Growth Strategies in The Textile-Fashion Sector: Branding & Retail

Growth Strategies
in the Textile-Fashion sector:

Branding & Retail
Presentation
Barcelona, 20 July 2006
Pág. 1
Table of contents
Project objectives
Principal trends in the business (textile)
Companies in Catalonia with brand strategies
Strategic options for success
Suggestions for possible actions
Annexes
Pág. 2
Table of contents
Project objectives
Annexes
Pág. 3
What questions were to be answered with the
project?
What are the growth strategies in the textile sector?
What companies (or how many companies) in
Catalonia are following these growth strategies?
What are the main operational problems / strategic
challenges of the companies that follow the new
strategies?
What actions could be defined to improve in a
practical and operative way the competitiveness of
the companies that follow these strategies?
Pág. 4
What questions were to be answered with the
project?
What are the growth strategies in the textile sector?
What companies (or how many companies) in
Catalonia are following these growth strategies?
What are the main operational problems / strategic
challenges of the companies that follow the new
strategies?
What actions could be defined to improve in a
practical and operative way the competitiveness of
the companies that follow these strategies?
Company interviews + analysis of international examples

Pág. 5
Objectives of the presentation
Present the diagnosis of the growth strategies in

the textile-fashion sector of Catalonia
Express the principal challenges of the
companies that follow these strategies and the
resulting operational problems that have been
identified
Analyse the line of actions that, also taken
together, can have a bearing on the areas of
improvement detected in attaining the strategic
challenges
Pág. 6
Table of contents
Project objectives
Annexes
Pág. 7
Principal trends of the business
1. The business is defined (and controlled) by
distribution
2. Significant growth of the brand at all levels
3. The brand strategies (of channels and of products)
converge > the manufacturers with a brand and
traditional multi-brand distribution are integrated
towards the distribution to capture the margin
4. The new textile brands that have appeared in the
last 3 to 5 years were created with a retailing vision
(Desigual, Filocolore)
5. The classical segmentations (age, buying power, ...)
lose meaning, it is segmented by experiences,
emotions, lifestyles, that go beyond a product Pág. 8
Trends in textile distribution
The distribution is changing its model,

from the multi-brand store to large single-brand retailers
Source: ACOTEX, Business Association of the Textile Trade and Complements Pág. 9
Trends in textile production
Production in Spain has fallen 11% in 2005 and imports of
clothing have grown from January-September 2005 with
respect to the previous year(1):
- China (52%)
- India (39%)
- Turkey (20%)
The strategies based only on productive capacity (and that do
not have branding or retailing) suffer a very deep crisis
Many of the new players no longer manufacture and
subcontract a good part of the production
Production is increasingly localised in low-cost countries with
growing levels of quality and flexibility
The traditional productive value chain (yarn, fabric, dyes,
finishes, ...) has competition from Italy and low-cost countries
Source (1): CYTIC (Information Centre on Textile and Clothing Industry) Pág. 10
Trends in textile production
Example of supplying the Catalan retailer
Subcontracted tailoring workshops
China
X 56.42%
Morocco
M 26.71%
IIndia 5.91%
E
Spain 3.00%
T
Turkey 1.64%
C
Cambodia 1.51%
B
Bulgaria 1.40%
B
Bangladesh 1.00%
P
Pakistan 0.98%
V
Vietnam 0.76%
S
Sri Lanka 0.44%
A
Others 0.23%
Spain has only a 3% quota of tailoring workshop purchases,

ranked below 3 low-cost countries,
(one of them quite near, which is Morocco)
Source: Company Annual Report, 2004 Pág. 11
Table of contents
Project objectives
Annexes
Pág. 12
Administration
Associations
Supply of raw materials
Yarn Fabric
Distribution
channel
Consumer
Clothing - Multi brand store
Dyes and finishes -Department stores
-Pure channel brand
Up-stream textile -Brand of product with
stores (own/franchise)
Technical centres
and lab Training
-Design Clothing integrated in retailer
Supply centres -Fashion
-Businss School
-Tex. Engineering School
-Marketing, Sales Branding consultant Retail consultant Visual Merch.
I.T. Sys. Consult. Logistics platform Market studies agent Real Estate Architect office
Venture Capital Franchise cons. Communic. agent

