Hugo Boss

Together we achieved

• The transformation of Hugo Boss from a wholesale supplier into a fast-growing branded retailer, becoming one of the ten most valuable fashion brands worldwide
• International expansion in the Americas and Asia, increasing share of revenues by ten percentage points from 2007 to 2014
• Clear brand differentiation and the strengthening of women’s wear and accessories businesses. We also established a focus on the core brand (BOSS), and clear differentiation of the sub-brands (Boss Orange, Hugo, Boss Green)
• The sale of the Valentino Fashion Group in November 2012, including the M Missoni licence business, to an investment vehicle backed by a leading investor from Qatar for €710m (c 25x 2012 EBITDA). At the time of the sale, this highly desirable brand operated in 85 countries with 90 direct retail stores and over 200 single-brand wholesale boutiques

This was accomplished by

• Moving towards a customer-centric retail model. The original focus on production expanded towards brand communication and consumer proximity in order to react faster to market developments
• Significantly investing in the expansion of its own retail network
• Establishing online stores in all core countries since 2008 and continuously improving the offering and customer experience by way of a multi-channel approach
• Optimising the operating processes. This includes the move from a pull-model with long lead times to a vertically integrated customer-oriented approach which is more responsive (shorter lead times, reduced complexity, consolidated supplier base), increasing EBITDA margin from 17% to 23%

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