Emma Ceci’s Post

Boutique #2JourCheck: Prada Last week I wrote about #CustomerExperience gaps I noticed while visiting Gucci flagship in London. A few days later I’ve been to #Prada - my friend from Germany asked me to check the swimsuit which has just landed. The gaps were pretty much the same: 1) Consultant followed the client While I was waiting for the consultant to bring the swimsuit, I witnessed how a lady snapped and said that she didn’t need any help when the consultant was following her closely. 2) Consultant was interested in commission and sale only in that particular location - KPIs used are not effective The consultant who worked with me informed me that there was no stock available in any other London location (they only had a size that would probably not be suitable). The thing is, I had a completely unplanned visit to another boutique the same day, and they had a different size. Obviously, I was not happy to learn that the information provided was not correct. 3) No options were available to transfer item from Europe location. The swimsuit comes with a pricey tag, so the possibility of purchasing would be much more feasible if we could place an order somewhere in Europe and have the option to exchange/return/return for store credit. Understanding how it may be challenging for the brand to implement such policies, the service could be possible for VICs only. *** The above-mentioned definitely doesn’t work for establishing an emotional (and thereafter, loyal and long-term - the one that converts into sales) connection with the consultant and the brand. I left both locations with exchanged contacts - as I mentioned in the Gucci article, it happens all the time. The thing I particularly didn’t like is that the consultant from the first location sent me an audio message and gave me a phone call just 10 minutes after I left. I didn’t return the call, so don’t know the reason. Audio messages are a huge no, especially when it comes to strangers. But that is a different story altogether. *** May I mention that in the second location the consultant was very helpful - we took the measurements of two sizes to understand the fit, that was professionall from the consultant to offer. Prada Group #ClientRelations #CustomerCare #LuxuryFashion #retail

Burberry Daniel Lee hired in 2022. In 2024 profit warning Bottega Veneta Matthew Blazy hired in 2022. 2023 revenues -5% FERRAGAMO Maximilian Davis hired in 2021. Revenues in 2023 -7,8% What is wrong with these brands? The disconnection between the collections highly pumped by the fashion press and the customers who are the real stakeholders. “Stunning collections” not repaying the salaries of the top management and putting in trouble suppliers. The solution? A brand strategy designed before recruiting the designers. Not everybody is J.W.Anderson nor M.G.Chiuri And, no, it’s not a cut and paste strategy model.

On why Gucci is not Louis Vuitton Yesterday Gucci announced the recruitment of a former Prada and LV communication executive for the newly minted role of deputy CEO but no further precise details on the job description was highlighted with the exception of defining and implementing the brand strategy alongside JF Palus. This is the second recruitment from LV with a focus on brand and communication, the previous one was kept on the role for less than a year and a half. A clear point that shows how Gucci is trying to integrate some LV know how in the management. The same day WWD disclosed that LV hired the president of Wieden Kennedy as the new head of communication. Wieden Kennedy is an established, innovative global creative company NOT specialized in #fashion or #luxury That’s a very different move and a strategic one from Pietro Beccari. Instead of fishing into the usual fashion suspects more used to execute creative directors or CEOs brand vision, he hired for the top #luxury brand in the world a very experienced brand strategist and a head of an illustrious advertising and communication agency with a global coverage. Truly a different approach. One is chasing the market leader hiring its executives, the other one is boldy looking so much ahead. Who will win? PS in the first comment a very interesting point from a reader on Instagram What do you think?

Luxury Clash: Gucci vs. Louis Vuitton Battle for Top Talent It's thrilling to witness the chess match between luxury giants Gucci and Louis Vuitton as they strategically swap talent to gain an edge in the market. Gucci's move to recruit a seasoned LV executive for a pivotal role signals a targeted effort to adopt successful strategies from the industry leader. This suggests a calculated approach to refine their brand strategy and potentially mirror LV's market dominance. On the flip side, Louis Vuitton's unconventional choice of a brand strategist from a renowned creative agency signifies a bold departure from tradition. By embracing expertise from outside the fashion realm, LV aims to inject fresh, innovative thinking into their communication and branding. Gucci's approach may lead to refined emulation of LV's successes, leveraging insider knowledge. However, Louis Vuitton's unconventional selection could yield groundbreaking strategies that resonate deeply with evolving consumer tastes. I, for one, am staying tuned.

