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Industry Rallies for Coronavirus Aid FO OT W E A R N E W S .C O M / M A R C H 3 0, 2 0 2 0 / @ FO OT W E A R N E W S
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C O N T E N T S
3
F O O T W E A R N E W S // M A R C H 3 0 , 2 0 2 0 // F O O T W E A R N E W S . C O M
EDITOR'S NOTE 9 A Legend
Among UsMichael Atmore re� ects on Bob Campbell’s incredible impact.
INSIDER 11 Sole Mission
How footwear � rms are stepping up with pivotal aid to � ght the coronavirus.
14 Nike’s Game PlanWhat the athletic giant learned from the coronavirus situation in China.
celebrates the life of a shoe titan.
22 An Original Character Inside the entrepreneur’s success story, which spanned more than 60 years.
24 Broadcasting BBCWhat the future holds for the licensed and owned brand powerhouse.
26 � e BBC NetworkPartners and peers sound o� on one incredible life.
28 Covering CampbellA look at FN's magazine covers through the years, starring the industry veteran.
16 FN SPYWork from home style tips and how designers are implementing creative ways to stay inspired.
FN INSIGHTS 18 � e New
Reality How footwear � rms can embrace virtual workplaces amid the coronavirus crisis.
THE BOB CAMPBELL TRIBUTE
21 � e Enduring Legacy of Bob Campbell The footwear industry
30 � e Family ManCampbell's closest relatives open up about life at home.
32 Words to Live ByInsightful sound bites from the successful exec on business, charity and more.
34 Parting ShotCampbell always went full speed ahead, whether it was for work or play.
ON THE COVERIllustrated by JEFFREY SMITH
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A member of the FDNY wears a protective mask on duty last week. Footwear designers in New York have been producing masks to support workers.
11
MICHAEL ATMORE EDITORIAL DIRECTOR SANDI MINES VICE PRESIDENT & PUBLISHER
George Grobar Chief Operating OfficerGerry Byrne Vice ChairmanSarlina See Chief Accounting OfficerCraig Perreault EVP, Business DevelopmentTodd Greene EVP, Business Affairs and General CounselDebashish Ghosh Managing DirectorJenny Connelly Senior Vice President, ProductKen DelAlcazar Senior Vice President, FinanceTom Finn Senior Vice President, OperationsNelson Anderson Vice President, CreativeJoni Antonacci Vice President, Production OperationsStephen Blackwell Head of Portfolio SalesGerard Brancato Vice President, PMC Digital AcquisitionYoung Ko Vice President, FinanceGabriel Koen Vice President, TechnologyKevin LaBonge Vice President, Global Partnerships and LicensingNoemi Lazo Vice President, Customer Experience and Marketing OperationsBrian Levine Vice President, Revenue OperationsJudith Margolin R. Vice President, Deputy General CounselJulie Trinh Vice President, Global TaxLauren Utecht Vice President, Human Resources and Corporate CommunicationsChristina Yeoh Vice President, Technical OperationsJulie Zhu Vice President, Audience Marketing and SubscriptionsNici Catton Associate Vice President, Product DeliveryGurjeet Chima Senior Director, International MarketsEddie Ko Senior Director, Advertising OperationsAndy Limpus Senior Director, Talent AcquistionAmit Sannad Senior Director, DevelopmentKarl Walter Senior Director, PMC ContentMike Ye Senior Director, Strategic Planning & AcquisitionsConstance Ejuma Director, SEOLaura Ongaro Editorial & Brand Director, InternationalKatie Passantino Director, Business DevelopmentDerek Ramsay Senior Product Manager
Contact Us
Editorial 212-256-8120Display advertising 646-356-4847Production 646-893-3065 Individual subscriptions & single copy sales866-963-7335 Editorial reprints Wright’s Media 877-652-5295
Fairchild Offices
FAIRCHILD MEDIA AND FN ARE OWNED AND PUBLISHED BY PENSKE MEDIA CORPORATION
JAY PENSKE CHAIRMAN & CEO
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EditorialNeil Weilheimer Managing Editor
Katie Abel Executive Editor
Jennie Bell Features Editor
Shannon Adducci Style Director
Charlie Carballo Digital Director
Sheena Butler-Young Deputy Editor
Barbara Schneider-Levy Senior Editor, Men’s & Comfort
Jessica Fitzgerald Art Director
Peter Verry Senior Editor, Athletic & Outdoor
Sam Peters Senior Editor
Stephanie Hirschmiller European Editor
Heidi Pashman Social Media Editor
Nikara Johns Women’s Editor
Pheanny Phen Designer
Samantha McDonald Digital News Editor
Ella Chochrek Assistant Digital Editor
Claudia Miller Assistant Digital Editor
Madeleine Crenshaw Editorial Assistant
Erin E. Clack Contributing Editor, Children’s
CorrespondentsSamantha Conti, Natalie Theodosi London
Joelle Diderich Paris
Luisa Zargani Milan
Photography/VideoAsh Barhamand Visual Media Director
George Chinsee Photographer
Strategic Content DevelopmentMadeleine Streets Business Reporter, Strategic Content
AdvertisingDeborah Baron Account Director
Michelle Raskin West Coast Director
Samantha Rumsky Digital Account Manager
Giulia Squeri European Account Director
Gabriella Zurrow Account Manager
Gomatie Sanichar Office Manager
Emanuela Altimani Senior Sales Coordinator
Digital/Marketing/ Creative ServicesCass Spencer Creative Director, Marketing
Suzette Minetti Senior Brand Manager
Lauren-Ashley Spencer Integrated
Marketing Manager
Laney Kay Digital Strategist
Audience MarketingEllen Dealy Vice President
Lori Khachadurian Senior Manager
Production/DistributionKevin Hurley Production Director
Anne Leonard Production Manager
Michael Petre Director of Distribution
Therese Hurter Premedia Specialist
Prepress ProductionAlex Sharfman Digital Imaging
Summits & EventsMary Ann Bacher Executive Editorial Director
Fairchild Publishing LLC
Michael Atmore Editorial Director of
FN & Director of Brand Development
Ron Wilson Director, European Operations
Footwear News
@FootwearNews
@FootwearNews
EMAIL USNews [email protected]
Advertising [email protected]
FOLLOW US
Untitled-4 1 3/18/20 1:33 PM
ootwearnews.comA S N E A K P E E K A T S O M E O F O U R B E S T U P C O M I N G C O N T E N T .
