The brand
works with Sedex approved factories in India, China, and Bangladesh. A Sedex approval means
that the supplier meets the criteria for ethical business practices.
Foreverynew-inorfull-priceditemsold,OobidonatesatoyorgarmenttoanAustralianchildinneed.
14
15. 15
4. Pact
Targeted at: men, women, and children
Product range: Clothing
Ethical practices and values: fair trade, GOTS organic cotton, non-toxic dye, recycled materials
Clothing size range: 12-24M/ 2-5T/ 8-12
Store location and shipping: ships only to Canada
Pact is one of the most popular sustainable clothing brands today. Their eco-friendly kids’
clothing includes bodysuits, pants, onesies, hoodies, tees, polos, dresses, pajamas, socks,
and underwear for babies and kids up to 12 years old.
Easily one of the best sustainable kids clothing manufacturers, they make their lines with
100% organic fabrics, Global Organic Textile Standard (GOTS) certified cotton and non-toxic
chemical dyes. To ensure that the workers who make their clothing earn a living wage, they
work with fair trade certified factories in the USA.
To reduce packaging waste, they package their products in compostable materials made out
of recyclables. They also offer carbon offset shipping to help you cover your shipping carbon
footprint. Pact operates a program that allows customers to donate old clothes to the needy.
5. Hanna Andersson
Targeted at: children
Product range: clothing
Ethical practices and values: durability, eco-friendly materials, GOTS certified, Oeko-Tex
standard 100
Clothing size range: 18-24M/ 2-12
Store location and shipping: based in the US and offers international shipping
The Hanna Andersson brand provides high-quality, ethical fashion pieces for kids from the
age of 0 to 14. They offer a wide range of sustainable clothing, and a lot of their designs
feature superhero characters loved by kids. The brand has a collection of matching pajamas
for the entire family.
The brand uses natural, sustainable materials like organic cotton, and almost all of its products are
Oeko-Tex certified. Hanna Andersson’s clothing has gained a reputation for durability and quality.
They make clothes from organic fibers that last long enough to be handed down more than once.
The brand was established in 1983 in Portland and is one of the earliest brands to foray into
sustainable children’s clothing. Their production partners pay fair wages, avoid child labor,
and treat workers with respect.
6. Little Emperor
Targeted at: children
Product range: clothing
Ethical practices and values: Sedex-approved production, locally manufactured, member of
1% For The Planet,
Clothing size range: 2-8 years old
Store location and shipping: Based in Australia and ships internationally
Little Emperor designs unique and durable clothing for kids aged 2-8 with the help of the
founder’s eight-year-old daughter. Their pieces feature fun animal prints. The brand offers
affordable pieces that you don't have to break the bank to purchase.
The brand partners with OCC Apparel, Australia, and Net paradigm India PVT Ltd, a factory
audited by Sedex. These partners have transparent production processes that make it easy
to ensure that every worker is paid their due wages and enjoys a safe working environment.
Little Emperor uses organic cotton for its kids’ clothes which is better for the environment
than conventional cotton. They use minimalistic packaging with compostable materials. The
brand supports environmental non-profits that protect the oceans and marine life through the
1% for the planet platform.
16.
17. Leading Polymer
Manufacturing
and Applications
Brand - Global
The award is not only a confirmation of our
achievements to date, but above all, an incentive
for innovative ideas and projects to create
exceptional solutions for customers all over
the world in the future.
www.rehau.group
18. 18
The Best Corporate Banking Brand Bahrain 2021
The Best Retail Banking Brand Bahrain 2021
Enriching the lives of generations
The National
Bank of Bahrain
Licensed by CBB as a conventional Retail Bank.
corporate 10.indd 1
corporate 10.indd 1 02/11/2021 1:25 PM
02/11/2021 1:25 PM
19. 19
7. Winter Water Factory
Targeted at: men, women, and children
Product range: clothing and accessories
Ethical practices and values: locally manufactured, 100% organic cotton
Clothing size range: 0M-18M/ 2T-4T/ 6-8
Store location and shipping: based in the USA and ships internationally
This brand stocks an extensive collection of baby and kid’s sustainable clothing designed with
beautiful prints. The prints are mainly inspired by nature and everyday life. The clothing is
made from organic cotton.
The clothing brand manufactures its clothes in Brooklyn, USA, which helps support the local
economy. Local manufacturing also means that the company can oversee workers’ welfare
directly, ensuring they have the best working conditions.
8. Faire Child
Targeted at: children
Product range: clothing
Ethical practices and values: recycled plastic, Bluesign certified, Oeko-Tex standard 100,
Global Recycled Standard, locally manufactured, low impact dyes
Clothing size range: 1-12
Store location and shipping: based in Canada and ships worldwide
This company is a clothing brand that makes sustainable outerwear for all seasons. The
minimalist designs are manufactured in Canada and have no animal products in them.
They use materials like recycled PET plastic bottles and their innovative Sympatex membrane.
This brand does not use any harmful chemicals in its production, and its recycling process is
eco-friendly. The brand has Oeko-Tex and GRS certifications to that effect. Also, the brand’s
Bluesign certification assures that they value the safety of everyone along their supply chain.
These include their employees and consumers who wear their clothes. It also attests to their
use of eco-friendly materials and methods.
9. Little Green Radicals
Targeted at: children
Product range: clothing and cosmetics
Ethical practices and values: 100% organic clothing, fair trade cotton, GOTS certified, Soil
association organic,
Clothing size range: 0M-5 years
Store location and shipping: based in the UK and offers international shipping
Little Green Radicals went into business in 2005 to produce quality eco-friendly kids clothing
that will survive wriggly newborns, excitable toddlers, and adventurous children. Their ethical
baby clothes designs feature flowers and animal prints boys and girls will love.
Their products are made from organic cotton with GOTS certification and have nickel-free
poppers. The brand’s products are produced in India, and they assure customers that farmers
and workers are well paid.
Little Green Radicals teamed up with Superloopers in 2019 to give pre-loved clothes a new
home. Last year they partnered with Thelittlehoop to rent out clothes to kids that their parents
can send back once they outgrow them.
23. 23
23
10. Colored Organics
Targeted at: children
Product range: clothing and toys
Ethical practices and values: GOTS certified organic cotton, non-toxic dye
Clothing size range: 0-24M/ 2-4T/ 6
Store location and shipping: based in the US and ships worldwide
You can shop sustainable kids’ clothing for boys and girls aged 0-6 from colored organics.