Pág. 13
Why are all the future strategies linked to the
brand and/or to the control of distribution?
Knowledge of the market (before, everything

was “push the product”)
Permits capturing the distribution margin
Permits defining and ranking the product in the
way that it was created (not in multi brand)
Aid in differentiating and creating a strong brand
in the midst of so much competition
Permits a much more rapid growth
Pág. 14
The identified companies
Around 140 Catalan companies of the textile industry
have been identified that may be following branding &
retailing strategy
The identified companies can be grouped in:
- Channel Brand (Large pure retailer)
(Zara, Mango, Gap, H&M...)
- Product or designer brand with mixed strategy (own stores
and multi-brand channel):
- Brand of stand-alone product (Desigual)
- Brand linked to a designer (Custo, Simorra...)
- Product brand or multi-brand channel designer brand (DB
Apparel, Vivesa, Jocavi...)
- Deluxe brand with retail (strategy non-existent in Catalonia)
“Haute Couture” fashion shows (Gucci, Prada, Grup LVMH,...)
Pág. 15
The channel brands
Turnover Channel Brands Types Total Own Fran-
Stores chises
>1000 M€ Inditex (Bershka, Massimo Dutti, Women’s and men’s 959 959 0
Stradivarius i Oysho) fashion and lingerie
Mango Women’s fashion 868 278 590
25-150 M€ Pronovias Weddings 115 68 47
Punt Roma BCN Women’s fashion 118 118 0
Tèxtil Textura Household 90 45 45
15-25 M€ Misako Complements 80 47 33
Rosa Clarà Weddings 42 4 38
La Tienda de Lolín Women’s fashion 34 34 0
Caribu Children’s fashion 97 30 60
5-15 M€ Canada House Children’s fashion 100 15 85
Etxart and Panno Women’s fashion 35 5 30
System Action Women’s fashion 14 14 0
Spaghetti & Co. Women’s fashion 34 4 30
Tentazioni Women’s fashion 45 45 0
<5 M€ Nice Day, Nice things Women’s fashion 33 4 29
Love Store Lingerie 21 7 14
Filocolore Household 3 3 0
Golo Golo
CHANNEL BRAND Women's
Total Turnover Approx. 2800 M€ fashion
Total Co.: 21 9
2697 9
1653 0
1044Pág. 16
Product brand with stores (I)
Turnover Product/dist. brands with stores Types Total Own. Fran-
stores chise
Custo Barcelona Designer 15 15 0
Punto Blanco Lingerie 3 3 0
> 25 M€ Desigual Women’s and 27 27 0
men’s fashion
Escorpión Women’s fashion 70 70 0
Armand Basi Designer 14 10 4
Colcci, Muchacha (Círculo de Punto) Women’s fashion 6 6 0
15-25 M€ Bassols Household 1 1 0
Liberto Women’s and 4 3 1
men’s fashion
Anna Mora, Brunella Women’s fashion 4 4 0
Civit, Luis Civit, Nougat London Women’s fashion 2 2 0
(Carusa)
Boboli Children’s fashion 15 11 4
5-15 M€ Marithé François G., Rose Hill (Twenty) Women’s and 9 5 4
men’s fashion
Gerry Designer 2 2 0
Señor Women’s and 6 6 0
men’s fashion
Javier Simorra Women’s and 26 26 0
men’s fashion
<5 M€ Schuss (Pradsa) Children’s fashion 3 3 0
Sita Murt Women’s fashion 7 7 0Pág. 17
Product brand with stores (II)
Turnover Prod/dist brands with stores Types Total Own Fran-
Stores chise
The Frederichoms Ownwear Men’s fashion 9 9 0
Superlinea, l’Home, Prioriti Large sizes 7 7 0
<5 M€ Kanak Large sizes 5 5 0
Jesús Peiró Weddings 8 1 7
Josep Font Designer 4 4 0
Boba Designer 2 2 0
Míriam Ponsa Designer 1 1 0
Antonio Miró Men’s fashion 9 9 0
Bath Time Household 3 3 0
Julie Sohn Designer 1 1 0
n.d. Konrad Muhr Designer 1 1 0