V I D E O SG A L L E R I E SS T O R I E S
Dick Johnson, Foot Locker Inc. president and CEO
Sandals from Blow� sh Malibu’s“4Earth” collection
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SPRING RESET Week of April 13
‘Tis the season for spring cleaning. FN creates your how-to guide for organization and reselling, with tips, tricks and hacks from experts.
SUSTAIN THIS EARTH Week of April 6
FN highlights the brands that are elevating the sustainability movement by releasing new products and kicking o� charitable initiatives in honor of Earth Day.
CoronavirusCharity
The amount pledged to the coronavirus fi ght by the Nike foundation, including from former and current company execs Phil Knight, Mark Parker and John Donahoe.
How many pairs of shoes Keen is giving away to those a� ected by COVID-19. The value of the donation is estimated at $10 million.
The value of shoes Allbirds has so far given away to health-care workers on the frontlines of the coronavirus pandemic.
100,000 $500,000$15 million
For sponsorship opportunities, contact advertising director Deborah Baron at [email protected].
NEXT UP: ON APRIL 8, DAVE POWERS, PRESIDENT AND CEO OF DECKERS BRANDS, WILL JOIN ATMORE FOR A CANDID CONVERSATION.
As the coronavirus crisis continues to a� ect every part of the footwear business, FN is launching a new webinar series called “Leading in a Crisis.” In weekly episodes, leaders will reveal the most e� ective strategies for dealing with the impact of the pandemic.
The initiative kicks o� on April 1 at 11 a.m., when FN Editorial Director Michael Atmore goes one-on-one with Foot Locker president and CEO Dick Johnson to uncover how he is handling the seismic changes. The CEO of the athletic powerhouse — who is steering more than 3,000 stores in 27 countries — will talk about how he’s navigating vendor relationships and shifting consumer shopping patterns as more of the business moves online.
Johnson will also discuss the importance of getting messaging right during a time of disruption and how he is managing a diverse employee base. “What CEOs have to do, what leadership teams have to do, is assess the situation and adapt,” Johnson told FN last week. “It is a read-and-react, day-to-day business that we have to be in, even hour to hour.”
As the shoe authority, FN is committed to guiding the industry conversation during a time of great change and challenge.
Tune in on April 1 at 11 a.m. to get an inside look at Johnson’s game plan for Foot Locker. To register, go to https://footwearnews.com/webinar.
FN “LEADING IN A CRISIS” WEBINAR SERIES KICKS OFF APRIL 1In the fi rst episode, Dick Johnson will go one-on-one with Michael Atmore. By FN Sta�
Untitled-4 1 3/24/20 3:22 PM
HONORS THE
INCREDIBLE LIFE OF
BOB CAMPBELL
THE MAVERICK.
THE PHIL ANTHROPIST.
THE LEGEND.
FN_AD_TRIBUTE_BOBCAMPBELL_FINAL.indd 2 3/24/20 3:36 PMUntitled-5 1 3/24/20 3:43 PM
Miu Miu’s resort ‘15 line went dark with a midnight hue 24
E D I T O R ’ S N O T E
Miu Miu’s resort ‘15 line went dark with a midnight hue 24
MICHAEL ATMORE EDITORIAL DIRECTOR
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A Legend Among Us He was a fi ghter, a lover and a savant.
Bob Campbell’s particular brand of brash brilliance
served him well during an astounding rags-to-riches career that
saw the larger-than-life executive triumph over adversity time
and again.
In many ways, Campbell was the embodiment of the
American Dream, and one got the sense he knew how lucky he
was. And as hard as he pushed to succeed, Bobby never forgot
to give back, something rooted in his own humble beginnings.
The kinetic entrepreneur was a part of my life for the last
twenty-plus years. It started with a series of phone calls where
he took me to task in his signature rapid-fi re delivery. Campbell
was blunt and didn’t hold back; he was often irritated that FN
wasn’t shining a bigger spotlight on the kids’ business.
Our particular tango could get tense at times if he felt I
wasn’t listening. And yet, no matter
how annoyed he was, he always
ended those calls by shifting gears,
making sure I was OK, inquiring
about my life and my family.
That was Bobby, full guns
blazing when needed, a tough-
guy exterior wrapped around a
marshmallow heart. His sweet-and-
sour personality took him far, and
Campbell used his unique social
skills to great e� ect.
Over the years, I learned to
treasure his level of candor. He could
be brusque, but you always knew
exactly what he thought and where you stood. Bobby didn’t
hide his truth and for that reason alone he was a trusted friend
that wasn’t afraid of anybody or anything.
