Latest news with #FashionNetwork
Fashion Network
4 hours ago
- Business
- Fashion Network
Authentic reinforces global strategy with APAC headquarters in Shanghai
Fashion Network: Over the past few years, the performance of many brands in China's market has not been that competitive. Why has Authentic still chosen to set up its APAC center in Shanghai instead of other cities? Jamie Salter: We believe in the long-term potential of the Chinese and broader Asia-Pacific market, and Shanghai is at the heart of that vision. Shanghai is a dynamic city and is the right home for our APAC headquarters, with China presenting great growth opportunities. The opening of our Shanghai office reflects our confidence in the region and commitment to building strong, localized partnerships that unlock the full potential of our brands. This city also provides a complete ecosystem that supports the acceleration and localization of our portfolio brands. It is our long-term commitment to this market. FN: What key brands will Authentic focus on developing in the Greater China/APAC area? Matt Maddox: Our strategic partnerships are driving significant success across our brand portfolio. Nautica is thriving through our collaboration with Tristate, whose deep expertise in China's apparel market and understanding of the brand have proven invaluable. For Hunter, our partnership with Baozun leverages their robust digital, logistics, and supply chain capabilities, perfectly suiting a brand focused on quality, performance and storytelling. Brooks Brothers is gaining renewed momentum thanks to ImagineX, a leading partner in building premium local brands. Finally, Champion 's explosive growth is a direct result of our collaboration with Belle Fashion, which has expertly positioned the brand in key retail channels and effectively connected with the right consumers. FN: What are the criteria for choosing these local partners? Matt Maddox: With nearly 1,800 global partners, our primary focus consistently centers on the product. We prioritize collaborations that effectively represent the brands and yield products genuinely valued by regional customers. This emphasis on product and quality naturally leads to considerations of operational synergy and collaborative methodologies. We are committed to fostering long-term, sustainable relationships built over many years. Our aspiration is for our global brands to also achieve local relevance, both here and in other markets, thereby significantly broadening our partnership footprint worldwide. FN: How do you manage brands with different cultural backgrounds across regional markets? Jamie Salter: Our core business model remains consistent globally; however, cultural adaptation is paramount. While product is key, we recognize the importance of localization: approximately 50% of our product line is global, with the remaining 50% tailored to local preferences. The world is shrinking due to social media and influencers, leading to increasingly similar styles worldwide. The time lag for trends to travel, once six months from Europe to America, has significantly shortened in the digital age. Therefore, our strategy is firmly 'Think Global, Act Local,' a practice we will continue to refine. We're observing a significant shift with products from Japan, Korea, and China, like the highly sought-after Champion Japan collection, now influencing the American market. Our asset-light business model facilitates this global collaboration, ensuring all partners can access diverse products. FN: How do you manage different teams that have varying cultural dynamics? Matt Maddox: From a cultural standpoint, we deeply value listening to our local teams and understanding that operational approaches and team dynamics vary significantly by region. This philosophy extends to our regional companies, each operating almost autonomously rather than receiving top-down directives from Europe, North America, or China, ensuring they effectively cater to their respective local cultures. FN: Aside from brand management, Authentic also operates a sports and entertainment business. Are there plans to expand this business locally? Jamie Salter: Our playbook remains centered on building out sports and entertainment, encompassing live events, experiences and media, much of which is already in motion. With Sports Illustrated, for example, we have live events in Singapore, and we are continuously expanding our footprint to replicate our execution model from Europe and America. With figures like David Beckham present and Sports Illustrated established, alongside live events in Singapore, we are continuously expanding our footprint to replicate our execution model from Europe and America. This expansion will involve both existing brands and the integration of new local celebrities and athletes, with a critical focus on their global appeal. Our 'Think Global, Act Local' strategy dictates that while we adapt to local markets, any engagement—particularly brand acquisitions—must have international travel potential. We believe that what resonates in one market, such as China, can indeed find success back in America. As a global company, we may engage in collaborations for purely local ventures, but our acquisitions prioritize brands with global reach.