La Mallorquina Household 8 8 0
La Perla Gris Household 18 18 0
Lupo Complements 1 1 0
Mireya Ruiz Designer 1 1 0
Raimon Bundó Novias Weddings 1 1 0
Txell Miras Designer 1 1 0
PROD.
Vaho BRAND WITH STORES Designer 1 1 0
Total Turnover Approx. 400 M€ Total Co.: 38 290 250 20
Pág. 18
Product brand without stores (I)
Turnover Prod/dist Brands without stores Types
Unno, Princesa... (DB Apparel) Lingerie
>100 M€ Majestic, Gemma, Intima Cherry (Vivesa) Lingerie
Pulligan, Peyton, Meyba Women’s and men’s fashion
25-100 M€
Avet, Set (Vilaseca) Lingerie
Massana Pyjamas
15-25 M€ Sominemi Leather and knitwear
Jocavi Women’s fashion
NL Women’s fashion
Janira, Jan-Men (Manent Casanova) Lingerie
Valenri, Pirulo, Ning-Nang... (Valenri) Children’s fashion
Implicate Woman, Urban Concept Women’s fashion
Torradas Women’s and men’s fashion
Original Buff Buffs
Aninoto Designer
5-15 M€ Praia Household
Yerse Women’s fashion
Kleymac Women’s fashion
Guitare Women’s fashion
Miguel Gil Women’s fashion
Selvatgí Women’s fashion
Bora-Bora Bath
Pág. 19
Prod. Brand without stores (II)
Turnover Prod/dist Brands without stores Types
Sweater House, Zone (Falguera&Sacrest) Women’s and men’s fashion
<5 M€ Messcalino Women’s fashion
Mariona Gen Women’s fashion
Aerosol Designer
Ailanto Women’s fashion
Alberto Tous Designer
Joan Pastor Designer
Joaquim Verdú Designer
Jordi Labanda Women’s fashion
Josep Abril Designer
La Bella Lola Designer
n.d. Ladies & Gentlemen Designer
Lebor Gabala Designer
Llamazares y de Delgado Designer
Lucía Blanco Designer
Luna Llena Complements
MCT New History Complements
Minimal Kaos Designer
MissB Designer
Nanimarquina Household
Novia d’Art Weddings
Pág. 20
Prod. brand without stores (III)
Turnover Prod./dist. Brands without stores Types
Parnasse Designer
Pistolina Women's fashion
Roidal Bath
Rosa Ferrer Bath
S de Socorro Designer
Sílvia Jordà Designer
Sistemfive Women's and men’s fashion
Sortie des Classes Women's fashion
Spastor Designer
Sposanova Weddings
n.d. Syngman Cucala Designer
The Mystic Onion Designer
Wrangler, The North Face Women's fashion y hombre
Zazo & Bull Designer
Baby Version Rock Children’s fashion
Bamby by Laura Designer
Barrio Santo Designer
Batallata Designer
Bombon Designer
Bonaventure Designer
Bultaco Merchandise
Pág. 21
Prod. Brand without stores (IV)
Turnover Prod/dist. Brands without stores Types
Burrito Blanco Household
Cecilia Sorensen Designer
Confaldasyaloloco Designer
Cooked in Barcelona Designer
Daring Merchandising motor
Del Carmen Designer
Demano Complements
Divinas Palabras Designer
n.d. Dona Fern Large sizes
Eduard Ballester Designer
Elena Martín Designer
Flag Children’s fashion
Gonzalo Cutrina Fashion illustrator
Gori de Palma Designer
Gullermina Baeza Lingerie, Bath
Ichabod Designer
Isabel de Pedro Designer
PRODUCT BRAND WITHOUT STORES
Total Turnover Approx. 900 M€ Total Co.: 81
Pág. 22
Table of Contents
Project objectives
Key factors for success of the Strategic Options
Annexes
Pág. 23
Common points in growth strategies
Certain convergence in the implementation
of the strategies for success:
- Need for a very strong brand (created from
different means: fashion shows, advertising, the
stores themselves,... or everything combined)
- Direct control of distribution (whether it is its own
or franchised) although there are mixed
strategies with multi brand distribution
- Subcontracting manufacturing (where needed
and with quite different strategies)
Pág. 24
Strategic challenges
Principal decision variables
for Strategies for the Future
Geographical scope
- Internationalisation, location of the points of sale
Growth speed
- Franchises, own stores, multi brand
Broad range of product
Creation of new brands redefining segmentation
Brand licences towards other products
Pág. 25
Geox – Product brand with stores
Geographical scope
Turnover 2005: 455 Million €
Evolution of the number
Leading brand of footwear in Italy and of stores worldwide:
3rd in the world
400
372
Its own production represents 15% of the 350
total (in the Eastern countries) and the
remaining 75% is manufactured through 300 S 40.2% 278
third parties in Asia and Brazil 250 Others
198 USA
% of EBITDA/sales 2005 = 25.6% 200
Europe
150 130 Italy
The majority of the stores are franchises,
only 74 are their own 100 72
50
Internationalisation is a key strategic 0
focal point: 51% of the 2005 turnover
2001 2002 2003 2004 2005
comes from exports
2006 is estimated as a year of strong In the last 4 years, nearly 60%
growth with a foreseen turnover of 600 M$ of new store openings has
and the opening of 140 new stores. been on the international level
Source: Geox, Pambianco Final data for 2005. Sales in millions of euros Pág. 26
Yamamay (Inticom) – Channel brand
Speed of growth
Turnover 2004: 34 Million €
March 05 June 07
Stores:
259 500 (expected)
Created in 2001, with the idea of being a franchise network for the sale of
undergarments; of the 259 stores, only 16 are directly owned by it, 9 are corners and
234 are franchises.
They have a studied presentation and communication (i.e., all the franchise owners
have to be women and their advertising campaigns are on a national level) combined
with a very competitive price-quality ratio
They import Chinese production and have outsourced the logistics in search of greater
efficiency
They use franchises in order to reach a sufficient critical mass and,

