FASHION & ACCESSORIES REPORT: DESIGUAL the channel.


“Clearly the industry is being challenged and it’s up to us to reinvigorate the channel with fresh ideas, greater innovation and an offer that is specifically tailored to what travellers want, not what we hope they might want or have wanted in the past.”


Marco Gadola, Desigual


Would you argue that (in general) the fashion & accessories category deserves a greater share of space in travel retail locations? I think we have to ask ourselves why fashion & accessories is under- performing in the channel. I believe we lack two critical elements. Firstly, there’s a lack of focus and


specialism on certain sub-categories within fashion & accessories and I include ready-to-wear within that. And secondly, the result of lack of specialism is a lack of understanding into the space requirements and treatment of categories such as ready-to-wear. What we see is that retailers


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dip into ready-to-wear, often treating it in a similar way to leather goods and find it does not perform to expectations and they pull the brands. Ready-to-wear requires specialist


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Speaking of sustainability and success in the channel, millennials are clearly an important consumer group for all retailers/suppliers. What specific/demands/trends have you witnessed in recent years which have seen the company alter its portfolio or the way in which it is operating in DF&TR? Having listened to our consumers through more than 15,000 surveys worldwide – a significant number of whom would be classed as millennials – one of the key takeaways for us was the need for greater product renewal during each season. Consumers would previously


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encounter the same collection during the entire season, but now from our Spring/Summer and Autumn/Winter 2017 collections, we are implementing a new phased launch strategy based on ‘Wearing Occasions’ and the concept of ‘Always New’. The outcome is that consumers


will be able to live a new Desigual experience four times per season, through a four-phased drop of the new collection during each season. The new Wearing Occasion


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knowledge and a unique approach in travel retail. Desigual is ready to support retailers to improve their knowledge and approach to ready- to-wear to make the sub-category a long-term and sustainable success in


strategy had to be sensitive to space requirements, so one of the great features of this approach is that it doesn’t require any additional space in-store. The different lines within the range are structured to occupy a specific percentage of the available space.


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Tell us what your main priorities are for the second half of 2017 and for 2018? Desigual is focused on being innovative and finding new ways to present the brand in travel retail and engage with consumers, giving them an unforgettable customer experience. One example of a new innovation


Millennials want more newness from travel retail, says Gadola.


34 TRBUSINESS


is the launch of our new exclusive shopper magazine. We are launching the Autumn-Winter 17 edition of the magazine ‘You’re extraordinary’, in all our TR locations worldwide. In 2017, product innovation is still a major priority. We will be launching a


new travel retail exclusive, as well as two new inflight exclusive products to complement our pre-existing inflight collection. We’re also placing a lot of emphasis


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on shop-floor and store manager training, with active programmes for travel retail in the Americas and Europe. Special annual sessions cover product, visual merchandising and marketing. On a seasonal basis all stores


receive a visit from our coach, visual merchandiser and trade marketing teams, giving all sales staff seasonally adapted training directly at their store. On a weekly basis, we communicate sales and VM (visual merchandising) tools to the stores in a platform called ‘Weekly Actions’. The final priority I would


highlight is data sharing. Brands such as Desigual rely on sell-out data from retailers. This information plays an


important role in the entire process from design through to supply. In 2017, we are working far more closely with our retail partners on this front. All of this investment and effort


from Desigual is designed to improve the customer experience and drive sales in travel retail.


What lessons/tools is the company using from its High Street/downtown operations to further its development in the DF&TR channel? I would highlight two main areas. Firstly, our domestic operations are helping Desigual get closer to our customers through a new Customer Experience. Called ‘INSPIRE’ it is a sales


process based on customer journeys generally spanning seven steps. We are now analysing the strengths and areas for improvement of this new customer service programme and shall adapt this to travel retail. The second area is learning how


to get closer to our sales staff. In addition to the training, our domestic staff incentive programme rewards the best performing team and it is generating great results. At present, we are developing a


new way to reward our wholesale sales staff in travel retail in a more digital and innovative way. «


JULY 2017


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