They have a collection of organic baby clothes, including sleepers, bodysuits, joggers, and
tees for your little one. They also offer leggings, socks, dresses, overalls, hoodies, and pants
for toddlers. Perfect as an eco-friendly kids gift or for your own kids.
The brand makes organic clothing using fair trade organic cotton that has GOTS certification.
The sustainable materials they use are free from toxic chemical dyes. They use eco-friendly
AZO or water-based dyes instead. For every month of the year, colored organics works with a
different organization to give back to society.
11. Warp+Weft
Targeted at: men, women, and children
Product range: clothing
Ethical practices and values: recycled materials, eco-friendly production
Clothing size range: ages 2-14
Store location and shipping: New York, USA, international shipping is not available
An ethical fashion brand that makes its jeans from scratch offers premium quality at a fast-
fashion price. They operate a vertical production system that cuts out third parties and non-
vital markups and results in lower prices.
The brand complies with the International Social and Environmental & Quality Standards.
They source their fibers locally, making about 20% of their clothing from recycled denim,
recycled plastic bottles, and cotton. Warp+weft uses production methods that conserve water
and use clean energy.
Clothing from this brand is not treated with bleaching chemicals, and instead, the brand uses
Dry Ozone technology.
The brand values transparency and is open about all the details of its production process.
The family-owned brand assures consumers of its commitment to providing good working
conditions and paying fair wages.
12. The Good Tee
Targeted at: men, women and children
Product range: clothing and accessories
Ethical practices and values: transparency, fair trade cotton, B Corporation, low-impact dyes,
GOTS certified organic cotton.
Clothing size range: 2T-6
Store location and shipping: based in Canada and offers international shipping
A brand with the goal of humanizing fashion, the good tee brand has cute organic cotton
t-shirts and onesies for your kids aged 0-14 years. The brand’s organic cotton clothes meet
GOTS requirements. They treat their clothes with enzyme, bio-wash, and pre-shrinking to
make them softer and shrink resistant.
All their products, including the kids’ collection, are 100% traceable. This means consumers
canaccessinformationaboutthebrand’sprocessesfromsourcingtosales.AsaBCorporation,
the brand meets the highest standards of verified social and environmental responsibility.
The good tee is passionate about changing the negative impacts of fast fashion on farmer and
garment factory employees in low-cost countries.
24. 160 and winning awards,
we’re mutually chuffed
Celebrating160years,we’reamutualthat’sbeenaroundforalongtime.Plus,
we know a thing or two about saving and investing. But most importantly,
we’re proud to serve our customers and their families. Our aim - to help
everyone invest toward the future they want, by providing straightforward
products for every budget. We’re customer friendly, and our mobile app
makes managing accounts easy. And did we mention, we’re chuffed to add
to our growing awards cabinet? Because
we really are - thank you to our customers
and colleagues.
25. 25
Marketing After the Pandemic
1. Old truth: Marketing begins with knowing your customer.
New truth: Marketing begins with knowing your customer segment.
TheCovid-19crisishasreinforcedwhatwealreadyknow:thatbrandsmustcommunicateinverylocalandpreciseterms,targetingspecificconsumers
basedontheircircumstancesandwhatismostrelevanttothem.Thatmeanstrulyunderstandingthesituationontheground,countrybycountry,state
bystate,zipcodebyzipcode.Forsomebusinesses,suchasbanks,restaurants,orretailers,itmayevenmeantailoringcommunicationsstorebystore.
Beyond geography, we have learned marketing messages need to be personally relevant, aligned to an individual’s situation and values, as opposed to
demographics,suchasageandgender.Creatingapersonal,humanconnectionwithinanycommercialmessagerequiresdefiningconsumersegments
that describe people according to multiple dimensions that influence their purchasing behavior — from their psychographics to attitudinal
characteristics.
It’s safe to say that 2020 was a year like no other and that 2021 will certainly not revert back to the old normal. So, as marketers think about building
brands during this year and beyond, what should we take away from the pandemic? What can we do to help companies grow faster? And how is
marketing being redefined in the age of Covid-19?
Asking and answering these questions is critical to marketing success in the months and years ahead. Over last several months I’ve been comparing
what I’ve learned from two decades working in media and marketing with what we’ve all learned during this single year of epic change. In particular,
I’ve identified 10 ways in which the pandemic challenged critical truths about marketing and gave us a new set of rules moving forward.
"But who is liable if the vehicle causes an accident in automated mode and the owner,
who is also the driver of the vehicle, is injured?"
The EY Future Consumer Index, which has conducted five waves of research with 14,500 individuals in 20 countries since the start of the
pandemic, has identified five different cohorts of consumers:
Affordability first (32% of consumers): Living within their means and budget, focusing less on brands and more on product functionality.
Health first (25%): Protecting their health and that of their family, choosing products they trust to be safe and minimizing risks in the way that
they shop.
Planet first (16%): Trying to minimize their impact on environment and buying brands that reflect their beliefs.
Society first (15%): Working together for the greater good, buying from organizations they find to be honest and transparent.
Experience first (12%): Living in the moment to make the most of life, often making them open to new products, brands, and experiences.
Utilizing customer segmentation and personas can bring deeper insights to media strategies and creative marketing approaches. Better still,
these insights can be carried through to inform the full customer journey.
2. Old truth: You are competing with your competitors.
New truth: You are competing with the last best experience your customer had.
Consumer expectations were already on the rise before Covid-19. Gen Z grew up with technology seamlessly integrated into their lives. Direct-
to-consumer companies (like Glossier or Parachute) were already conditioning us to expect a level of hyper-personalization since they were
particularly adept with our personal data.
But when the coronavirus hit, digital transformation accelerated overnight. This, in turn, sent consumer expectations skyrocketing in terms
of what companies could do for them with a more digital experience. The customer expects so much more than just a seamless digital
transaction, as Carla Hassan, chief marketing officer of Citi, explained to me earlier this summer. Now that companies have their
personal data, they want anticipatory, personalized experiences across the entire customer journey.
Companies should follow three strategies to ensure their experiences deliver their customers’ rising expectations:
Make brand scores a key KPI for the full customer-facing organization, ideally using real-time analytics as opposed to a snapshot
looking backwards from a point in time.
Build the right data and technology foundation to support important use cases throughout the customer journey.
Align individual and collective goals across the customer journey so any disconnects between functional silos like marketing, sales, and
customer service are invisible to your end consumer.