later they will open their own stores to better control distribution
Source: YamamaY, Pambianco Final data for 2004. Sales in millions of euros Pág. 27
Diesel – Product brand with stores
Wide product range
Turnover: 1,100
Stores: 200+180
Two-digit increases in sales annually, since 2002

They affirm that their success has been basically due to their ranking as a “lifestyle”
brand, which offers a complete product range
Owner of Staff International that manufactures and distributes the brands
Dsquared2, Vivienne Westwood, Martin Margiela
2006- Agreement with L’Oreal for the sale of perfumes (200-300 millions in expected
sales)
The production is subcontracted to a large extent to smaller companies also in Italy
It promotes creativity focussed on the segment to which it is

directed (luxury sportware) through a broad product range and
control of the distribution
Source: Diesel, Pambianco, infomat Final data for 2004. Sales in millions of euros Pág. 28
Hugo Boss – Product brand with stores
Creation of new brands and licensing
Brands Ranking Sales
BOSS Black Elegant
BOSS Deluxe
Selection 1,044.5
BOSS Orange Casual
BOSS Green Sports clothing
HUGO Young trends 106.6

Stores: 800 (120 own)
BALDESSARI Grand deluxe for 17.3
NI men
1,168.4
It buys materials in Italy. Factories in Germany, Switzerland and the
United States. Since 2004, heavy investment in a plant in Turkey
Investment in own stores in the last two years: 57 M€ (2004) + 70 M€ (2005)
They have multiplied sales by 3 since 1995, thanks to the recovery of licensed
products and to the entry of new market segments.
Source: Hugo Boss Group Final data for 2004. Sales in millions of euros Pág. 29
The strategic challenges
Market intelligence?
Finding professional profiles?
Location and management of the stores?

Worldwide purchasing capacity and logistics
management?
Brand management?
Internationalisation?
How to finance the growth?

Pág. 30
Market
intelligence? The capacity of defining a product / style for a
Find profess. target is a critical factor
profiles? The new segmentations are not based on age,
Store location acquisition power, but rather on emotions,
& Mgt? values that the brand transmits, etc...
Purchases & The sophisticated local demand or a
logístics?
favourable environment of these aspects can
Brand mgt? be key factors but it is difficult to hit on them
Internationa-
lisation?
How to
finance
Pág. 31
growth?
The stategic challenges MANAGEMENT
(Professionalised
business
Market Design Designers
management)
intelligence? Pattern makers...
Find profess. Marketing