Fashion Network
5 hours ago
- Business
- Fashion Network
Authentic reinforces global strategy with APAC headquarters in Shanghai
Fashion Network: Over the past few years, the performance of many brands in China's market has not been that competitive. Why has Authentic still chosen to set up its APAC center in Shanghai instead of other cities? Jamie Salter: We believe in the long-term potential of the Chinese and broader Asia-Pacific market, and Shanghai is at the heart of that vision. Shanghai is a dynamic city and is the right home for our APAC headquarters, with China presenting great growth opportunities. The opening of our Shanghai office reflects our confidence in the region and commitment to building strong, localized partnerships that unlock the full potential of our brands. This city also provides a complete ecosystem that supports the acceleration and localization of our portfolio brands. It is our long-term commitment to this market. FN: What key brands will Authentic focus on developing in the Greater China/APAC area? Matt Maddox: Our strategic partnerships are driving significant success across our brand portfolio. Nautica is thriving through our collaboration with Tristate, whose deep expertise in China's apparel market and understanding of the brand have proven invaluable. For Hunter, our partnership with Baozun leverages their robust digital, logistics, and supply chain capabilities, perfectly suiting a brand focused on quality, performance and storytelling. Brooks Brothers is gaining renewed momentum thanks to ImagineX, a leading partner in building premium local brands. Finally, Champion 's explosive growth is a direct result of our collaboration with Belle Fashion, which has expertly positioned the brand in key retail channels and effectively connected with the right consumers. FN: What are the criteria for choosing these local partners? Matt Maddox: With nearly 1,800 global partners, our primary focus consistently centers on the product. We prioritize collaborations that effectively represent the brands and yield products genuinely valued by regional customers. This emphasis on product and quality naturally leads to considerations of operational synergy and collaborative methodologies. We are committed to fostering long-term, sustainable relationships built over many years. Our aspiration is for our global brands to also achieve local relevance, both here and in other markets, thereby significantly broadening our partnership footprint worldwide. FN: How do you manage brands with different cultural backgrounds across regional markets? Jamie Salter: Our core business model remains consistent globally; however, cultural adaptation is paramount. While product is key, we recognize the importance of localization: approximately 50% of our product line is global, with the remaining 50% tailored to local preferences. The world is shrinking due to social media and influencers, leading to increasingly similar styles worldwide. The time lag for trends to travel, once six months from Europe to America, has significantly shortened in the digital age. Therefore, our strategy is firmly 'Think Global, Act Local,' a practice we will continue to refine. We're observing a significant shift with products from Japan, Korea, and China, like the highly sought-after Champion Japan collection, now influencing the American market. Our asset-light business model facilitates this global collaboration, ensuring all partners can access diverse products. FN: How do you manage different teams that have varying cultural dynamics? Matt Maddox: From a cultural standpoint, we deeply value listening to our local teams and understanding that operational approaches and team dynamics vary significantly by region. This philosophy extends to our regional companies, each operating almost autonomously rather than receiving top-down directives from Europe, North America, or China, ensuring they effectively cater to their respective local cultures. FN: Aside from brand management, Authentic also operates a sports and entertainment business. Are there plans to expand this business locally? Jamie Salter: Our playbook remains centered on building out sports and entertainment, encompassing live events, experiences and media, much of which is already in motion. With Sports Illustrated, for example, we have live events in Singapore, and we are continuously expanding our footprint to replicate our execution model from Europe and America. With figures like David Beckham present and Sports Illustrated established, alongside live events in Singapore, we are continuously expanding our footprint to replicate our execution model from Europe and America. This expansion will involve both existing brands and the integration of new local celebrities and athletes, with a critical focus on their global appeal. Our 'Think Global, Act Local' strategy dictates that while we adapt to local markets, any engagement—particularly brand acquisitions—must have international travel potential. We believe that what resonates in one market, such as China, can indeed find success back in America. As a global company, we may engage in collaborations for purely local ventures, but our acquisitions prioritize brands with global reach.
