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| Apresentação do Roadshow
Arezzo&Co Investor’s Day
Update Brands
1
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| Arezzo brand
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B:232 General overview of Arezzo brand .1
1 Trendy
Easy to wear
Eclectic
16 – 60 years old
BRL 619.1 million
64.4%
Brand
Profile
Women
Target
Audience
Sales
Volume³
% Gross
Revenue
Point of
Sale Price
Foundation 1972
O
19
F
295
MB
878
BRL 180.00/pair
Dis
trib
uti
on
Ch
an
ne
ls
POS 1
%
Gross
Rev.2
73% 12% 14%
EX
-
1%
Summer 2013 Campaign
Media Plan
Notes:
1. P = Owned stores; F = Nationwide Franchises; MB = Multibrand Stores (domestic market); EX = Exports. 2. % gross revenue (2011)
3. (LTM = last twelve months – 2Q12). Gross revenue does not include other revenue (not produced by the 4 brands). 4. % total gross revenue (last twelve months – 2Q12)
Digital Media Print Media TV Media
24 hour interaction + 20 channels, including social media, websites and blogs +60 million Internet users reached
VOGUE • ELLE • CLAUDIA • MARIE CLAIRE • Others + 46 pages + 10 million people reached
GNT • MULTISHOW • REDE TELECINE • HBO + 350 commercials + 45 million people reached
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B:232 Brand Updating .2
1 1. Strengthening of Arezzo Classic
2. Consolidation of Fast Fashion Strategy
3. Start of GTM Arezzo Project
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B:232 Brand Updating .2.1
1 Strengthening of Arezzo Classic
Sell In sales of Arezzo Classic 2012
(in pairs)
Arezzo Classic now responsible for 9% of
sell-out sales for the chain, with the products
not being marked down at sales
The continuable products of the brand have been named Arezzo Classic, with
a continuous supply process to mitigate stock outs
20,595
46,575
34,506 29,513
53,084
28,004
Janeiro Fevereiro Março Abril Maio Junho
Business Model
• Unique logistics process • Picking and Packing in an open grid • Weekly and automatic restocking
Results Achieved
• Reduced rupture • Increased conversion rate • Improved store profitability
5
January February May Jun March April
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B:232 Brand Updating .2.2
1 Consolidation of Fast Fashion Strategy
Participation of Sneakers among footwear
launched in 2012 (in pairs)
Increasingly, fast responses to important international market trends help
reinforce the brand’s position as a pioneer
+ 200,000 pairs of Sneakers
Brand that launched the Sneaker trend in Brazil
Agile placing of orders aiming to reduce development lead time
30 different SKUs in 6 months
Ongoing restocking for stores
95%
5%
6
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B:232 Brand Updating .2.3
1 Start of GTM Arezzo Project
Research to identify the brand’s positioning potential
Analysis of retail operational benchmarks for the chain’s different stores
Potentialization of the multi-channel strategy
Implementation of the concept to store process
A 6 month in-company project evaluated the business model for the Arezzo
brand, seeking sustainable growth and operational improvements
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B:232 Brand Updating
• Arezzo is dominant in the A income class, including the A1 class, in preference and purchases
• For the B income class, it has entered the competition along with more accessible brands, excelling regarding the conversion between purchases and preference, being the highest in the segment
• For the 18-24 year old segment the level of preference is lower, however the 12 month purchases and recent purchases remain high
Brand stature
Brand image
Client profile
• The Arezzo brand is strongly associated with attributes common to “premium” brands and that carry fashion content
• No other brand competing in the B class is positioned in this way, confirming Arezzo’s advantage as a “fashion provider” for this segment
• The consumer segments most "in touch” with fashion and most involved with the category represent ~60% of the total market and ~55% of the B income class market
• The performance of the Arezzo brand in purchases and preference has increased noticeably in these segments, including among B1/B2 consumers
• The Arezzo brand has the “permission” to move on different levels of fashion
Demographic Data Main Messages
1 .3
Market research offers important lessons regarding brand positioning and
client demands
Start of GTM Arezzo Project: Research
Quantitative Research
Sample: 1580 interview subjects aged18-65 years old A and B income classes Consumer Markets: São Paulo, Rio de Janeiro, Recife, Brasília, Porto Alegre, Ribeirão Preto, Fortaleza
Qualitative Research
Sample: 20 research groups aged 18-55 years A and B income classes Purchasers and Non-Purchasers Consumer Markets: São Paulo, Rio de Janeiro, Recife
8
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FLEXIBLE SUPPLY
MODEL
Reading of client demand for pulling products (show room)
Bets and proposals for products made by the creative
team
PROCESSES
Perfecting processes placing more emphasis on sell-outs
CONCEPT TO STORE