Advertising Market studies
profiles?
Sales and Marketing Managers
Commercial
Store location management
Managers of the chain of stores (Retail Manager)
& Mgt? and sales Experts in the management of the franchises

Experts in real estate (location and pre-contract
Purchases & procedures...)
logístics? Stores Architects and surveyors

Experts in decoration of stores and merchandising
Brand mgt? Store managers
Purchases
Buyers – Production managers, Quality Control...
Internationa- & Production
Managers of the Logistics and warehouses
lisation? Warehouse personnel
Logistics Project software managers
Administrative support personnel
How to
Administration Manufacturing personnel (finishes, quality control)
finance Finances,...
Pág. 32
growth?
MANAGEMENT
(Professionalised
Market Design Designers business
intelligence? Pattern makers... management)
Marketing
Find profess. Market studies
Advertising
profiles? Sales and Marketing Managers
Commercial Managers of the chain of stores (Retail Manager)
Store location management Experts in the management of the franchises
& Mgt? and sales Experts in real estate (location and pre-contract
procedures...)
Purchases & Architects and surveyors
logístics? Stores
Experts in decoration of stores and merchandising
Store managers
Brand mgt?
Purchases
Buyers – Production managers, Quality Control...
Internationa- & Production
Managers of the Logistics and warehouses
lisation? Profile, salaries
Warehouseand added value of
personnel
Logistics
these new professional
Project software managers profiles !!
Administrative support personnel
How to
Administration Manufacturing personnel (finishes, quality control)
finance Finances,...
Pág. 33
growth?
Market
intelligence? Location !!!!
Find profess.
Rental prices in the hottest areas (traffic of persons,
profiles? shopping centres...)
Logistics of the stores, software that connects stores
Store location
and central offices (and suppliers)
& Mgt?
Purchases & Cost of Opening New Store (80-100 m2)
logístics?
Transfer (highly variable) examples of 100-300,000 €
Brand mgt? Works and decoration: range between 100-200,000 €
Internationa- Initial stock
lisation? Monthly lease (+ guarantees): range between 6,000-
9,000 €/month
How to A rule can be established that is easy to remember:
finance 8-10 own stores mean 1 million € of investment
Pág. 34
growth?
The stores of the Paseo de Gracia
Gratacós
Ana Mora Brunella Montblanc La Peineta
Friday’s Proyect Yanko Jofrè
Santa Eulalia Rabat
Yves Saint Lauren Globe
Carolina Herrera La Mallorquina Kokaï
Escada Catimini Vinçon
Tous
Mango Vasari Podivm
Marella UC Benetton Louis Vuitton
Bulgari Armand Basi Suárez
Boulevard Rosa Sisley Chopard Chanel
Lacoste Desigual Pronovias Armani
Bagués Tascón
Loewe Replay
Ermenegildo Zegna Marina Rinaldi Burberry
Purificación García Max Mara
Pedro del Hierro Cortefiel System Action
Punt Roma
Tommy Hilfigher Adolfo Dominguez
Diesel
Marlboro Classics Vogue
Breil
Caramelo Salvatore Bally
Carrera y Carrera Lladró Ferragamo Bel
Miss Sixty Puma Roca Joiers
Gonzalo Comella
Zara
Feigar
Furest
Mango
Pág. 35
Market
intelligence? The growing subcontracting of production around the
world means having strong technical knowledge in order
Find profess. to purchase well
profiles?
Paradoxically, profiles of textile production and
Store location purchasing techniques will continue being necessary,
& Mgt? although with new capacities:
- Languages + ability to understand market trends (“Product
Purchases &
purchasing manager”)
logístics?
Subcontracting of the logistics to third-party providers
Brand mgt? (Logisfashion)
Internationa- Investment in intelligent warehouses as the single-brand
lisation? channel grows, whether in own stores or in franchises
Direct service from the supplier to the store, set up as
How to optimum solution for large companies
finance
Pág. 36
growth?
Market
intelligence? One of the great challenges in attaining a
Find profess. differential position in the market
profiles? - Segmentation / differentiation / ranking
Store location - Point of sale, merchandising, .....
& Mgt?
- Advertising (media, frequency...)
Purchases &
logístics? - Celebrities
Brand Mgt? - Fashion shows
Internationa- - Public relations
lisation?
- Flagship stores
How to
- Event management
finance - .....
Pág. 37
growth?
Market
intelligence? Complicated entry in certain countries
Find profess. because of not knowing the market and of
profiles? the need to locate agents (also for entering
Store location the multi brand channel)
& Mgt?
Access to markets considered “attractive”
Purchases &
but with entry barriers (Russia, Eastern
logístics?
countries, Middle East) signify the creation
Brand Mgt?
of new alliances on the international level
Internationa- (“Master Franchises”)
lisation?
Need to “focus and prioritise” – which
How to markets?
finance
growth?
Real estate market analysis! Pág. 38
Market
intelligence? Finance the cost of opening new stores
Find profess. Finance product stocks in the stores
profiles?
Increase expenses and investments of the
Store location central offices in order to serve more stores
& Mgt?
Purchases &
Transfers plus guarantees of the leases
logístics? Contracting new personnel
Brand Mgt? Investment in brand creation
Internationali- .....
sation?
The financial needs of growth are quite high