That fearlessness was an intrinsic part of the Campbell
legend. Many times, he gambled and won. Even when he
stumbled he always came roaring back stronger than ever. His
health challenges were incredible and yet, time after time, he
was able to overcome the odds.
But that dominant personality often obscured how tactical
and intelligent he was. A true visionary, Campbell was always
evolving his business model. He was Bob the builder, literally
and fi guratively, who pushed to the end, adding new brands and
strategic partnerships. It was a work ethic that went above and
beyond anybody else.
Campbell played just as hard. He liked to live large and he
wasn’t shy about showing o� the spoils that hard work had
provided. In his later years, when others would have headed o�
to retirement, Bobby pushed on, building a stunning Hamptons
horse farm and a massive home in Florida. No matter where
he was, he loved being on the water and owned a series of
spectacular yachts that he shared generously.
Aware of his good fortune, he made sure that he gave
away millions of dollars to the less fortunate, and Bobby was
constantly honored for an incredible level of generosity that
came from his compassionate heart. He knew he was in a rare
position, and he wanted to improve the world around him.
To his last day, Campbell was involved in running his
expansive business. He loved getting into the weeds, engaging
his team and his industry pals on a personal level that you
don’t see much these days. If he did business with you, he
wanted to know about you and your life.
That strong drive and highly personal touch were his real
calling cards. Despite his failing health, he never lost his
fi ghting spirit and even his most
ardent competitors admired his
clout and cult of personality.
Most important, Campbell loved
his family. He surrounded himself
with love and gave as good as he got.
In the end, his wife, children and
grandchildren were his proudest
accomplishment. He told me so in
late January when we sat together
outside his spectacular new
waterfront house in Boca Raton.
Like everything Bobby undertook,
it is a showplace, a refl ection of his
desire to keep evolving and building.
That last visit was a quiet one. We knew where we stood.
We knew we shared a high level of love and admiration. It was
a stunningly beautiful day and we silently watched a parade of
yachts cruise by, obviously anxious to see the owner of such a
dazzling piece of real estate. I knew he was amused.
“They’re all coming to check you out,” I told him. He
chuckled, and turned on that famous charm one more time
as he waved and nodded to what appeared to be an endless
stream of admirers.
He deserved that parade and many more. He had earned it.
Bobby knew he was in a rare position, and he wanted to
improve the world around him.
9
Untitled-3 1 3/25/20 12:32 PM
INSIDER
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T H E B I G S T O R Y 1 1 A T H L E T I C S P O T L I G H T 14 F N S P Y 16
NIKE’S GAME PLAN What the � rm learned from China’s coronavirus situation. 14
BY FN STAFF
With the coronavirus spreading rapidly in the
United States, the industry is playing a powerful role in supporting heroic health-care workers and rallying behind communities that
need aid.
Sole Mission
FN SPY Designers get creative during their quarantines. 16
T H E B I G S T O R Y
As the coronavirus devastated the U.S. last week —and New York emerged as the epicenter of the crisis — the fashion industry stepped up in a critical way.
Even as companies faced formidable
challenges that will test them like never before,
much of the immediate focus was on aiding the
health care battle against the disease.
A group of determined New York designers
led the charge. As coronavirus started to spread
aggressively in the city, Christian Siriano and his
team were among the fi rst to act, redefi ning the
company’s mission in a matter of days. Siriano’s
sta� is now making 500 face masks daily to help
meet the state’s massive demand for personal
protective equipment (PPE) to outfi t health-care
workers on the front line.
“Powerful women right here. This is what
fashion is right now for us,” Siriano wrote in an
Instagram post that featured several of his sta�
members sewing the masks at the designer’s
o� ces. Siriano put his plan into action after
hearing New York Gov. Andrew Cuomo’s plea for
help. Other local designers, including Brandon
Maxwell, Prabal Gurung and Rachel Comey,
quickly followed suit, converting their supply
chains, ateliers and factories to make medical
supplies. Faryl Robin teamed up with her fac-
tory in China to donate 2,000 masks a week to
underserved hospitals.
Kerby Jean-Raymond, the Pyer Moss creative
director and FN’s 2019 Person of the Year, this
month turned his New York o� ce into a dona-
tion center for N95 masks, gloves and other
medical supplies. A
week in, Jean-Ray-
mond had received
more than 7,300 masks
and over 1,000 units of
gloves and face protec-
tion.
The prolifi c
designer also set aside
$100,000, with the
help of a friend, to
support small busi-
ness owners who are
experiencing sizable
declines during this
moment.
To date, the de-
signer has given out
$78,000 to 38 busi-
nesses, from fashion
brands to wellness
studios to restaurants.
“We are looking at
ways to turn this
initiative into a more
permanent one,” Ray-
mond said.
SHOW OF FORCEAs they hammer out
complex business
strategies to weather
the storm, the major
athletic players are
also going all in with
fi nancial support
and other important
projects.
On Nike’s third-quarter earnings call Tuesday,
new CEO John Donahoe told investors and ana-
lysts that the Beaverton, Ore.-based company is
working with leaders from Oregon Health & Sci-
ence University (OHSU) to determine how best
it can help. To start, it is prototyping protective
face shields for nurses and doctors treating
those infected with the coronavirus.
“Companies like Nike need to do our part,”
said Donahoe. “So our teams in innovation and
manufacturing are exploring designs for per-
sonal protective equipment, or PPE, to support
doctors, nurses and others on the front line of
this outbreak. … It’s been so energizing to see
the quick-strike e� orts of the cross-functional
Nordstrom partnered with Kaas Tailored to help sew masks that will be used and distributed by Providence Health in hard-hit Seattle
CFDA, VOGUE JOIN FORCES FOR AMERICAN FASHION RELIEF — RALPH LAUREN MAKES $1M DONATION
The Council of Fashion Designers of America and Vogue announced a fundraising initiative to support members of the American fashion community amid the coronavirus pandemic.