Fashion Network
5 hours ago
- Business
- Fashion Network
Authentic reinforces global strategy with APAC headquarters in Shanghai
Fashion Network: Over the past few years, the performance of many brands in China's market has not been that competitive. Why has Authentic still chosen to set up its APAC centre in Shanghai instead of other cities? Jamie Salter: We believe in the long-term potential of the Chinese and broader Asia-Pacific market, and Shanghai is at the heart of that vision. Shanghai is a dynamic city and is the right home for our APAC headquarters, with China presenting great growth opportunities. The opening of our Shanghai office reflects our confidence in the region and commitment to building strong, localised partnerships that unlock the full potential of our brands. This city also provides a complete ecosystem that supports the acceleration and localisation of our portfolio brands. It is our long-term commitment to this market. FN: What key brands will Authentic focus on developing in the Greater China/APAC area? Matt Maddox: Our strategic partnerships are driving significant success across our brand portfolio. Nautica is thriving through our collaboration with Tristate, whose deep expertise in China's apparel market and understanding of the brand have proven invaluable. For Hunter, our partnership with Baozun leverages their robust digital, logistics, and supply chain capabilities, perfectly suiting a brand focused on quality, performance and storytelling. Brooks Brothers is gaining renewed momentum thanks to ImagineX, a leading partner in building premium local brands. Finally, Champion 's explosive growth is a direct result of our collaboration with Belle Fashion, which has expertly positioned the brand in key retail channels and effectively connected with the right consumers. FN: What are the criteria for choosing these local partners? Matt Maddox: With nearly 1,800 global partners, our primary focus consistently centres on the product. We prioritise collaborations that effectively represent the brands and yield products genuinely valued by regional customers. This emphasis on product and quality naturally leads to considerations of operational synergy and collaborative methodologies. We are committed to fostering long-term, sustainable relationships built over many years. Our aspiration is for our global brands to also achieve local relevance, both here and in other markets, thereby significantly broadening our partnership footprint worldwide. FN: How do you manage brands with different cultural backgrounds across regional markets? Jamie Salter: Our core business model remains consistent globally; however, cultural adaptation is paramount. While product is key, we recognise the importance of localisation: approximately 50% of our product line is global, with the remaining 50% tailored to local preferences. The world is shrinking due to social media and influencers, leading to increasingly similar styles worldwide. The time lag for trends to travel, once six months from Europe to America, has significantly shortened in the digital age. Therefore, our strategy is firmly 'Think Global, Act Local,' a practice we will continue to refine. We're observing a significant shift with products from Japan, Korea, and China, like the highly sought-after Champion Japan collection, now influencing the American market. Our asset-light business model facilitates this global collaboration, ensuring all partners can access diverse products. FN: How do you manage different teams that have varying cultural dynamics? Matt Maddox: From a cultural standpoint, we deeply value listening to our local teams and understanding that operational approaches and team dynamics vary significantly by region. This philosophy extends to our regional companies, each operating almost autonomously rather than receiving top-down directives from Europe, North America, or China, ensuring they effectively cater to their respective local cultures. FN: Aside from brand management, Authentic also operates a sports and entertainment business. Are there plans to expand this business locally? Jamie Salter: Our playbook remains centred on building out sports and entertainment, encompassing live events, experiences and media, much of which is already in motion. With Sports Illustrated, for example, we have live events in Singapore, and we are continuously expanding our footprint to replicate our execution model from Europe and America. With figures like David Beckham present and Sports Illustrated established, alongside live events in Singapore, we are continuously expanding our footprint to replicate our execution model from Europe and America. This expansion will involve both existing brands and the integration of new local celebrities and athletes, with a critical focus on their global appeal. Our 'Think Global, Act Local' strategy dictates that while we adapt to local markets, any engagement—particularly brand acquisitions—must have international travel potential. We believe that what resonates in one market, such as China, can indeed find success back in America. As a global company, we may engage in collaborations for purely local ventures, but our acquisitions prioritize brands with global reach.
