The Phillips-Van Heusen-owned brand won't replace Raf Simons' 205W39NYC ready-to-wear line.
Calvin Klein is closing down its luxury collection business, closing its offices in Milan and making staff redundant in New York, according to a source. Michelle Kessler-Sanders, the president of the 205W39NYC ready-to-wear business, will leave the company in June 2019. Overall, about 100 people, or 1 percent of PVH's global workforce, will be affected.
After Calvin Klein parted ways with chief creative officer Raf Simons at the end of 2018, they said it was rethinking its approach to the luxury market, on a strategy that would “[offer] an unexpected mix of influences and moving at an accelerated pace."
In January, it was announced that the brand would close its 654 Madison Avenue flagship store, which Simons renovated in 2017, in addition to other changes, some of which came to fruition very soon.
The brand’s sales come from their underwear and denim lines, much of which is produced by third-party licensing partners. But chief executive Steve Shiffman still plans to develop what the source called "aspirational" products. The search for a new design director to lead that effort continues, but it's presumed that the designer won’t be as high profile as Simons.
Luxury conglomerate LVMH Moët Hennessy Louis Vuitton SE has reached a $16.2 billion deal to buy American jewellery giant Tiffany & Co.
The companies announced that they had entered an agreement for LVMH to acquire Tiffany for $135 a share.
“We strongly believe that LVMH is not only an ideal owner for Tiffany but also that this iconic brand is a perfect addition to our portfolio and perfect complement to our existing model,” LVMH Chief Financial Officer Jean-Jacques Guiony.
The all-cash acquisition is one of the largest ever for the French conglomerate known for its hard-charging deal making and surpasses its $13 billion deal for Christian Dior in 2017.
The storied American brand has resisted acquisition for years, but as one of the few independent global jewellery houses remaining in the market, analysts had long speculated that it would make an attractive, if expensive, target.
But Tiffany has had a difficult time lately. In the first half of 2019, worldwide net sales at Tiffany decreased 3 percent to $2.1 billion. The American jeweller is facing weak demand at home and abroad, and will likely need heavy investment to re-energise its brand and business.
The deal will bring LVMH’s substantial financial and market clout to help support Tiffany’s ongoing transformation efforts. At the same time, it boosts the French company’s presence in the US market.
The deal also allows LVMH to gain further ground on Swiss conglomerate Richemont, which has long dominated hard luxury with its ownership of Cartier and Van Cleef & Arpels. Jewellery was one of the best-performing luxury categories in 2018, according to Bain & Co, which predicts that the global $20 billion market will grow 7 percent this year.
Tiffany employs more than 5,000 artisans to cut diamonds and craft its jewellery, rather than buying from middlemen.
The two top editors of Vogue, Phyllis Posnick, the executive fashion editor of Vogue stepped down alongside fashion director Tonne Goodman last week. They are considered the two most recognisable faces at any fashion show in New York.
It was announced by Anna Wintour, the editor of Vogue, that both Phyllis and Tonne will leave their staff positions and become contributing editors.
The position of fashion director will be taken up by Virginia Smith.
The brand behind Vogue, New Yorker and Vanity Fair are forced to take some austerity measures after losses of up to $120 Million last year. They have taken measures to cut spending and be more digitally savvy, but it is expected to adopt strategies to ensure that it does not disappear completely.
After Boston Consulting Group did a monthlong audit of their internal systems, Robert A. Sauerberg Jr., the chief executive of Condé Nast, plans to address senior staff members on August 8th.
The company having lost more than $120 million last year, plans to put three of its 14 magazines — Brides, Golf Digest and W — up for sale, three executives said. The marquee titles, including Vogue, Vanity Fair and The New Yorker are safe, for now.
The decades-long magazine boom that made the ostentatious possible, is a thing of the past. A shift in media-consumption has elevated Instagram, Snapchat and YouTube above the printed page. Before Time Inc. was sold to the Meredith Corporation, it experienced sharp declines in annual revenue. The ad buying firm Magna projects print magazine ad sales will fall by a double digit rate this year.