The initiative, called A Common Thread, will be accompanied by a video series, launching on March 25. The series will tell the stories of those in the fashion industry whose businesses have been hurt by the coronavirus. The videos, about both designers and those who work behind the scenes in the industry, will be posted on the CFDA and Vogue digital platforms.
Ralph Lauren revealed an inaugural
$1 million donation last week to support the fund, part of $10 million his foundation is setting aside for causes related to the coronavirus.
Donors can support the CFDA/Vogue Fashion Fund relief online or by texting THREAD to 44-321. Applications to receive funds will be available beginning on Wednesday, April 8 on the CFDA website. Ralph Lauren
12
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Kerby Jean-Raymond (left) and Christian Siriano have launched major philanthropic e� orts in the past few weeks
TWO TEN SEES HUGE UPTICK IN RELIEF REQUESTS — SINGLE MOMS ARE MOST IN NEED
Two Ten Footwear Foundation is embarking on its biggest relief e� ort to date as it supports members of the industry impacted by the coronavirus crisis.
According to newly named President Shawn Osborne, the organization expects to receive about 6,000 applications for emergency relief for the three-month April-June period, about 8 to 10 times the normal amount of requests. All told, the demand equates to about $2.6 million in potential aid, more than Two Ten hands out in a typical year.
The need is national, Osborne said, in contrast to the region-specifi c natural disasters that Two Ten often responds to. “We are used to dealing with those. This is the fi rst time we have encountered a [situation] where it a� ects everyone,” said Osborne. “We’re doubling down on sta� in key areas with our program assistants and intake specialists,” he said.
While the industry has been hard hit across all sectors, the majority of calls for assistance are coming from retail and warehouse workers. “Seventy percent of calls are from females and the majority are single moms,” said Osborne. “They’re concerned with child care, food and rent. They don’t know if they’re going to have a job.”
There are three ways to apply for aid: online, via email or through a hotline. “Our intake specialists have said that many individuals are simply glad to have a live person on the other end to talk to,” said Osborne. “You end up being a counselor,” noting response time to calls is within 48 hours.
In order to accelerate aid, Two Ten has launched COVID-19 “Share Your Shoes” Campaign, an industry-wide e� ort.
It calls upon footwear brands and businesses to actively contribute during an unprecedented time of hardship for the U.S. footwear business, according to Two Ten. Wolverine World Wide is helping the group kick o� the e� ort.
Two Ten’s partners will take in all excess inventory, regardless of gender and wear, and convert the product into cash to immediately redistribute it to industry members. The group’s logistic company will pick up inventory from anywhere in the U.S. at no cost to the donating company. Even samples and single pairs can be donated.
“As calls to Two Ten for emergency fi nancial assistance are already ramping up at an astonishing record rate, we need to raise funds quickly in order to keep pace,” said Greg Tunney, global president for Hush Puppies, who just ended his term as chairman of Two Ten. “The [Share Your Shoes] e� ort is the greatest opportunity we have to do this, and Wolverine is hopeful that by stepping up we will inspire other US footwear companies and brands to get involved as well.”
While Two Ten has temporarily suspended its Footwear Cares volunteer program, Osborne emphasized that individuals and companies are encouraged to continue to make monetary donations. The group will also work to unveil new volunteer opportunities in the coming weeks.
“We’re here for everybody, and the team is working around the clock,” said Osborne. “We’re turning around calls, getting grants out the door and fi nding creative ways to help raise cash.”
All told, the Nike leaders and the company’s
foundation pledged $15 million to fi ght the
virus.
Under Armour is donating $2 million to a pair
of organizations: Feeding America will receive a
donation of $1 million, which Under Armour said
will support hunger relief e� orts related to school
closures and quarantines. The company is giving
another $1 million in money and product to Good
Sports, a nonprofi t organization that provides
equipment, apparel and footwear to kids who are
most in need to encourage physical activity.
Boston-based New Balance said it has commit-
ted $2 million in nonprofi t grants through its New
Balance Foundation to support local, regional and
global communities during the pandemic. “We
fi rmly believe it is our civic duty to support [those]
in need around the world,” said Anne Davis, man-
aging trustee of the New Balance Foundation. “As
we witness the growing impact of COVID-19, we
are inspired by the acts of humanity, kindness and
compassion that have emerged in support of one
another during this health crisis.”
SHOE DONATIONSIn addition to monetary support, a number of
footwear companies have launched shoe donation
programs for health care workers.
Donated products range from casuals for sup-
port sta� to duty shoes that feature slip-resistant
outsoles for workers on the front lines. Many
styles have surfaces that can easily be disinfected
with solutions they can make at home to take the
place of professional products, which are in short
supply these days. Some looks can also be machine
washed and air-dried.
Allbirds has already distributed $500,000
worth of its Wool Runner shoes to members of the
health-care community. Last Tuesday, the rising
brand said it would split the cost of a pair of shoes
for customers who want to take part in the cause.
Shoppers also have the option to donate them-
selves.
Other brands also have launched programs.
Keen is giving away 100,000 pairs, valued at $10
million and Merrell has delivered 1,200 pairs of
shoes and boots to Michigan-based workers.
Crocs is o� ering free styles to front-line workers
— the brand has the ability to ship 10,000 pairs a
day — and is donating 100,000 pairs in conjunc-
tion with select medical facilities and organiza-
tions.