Do you know what Gucci's cool marketing strategy is? Gucci is super famous for its fancy fashion stuff. They're really good at telling stories and making people feel connected to their brand. Whether it's posting awesome pictures on Instagram or making fun videos on TikTok, Gucci knows how to keep people interested. They also team up with cool people and artists to make even cooler stuff. This helps Gucci reach more people and stay trendy. Let's learn from Gucci's cool ideas and how they make fashion fun for everyone!  #Gucci #MarketingStrategy #FashionFun

Yesterday, I was not allowed into Miu Miu or Why it’s important to standardise processes No magic happens with my offline and online interactions with Prada Group brands: Miu Miu and Prada😂 Who cares, you might say—they show significant profit growth. Well, let’s just say the details are up for discussion. Anyway, there is no limit to perfecting processes, which are more than casual. Here are two examples: 1. • Yesterday, I wanted to check out the #MiuMiu shoes I’d seen on social media but couldn’t find them online. I was on Bond Street and tried to enter the shop. The guard kept the door closed while checking something with the assistant. He then opened the door and told me the boutique was busy, so he asked me to wait outside for a few minutes. London has finally entered the summer era (at the end of July, yes), so it was almost 30 degrees outside. I left without waiting, as I (almost) never stand in boutique queues. • I once visited Loro Piana when their boutique was busy as well. Those who were waiting were offered bottled water and kindly asked to wait until customer advisors were available. 2. • The Chrome Hearts guard waved his hands without speaking, probably trying to indicate a no-entrance sign. I left again, as I don’t speak gestures (wrote on it here: https://lnkd.in/deiR8pfu) • The Chloé guard in the boutique kindly told me I was not allowed to bring coffee into the boutique. I knew it was terribly wrong to enter with coffee, but I had just picked up a take-away order and didn’t really plan to visit #Chloé. The guard then offered to keep the coffee cup at the entrance so I could pick it up when I left. 📌Both situations are common and quite typical for boutiques. The reactions differ, and such details contribute to building #loyalty and overall #CustomerExperience. There is no fault with the people involved; it’s more about the instructions they are given. 📌How to make the experiences close to #luxury? By standardizing processes. It’s still important to allow for flexibility to adapt to particular situations. But regularly testing and updating the standards to include such situations would definitely help limit customer dissatisfaction. #fashion #luxuryfashion #crm #prada #LoroPiana LVMH #lvmh #chromehearts #richemont Richemont

There's a chance Gucci's extensive presence in music videos may have created an inflated perception of their overall success. While music video exposure can be valuable, a deeper understanding of their core customer drivers is crucial for long-term prosperity. Counterfeiting, while an ongoing challenge, shouldn't be the primary concern. Instead, Gucci should prioritize customer retention and cultivate a broader brand perception. The rise of "quiet luxury" has demonstrably shifted consumer preferences towards subtler branding, moving away from prominent logos. However, this doesn't necessarily indicate a decline in luxury purchases; it simply suggests a current disconnect between Gucci's offerings and evolving consumer tastes. Strategies to Reinvigorate Gucci's Brand Image: Reclaim Coolness: Engaging with NBA audiences and establishing a vibrant presence at games can be a strategic way to reconnect with customers and cultivate a more relatable brand image. Embrace Boldness: There remains a significant market for statement pieces and logomania. Gucci has the potential to be a leader in this space by continuing to offer these bold aesthetics. Cater to Diverse Preferences: Providing a range of styles, from statement prints to understated elegance, allows customers to choose Gucci for various occasions and cultivate a personal style within the brand. Reestablish Brand Uniqueness: Reminding both existing and aspirational customers of what makes Gucci truly special is vital. Highlighting the brand's heritage, craftsmanship, and unique design language can solidify its position within the luxury fashion landscape. Learning from Industry Success Stories: Similar to how energy drinks carved a niche within the broader soda industry, Gucci has the opportunity to reclaim its position in luxury fashion. By offering a spectrum of styles and effectively communicating its brand identity, Gucci can solidify itself as one of the most desirable names in luxury once again. #gucci #luxuryfashion #marketing #retail https://lnkd.in/dQE9TpHK