26. 26
3. Old truth: Customers hope you have what
they want.
New truth: Customers expect you to have
exactly what they want.
If the bar just keeps rising, we must aspire to
new values around customer experiences —
in both a B2C and B2B context. Consumers
today expect that any experience will be
frictionless, anticipatory, relevant, and
connected.Inotherwords,theyareconcerned
only with getting what they want, when they
want it. And they insist nothing gets in their
way.
Creating these experiences requires
companies to place data and technology
at the core of their organization. This likely
means building some degree of machine
learning and/or artificial intelligence into the
mix. Why? Because data enables us to create
more relevant experiences across one or
more dimensions of the four Cs:
Content (that can be provided in experiences
like emails or mobile apps);
Commerce (such as physical retail,
e-commerce, or a hybrid experience);
Community (such as convening B2B buyers
at a virtual trade show or hosting a webinar
on home repair for consumers); and
Convenience (like offering consumers
coupons or benefits from a loyalty program).
Today, most of the 4Cs are delivered in “one-
size-fits-all” approaches, but as consumers
increasingly demand greater personalization,
companies will need to use more data and
intelligence to sharpen their decision-making
and drive greater relevance in their customer
interactions to build stronger human
connections to their brands.
4. Old truth: Courting customers is just like
dating.
New truth: Courting customers is just like
online dating.
For a long time, marketing was largely about
buying mass reach or targeted reach at the
best rates in media and hoping to convert
it. So, basically, it was like going to as many
parties or bars as you could in the hope you
would find that special someone. It was a
world of spontaneity, serendipity, and frankly,
a lot of face-to-face encounters.
Enter online dating and swiping through
apps. Now, finding your perfect match may
be less about chance and more about data
and algorithms. In marketing terms, we have
seen a shift from brand marketing to build
reach to performance marketing to generate
leads. The pandemic’s acceleration of digital
channels only exacerbated that trend.
However, while performance marketing
enjoys a strong and important position in the
mix, leading CMOs recognize that it is a fine
balance of brand and performance marketing
that delivers the best results, and they must
fight hard against a bias toward that which
is most easily quantified. Many are bringing
their customer relationship management
(CRM) team closer than ever to their media
teams to see the full continuum more
easily and realize efficiencies. CRM, which
is powered principally by first-party data,
or customer data that the company owns
(with the consumer’s consent, of course), is
the driving force for initiatives like coupons,
personalization, or email marketing.
However, that same first-party data can
help generate greater efficiency in media,
particularly digital media and other
addressable formats allowing companies to
target on a one-to-one basis. With third-party
data declining in value as key browsers usher
in rule changes by January 2022, marketers
are getting way better at engineering the
online “dates” that they want to go on,
learning the new ways they need to harness
the power of their own data, and developing
new strategies to partner with publishers.
Even as the targeting (or dating) strategies
shift with the new rules of the game, it will be
important for companies to leave space for
both brand and performance marketing given
that bottom funnel strategies drive top funnel
goals and vice versa. Simply put: They work
better together.
5. Old truth: Customers must sit at the heart
of your marketing strategy.
New truth: Customers must sit at the heart of
your customer journey.
The concept of customer-centricity is
not news. However, the functional silos
that interact with customers are often
disconnected because of politics, org
charts, technologies, or geography. The
question is: How can we conceal these
internal disconnects from the customer,
who assumes that the whole company
knows them holistically? We have all called
customer service and spoken to a call center
rep or chatbot that was not operating with the
same information as a retail location — and
vice versa.
We must remember that marketing is often
just the beginning of a relationship with the
customer. For example, in a B2C context,
we go through a journey of engaging them,
converting them to a sale directly or indirectly,
and then hopefully retaining them so they
become advocates and potentially open to
upsells and cross-sells. Marketing must be
viewed in the context of the full end-to-end
journey and, where possible, work to connect
the dots.
It is not realistic to believe that the operating
model for all customer-facing functions can
or should report to the same place. The notion
that reorganization solves all is a common
misconception. It is far more important to
look thoughtfully at the operating model and
consider the processes, technologies, talent,
data models, and KPIs to find the right ways
to align objectively around the customers’
needs — then drive change accordingly.
6. Old truth: Relationships matter.
New truth: Relationships are everything.
It goes without saying that it is vital to
build relationships with customers founded
on trust. Advertising, for example, makes
a brand promise, and it then falls to the
product, service, and customer experience to
deliver on that promise.
But Covid-19 has placed a new emphasis on
relationships, particularly in B2B sales. Faced
27. with a virtual sales environment, teams with
existing relationships have been able to
maintain revenue momentum, capitalizing on
the strength of their prior bonds. In contrast,
prospecting for new customers has required
an evolved set of skills focused on selling
solutions, not products.
In both cases, trust and integrity are
fundamental to driving market momentum.
For sales and marketing leaders in B2B
organizations, this has necessitated a serious
recasting of talent to identify people best
suited to driving relationships in this new
world of online interactions — a world that
relies less on charm (and even an expense
account) and more on insights and solutions.
Trust will be built by and rewarded to those
that listen to customer needs and then craft
solutions to meet those needs.
In a B2C context, trust also plays a
tremendous role. It is foundational to the
value exchange between a company and a
consumer. As companies rely increasingly on
personal data that they obtain with consent
from consumers, they must not only comply
with the regulations on consumer privacy
and ensure that data is secure, but they also
have the opportunity to consider building
even more loyalty and differentiation by
designing more transparent interfaces for
privacy controls. Consumers can make better
choices if they know what they are agreeing
to share with companies, and the clarity will
foster deeper trust.
7. Old truth: Agility is a technology process.
New truth: Agility is a modern marketing
approach.
We have heard for years that technological
development benefits from agile cycles
instead of sequential or linear “waterfall”
approaches. Covid-19 created an irreversible
trend for marketing to embrace a similarly
nimble mentality. As the crisis has unfolded,
a company could quickly find its message
was wrong or its supply chain not in a
position to deliver, immediately creating an
advertising and/or public relations crisis.
Imagine a commercial showing people
clustered together not demonstrating social
distancing, for example. Suddenly, long-
lead time creative processes and annual
budget cycles felt anachronistic while all
the traditional approval dynamics became
constraining.