“Over the past week, we have spoken to health-
care workers, their facilities and even their family
and friends, and they have specifi cally asked for
our shoes in an e� ort to provide ease on their feet,
as well as ease of mind as they need the ability
to easily clean up before they go home to their
families,” said Crocs president and CEO Andrew
Rees. “These workers have our deepest respect,
and we are humbled to be able to answer their call
and provide whatever we can to help during this
unprecedented time.”
FN is covering the impact of the coronavirus in real time. For more about international aid relief e� orts, check out Footwearnews.com.
“THIS IS WHAT FASHION IS RIGHT NOW FOR US.” —CHRISTIAN SIRIANO, WHO IS WORKING WITH HIS TEAM TO MAKE 500 MASKS A DAY FOR THE HEALTH CARE COMMUNITY
(The number of aid applications Two Ten expects to receive from April-June) 6K
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team to try to help with this critical need.”
Last week, OHSU announced a $7 million
donation from Nike’s current and former top
brass — Donahoe and his wife, Eileen; Chairman
Mark Parker and his wife, Kathy; and Phil and
Penny Knight — to coordinate care and provide
equipment as it combats COVID-19 in Oregon.
As the coronavirus ravages much of the retail sector, top executives and other senior leaders at a number of compa-nies have opted to forgo their salaries or receive reduced pay to keep businesses and many of their workers’ jobs intact.
Here, FN rounds up the retail CEOs who are giving up a portion of their pay to help curb the impact of COVID-19 on their companies.
NORDSTROMErik and Pete Nordstrom will decline their own salaries from April to September, and the executive leadership group will forgo a part of their salaries as well. In addition, all members of the company’s board will
not take cash compensa-tion for a six-month period. Nordstrom is extending store closures in the U.S. and Canada until April 5. After that, the Seattle-based retailer will furlough a portion of corpo-rate employees for six weeks.
“This is the most difficult decision we have made in our company’s long history. Through our 119 years, our company has faced many challenges, but these are un-precedented times,” CEO Erik Nordstrom said.
DICK’S SPORTING GOODSIn a filing with the Securities and Exchange Commission on March 19, the Coraopolis, Penn.-based company an-
nounced that chairman and CEO Edward Stack and president Lauren Hobart will receive no salary — other than an amount covering their benefits — starting March 29. In addition, EVP and CFO Lee Belitsky’s pay will be cut by 50%. The execu-tives will still be eligible to participate in short-term incentive programs.
What’s more, Dick’s announced reductions in the base salaries of all members of its senior management team. Other salaried employees will also take cuts by gradu-ated amounts, while the board of directors has agreed to a temporary suspension of its retainer fees.
KURT GEIGEROn March 23, FN reported that Kurt Geiger CEO Neil Clifford had suspended his own salary until the brand’s stores are able to reopen again — part of a wider plan to reduce costs to support the business. “If the stores don’t reopen, I don’t have a
job anymore anyway,” he said. “I’ve earned a lot in my career, so I can afford to do this.” The company has also imple-mented a charity initiative in partnership with Age UK for members of its 2,500-person workforce who are unable to work remotely following the closures of its 55 outposts in the United Kingdom. The initiative encourages them to make contact with elderly community members.
PUMAThe sportswear giant announced on March 24 that its three top execs — CEO Bjorn Gulden, CFO Michael Laemmermann and chief sourcing officer Anne-Laure Descours — have agreed to waive their April salaries in full. Puma has also announced a 25% reduction in next month’s pay for senior managers, including general managers and directors.
Executives from Dick’s, Nordstrom and more are declining salaries as part of cost-cutting efforts.
How Nike navigated a tough situation in Asia, a market showing signs of recovery.
reduced operating hours in February.
Although brick-and-mortar sales saw either
declining foot traffic or none at all, Nike re-
ported that e-commerce in Greater China during
that period surged more than 30%. And today,
nearly 80% of Nike outposts in China are open.
In the U.S., where the government and lead-
ing health officials are focused on “flattening
the curve” related to the coronavirus outbreak,
Donahoe said “we’re earlier in the cycle.” Nike
became one of the first major global chains to
announce the temporary closure of its stores in
the United States.
While it wasn’t able to connect with shop-
pers in person, the company said it leveraged
its omnichannel presence to keep its brand top
of mind for consumers. It has remained active
on social media, releasing last week a campaign
that encouraged Americans to stay at their
homes to upend the virus’ spread and offering
free workouts on its Nike Training Club Premi-
um subscription app, where U.S.-based custom-
ers can engage in studio-style workouts and
progressive training programs where they can
get expert tips from Nike’s master trainers.
“None of us can predict perfectly how long
the containment phase is going to take in the
U.S. and Europe,” Donahoe admitted. “But what
we can know is, while stores are closed, we’re
going to be there digitally. And when the stores
start reopening, we’re going to be leveraging our
unique strengths with strong, compelling prod-
uct; a digital connection with consumers that
is unmatched; and the seamless digital-physical
experiences of both Nike Direct and
our partners.”
During the com-
pany’s third-quarter
earnings conference
call, CEO John
Donahoe revealed
that the sportswear
giant’s business under-
went four phases to get
back on track following
widespread store clo-
sures and supply chain
disruptions in China,
where the virus origi-
nated in December:
First, the containment
of the outbreak; then
the recovery period when stores reopen; normal-
ization; and ultimately, a return to growth.