The $120 million loss in 2017 came about because of a sharp decline in ad revenue generated by the print magazines. Gains in the digital arena have helped offset the loss, but not enough to make the company profitable. Condé Nast reached its decision to entertain offers for Brides, Golf Digest and W partly on the recommendation of Boston Consulting Group.
This story appeared in the New York Times.
This article originally appeared on CNBC.
With the boom in e-commerce, there is huge a side effect: More and more goods getting returned, boosting costs for all retailers.
This can be ground shifting for small businesses.
According to a CNBC article, not being able to see an item in person accounts for part of the difference, but consumers also shop differently online than in-store. They may order multiple sizes or colors to try on at home, and then ship or take back what they don't want, with shipping paid for by the retailer, both ways in some cases.
With costs mounting, understanding why shoppers return items and dealing with the logistics is a key issue that retailers are only beginning to tackle. A number of new businesses are sprouting up in the USA to try and wrangle the problem for retailers. These companies say higher rates of online shopping and more lax return policies are factors contributing to the rise of returns. However, there are more options for what to do with the returns, which can help to keep tons of unwanted items out of landfills and save retailers' profit margins.
Average return rates vary by category, but clothing and shoes bought online typically have the highest rates with 30 to 40 percent returned.
Eric Moriarty, vice president of B-Stock Solutions, a liquidation marketplace said as e-commerce becomes a bigger percentage of retail sales, more returns will be coming back.
"In 2018, it will be somewhere in the area of $400 billion worth of inventory ... with $90 [billion] to $95 billion returned post-holiday," he said.
In the next several years, as e-commerce grows globally, "the amount of returns is going to be over a trillion dollars a year," Tobin Moore, CEO and co-founder of reverse logistics technology company Optoro, said.
Another factor adding to rising returns is more relaxed return policies. As retailers fight for market share in an increasingly competitive industry, return policies are allowing longer windows to bring back items. Also, retailers are often accepting online returns in stores, even if the items were never sold at the store.
According to a Happy Returns survey, nearly three-quarters of Americans say returns are their least favorite part of shopping online, so an easy return system is crucial for retaining shoppers.
More items are returned during and after the holiday season than any other time of year. UPS estimates 1 million returns were made daily during December leading up to Christmas, largely from consumers that shopped early to take advantage of promotions and faster shipping options.
But once the returned goods are back in the hands of a retailer, less than half are resold at full-price, according to Gartner Research. That translates to retailers losing out on 10 percent of sales during the holiday season, a trend that has not improved over the last couple years, and is expected to get worse.
While returns are a big problem for retail, only about 30 percent of the country's largest retailers quantify its full cost and only 23 percent use some kind of technology or software to better manage it, according to Optoro.
In aggregate, "retailers are losing billions and billions of dollars on the way returns are managed," Moore said. "A lot of retailers can add 5 percent to their bottom line by better optimizing the management and resale of their returns."
"Many retailers end up throwing away over 25 percent of their returns," Moore said. "Holistically, that ends up being over 5 billion pounds of goods that end up in landfills a year from returns."
He estimates over the next several years that could swell to 10 billion pounds of returns in landfills around the world.
For the 75 percent that doesn't go to a landfill, the condition of the returned item, the timing of when it's returned, and its location are all key factors in determining what comes next. Some merchandise is inspected and immediately restocked. Some has to be sent for refurbishing or repackaging. Other goods go to a liquidation channel where the items are repurchased by a reseller or consumer. There are occasional scenarios where returned goods are taken apart and components are recycled, or even "upcycled," like turning shoes into a racetrack, Moore said.
Return scenarios have gotten more complicated. More relaxed return policies can mean shoppers return items after a season ends, making it hard to sell a winter coat in March, for example.