How to
but can be undertaken
finance
Pág. 39
growth?
Market Major difficulty in characterisation of the targets and of
intelligence? segmentation of the brands
Profiles related to production lose importance
Find profess. Appearance of new professional profiles such as retail managers
profiles? Professionalized management of the company
Store loc. Growing inflation of the price and the rent of the premises make
difficult the opening and appropriate location of the stores
and mgt? Lack of knowledge on the management of the channel by
former manufacturing companies
Purchases & Increase in importance of technical profiles of buyers with
knowledge of the product and of logistics management
logistics?
Brand Mgt?
Ranking of the brand and its management (many possible
instruments)
Internationali- Difficulty of access to international markets involves market

sation? studies and the search and alliance with partners (master
franchise)
How to There are options for financing growth, but in some volumes it is
finance difficult to obtain the investment needed to make the leap
Pág. 40
growth?
Table of Contents
Project objectives
Annexes
Pág. 41
Expected results / Possible actions
Information of a strategic nature
for companies, which serves for
BUSINESS reflection on future strategy
STRATEGY Initiate individual actions in the
line of the strategic reflection
Possible joint strategic actions
(collaborations)
+
Improvement of non-competitive
aspects of the business in
Catalonia (joint market studies,
training, improvement of local
IMPROVEMENT OF agents, access to financing...)
THE SETTING It involves the companies and
other agents (Administration,
training centres...)
Pág. 42
Suggestion of possible actions
Companies and Designers not integrated in retail
Workshops grouping the companies according to

origin and certain principal challenges in order to:
- Raise awareness / Reflect on changes in the business
and the new strategies of the future
- Promote the strategic change of the companies
towards the brand and the distribution
Additionally, training workshops for young Designers
with their own company: focus on management and
strategic management
Pág. 43
Suggestions of possible actions
Companies and Designers not integrated in retail
Program of the CIDEM (Centre for Business Development and
Innovation of Catalonia): Reorientation of Productive
Activities
Beneficiaries: any organisation that has a business
plan of:
- Strategic change
-Strategic Plan of Reorientation of the
activity
-Business Plan defined on a new product or
service
- Structural change
Aids: Financing of up to 60,000€ in the first phase of
the strategic study and up to 200,000€ more in the
second stage of implementation
Pág. 44
Resp. Org.
Market - Dissemination of use of market tools and to the
CIDEM
intelligence? conducting of studies for groups of companies
-Agreements with the local agents on training CIDEM

-Promotion of public+private initiatives for training CIDEM
Find profess.
profiles? - Channel Brands Program
CIDEM/Comercio
- Support for implementation of Information Systems CIDEM
- Dissemination of local agents (retail)
Purchases - Global purchasing improvement (new profiles) CIDEM

- Promotion of intercompany collaborations CIDEM/Comercio
and logistics?
- Disseminaton of the local agents (branding)
Brand mgt? CIDEM /Comercio
- Brands Program (channel brand)
Internationali- - Support of conducting international market studies + COPCA

Entry in new countries (search for partners) COPCA
sation? - Collaboration in search for international agents
How to - Search and offer of Venture Capital funds for