Tracking data from China, Japan and South
Korea, where Nike has since reopened most
of the stores that had been forced to close to
prevent the spread of the illness, the Beaverton,
Ore.-based company found “fairly consistent”
patterns: Containment took five to six weeks,
and although its locations were shuttered, e-
commerce growth remained strong during that
time, augmented by Nike’s connection with con-
sumers through its apps and digital platforms.
“As we move into normalization, retail traffic
is coming back,” Donahoe said.
In the third quarter, Nike noted that revenues
in Greater China were down 4% on a currency-
neutral basis, breaking a streak of 22 con-
secutive quarters of double-digit improvement.
Roughly 75% of Nike-owned and partner stores
in the region had either closed or significantly
A T H L E T I C S P O T L I G H T + C E O N E W S
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BY SAMANTHA MCDONALD
BY SAMANTHA MCDONALD
Nike Learned From China — Now It Has a Coronavirus ‘Playbook’ for US
SOME CEOS ARE FORFEITING THEIR SALARIES DURING THE PANDEMIC
Faced with mounting coronavirus challenges
on its home turf, Nike Inc. said it’s ready to
implement the playbook it developed when it
shouldered the same health battle just weeks
ago in China.
Nike’s new “Play Inside, Play for the World” campaign
Erik Nordstrom is declining his salary
through September
U P A N D C O M I N G W E B I N A R S I N T H I S S E R I E S :
DAVE POWERS , PRESIDENT AND CEO, DECKERS BRANDS April 8th at 11am EST
Register Today: bit.ly/2Je26t2
For assistance or attendee questions, please contact Keith Zanardi at [email protected]
For sponsorship inquiries, please contact Deborah B. Baron at [email protected]
or 212 256 8118
FN GOES ONE ON ONE with top industry executives to reveal
the most effective strategies for dealing with the impact of the
pandemic. Editorial Director, Michael Atmore, sits down with
leaders of our community to uncover how the most reactive and
resilient executives are handling a seismic wave of change — from
supply chain issues to employee well-being to marketing.
W E B I N A R S E R I E S
DICK JOHNSON CEO, FOOT LOCKERIN CONVERSATION WITH MICHAEL ATMORE ,
FN’S EDITORAL DIRECTOR
April 1st at 11am EST
Executive Smart Talk:
Leading in a Crisis
FN_WEB_JOHNSON_04.01.indd 2 3/25/20 11:53 AMUntitled-10 1 3/26/20 11:01 AM
I N S I D E RI N S I D E RI N S I D E RI N S I D E RI N S I D E R
Fashion and footwear leaders got candid with FN on working remotely, homeschooling their kids and staying sane amid the coronavirus pandemic. Many are exhausted, but exhaustion doesn’t have to cancel out optimism. Washington, D.C.-based Matt Priest, president and CEO of the FDRA, is used to spending a good chunk of his time traveling internationally. Now, thrust into remote work amid a high-stakes situation for the 500 shoe companies FDRA represents, Priest said he’s found “beauty in the fact that we’re all in the same situation.” Isack Fadlon, CEO of sneaker shop Sportie LA, echoed that sentiment, adding, “The notion that everyone is enduring this, that we are all in this together, defi nitely [helps].” Kristen Moss, senior director of global corporate communications and brand PR at Reebok, is using fi tness to stay grounded. The executive, wife and mother of two (pictured here) said she’s taken on the operating principle, “Do whatever I can, however I can, whenever I can. If that means getting up at 4 a.m. to get ahead of emails and calls so I can also get a run or workout in — that’s the plan.” — Sheena Butler-Young
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Work-From-Home Styling Tips, according to FN style director Shannon Adducci.
Social distancing may be the new world order during the coronavirus pandemic, and the change is a� ecting both the industry and actual fashion trends in endless ways. But remote working is still keeping people together via virtual tools. Here are fi ve fashion life-hacks for working from home that strike the right balance between cozy and professional:
1. Wear some real pants.Studies have shown that wearing clothes with symbolic meaning can help remote workers perform better on tasks. Since most of today’s remote workers are former o� ce dwellers, a pair of jeans or trousers is all it takes to cue work mode.
2. Let knitwear be your sartorial security blanket.Find your biggest, chunkiest knit and swaddle yourself in it, especially on days when the news seems the grimmest. A robed style feels like you’re still wearing pajamas even when you’re not.
3. Redefi ne the slipper.Slippers will be the footwear you wear most these days, at least until the weather turns warmer. To break up the monotony of the look, style it with fun, textured socks.
4. Add a necklace or a pair of earrings.Jewelry seems like the last thing you would think about when getting dressed for a day at home. But a pair of earrings or a statement necklace is a great way to break the ice when you and your coworkers are waiting to start a group video call.
5. Dress up.It might seem like the whole world is wearing pajamas right now, but there is already a quickly growing trend of fashion insiders who are fi nding palpable joy in wearing their fanciest looks. If a pair of heels or an embellished dress makes you feel better about yourself right now, go for it.
Mariasole Cecchi (L), Alexandre Birman and Le Coq Sportif are among designers o� ering fun, digital initiatives
WEEKLY UPS AND DOWNS AND EVERYTHING IN BETWEEN
Designers are fl exing their creative muscles during
lockdowns across the world. During the past few
weeks, many talents have been inspired to keep
customers stimulated and engaged on Instagram as
they navigate dramatic life changes amid the
coronavirus outbreak.
Take By Far. The brand has created an adult col-
oring book, where consumers can download a blank
template of their popular top-handle mini bag and
let their creativity run wild.
Salvatore Ferragamo is also getting in on the fun.