The fortunate outcome of the crisis was to
create a mindset of marketing agility that
is likely to be permanent. This includes
continuous consumer listening and demand
sensing, not only for the benefit of marketing
but for the full company to capture the
zeitgeist of consumer sentiment. Meanwhile,
operationally, it also means faster decision
cycles and more flexibility across key areas
like creative, budgeting, and media.
8. Old truth: Your brand should stand behind
great products.
New truth: Your brand should stand behind
great values.
The pandemic truly challenged brand loyalty.
The EY Future Consumer Index found that
up to 61% of consumers, depending on the
category, became willing to consider a white
label product, let alone switch name brands.
Thatdynamiccoupledwithgrowingconsumer
awareness and activism precipitated during
the social unrest of 2020 should make brands
very focused on the values they express.
In fact, key themes from EY research show
that while quality, convenience, and price still
very much matter to consumer choice, factors
like sustainability, trust, ethical sourcing,
and social responsibility are increasingly
important to how consumers select their
products and services. Marketing has an
opportunity to educate the broader C-suite
(and even the board) on the importance of
brand values when it comes to differentiating
in a post-pandemic marketplace where brand
preferences have been upended.
9. Old truth: You need the right tech stack to
drive modern marketing success.
New truth: You need the right balance of
factors (including your tech stack) to drive
modern marketing success.
As an abundance of advertising and
marketing technologies proliferate, it has
been easy to focus on the proverbial “tech
stack” as an end-all game changer for
marketing. However, having a Ferrari that you
can only drive 40 miles per hour is not much
use.
For your technology architecture to drive
results, it must therefore be matched with
sufficient scale in data to fuel its success, the
right use cases to drive results, and the right
approach to human enablement. This latter
requirement is perhaps the most important.
Human enablement involves understanding
how data and technologies will be used
across the organization, making sure that
people have the right skills to employ it
effectively and that the right measurement
approach is in place to motivate innovation
and success. Without technology, data,
human enablement and use cases in fine
balance, the desired return on investment for
marketing technology will not be realized.
10. Old truth: Marketing is important for
growth.
New truth: Marketing is at the center of the
growth agenda for the full C-suite.
Unquestionably, there was a time when
marketingwasacostcenterwithincompanies
for which the principal accountability
was to maximize return on investment. In
tough periods when topline results were
compromised, it was often one of the first
areas to get cut.
However, during the pandemic, marketing
has been elevated within the C-suite as a
driver of digital transformation, a key leader
of the customer journey, and the voice of the
consumer — all of which are of paramount
importance to other functional leaders.
Without understanding the zeitgeist of the
marketplace, in good times and bad, the
C-suite cannot adjust to the threats and
opportunities at hand and successfully
navigate the future.
Covid-19 has created a leadership culture of
immediate collaboration focused on the urgent
need for resilience. Marketing now has the
opportunity to seize an ongoing central role in
that dialogue, thereby driving the organization’s
broader growth and innovation agenda.
27
30. World's Top 100 Most Valuable Insurance Brands
Brand Finance Insurance 100 2020
Best Life Insurance Brand, Taiwan
Global Brands Awards 2020
5 awards from Micro Insurance Contest
Financial Supervisory Commission Insurance Contest 2020
Social Inclusion Award
Taiwan Corporate Sustainability Awards 2020
New Insurance Product and Claims Ini�a�ve of the
Year, Taiwan
Insurance Asia Awards 2020
Best Digital Insurance Experience and
Digital Insurer of the Year, Taiwan
The Asset Triple A Digital Awards 2020
Investor of the Year- Insurance Company, and
Green Project of the Year, Asia Pacific
Green Project of the Year, Taiwan
The Asset Triple A Infrastructure Awards 2020
ESG Investor of the Year for Insurers and
Insurance Investor of the Year, Taiwan
Editors’ Triple Star
The Asset Triple A Sustainable Inves�ng Awards 2020
Taiwan Life Insurance Co., Ltd. www.taiwanlife.com
CORPORATE
SUSTAINABILITY
ATTAINED THROUGH
SERVICE EXCELLENCE
Top 100
in the world
Brand Finance
Insurance 100
Corporate
Sustainability
Asia Responsible
Enterprise Awards
Only One Awarded in
the Insurance Industry
8 Awards from
The Asset
Na�onal
Recogni�on
Na�onal Brand
Yushan Award
Digital
Innova�on
IDC Digital
Transforma�on Awards
Achieve Glory and Excellence
Best Life Insurance Brand, Taiwan
Global Brands Awards 2020
5 awards from Micro Insurance Contest
Financial Supervisory Commission Insurance Contest 2020
New Insurance Product and Claims Ini�a�ve of the
Year, Taiwan
Insurance Asia Awards 2020
Investor of the Year- Insurance Company, and
Green Project of the Year, Asia Pacific
Green Project of the Year, Taiwan
The Asset Triple A Infrastructure Awards 2020
Taiwan Life Insurance Co., Ltd. www.taiwanlife.com
LITY
HROUGH
CELLENCE
Top 100
in the world
Brand Finance
Insurance 100
Only One Awarded in
the Insurance Industry
8 Awards from
The Asset
Na�onal
Recogni�on
Na�onal Brand
Yushan Award
Digital
Innova�on
IDC Digital
Transforma�on Awards
e
31. 31
31
BLENDING THE BEST OF ONLINE AND OFFLINE
THE FUTURE OF RETAIL
As canapés are nibbled and the
last glimmers of another bright
Amsterdam evening are soaked
up by the invited guests, glasses
clink together in celebration at the
opening party of the new BOSS
store on the city’s famous shopping
street, P.C. Hoofstraat. With its
welcoming interior that’s easy on the
eye, this next-generation store has
customer engagement in its DNA.
After openings in Dubai, Birmingham
and Singapore, Amsterdam is one
of many stores that present the
future of retail with a concept that
blends the best of physical flagship
experience with the benefits of the
web. The result: A new digitally
enhanced store that offers customer
new ways of engaging with the brand
– be it BOSS or HUGO.
BRINGING THE LATEST CAMPAIGNS
TO LIFE – KLICK IT, HAVE IT, LOVE IT
Always on the look-out for
innovation, HUGO BOSS piloted the
new interior concept in 2017 and
launched it in 2018, incorporating
digital experience platforms to
transform in-store shopping. These
aren’t just on-trend tools, but the
building blocks around which the
whole retail experience is built.
Today we want the choice given
online, with the personal touch of
a store experience; to browse on
a screen, but sample in a shop; to
order online, but collect in person.