CIDEM
growth strategies like yours
finance Pág. 45
th?
Suggestion of possible actions
Resp. Org.
CIDEM
- Agreements with the local agents on training CIDEM

- Promotion of public+private initiatives for training CIDEM
Find profess.
CIDEM/Comercio

and logistics?
Brand mgt? - Disseminaton of the local agents (branding) CIDEM /Comercio

Internationali- - Support of conducting international market studies +

COPCA

CIDEM
finance Pág. 46
th?
Market
intelligence? Dissemination among the companies of
the industry of the local training agents
(i.e.: Initial Training)
Find profess.
profiles? Agreements with the principal local
training agents for the review and design
of new contents
Purchases
and logistics? - Management > Business schools: MBA
in fashion management (Ref: SDA
Brand mgt? Bocconi, ISEM); Master’s degrees
specialised in Retail
Internationali- - Design > Design Schools: Itineraries,
sation? courses and post-graduate work in
business management and
How to
administration, brand management,
channel management...
finance Pág. 47
th?
Market
intelligence? Promote joint initiatives among administration
and private companies to improve training:
Example: Smart Skills Initiative (UK)
Find profess. Objectives:
profiles? - Identify, direct and promote the abilities necessary
for working in retail
- Improve industry profile in the UK so that, together
Purchases with the retailers, it motivates and attracts the
and logistics? persons to carry out their professional career
Example: Fashion Retail Academy (UK, Sept. ’05)
Brand mgt? Founded and shared by the public administration and
by the principal fashion retailers (Arcadia Gr.)
Internationali- It offers two courses of one-year duration for young
sation? people between 16 and 18 years of age
How to
finance Pág. 48
th?
Market
intelligence? Example: Training course of the Fashion Retail
Academy
Level 2 Diploma in Fashion Retail
Find profess. Core Units
profiles? - Customer Service and Selling for Fashion Retail
- The Retail Marketplace
- Technology for Fashion Retail
Purchases - Business of Fashion Retail
and logistics? - Supply Chain for Fashion Retail
- Store Presentation for Retail
Brand mgt? - Buying for Fashion Retail
- Merchandising for Fashion Retail
Internationali- - Professional Development in Retail
sation? - Fashion Retail Production
- Market Research and Branding for Retail
How to - Marketing & PR for Fashion Retail
finance - Visual Merchandising for Fashion Retail Pág. 49
th?
Resp. Org.
CIDEM

Find profess.
CIDEM/Comercio

and logistics?


COPCA

CIDEM
finance Pág. 50
th?
Resp. Org.
CIDEM

Find profess.
CIDEM/Comercio
-Support for implementation of Information Systems CIDEM

and logistics?
- Disseminaton of the local agents (branding) CIDEM /Comercio
Brand mgt? - Brands Program (channel brand)

COPCA

CIDEM
finance Pág. 51
th?
Resp. Org.
CIDEM

Find profess.
CIDEM/Comercio

and logistics?


COPCA

CIDEM
finance Pág. 52
th?
Resp. Org.
CIDEM

Find profess.
CIDEM/Comercio

and logistics?


COPCA

CIDEM
finance Pág. 53
th?
Resp. Org.
CIDEM

Find profess.
CIDEM/Comercio

and logistics?
- Disseminaton of the local agents (branding) CIDEM /Comercio
Brand mgt? - Brands Program (channel brand)

COPCA

CIDEM
finance Pág. 54
th?
Market
intelligence?
Find profess.
profiles?
Favour an environment that permits

Purchases reinforcing and promoting the principal
and logistics? competitive advantages of the growth
strategies
Brand mgt?
Internationali-
sation?
How to
finance
growth? Pág. 55
Administration
Associations Venture Capital
Raw Mat. Sup.
Yarn. Fabric.
Clothing
Distribution
Dyes
channel
Consumer
Up-stream
Textiles
- Multi brand store
-Department stores
-Pure channel brand
Technical -Product brand with stores
centres & lab (own/franchises)
Supply
centres
Training
-Design Clothing integrated in retailer
-Fashion I.T. System
- Business Sch. Real Estate Franch. const. Mkt. studies agent
- U.K. textile Sch.
Consult.
-Mktg, sales
Commun. Agent Retail Cons.
Logistics platform Architect office Branding Cons. Visual Merch.