The luxury label has launched #FerragamoTrivia,
a digital project aimed at sharing the message to
never give up. Featuring anecdotes and quizzes on
Instagram scheduled on Wednesday and Saturday
until April 4, the initiative allows
fans to rediscover the brand with
a message of hope.
Les Petits Joueurs even had its
digital team make proprietary LPJ
gifs that followers can add to their
favorite photographs — the best
project wins a prize.
Made in France sneaker brand
Le Coq Sportif is running Ins-
tagram Live fi tness classes with
Happy Fit coach Lisa Nasri, plus
takeovers and challenges from a
host of its sports ambassadors.
As for Alexandre Birman, he’s hosting daily
Instagram Live meditation sessions and tutorials
with hairstylists, nutritionists, fi tness coaches and
psychologists to address self-isolation dilemmas.
Unsurprisingly, the designers themselves are also
thinking outside the box to boost their own
morale, too. Arianna Casadei, for instance, har-
nessed lockdown staple app, HouseParty, to host
a makeup lesson for herself and her friends with
celebrity makeup artist Angelo Pintor. She dubbed
it a ‘glaminar.’ Mariasole Cecchi of LPG is using her
quarantine to learn a new skill. Taking daily lessons
via the TMillyTV app, she plans to be a hip-hop
dance pro by the time lockdown is over.
Creative Quarantining Designers share imaginative ways for consumers to stay busy during the coronavirus pandemic.
BY STEPHANIE HIRSCHMILLER
Agolde 90’s mid-rise jeans from Revolve
Minnetonka Alpine shearling moccasin slipper
Net-a-Porter suspends US shopping sites
Amina Muaddi x Mytheresa collab sells out
Ralph Lauren commits $10 million to coronavirus aid
Dick’s, Puma and more tops execs forfeit salaries
Crocs o� ers free shoes to health-care workers
SUSTAINABILITY
FOR ADVERTISING INFORMATION, PLEASE CONTACT DEBORAH B. BARON, ACCOUNT DIRECTOR AT 212 256 8118
THE P OWER OF CONTENT
Spotlighting the power and pressures behind the footwear market’s hottest topıc.ISSUE April 20 / CLOSE April 08
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INSIGHTS
T E C H N O L O G Y B Y M A D E L E I N E S T R E E T S
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On the retail side, the elimination of in-person tradeshows and
market appointments has complicated wholesale. Fortunately, a well-
established technology alternative is helping businesses move ahead:
virtual showrooms.
Companies such as Joor and NuOrder have been working to digitize
the wholesale process for years.
Kristin Savilia, CEO at Joor, said a priority for brands right now is
to ensure business continuity. For instance, during last month’s Paris
Fashion Week, when many events were cancelled last minute due to
COVID-19 concerns, Joor’s platform grew 2.5 times the usual increase in
gross merchandise volume.
“In the industry [there] is a lot of focus on consumer-facing
technology for retailers, and what largely got forgotten was our part
of the supply chain: the B2B point,” said Savilia. “I don’t want to lose
sight of the fact that this is not a good event. But this, if anything, is a
positive outcome of realizing how powerful digital can be and getting
people to focus on this part of the supply chain that’s been starving
for attention.”
These platforms enable brands to showcase digital versions of their
products, which buyers can sort through using advanced search tools —
The coronavirus’
cascading impact
continues to be felt
globally by brands and
retailers alike.
With many
governments restricting
travel and recommending
social distancing for
the foreseeable future,
industry activity has
become limited, if not halted altogether.
More specifi cally, retailers have closed
stores, international travel and trade shows
were nixed and companies must now navigate
the challenges of their teams working remote.
To combat the new challenges presented
by the pandemic, a number of companies are
instead turning toward digital tools to help
maintain business as best they can.
Virtual workplaces are transforming how footwear fi rms — and their employees — do business in the coronavirus era.
� e New Reality
By the Numbers
2.5XThe increase in average GMV [gross merchandise volume] growth on the Joor platform duringParis Fashion Week
50%The reduction in time to market, when businesses use the Bluescape virtual platform
18
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“This, if anything, is a positive outcome of realizing how powerful digital can be.”— KRISTIN SAVILIA, CEO at Joor
24
Wholesalers can digitize their product catalog on Joor, using the platform to connect with external buyers and manage orders internally
The TradeGala platform connects buyers with brands in a purely digital format, saving the time and money associated with market appointments and shows
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without needing to travel. Joor’s newest feature, ORB360, a partnership
with technology company Ordre, provides a high-resolution, 360-degree
digital image of each product.
Similarly, TradeGala, a newer wholesale platform, particularly
targets young brands and small-scale buyers that may not have the
resources to participate in the traditional showroom model. That could
be useful as companies are forced to further tighten their budgets
during — and after — the global pandemic.
“We don’t charge registration fees or monthly fees, so brands don’t
pay anything until
they start to make
sales,” said Amber
Domenech Patey,
project manager at
TradeGala. “There’s
also no requirement
to hold huge amounts
of stock; many of
our buyers are boutiques and independent retailers, so it’s easy to
start small.”
Business continuity has become the focus of all elements of the
industry, not just on the wholesale side. General o� ce operations
have also been disrupted by the shift to work-from-home policies.
Maintaining workfl ow in a remote environment requires a
reliable system of communication — and tools that can work
just about anywhere.
“The tools we use [at the o� ce] don’t necessarily function great
in a low VPN Wi-Fi network like most of us have at home,” said Peter
Jackson, CEO at virtual workspace service Bluescape. “And if you
suddenly push everything onto a Slack channel, you go to the channel
and you might have missed 84 messages. It isn’t easy actually getting
anything done in real time.”