As the shopper enters the new
wave of BOSS and HUGO stores,
he or she is offered an experience
that goes beyond the merchandise;
put at ease with a warm welcome,
complimentary coffee and a seat
on a comfy sofa. There, it is easy to
browse the latest collections not only
in person, but also digitally.
32.
33. 33
33
HUGO SETS THE STAGE FOR
SOCIAL MEDIA
Meanwhile, the fashion-forward fans and
followers of the HUGO brand are driven by
their connection to social media, inspired
by the latest campaigns through online
communities. HUGO customers are style
individualists with a fashion-savvy attitude
that directs them towards the progressive
designs and cool looks the brand is known
for.
MIRROR MIRROR ON
THE WALL
BLENDING THE BEST OF
ONLINE AND OFFLINE
Ashoppablekioskonthewallactsasashowcaseforcurrentcampaignvideos
and fashion shows, giving the BOSS man and BOSS woman inspiration to
build a head-to-toe key look. With a simple touch, the digital kiosk displays
an interactive screen through which the customer accesses the latest styles
both in-store and online. With the company of a helpful assistant, the shopper
can try on a pair of authentic jeans, but click the screen to find different
colors, washes and sizing options. The kiosk doubles as a full-length mirror,
giving an array of possibilities to create an ensemble, and to find inspiration
for accessories, shoes and outerwear.
What’s more, the light-filled store is designed with digital tables for browsing
the collections at leisure. The customer orders and pays at the counter,
choosing delivery either to store or their address. The sales assistant can
build a profile of the customer and offer the perfect product, even if it is not
available immediately in store.
34. WE ARE PLEASED TO INFORM YOU THAT LITEFOREX HAS BECOME
A WINNER OF FOREX AWARDS 2020 IN THREE CATEGORIES:
Best ECN Broker in the African region
Best Copy Trading Platform in Southeast Asia
Best Retail Forex Trading Platform in MENA countries
OVER 15 YEARS IN THE MARKET
The LiteForex Company firmly
expands its services and regularly
opens new offices. LiteForex
currently has representative offices
in over 15 countries.The number of
partners willing to represent the
LiteForex brand is only increasing.
LiteForex is represented in 216
countries and thus our clients can
get assistance in their native
languages wherever in the world.
Set up in 2005, our Company proved to be a trustworthy broker and came to the
fore of the financial world. We know that traders choose LiteForex as we never
rest on our laurels despite all our achievements and success.
We regularly implement new services, develop the network of our representative
offices worldwide and increase our clients' potential in the Forex currency
market.
OFFICES AND PARTNERS
IN DIFFERENT REGIONS
www.LiteForex.com
Trading on financial markets carries risks
35. 35
35
THE FUTURE: MERGING CONTENT AND COMMERCE
Back in the Amsterdam store the party draws to a close and guests slowly filter out to the sound of the last beats
from the DJ. What they have shared this evening is the opening of a modern space that not only showcases the
newest designs but tells the brand’s story, fusing online possibilities with the benefits of personal, in-store service.
This is the future of retail, where commerce and content come together in a seamless shopping experience.
These networking pros and fashionistas
are drawn to the social media wall at
the heart of new HUGO stores; here,
live Instagram updates are streamed
amidst fashion shows of newly dropped
collections. Surrounded by progressive
interior design with accents of signature
HUGO red, shoppers find the cosy lounge
area, with an array of international style
magazines. Offered a complimentary drink
from the in-store bar, they can flick through
the lookbooks and follow brand-related
content on the screen for inspiration,
before heading for the shoppable kiosk.
Here, they can create their own statement
look with the technology, or choose the
services of an assistant who knows the
HUGO brand inside-out and points out the
latest collection styles. In this way, digital
and physical experiences come together
effortlessly.
37. 37
DAZN’s global strategies toward a
post-pandemic recovery
DAZN Ltd.'s aggressive and expensive bid to tackle the global
streaming sports market has seen paid subscribers and revenues
soar since launch. However, profits remain an elusive goal for the
group. The U.K.-based firm launched its DAZN streaming service
in Europe and Japan in 2016 and added markets including Canada,
the U.S. and Brazil between 2017 and 2019, before rolling out
globally in late 2020. Soccer rights are DAZN's primary draw in
its core European and Asia-Pacific markets, but the service also
streams a variety of other sports such as boxing, combat sports,
basketball, baseball and motorsports in select regions. DAZN is
majority controlled and primarily funded by Access Industries
(uk) Ltd., a privately held conglomerate owned by billionaire Len
Blavatnik.
Kagan estimates that DAZN finished 2020 with an estimated 7.6
million paid subscribers, down slightly from 7.8 million as of year-
end 2019. The service had strong momentum heading into the
year, but the pandemic wreaked havoc on the sporting world as
most leagues and contests were paused in March and April 2020.
While some sports would resume action in late summer/early fall,
churn for most sports-focused streamers was likely sizable during
the first half.
Gains during 2019 were primarily powered by debuts in Spain and Brazil during the year and launches in Italy and the U.S. in the second
half of 2018. DAZN announced in December 2020 that it was expanding globally to more than 200 countries and territories, although
subscriber growth from that initiative could be limited. DAZN's international offering in markets outside its traditional service areas is
typically priced at £1.99 per month or less and primarily consists of live boxing matches and small niche sports, paired with archived
content and original programming.
Financial data for 2020 has not yet been provided by DAZN Group,
but reported financials through 2019 illustrate challenges faced by
streaming sports services looking to aggregate popular, premium
contests into a single service. Global demand clearly exists, but
the high cost of sports rights that reached $1.65 billion in 2019
presents a soaring hurdle, especially in markets such as the U.S.,
where big broadcasters and media firms have locked up the most
popular linear and streaming sports rights in long-term deals.
DAZN's revenues soared in 2019 for its core over-the-top offering
across all regions, but its reported group loss across continuing
operations ballooned as well and neared a $2 billion shortfall
for the year. The company also saw growth in the year across its
three primary business lines: over-the-top, media that comprise
advertising and sponsorships, and ventures that primarily sub-
licenses rights it holds. OTT revenues accounted for more than
two-thirds of total group revenues. Revenues likely took a hit
during 2020, but the company did launch several initiatives aimed
at right-sizing operations, including exiting some rights deals and
scaling back operations in Brazil and the U.S. in a bid to focus on
core markets.