Fashion Network
2 days ago
- Entertainment
- Fashion Network
Interview with Maria Giulia Prezioso Maramotti
Staged before an audience that included Sharon Stone, Gwyneth Paltrow and Alexa Chung, the actual collection was a sublime meeting of refined North Italian tailoring and Southern sensuality – inspired by sultry cinematic icons like Sophia Loren and Silvana Mangano. By staging annual cruise shows, Max Mara has smartly positioned itself alongside the ultimate luxury marques like Dior or Louis Vuitton —whose show this year was in Avignon—even though its annual turnover is between one-fifth and one-tenth of those two French labels. That said, the Max Mara Group amassed annual sales in excess of €1.9 billion last year, so it is still a significant player. While in Naples, the house organized private viewings in the city's famed Archaeological Museum; tours of remarkable churches; and a cruise to Lo Scoglio, the must-see restaurant near Positano — famed for a clientele that ranges from the Arnault family and Tommy Hilfiger to Remo Ruffini and endless movie stars. There was also a dinner in Bersagliera restaurant in the beautiful port of Santa Lucia, where Neapolitan musicians had Paltrow, assorted influencers and the occasional dashing editor on their feet in a conga line, banging tambourines to tunes like 'Volare' or 'Bella Ciao.' This is why Fashion Network sat down with Maria Giulia Prezioso Maramotti, the third generation of the Maramotti family and granddaughter of founder Achille Maramotti. Today, Maria Giulia is the omnichannel retail director of Max Mara Fashion Group and global brand ambassador of the brand – demanding positions she holds down with aplomb, while still bringing up a three-year-old daughter. So, here is her take on cruise, Naples, transitioning control from one generation to another, and what's next for Max Mara. Fashion Network: Why are we in Naples? Maria Giulia Prezioso Maramotti: As you know, we began this tradition of resort collections seven years ago. The idea is a mix of what our creative director, Ian Griffiths, wants to say and whether we want to do that in Italy or not. There's an element of celebrating lifestyle, which is very particular – not just in Italy but especially in Neapolitan culture, where roughness and reality contrast with great beauty in a fashion moment that is rather unique. When fashion is going back to tailoring, which is the basis of our brand. Plus, we wanted to show a city that is becoming more and more a destination for tourism and culture. It has become much safer than it used to be. Lots of people visit – with daily flights from New York and places like Canada or Philadelphia. The city has never been busier. FN: Why is cruise so important to Max Mara? MGPM: For many reasons. The phenomenon was born out of the idea of creating an experience of full immersion in the brand. It's one thing to do a show back-to-back with other brands in Milan, when editors are overloaded. So, instead of just 20 minutes to consider a show, you have about 48 hours to understand the brand. And you have more time to talk about product — a main driver for a brand like Max Mara. FN: I was struck when you explained that, in Naples alone, your group has nine stores. What's the secret behind this great love affair between a northern Italian brand and the great capital of southern Italy? MGPM: Naples is a city that serves as a reference point for the whole south of Italy. People from the provinces use Naples, as it's a bigger market than you think. So, we have many labels – like Max Mara Weekend, Max & Co. – serving different market segments, either in city-center freestanding stores or in Pompei Mall. FN: You also displayed the Atelier collection in Naples in a beach club. It has remarkable couture-level coats – the leitmotif of your brand. Why is it here, and what is the thinking behind this special project? MGPM: Our Atelier collection is like a development lab when it comes to the recruitment of new fabrics. Laura Lusuardi, who oversees it, has worked with many different designers at Max Mara — like Karl Lagerfeld or Giambattista Valli. Plus, Atelier allows her to recruit talent internally. It's a collection focused on creating the next shapes and offering the freedom to explore different materials and fabrics. It's a smaller collection, with less commercial pressure — and that is important. We sell it in our main flagships, and we practice stock rotation — bringing it to a store for two weeks and then moving it to another. It's our couture meets ready-to-wear. Laura has been the rainmaker of another key project – our archive. It started as her passion for vintage. But then we built our new HQ in our hometown of Reggio Emilia, and we realized how many pieces we had. And the archive became a great guide to research and cultural relevance. After that, people began donating stuff – me, Laura, Franca Sozzani or Carine Roitfeld, who donated great looks. It's a blend of this and purchases made at markets or auctions, along with the Max Mara archive of all our collections. FN: Three years ago, you became a mum with Mariasole, and last year, you launched the Max & Co. kids line. I've seen you describe Max & Co. as the enfant terrible of your group. So, tell us more about that project? MGPM: If you look at our kids collection, it's an enfant terrible — with a