Potentialize SSS with
purchasing planning actions
and adjustments to product
assortment
Main Challenges for the brand
1 .4
Implementation of GTM Arezzo Project
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| Schutz brand
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B:232 Schutz Overview .1
2 Fashion
Up to date
Daring
Provocative
18 – 40 years
BRL282.6 million
29.4%
Brand’s Profile
Female Target
Audience
Sales Volume³
% Gross
Revenue4
Price at the
Point of Sale
Foundation 1995
O
22
F
6
MB
1.551
BRL285.00/pair
Dis
trib
uti
on
Ch
an
ne
ls
PDV 1
%
Gross
Rev.2
1% 65% 26%
EX
119
8%
Notas: 1. P = Owned Stores; F = Franchise; MB = Multibrands Store (domestic market); EX = Exports. 2. % gross revenue (2011) 3. (UDM = last twelve months - 2Q12). Gross revenue does not include Other Income (not produced by 4 brands). 4. % Total gross Revenue (last twelve months – 2Q12) 11
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B:232 Latest events involving the brand .2
2 1. Effective internal actions to serve the
multi-brand channel
2. Retail increase through Company owned
stores and franchises
3. Implementation of changes in the
structure of the merchandising area
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B:232 Effective internal actions to serve the
multi-brand channel .2.1
2 In Oct/2011 we implemented a new structure to the multi-brand channel,
aimed at growth through strengthening management and unique
services …
• Effective commercial management
• Implementation of 5 regional
coordinating offices
• An increase in the number of
consultants and representatives
• Balancing between the sales potential of
micro-regions and the commercial
coverage area
• Service provision through regional
showrooms, closer to retailers
• Field service aimed at prospecting
• Point of sales action (Schutz Club) and
increase in the number of “Schutz Days”,
thus strengthening retailers’ selling-out
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B:232 Effective internal actions to serve the
multi-brand channel .2.1
2 …resulting in a sales increase of 21% per release, especially due to the
stronger presence in the country
Average Revenue 21%
$/client +6%
Clients helped: +20%
$others/client: 87%
$shoes/client: +4%
Client/city: +1%
# cities: +14%
Annual growth between releases since the internal structural changes:
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B:232 Retail increase through privetely
owned stores and franchises .2.2
2 In 2012 the brand has broadened its presence in the retail market
through single brand stores significantly …
1. São Paulo 1
2. São Paulo 2
3. Curitiba 1
4. Belo Horizonte 1
5. Belo Horizonte 2
6. Belo Horizonte 3
7. Campinas 1
8. Curitiba 2
9. Rio de Janeiro 1
1. Joinville 1
2. Fortaleza 1
3. Fortaleza 2
4. Recife 1
5. Recife 2
6. Uberlândia 1
7. Vitória 1
8. Salvador 1
9. Londrina 1
10.Cuiabá 1
11.Cuiabá 2
12.Goiânia 1
13.Campo Grande 1
14.Florianopolis 1
15.Florianopolis 2
16.São José do Rio Preto 1
17.Aracaju 1
18.Ribeirão Preto 1
19.São José dos Campos 1
20.Brasilia 1
21.Maceio 1
22.Balneario Camboriu 1
23.João Pessoa 1
OWNED STORES FRANCHISES
1. Garcia D’Ávila 130 (Remodeling)
2. Oscar Freiree 944 (Expansion)
3. Iguatemi SP (Expansion)
4. Morumbi Shopping (Remodeling)
5. Market Place (Expansion)
New stores lojas:
• Store project and franchise model tested in 2011
• More than 20 Franchises in 2012
• 5 owned stores expanded/remodeled
• New stores with average size of 84m²
Remodeling/expansion:
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• Retail team focused on selling-
out, and consisting of no more
than 5 stores/person
• Team of franchise consultants
and owned stores already
trained
• New franchisees are trained
under the concepts of the brand
and in store operation
Integration into RS, by
getting to know both the
company and the product
Training in stores,
encompassing the several
functions of the team
Retail increase through privately
owned stores and franchises .2.2
2 … with this, retail has become a great deal both for the business and for
the internal management team
- Franchises (F)
- Owned stores (O)
#O
#F
Evolution of the sell-out at single brand stores... ...required changes in the internal structure
18
1
20
2
20
2
20
4
23
6
-
-
-
-
18
1
BRLmillion
16
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,
, ,
,
,
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Collections propelled by a clear understanding of sell-out allowing for a bigger
assertiveness of products
• Strengthening of the role of merchandising as a link between the technical,
commercial and planning areas
• Planning of the line based on different categories and retail price ranges
• A better understanding of the final and multi-brand clients
Changes in the structure of the
merchandising area .2.3
2
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Flagships: concept stores that offer clients a more refined buying
experience
Consolidation of the communication and
marketing strategies of Schutz .3
2 1
2
3
4
Events: strengthening of the relationship with clients in new
collections and opening of stores