Plus, the internet offers retailers an "endless aisle." That means many items are sold online only. If those purchases are returned to a store, the retailer will have a few choices: ship it back to a distribution or processing center; try to resell it as a one-off item in the store; liquidate, donate or recycle it or throw it away.
About 70 percent of high-end apparel can typically be restocked and resold, Moore said. If it's a consumer electronics item or home and garden item that was sealed and isn't anymore, or has any data on it, it has to be repackaged, refurbished and wiped of data. Only around 30 percent of those returned items can go back into stock immediately.
According to a spokesperson for Amazon.com, "once we receive a returned product we conduct a thorough inspection to determine if it can be sold to another customer as either 'new' or 'used.' If sellable as new, it goes back on the shelf. If we determine it can be sold as used, the team takes the necessary steps to ensure it is a quality product that customers will be happy with once purchased. We work hard to reduce the amount that goes to liquidation."
Best Buy uses a number of methods to minimize the cost of returns, including selling open box items on its website and hosting a sales event for open box merchandise right after Christmas. The retailer also has a small number of Best Buy Outlets where open box and slightly damaged major appliances are sold.
B-Stock is another channel Best Buy uses to liquidate merchandise.
"Retailers are looking for new ways to make money and find margin," B-Stock's Moriarty said. "There are macro trends making returns increase over time, and there are better mouse traps out there today that make it less costly to handle a return."
B-Stock builds individual online marketplaces for retailers or brands to sell returned, liquidated or excess merchandise in bulk quantities to certified resellers. Moriarty said the volume of inventory sold on its site grew 100 percent from 2017 to 2018. In addition to Best Buy, B-Stock clients include Walmart, Amazon, Macy's, Lowe's, GameStop, and J.C. Penney, among others. While B-Stock offers the option for warehouse storage of merchandise at CH Robinson warehouses throughout the country, B-Stock never takes financial ownership nor logistics control of the inventory being resold.
"Typically, our clients get a 30 to 80 percent price increase from how they used to do it," Moriarty said, even in the online auction website format B-Stock sets up for the retailers. Retailers can restrict where a reseller can sell items. For example, they can require resellers to export the merchandise. Moriarty said much of the inventory is resold on Amazon, eBay or in other small local stores.
Optoro sells software platforms to retailers and brands that identify the best option for maximizing the value or lowering the cost of returned items on a case-by-case basis. Options could include restocking, refurbishing, liquidating, donating or recycling. Its clients include Target, Under Armour, Jet, BJ's Wholesale Club, Staples, and Groupon. Optoro also has its own liquidation channels, Blinq.com, for liquidation resale to consumers, and Bulq.com, for liquidation resale to resellers.
"We can increase a retailer or brand's return recovery amount, in many cases, by 25 percent. If it is items that are not going back in stock, we can double or triple the recovery in some cases," Moore said.
Happy Returns offers technologies and logistics at nearly 300 U.S. locations to allow online purchases to be returned in person when the retailer doesn't have a physical store. Direct-to-consumer brand start-ups like Everlane, Untuckit and Rothy's work with Happy Returns, which has put its so-called return bars in malls, on college campuses and even stores like Sur La Table and Paper Source. Happy Returns packages it up for the shopper, sorts the returns by retailer, then ships in bulk to return hubs less expensively than the postal service offers.
"In aggregate, Happy Returns sees a cost savings upwards of 25 percent for our retailers," said Happy Returns' Sobie. He attributes this to the combination of hard cost savings of its network compared to shipping and the soft savings of lowering customer service inquires.
While there are technologies to reduce returns like 3D body scanning and other fit innovations, "it's not working," Sobie said.
Keeping shoppers happy is harder to quantify, but extremely valuable.
"Returns is a battleground for customers," Moore said. "It's a way to win more customers, to get them coming back and to get data so that you know how to better stock items and better make items for your customers as well."