little rebellion, but not too much. And my daughter is the muse. It's a license with Brave Kids, part of Only the Brave, and we are very happy with it. FN: Apparently, your daughter is obsessed with fashion. Were you like that as a child? Do you see your daughter taking over one day? MGPM: I was definitely obsessed with clothes as a kid, and I am still as a woman. Honestly, I don't know what Mariasole will want to do. The key thing is I'd like for her to find her own way. FN: Last October, you received the Design Heritage Award from Fashion Group International in New York. How important is it that Max Mara gets these sorts of recognitions? MGPM: It was a great acknowledgment, which we really appreciated. In an industry where longevity is a little undervalued and there is so much change, we represent the ability to maintain a certain continuity. FN: If your grandfather, Achille Maramotti – who founded Max Mara in 1951 – were around today, what would he think of the group's growth and story? MGPM: My grandfather passed when I was 21. I think he would have been very proud of what his children have achieved, primarily and proud that his grandkids are now part of that. He believed in maintaining things of a certain quality, making garments with carefully chosen, great fabrics. He was not someone who was nostalgic at all — he was happiest when looking at contemporary fashion. So, I think he would be very happy. FN: Often, handing over a family business to the next generation can be tricky. Why do you think that Italians seem to handle that better? MGPM: Two reasons – Italians don't look at fashion as primarily part of the financial world. Italian entrepreneurs are all about obsession with products. That comes from close proximity to their companies, which means they can choose good partners to make very good products. They know their company extremely well, as they are very present. Of course, when you get to a certain dimension, you need to add outside management, but as you know your company inside out, you can usually choose pretty well. Secondly – as a lot of Italian companies are family-run, your parents teach you a lot. You live and breathe the company, and that is something you cannot teach. Of course, there have been a lot of great Italian brands bought by French giants, but quite a lot of us are still independent! MGPM: The answer is that it's very difficult to create really great women's fashion, so we are going to stick to what we know. As for hotels, let's say we are a little more conservative than our colleagues and won't go there. But we did sign a license with Shiseido last year and will have a great new scent next year. So, stay tuned.
Fashion Network
2 days ago
- Entertainment
- Fashion Network
Interview with Maria Giulia Prezioso Maramotti
Staged before an audience that included Sharon Stone, Gwyneth Paltrow and Alexa Chung, the actual collection was a sublime meeting of refined North Italian tailoring and Southern sensuality – inspired by sultry cinematic icons like Sophia Loren and Silvana Mangano. By staging annual cruise shows, Max Mara has smartly positioned itself alongside the ultimate luxury marques like Dior or Louis Vuitton—whose show this year was in Avignon—even though its annual turnover is between one-fifth and one-tenth of those two French labels. That said, the Max Mara Group amassed annual sales in excess of €1.9 billion last year, so it is still a significant player. While in Naples, the house organized private viewings in the city's famed Archaeological Museum; tours of remarkable churches; and a cruise to Lo Scoglio, the must-see restaurant near Positano — famed for a clientele that ranges from the Arnault family and Tommy Hilfiger to Remo Ruffini and endless movie stars. There was also a dinner in Bersagliera restaurant in the beautiful port of Santa Lucia, where Neapolitan musicians had Paltrow, assorted influencers and the occasional dashing editor on their feet in a conga line, banging tambourines to tunes like 'Volare' or 'Bella Ciao.' This is why Fashion Network sat down with Maria Giulia Prezioso Maramotti, the third generation of the Maramotti family and granddaughter of founder Achille Maramotti. Today, Maria Giulia is the omnichannel retail director of Max Mara Fashion Group and global brand ambassador of the brand – demanding positions she holds down with aplomb, while still bringing up a three-year-old daughter. So, here is her take on cruise, Naples, transitioning control from one generation to another, and what's next for Max Mara. Fashion Network: Why are we in Naples? Maria Giulia Prezioso Maramotti: As you know, we began this tradition of resort collections seven years ago. The idea is a mix of what our creative director, Ian Griffiths, wants to say and whether we want to do that in Italy or not. There's an element of celebrating lifestyle, which is very particular – not just in Italy but especially in Neapolitan culture, where roughness and reality contrast with great beauty in a fashion moment that is rather unique. When fashion is going back to tailoring, which is the basis of our brand. Plus, we wanted to show a city that is becoming more and more a destination for tourism and culture. It has become much safer than it used to be. Lots of people visit – with daily flights from New York and places like Canada or Philadelphia. The