Spontaneous Media: presence of the brand in the main fashion
columns, editorials, and specialized magazines
Social Media: increasing communication between final clients
through social networks in order to foster commitment and sales
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• Twice as big as the size of the chain’s
biggest store
• The productivity of the sales before
the expansion was maintained,
~R$60mil/m²
• 70m² in the store for “non-shoes”
Oscar Freire 944
• First flagship in the Northeast
• A postcard from Fortaleza (Praça
Portugal)
• Store being remodeled for
the new project
• Opening in the end of
October
• Second flagship in the
Northeast
• Opening in November
Flagships .3.1
2
Dom Luis 495
Mario de Gusmão 285
Garcia D’Ávila 130
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Schutz Day Strategy
• A sell-out event for the multi-brand’s
best clients
• Using standardized materials:
• Printed invitations
• Customized glasses and bottles
• Brand’s displays and bags
• Product/trends training
• Schutz’ exclusive visual merchandising
on the day of the event
• Preparation of stock for the clients to
stand the peak of sales
• Report from salespeople after the event
(pictures, sales results)
• Contest for best Schutz Day of the
chain as a motivational factor
• 126 events held between Aug 5 and Sep 29
• 10 big events with a sell out between BRL25
and BRL102 mil
Events .3.2
2 Schutz has put its expertise in practice with events in the multi-brand channel with
the Schutz Days…
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Release of
summer
collection
Schutz has consolidated the model of store opening... ...and brand-name events
Promenade
Chandon
Vogue’s
Fashion
Night Out
• 1st store of the brand: lunch with VIPs, press and an event at the store
• Opening sales of BRL20-96 thousand, with flagships
• Events held in 2012
Events .3.2
2
Goiânia
Belo Horizonte Florianópolis
S.J. Rio Preto
Salvador
Campo Grande
… and has taken its expertise to retail successfully
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Social media has consolidated as an important communication channel with the
brand’s clients
Social Media .3.3
2
460,000 fans on Facebook (14th
brand)
An average of 110,000 fans on
Facebook talking about the brand (2nd
brand)
140,000 followers om Instagram
900,000 monthly visits to the brand’s
website www.schutz.com.br
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B:232 Spontaneous media .3.4
2 • Presence of the brand in the main fashion
columns, magazine editorials and
specialized magazines
• Support of celebreties which wear and cite
the brand
... besides the positive effect with Madison 655
Repercussion on
opinion makers’ pages
In September alone, the brand was mentioned 49 times ....
In only 10 days...
• Mentioned 49 times
in spontaneous
digital media
• 16 citations in
spontaneous press
media
− Vogue
− Elle
− Harpers Bazaar
− Folha de SP
− Isto É
− Outras...
• 205 thousand likes
in the Schutz profile
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Focus on monobrand stores and owned stores
• Mapped-out points
• Suppliers in line with the number of opened stores
• 2013 franchisees are being identified
Brand’s main challenges .4
2
Strengthening of market-share of the multi-brand channel
• The channel which is the heart and the foundations of the brand
• An important point of contact between clients and Schutz
• Benefited with the opening of single brand stores
Expansion of webcommerce and better use of social network
information A channel that has an important potential, still being appraised
• A resourceful source of information and communication with the final client
Strengthening of the bags market
• Internalization of the entire development cycle
• The shoes cycle should be as agile and keep the same structure 24
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| Anacapri
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• Same construction: small
Variations = new models
• Simplified procurement
• R&D: Agile development
Anacapri Brand Overview
Profile Brand
Female Target
Sales volume³
% Gross Revenue4
Price at the point of sale
Foundation
Dis
trib
uti
on
ch
ann
el PDV 1
% Gross Rev2
• Pop • Flat shoes • Accessible
12 - 60 years old
R$ 99.00/pair
R$ 25.9 million
2.7%
2008
O
8
MB
767
41% 59%
• Comfort • Colorful
• Fast service: shop floor inventory
and standard modeling
• Vertica display for all products
• Lean team and a smaller store
Notas: 1. P = owned stores; F = Franchise; MB = Multibrands Store (domestic market); EX = Exports. 2. % gross revenue (2011) 3. (UDM = last twelve months - 2Q12). Gross revenue does not include Other Income (not produced by 4 brands). 4. % Total gross Revenue (last twelve months – 2Q12)
.1
3
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1. SOURCING
2. MULTI-BRAND CHANNEL
3. COMMUNICATIONS AND MARKETING
Anacapri – Evolution
Main areas of progress for the brand
.2
3
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Sales growth at owned store and multi-brand channels;
Greater flexibility and speed in production cycle;
Better quality at a lower cost.