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38
38
39. 39
Europe
Initially launching in Germany, Austria and Switzerland in 2016, DAZN
expanded to Italy and Spain between 2018 and 2019 and to the rest
of the region in December 2020 as part of its global release.
Business model/pricing
Thecostofasubscriptionvariesbymarketdependingontheavailable
rights and the popularity of the service. In Italy, the monthly price will
triplefrom€9.99to€29.99effectiveinJulyafterthestreameracquired
the exclusive rights to Serie A soccer. There is a promotional offer for
current customers to commit to an annual contract at a monthly rate
of €19.99. Both Germany and Austria share the same price structure
with €14.99 for a monthly and €149.99 for a yearly subscription. In
Switzerland, residents pay CHF12.9 per month or CHF129 for the full
year. Spain has already seen a doubling in pricing since its launch two
years ago. Currently, the monthly plan costs €9.99 with the annual at
€99.99. Due to limited content, the service is priced at £1.99 a month
in the U.K. and €1.99 a month in Ireland.
Since its inception, DAZN has pursued partnerships with various
telcos, offering combined billing and in some cases bundled plans.
This strategy has helped the streamer extend its reach to more
households and benefit from marketing synergies.
Content
In the U.K. and Ireland, DAZN is capitalizing on international boxing rights in order to strengthen its brand name among fight sports fans
and pursue more mainstream rights in the future. Following the $2 billion U.S. deal from three years ago, DAZN partnered in June 2021 with
Matchroom Boxing for the rights to stream a minimum of 16 fights a year for the next five years. The deal does not include matches of the
British heavyweight champion Anthony Joshua, who is signed to Sky exclusively for another year.
In 2019, DAZN partnered with Discovery Inc. to make Eurosport 1 HD and Eurosport 2 HD available to its subscribers in Germany, Austria, Italy
and Spain. A year later, the agreement was extended for another five years and now includes Switzerland. The summer 2020 Olympic Games
in Tokyo and the Beijing 2022 Winter Olympic Games will also be available to DAZN's subscribers.
In the DACH region — comprising Austria, Germany and Switzerland — DAZN established a strong following, having secured the rights to the
German Bundesliga with 106 matches per season, Spanish La Liga, Serie A, Serie B, Ligue 1, MLS and the UFC. In Germany, DAZN signed an
agreement with Comcast Corp.'s Sky for the distribution of two linear DAZN TV networks on Sky Q starting in the summer of 2021. The two
channels have previously been available to Vodafone Group PLC's GigaTV subscribers since late 2020. According to Kagan estimates, DAZN
had 1.45 million subscribers in Germany in 2019.
In Italy, DAZN disrupted the sports broadcast market by acquiring the rights to the local Serie A matches for the following three seasons
beginning2021/2022.ThedealwillcostDAZN€840millionperseason,givingsubscribersaccessto10gamesperweek,ofwhichsevenwillbe
exclusivetotheplatformwiththerestboughtbySkyforatotalof€262.5million.InJune2020,DAZNrejectedanofferfromSkyfor€500million
to add the sports app to its Sky Q boxes maintaining the exclusivity with Telecom Italia SpA. As of now, TIM is the sole distributor of DAZN, with
a reach of 6.43 million residential internet homes. The app is available on its TIMVision set-top boxes in three ways: stand-alone, bundled with
the TIMVision basic pack, with the additional option to include Sky's Now TV. In 2019, DAZN had an estimated 1.43 million customers in Italy.
Asia-Pacific
Japan was DAZN's only market in the Asia-Pacific region until the streamer's global expansion in late 2020.
Business model/pricing
In Japan, DAZN is charged at a monthly price of ¥1,750, excluding tax, on its own and partners' platforms. As the streamer has established
its subscriber base in the market, it has cut some promotional offers, including the very successful NTT DOCOMO INC. deal of ¥980 per
month, without tax. While docomo users who had subscribed to DAZN by September 2020 would continue to enjoy the discounted rate, new
subscriptions would pay the list price. Other partners provide different promotions and trial periods, but most are only available to the premium
tier customers, and none can be compared to the docomo deal. For example, KDDI Corp. offers their mobile customers of the unlimited 5G plan
a three-month free trial and a minimal discount of 6% from the fourth month.
Partnership is key to DAZN's expansion strategy in Japan. The streamer offers direct carrier billing through the major mobile and multichannel
operators. Access to DAZN is built into the multichannel operators' set-top boxes. Apart from the incumbent telcos, DAZN entered into a
partnership with Japan Cable and Telecommunications Association, or JCTA, to launch on over 50 cable MSOs by end of 2020.
40.
41. 41
Content
As the industry was hit hard in 2020 due to the outbreak of COVID-19,
DAZN attempted to alleviate its heavy content costs. In August,
the streamer announced extending their existing partnership with
J.League for 2 more years, or 8 more seasons, until 2028, with the
lengthened term based on a revenue-sharing model on top of a
reduced license fee. Compared to a guaranteed license fee, the
content provider would share the risks during bad times and growth
during good times — a model that DAZN might continue to pursue
going forward.
In November, the streamer launched an original program branded
"Yabecchi Stadium," which provides J.League-related news and
insights. Through a collaboration with Yamaha, subscribers can
send cheers and applause to the stadium and interact with other
users through a remote cheering application, named Remote Cheerer
powered by SoundUD. The application has been applied to "Yabecchi
Stadium"andenablesaudiencestointeractwithothersinachatroom.
In terms of licensed local competitions, DAZN added pre-season
matches of the Nippon Professional Baseball, or NPB, league and the
Asian Football Confederation, or AFC, Champions League in Japan in
May 2020 and June 2021, respectively.
Americas
Business model/pricing
Pricing in Canada has remained unchanged since DAZN launched there in 2017, with the service available for C$20 per month or C$150 a year
for an annual plan. A 30-day free trial is also available for users in Canada. DAZN initially launched in the U.S. at $9.99 per month but quickly
raised its price to $19.99 per month in early 2019, when it also introduced a $99.99 a year subscription option. DAZN's offering in Brazil has
seenseveraliterations,launchingat37.90BrazilianreaisinMay2019,thenreducingthatpricebynearlyhalfto19.90reaisinDecember.Inlate
2020, the Brazilian operations were restructured, with the service still accessible but only through DAZN's international subscription offering.