city has never been busier. FN: Why is cruise so important to Max Mara? MGPM: For many reasons. The phenomenon was born out of the idea of creating an experience of full immersion in the brand. It's one thing to do a show back-to-back with other brands in Milan, when editors are overloaded. So, instead of just 20 minutes to consider a show, you have about 48 hours to understand the brand. And you have more time to talk about product — a main driver for a brand like Max Mara. FN: I was struck when you explained that, in Naples alone, your group has nine stores. What's the secret behind this great love affair between a northern Italian brand and the great capital of southern Italy? MGPM: Naples is a city that serves as a reference point for the whole of southern Italy. People from the provinces use Naples, as it's a bigger market than you think. So, we have many labels – like Max Mara Weekend and Max & Co. – serving different market segments, either in city-center freestanding stores or in Pompei Mall. FN: You also displayed the Atelier collection in Naples in a beach club. It has remarkable couture-level coats – the leitmotif of your brand. Why is it here, and what is the thinking behind this special project? MGPM: Our Atelier collection is like a development lab when it comes to recruiting new fabrics. Laura Lusuardi, who oversees it, has worked with many different designers at Max Mara, like Karl Lagerfeld or Giambattista Valli. Plus, Atelier allows her to recruit talent internally. It's a collection focused on creating the next shapes and offering the freedom to explore different materials and fabrics. It's a smaller collection, with less commercial pressure, and that is important. We sell it in our main flagships, and we practice stock rotation — bringing it to a store for two weeks and then moving it to another. It's our couture meets ready-to-wear. Laura has been the rainmaker of another key project – our archive. It started as her passion for vintage. But then we built our new HQ in our hometown of Reggio Emilia, and we realized how many pieces we had. And the archive became a great guide to research and cultural relevance. After that, people began donating stuff – me, Laura, Franca Sozzani or Carine Roitfeld, who donated great looks. It's a blend of this and purchases made at markets or auctions, along with the Max Mara archive of all our collections. FN: Three years ago, you became a mum with Mariasole, and last year, you launched the Max & Co. kids line. I've seen you describe Max & Co. as the enfant terrible of your group. So, tell us more about that project? MGPM: If you look at our kids collection, it's an enfant terrible — with a little rebellion, but not too much. And my daughter is the muse. It's a license with Brave Kids, part of Only the Brave, and we are very happy with it. FN: Apparently, your daughter is obsessed with fashion. Were you like that as a child? Do you see your daughter taking over one day? MGPM: I was definitely obsessed with clothes as a kid, and I am still as a woman. Honestly, I don't know what Mariasole will want to do. The key thing is I'd like for her to find her own way. FN: Last October, you received the Design Heritage Award from Fashion Group International in New York. How important is it that Max Mara gets these sorts of recognitions? MGPM: It was a great acknowledgment, which we really appreciated. In an industry where longevity is a little undervalued and there is so much change, we represent the ability to maintain a certain continuity. FN: If your grandfather, Achille Maramotti – who founded Max Mara in 1951 – were around today, what would he think of the group's growth and story? MGPM: My grandfather passed when I was 21. I think he would have been very proud of what his children have achieved, primarily and proud that his grandkids are now part of that. He believed in maintaining things of a certain quality, making garments with carefully chosen, great fabrics. He was not someone who was nostalgic at all — he was happiest when looking at contemporary fashion. So, I think he would be very happy. FN: Often, handing over a family business to the next generation can be tricky. Why do you think that Italians seem to handle that better? MGPM: Two reasons – Italians don't look at fashion as primarily part of the financial world. Italian entrepreneurs are all about obsession with products. That comes from close proximity to their companies, which means they can choose good partners to make very good products. They know their company extremely well, as they are very present. Of course, when you get to a certain dimension, you need to add outside management, but as you know your company inside out, you can usually choose pretty well. Secondly, as a lot of Italian companies are family-run, your parents teach you a lot. You live and breathe the company, and that is something you cannot teach. Of course, there have been a lot of great Italian brands bought by French giants, but quite a lot of us are still independent! MGPM: The answer is that it's very difficult to create really great women's fashion, so we are going to stick to what we know. As for hotels, let's say we are a little more conservative than our colleagues and won't go there. But we did sign a license with Shiseido last year and will have a great new scent next year. So, stay tuned.