Gains in scale
• Greater interaction between the following departments: development vs. production vs.
logistics
• Reduced lead time
Increase delivery service level
Anacapri – Evolution
Sourcing
Gains in scale and improved delivery levels
.2 3
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Staff structuring: improved sales results and search for efficiency in the
service costs
Redistribution of regions for commercial staff: optimization of geographic
distribution
Focus on wallet share: service differentiated by strategic client type based on
sales volume and most frequent restocks
Channel assisting in the strengthening of Branding: Visual Merchandising
display and material per family, reinforcing product positioning and trainings
Structuring and redistribution of the sales team with focus on
branding and wallet share
Anacapri – Evolution Multi-brand
.2
3
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FOCUS on positioning:
POPULAR => POP and COOL!!
Investment focused on social media and
partnerships = great reach and high return with
low investments in marketing
Anacapri – Evolution Communication and Marketing
Reinforcement of “pop, cool” positioning, undoing the brand’s image as
being “popular” i.e. too accessible
.2
3
30
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
Evolution of Likes – FACEBOOK:
Anacapri – Evolution Communication and Marketing
Social Media: strengthening of branding, brand communication and tool to
promote increased product turnover
.2
3
31
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
Main objectives:
• Reinforce positioning:
Strong brands aligned with Anacapri positioning
• Demystify:
Impression of “popular” i.e. too accessible
positioning
• Creation of advertising agendas:
Spontaneous media and social networks
20
11
20
12
Anacapri – Evolution Communication and Marketing
Partnerships with noteworthy similarly positioned brands
.2
3
32
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232 Anacapri – Evolution 2012 Communication and Marketing
Partnership 284 l ANACAPRI - Summer 2013
.2
3
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
BRANDING
Reinforcement of branding;
Strengthen the pop and cool
concept
New partnerships aligned with positioning.
ARCHITECTURAL
PROJECT
Renovation of architectural project;
Study of a variety of models before coming to final decision;
Exercise and choice of the best aspects of current stores.
PROCESS
IMPROVEMENT
In 2012: structuring of multi-brand
sales team + marketing and
communications;
Staff growth pegged to results of the
operation and leveraging in the
overall structure of Arezzo&Co;
Strengthening of the commercial
structures to develop the Anacapri
brand and distribution channels.
Main Challenges for the brand
Adjustment of processes for consolidation of the Anacapri business model
.3
3
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
| Brand Alexandre Birman
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
Globally distributed and present in almost 200 prestigious points of sale al over the world, the
brand moved its head office to NY - USA
Brand update
Alexandre Birman
Brand update
36
Hiring of a new head of the brand
Strengthening the presence in the USA
Opening of the 2nd flagship store: Iguatemi Mall - SP
The brand has two flagship stores in São Paulo
.1
4
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232 Store opening
Flagship store at Iguatemi Mall - SP
3
7
.2
4
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
3
8
.2
4 Store opening
Flagship store at Iguatemi Mall - SP
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
3
9
.2
4 Store opening
Flagship store at Iguatemi Mall - SP
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
0
.2
4 Store opening
Flagship store at Iguatemi Mall - SP
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
1
.2
4 Store opening
Flagship store at Iguatemi Mall - SP
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
2
.2
4 Store opening
Flagship store at Iguatemi Mall - SP
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
3
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
4
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
5
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
6
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
7
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
8
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
4
9
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
5
0
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
5
1
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
5
2
.3
4 Events
VIP lunch and PA at Saks Fifth Avenue
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
5
3
.3
4 Events
PA at Bergdorf Goodman
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
5
4
.4
4 Celebrity endorsement
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
5
5
.4
4 Celebrity endorsement
R:152
G:216
B:218
R:80
G:179
B:207
R:216
G:181
B:163
R:177
G:181
B:121
R:119
G:119
B:119
R:217
G:217
B:217
R:160
G:160
B:160
R:208
G:240
B:232
| Apresentação do Roadshow
56