Content
Unlike in Europe and Japan where the company has actively partnered with telcos, DAZN has primarily gone it alone in the Americas. The
serviceinitiallymadewaveswithhugedealsforexclusiveboxingandcombatsportsrightsin2018-2019butthatmomentumfadedas Bellator
MMA moved to Showtime and DAZN's much-hyped 11 fight, $365 million deal with Canelo Alvarez and Golden Boy Promotions fizzled out
prematurely.
CompetingwithgiantssuchasAT&TInc.,Amazon.comInc.,Comcast,TheWaltDisneyCo.,FoxCorp.andViacomCBSInc.forpopulardomestic
and international sports rights in the U.S. is a daunting proposition. This is especially challenging as general entertainment subscription video-
on-demand offerings, including Amazon Prime Video, Peacock and Paramount+, look to differentiate their services with more streaming sports
and Disney shifts an increasing amount of programming to ESPN+. The NFL alone generated over $100 billion in commitments for long-term
pacts running through 2033 with Amazon, ABC, ESPN, NBC, FOX and CBS.
DAZNCanadahasbeentheservice'slongest-runningandmostconsistentofferingintheAmericas,offeringsubscribersaccesstotopEuropean
soccer league action as well as NFL and MLB content. The service signed a five-year pact with the NFL in 2017 for the Canadian rights to NFL
Sunday Ticket, NFL Game Pass and NFL RedZone. Additional international sports that DAZN has rights to stream in the country include boxing,
tennis, basketball and rugby.
DAZN's offerings in Brazil and the U.S. have been pared back significantly in 2020-2021 as the company exited numerous rights deals during
the pandemic. Subscribers in the U.S. have access to boxing via Matchroom Boxing and Golden Boy Promotions, while those in Brazil can
stream soccer, boxing, basketball, motorsports and other niche events including snooker and bowling.
42.
43. 43
Netflix Is a Joke
Announces 2022
THE EVENT WILL INCLUDE AN UNPRECEDENTED NUMBER OF LIVE SHOWS, FAN ACTIVATIONS
AND SPECIAL EVENTS
TICKETS ON SALE FOR GENERAL PUBLIC DECEMBER 10TH AT NETFLIXISAJOKEFEST.COM
44. y
Bring on
handling
technology
safel
Technology allows us to automatically
manufacture product after product after
product. We secure technology so that
everyone, everywhere, can benefit from
the opportunities it brings. Bring on digital
security for a brighter tomorrow.
45. 45
45
45
Netflix Is A Joke: The Festival is celebrating the very best of comedy April 28-May 8,
2022. Produced by Netflix in association with Live Nation, the 11-day comedy
fest in Los Angeles will feature over 130 artists including Ali Wong, Amy Poehler,
Amy Schumer, Aziz Ansari, Bert Kreischer, Bill Burr, Chelsea Handler, Chris Rock,
Conan O’Brien, Cristela Alonzo, Dave Chappelle, David Letterman, Deon Cole, Eddie
Izzard, Ellen DeGeneres, Felipe Esparza, Fortune Feimster, Gabriel “Fluffy” Iglesias,
Hasan Minhaj and Ronny Chieng, Iliza Shlesinger, Jane Fonda and Lily Tomlin,
Jerry Seinfeld, John Mulaney, Jonathan Van Ness, Ken Jeong, Kevin Hart, Kevin
Smith, Larry David, Margaret Cho, Maya Rudolph and Gretchen Lieberum, Michael
McIntyre, Mike Birbiglia, Mike Myers and David O. Russell, Nick Kroll, Nicole Byer,
Patton Oswalt, Pete Davidson, Ray Romano, Sandra Bernhard, Seth Rogen, Theo
Von, Tig Notaro, Tim Robinson, Tina Fey, Wanda Sykes and more.
*Note: Select artists above may have show details to be confirmed at a later date. Check
the website for details.
The festival will take place across over 25
venues including Dodger Stadium,
Hollywood Bowl, The Greek Theatre,
The Forum, Crypto.com Arena,
formerly STAPLES Center, Hollywood
Palladium, The Theatre at Ace Hotel,
The Orpheum Theatre, The Wiltern,
TCL Chinese 6 Theatres, YouTube
Theater, The Comedy Store, The
Dynasty Typewriter, The Fonda
Theatre, The Laugh Factory, The
Troubadour, The Improv and more.
“It's absolutely thrilling for Netflix to be
hosting a comedy festival of this
magnitude in Los Angeles,'' said
Robbie Praw, Director, Stand-up and
Comedy Formats, Netflix. “We were
so disappointed to postpone the
event last spring and our line-up of
comedians can't wait to bring much
needed laughs to audiences in LA and
around the world on Netflix. Netflix
Is A Joke Festival is going to give
comedy fans the opportunity to see
the greats and discover new voices in
one of the greatest cities in the world.”
Tickets for all festival events will go on sale
to the general public Friday, December
10th at www.NetflixIsAJokeFest.com.
Pre-sales will be available beginning
Tuesday, December 7th. Select shows
will be recorded and available in their
entirety at a later date on Netflix.
Highlights will also be available on
the Netflix Is A Joke SiriusXM channel
and on its social platforms.
Highlights from the 11-day festival include:
DODGER STADIUM
Gabriel “Fluffy” Iglesias (recorded) Making
LA history, Gabe will be the first
stand-up comedian to ever perform
at Dodger Stadium. He will record
his newest Netflix special in front of
tens of thousands at his home team’s
baseball park.
46.
47. 47
THE GREEK THEATRE
• STAND OUT: An LGBTQ+ Celebration (recorded) will be an all-star night of entertainment with Bob the Drag Queen, Eddie Izzard,
Fortune Feimster, Gina Yashere, Guy Branum, James Adomian, Joel Kim Booster, Judy Gold, Mae Martin, Margaret Cho, Marsha
Warfield, Matteo Lane, Patti Harrison, River Butcher, Sam Jay, Sandra Bernhard, Scott Thompson, Solomon Georgio, Tig Notaro,
Trixie Mattel, Wanda Sykes and more to be announced soon. Stand Out is produced by Page Hurwitz, Wanda Sykes (Push It
Productions), Brian Graden and Dave Mace (Brian Graden Media).• Larry David In Conversation
• Bert Kreischer
CRYPTO.COM ARENA, FORMERLY STAPLES CENTER
• Kevin Hart HOLLYWOOD BOWL
• Dave Chappelle and Friends
THE FORUM
• Bill Burr: Slight Return
• John Mulaney: From Scratch YOUTUBE THEATER
51. 51
• Tina Fey and Amy Poehler In
Conversation- See the Emmy Award-
winning pair in a freewheeling chat
that only these two good friends and
comedy veterans could have.