Sales Income Variable but Fixed Costs remain and that’s very bad news for Kering Gucci. A drop in sales income means that costs need to be reduced, Shareholder requirements won’t be met and the CEO and the CFO have tough decisions to make to address this serious issue. The managing of the gap between Income and Costs is a problem that’s been around since the Industrial Revolution but will it be a problem in the Digital Revolution. In this Digital Revolution that nemesis of Fixed Cost is going to move to Variable and it will have direct links to metrics such as income and that includes “ You “ the direct or indirect employee . With an organisation being able to have its Income and Costs automatically adjust, the tough job of managing the gap becomes a thing of the past. Each of us buys, flights, hotels and those organisations claim that the pricing for a seat or a bed is “ Dynamic “ but there is nothing Dynamic in a seat or a bed. It’s actually utilisation based pricing and that’s the current model adopted for Labour Pricing. For those in Fractional or Contracting, Dynamic pricing will hit quickest, it’s here now and that’s going to be the playground before it hits on payroll labour. The fusion between Digital and Human worker’s is going to accelerate the disruption in off payroll labour and solutions. Future of Work is here now and for those 20% that are change oriented, then get ready to reap the awards. This is going to be a very exciting ride that’s going to be great news for Shareholders, Organisation and Individuals. Coming back to Gucci, how will they be able to deal with the heavy burden of Technology and Labour Debt and will they be agile enough with the design skills to move at speed. Time will tell and I have my Gucci watch on the shelf with its lovely face and leather strap to remind me to keep track. #cost #fractional # transformation

OPINION: Ever since I joined the world of luxury journalism, Gucci has intrigued me. Its rise, fall, dramatic rise, fall again, and so on, is fodder for imagination. And of course, many case studies. And while I am no business or management expert, I thought it would be interesting to understand where Gucci is going. Here is a snippet on the brand - their past, present, and hopefully a bright future. Thank you to Abhay Gupta, Philippe Mihailovich & Pamela Danziger for providing me fantastic inputs! #gucci #fashionbrand #fashionbusiness #fashioncasestudy #luxurycasestudy

Who needs to watch fictional business drama on Netflix when you have the real life drama with the highs and lows of world renowned business empires from which to learn business lessons. In this case Gucci. How many pairs of Gucci loafers have you seen being worn recently? Thanks to Soumya for this article and extracts below. ‘Gucci is, perhaps, the most watched, analyzed, and judged brand. Blame it on its dramatic history, its colorful designers, or the allure that they have had for generations on fashion devotees. “Nobody can destroy a brand or a business more than the owners or managers themselves -more damage than competitors could ever inflict.” Each of its designers, from Tom Ford to Alessandro Michele, have been tasked with resurrecting Gucci. With all the scrutiny over them, their achievements, and failures, have all been noted. I think the brand got distorted under Tom Ford who made it a big fashion brand worth billions after the family almost bankrupted the company through infighting and greed. The result was a brand reborn as a fashion brand and leather goods craftmaking became secondary to Ford’s personality.” The expansion, perhaps, tangled up the legacy of Gucci in other ways. “…Frida refocused on craftsmanship but killed the fashion side and started to copycat Hermes, even by sponsoring horse-riding events. Gucci had never created their own universe. They were just good bag makers with borrowed universes from others,” Mr. Michele brought an entirely new perspective to the brand, calling it Renaissance. An entirely new language with a big bang of color, flora, sequins, and extravagance. Today is the era of Sabato de Sarno at Gucci. And the new CEO is Jean-François Palus. After the flamboyance of Mr. Michele, Mr. Sarno has crafted a clean, sleeker look for the new Gucci. It’s almost like an amuse bouche. He calls it Gucci Ancora (meaning ‘again’). The class of celebrities flaunting Gucci has upgraded as well with Elle Fanning, Miley Cyrus, Dua Lipa, Justin Timberlake, Kirsten Dunst, Lily Gladstone, Taylor Swift, Ryan Gosling, and more flaunting custom outfits by this brand. Sales, though, were down in the first quarter of 2024. Down by as much as 21% as per official reports by Kering. Gucci started out as a serious leather goods competitor to Hermès and other leading ‘haute maroquinerie’ companies. Today it is seen as a ‘luxury fashion’ brand more in competition with Dolce & Gabanna than with Hermès. Do Hermès ever speak of their fashion designers? They speak of their craftsmen. Gucci was wrong to chase Louis Vuitton. I love that they now have a quality-orientated designer.’