Pág. 56
The local agents in Catalonia
Training
- Design: ELISAVA, ESDI-EATM, EINA, IED...
- Business schools: ESADE, IESE, EADA...
- Others: Initial training, ESCODI...
Branding consultants: Morillas, Summa, Grupo Grey, Firma, Cla-se...
Retail consultants: Plus Value, Kiss Retail, Retail&Trade, SGC
Consultores, Procom, I&MS, Axis Marketing...
Logistics services: Logisfashion, Danzas Logistica, UPS...
Market study agencies: Hamilton, One-Off...
Communication agencies: Equipo Singular, XXL Comunicación, Cla-se,
No-do Moda...
Franchise consultants: Tormo, SDEYF Group...
Establishment design and decoration: EMS Company, Discom...
I.T. systems: VCS Timeless, CSC...
...
Pág. 57
Market
intelligence?
Find profess. Favour an environment that permits

profiles? reinforcing and promoting the principal
competitive advantages of the growth
strategies
Purchases
and logistics?
Brand mgt? Creation of an atmosphere to debate the

problems of the companies with Branding
Internationali- and Retail strategies, that does not exist
sation? today
How to
finance
growth? Pág. 58
Resp. Org.
CIDEM

Find profess.
CIDEM/Comercio

and logistics?


COPCA

CIDEM
finance growth strategies like yours
Pág. 59
growth?
Thank you for your attention
Pág. 60

Growth Strategies in The Textile-Fashion Sector: Branding & Retail

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Growth Strategies in The Textile-Fashion Sector: Branding & Retail

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Growth Strategies

in the Textile-Fashion sector:

Company interviews + analysis of international examples

 Present the diagnosis of the growth strategies in

The distribution is changing its model,

Spain has only a 3% quota of tailoring workshop purchases,

Venture Capital Franchise cons. Communic. agent

 Knowledge of the market (before, everything

n.d. Konrad Muhr Designer 1 1 0

Turnover 2004: 34 Million €

They use franchises in order to reach a sufficient critical mass and,

Two-digit increases in sales annually, since 2002

It promotes creativity focussed on the segment to which it is

BOSS Green Sports clothing

HUGO Young trends 106.6

Investment in own stores in the last two years: 57 M€ (2004) + 70 M€ (2005)

Location and management of the stores?

How to finance the growth?

Find profess. Marketing

& Mgt? and sales  Experts in the management of the franchises

logístics? Stores  Architects and surveyors

The financial needs of growth are quite high

Internationali-  Difficulty of access to international markets involves market

 Workshops grouping the companies according to

-Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Internationali- - Support of conducting international market studies + COPCA

How to - Search and offer of Venture Capital funds for

- Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Brand mgt? - Disseminaton of the local agents (branding) CIDEM /Comercio

Internationali- - Support of conducting international market studies +

How to - Search and offer of Venture Capital funds for

- Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Brand mgt? - Disseminaton of the local agents (branding) CIDEM /Comercio

Internationali- - Support of conducting international market studies +

How to - Search and offer of Venture Capital funds for

-Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Internationali- - Support of conducting international market studies +

How to - Search and offer of Venture Capital funds for

-Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Brand mgt? - Disseminaton of the local agents (branding) CIDEM /Comercio

Internationali- - Support of conducting international market studies +

How to - Search and offer of Venture Capital funds for

-Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Brand mgt? - Disseminaton of the local agents (branding) CIDEM /Comercio

Internationali- - Support of conducting international market studies +

How to - Search and offer of Venture Capital funds for

-Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Internationali- - Support of conducting international market studies +

How to - Search and offer of Venture Capital funds for

Favour an environment that permits

Logistics platform Architect office Branding Cons. Visual Merch.

Find profess. Favour an environment that permits

Brand mgt? Creation of an atmosphere to debate the

- Agreements with the local agents on training CIDEM

Purchases - Global purchasing improvement (new profiles) CIDEM

Brand mgt? - Disseminaton of the local agents (branding) CIDEM /Comercio

Present the diagnosis of the growth strategies in

Knowledge of the market (before, everything

& Mgt? and sales Experts in the management of the franchises

logístics? Stores Architects and surveyors

Internationali- Difficulty of access to international markets involves market

Workshops grouping the companies according to