THE FONDA THEATRE
• That’s My Time With David Letterman
(recorded) Legendary late night host
David Letterman returns to his roots
to showcase some of today's finest
stand up comedians to perform and
then join him for a one-of-a-kind
interview.
• Pete Davidson and Best Friends
(recorded) Pete Davidson and his best
friends are doing stand-up comedy
for you and your friends.
HOLLYWOOD PALLADIUM
• THE HALL: Honoring The Greats of
Stand-Up (recorded) Anchoring the
closing night will be a night filled
with today’s best in comedy paying
homage to pioneers George Carlin,
Richard Pryor, Joan Rivers and Robin
Williams. The Hall and induction
ceremony special were created by
award-winning director/producer
Marty Callner and producer Randall
Gladstein. Callner will direct and
executive produce through his Funny
Business, Inc. shingle. Gladstein and
award winning producer/manager,
David Steinberg will also executive
produce. The Hall will have a physical
home in a newly designed wing
of the National Comedy Center in
Jamestown, New York.
• Netflix Is A Joke at The Palladium
Hosted by Jane Fonda & Lily Tomlin
(recorded) Comedy icons and Grace
& Frankie stars Jane Fonda and Lily
Tomlin host an evening of top notch
stand-up.
• Netflix Is A Joke at The Palladium
Hosted by Amy Schumer (recorded)
Powerhouse comedian Amy Schumer
will host an epic night with some of
today’s most talented comedians.
THE ORPHEUM THEATRE
• Seth Rogen’s Table Reads: For four
nights live from the Orpheum, Rogen
will curate and host unforgettable
evenings featuring his friends and
Netflix stars reading scripts from
his favorite tv shows and films. All
proceeds will go to HFC (Hilarity for
Charity), whose mission is to care
for families impacted by Alzheimer's
disease, inspire the next generation
of Alzheimer's advocates, and be
leaders in brain health research and
education.
• Aziz Ansari & Friends
• Iliza Shlesinger: Back In Action
• Jonathan Van Ness: Imaginary Living
Room Olympian
• Patton Oswalt: Who's Ready to
Laugh?
• Wanda Sykes Live
THE WILTERN
• Armchair Expert with Dax Shepard
• Brian Regan
• Conan O’Brien Needs a Friend
• Chelsea Handler: Vaccinated and
Horny
• Deon Cole
• Margaret Cho
• Theo Von: Return of the Rat
ACE HOTEL
• Amy Schumer
• Fortune Feimster
• Vir Das
• Justin Willman: Magic For Humans In
Person
• Mike Birbiglia Live!
• Nick Kroll: Middle Aged Boy Tour
• Taylor Tomlinson
TCL CHINESE 6 THEATRES
• Mike Myers and David O. Russell In
Conversation
THE COMEDY STORE
• 50th Anniversary of The Comedy
Store: Netflix is a Joke in partnership
with The Comedy Store, who first
opened its doors in 1972, will be
presenting a slate of programming
throughout the festival, celebrating
50 years of the iconic Los Angeles
comedy club. Full details to be
announced soon.
THE BELASCO
• Princess featuring Maya Rudolph &
Gretchen Lieberum: SNL vet Maya
Rudolph and LA singer-songwriter
Gretchen Lieberum are PRINCESS, a
Prince cover band. The two have been
singing together since college but it
was only recently that the duo turned
their mutual adoration for Prince into
a musical project. Born out of their
collective, life-long obsession with
Prince, each performance is a love
letter to the Artist himself. Don't
Worry, They Won't Hurt U... They Only
Want U 2 Have Some Fun.
WILSHIRE EBELL THEATRE
• Anthony Jeselnik & Enemies
• Ben Schwartz & Friends
• Michelle Wolf
THE PALACE THEATRE
• Jimmy Carr
• Marlon Wayans
• Nate Bargatze: The Raincheck Tour
• Nicole Byer
TROUBADOUR
• Craig Robinson & The Nasty Delicious
• Hasan hates Ronny-Ronny hates
Hasan
• KEVOLUTION: An Evening with
Kevin Smith: From almost dying of
a massive heart attack to almost
getting killed online over his “Masters
of the Universe” cartoon, Kevin Smith
is a survivor. In this followup to his
last comedy special SILENT BUT
DEADLY, the pop culture gadfly will
pleasure you with his mouth, telling
tales of his unexpected journey down
the road to wellness
The latest information and complete
schedule is available on www.
NetflixIsAJokeFest.com.
52.
53. 53
Innovating in a crisis and the impact on
brand growth
Brands that continued to innovate during the pandemic
saw growth. Discover four ways brands have driven
growth through successful innovation.
Many brands are struggling with the changing context. The rise in ecommerce, a
fragmented media landscape, changing consumer tensions and an increasing demand
for sustainable products are just a few of the challenges that brands are facing.
54.
55. 55
Source: BG20 4 countries in Europe – Germany, Ireland, Spain, UK. Innovation = new brand/sub-brand,
Renovation = new size/type/flavour. 2600 brands
However, it appears that it is not enough to just innovate. Most innovations tend to fail: it seems that the sweet
spot is making a small tweak or a more significant incremental move.
We know from BrandZ data that companies that continued to innovate during the last recession were 9 times
more likely to survive. Turn the clock forward to 2020 and the pattern is the same. Brands that continued to
innovate during the pandemic continued to see growth.
Many brands ‘won’ in 2020... but the real winners in share terms were the ones who had been innovating
2020 vs 2019 top share winners vs bottom share losers
The big question is: what did successful
brands do, and what should they do now
to continue to grow?
56.
57. 57
57
57
Don’t get caught in the middle on new
products – true innovation or minor
renovations perform best
Source: Europanel and Professor J-B Steenkamp study – 104 new products France, 67 Germany, 56 Spain, 72 UK
Innovations have to drive short-term sales, but not at the detriment of long-term brand power. So, what does it mean
to innovate in a changing world?
Innovation plays a central role for brand growth, and it is imperative in driving recovery. It provides the opportunity
for a brand to be meaningfully different. And, if we unpack the BrandZ measure of ‘Perceived Innovation’, it also
means taking a position of leadership, creativity, and disruption. Thus, Brand and Innovation development must be
inextricably linked; there is a brand equity flow from Brand to Innovation and vice versa.