Having access to a shared centralized platform such as Bluescape
allows people to stay abreast of their co-workers’ activity without
requiring manual check-ins. All work product is stored and updated in
realtime in a virtual location, for easy access and review.
Michaela Rollings, senior manager of brand and content at work
management platform Hive, suggested companies utilize project
management software, if they aren’t ready to commit to an entirely
new virtual infrastructure. The software tracks project progress
and lets managers designate tasks to individual employees,
keeping sta� accountable.
Specifi c functions within the Hive
platform cater to di� erent kinds of business,
helping them translate in-o� ce protocols
into a virtual setting.
“For design-heavy companies, Proofi ng
and Approvals will be your best friend,” said
Rollings. “These features make it easy to
comment on images and PDFs, as well as
assign ‘approval rights’ to a specifi c mock to
someone on your team. You can list [your
manager] as an approver and set a specifi c
due date with a few clicks.”
Shifting from in-o� ce to remote
work may create challenges, but Rollings
recommended that managers pioneer the
use of new software for their teams in order
to encourage adoption.
Bluescape’s Jackson agreed. “Everybody
has to get on board because this is how
we’re going to change,” he said. “I know
it reduces time to market by 50%, we’ve
proved it time and time again. But if they
don’t make it mandatory, then it’s almost
not worth the investment.”
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THREE MORE TOOLS TO HELP DIGITIZE YOUR BUSINESS
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ZOOMThe web-conferencing tool has become a household name during the coronavirus pandemic because of its versatility for businesses of all kinds. Users can host calls for up to 100 participants for free, making it an accessible option for companies trying to keep costs low. Whiteboard and screen-sharing features help encourage remote collaboration.
TEAMVIEWERThis software platform focuses on providing remote access, so that users can tap into their o� ce computer while at home or share their screen with a remote colleague for improved collaboration. Closing the gap between individual monitors, TeamViewer enables easy fi le sharing between co-workers and includes communication tools across video, call and text.
MONDAY.COMAll project management can be tracked in one place on Monday.com, which o� ers customizable workfl ows so that each department is catered to. Providing a bird’s-eye view of each task and employee activity, the platform also integrates with popular o� ce software such as Salesforce, Slack and Dropbox; existing protocols can easily be combined in one place.
“This, if anything, is a positive outcome of realizing how powerful digital can be.” — KRISTIN SAVILIA, CEO at Joor
Bluescape users upload their work product to the virtual workspace, for immediate
shared access by all approved employees
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Miu Miu’s resort ‘15 line went dark with a midnight hue 24
AMPELLBBO
TheENDURING
LEGACYof
Bob Campbell, the charismatic founder of BBC International and the unofficial king of kids’ shoes, routinely laughed at the idea of retiring or scaling back on travel that took him to domestic trade shows and factories in China. “People ask me a lot when am I going to retire, and I say, ‘Never,’” he once told FN. For decades, Campbell’s work ethic and charitable mindset set the tone for the succeeding generations.
Raised by a single mother on the tough streets of Pittsburgh, Campbell rose to build his eponymous company into a true industry powerhouse, first in the kids’ category and years later in the adult market. In a career that spanned more than 60 years, he pioneered lighted shoes, ushered in a wave of successful character licenses and became a prolific philanthropist.
In a special tribute issue, the footwear industry celebrates the life of Mr. Campbell, who died on Feb. 17 at age 82.
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The larger-than-life footwear mogul was the very definition of an American success story.— BY E R I N E . C L A C K
T H E T R I B U T E I S S U E
CHARACTERAN ORIGINAL
B ob Campbell, the hard-charging
footwear impresario who died
last month at the age of 82, was
responsible for some of the most
popular and enduring breakthroughs in
children’s shoes.
The executive had an extraordinarily
successful run in footwear, as a pioneer in
China manufacturing and an early embracer of
lighted kids’ shoes. Campbell also was willing to
take risks — he signed licenses with unproven
foreign cartoons.
But his rise to the top had a humble start.
Raised by a single mother in working-class
towns such as Pittsburgh and Detroit, Campbell
first gained exposure to the footwear business
through a part-time job in a Kinney Shoes
stockroom. Unable to afford college, he steadily
“When I look back at the things that really set BBC on a path for success, lighted shoes is one of them. That idea was my first really big break.”
rose through Kinney’s ranks before eventually
moving to the parent firm, F.W. Woolworth Co.
But after 20 years in the retail trenches,
Campbell, known for his fierce entrepreneurial
spirit, wanted to venture out on his own.
With a bit of saved money, he founded BBC
International in 1975, and seized on an
opportunity in the children’s market.
“I didn’t know anything about the kids’
business, but I became known for certain
constructions,” he told FN in 2010. “I found a
niche, and I guess it worked out pretty well.”
Indeed it did.
His namesake company wasted no time
shaking up the sleepy kids’ category with hot
entertainment licenses, designer brands and
groundbreaking product innovations.
For starters, in the early 1980s Campbell
Bob Campbell, photographed for FN in his New York
apartment in April 2017
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(L-R): Campbell, Kinney Shoes’ Harold Rowen and Foot Locker’s Floyd Huff in 1988
struck gold for the first time. He made a bold
move by taking a chance on a shoe deal for
a quirky Belgian cartoon property called The
Smurfs, which had yet to reach American
TVs. The series became a ratings smash,
kicking off a merchandising frenzy. It also put
Campbell’s firm on the map in the licensing
business, paving the way for additional lucrative
partnerships with such entertainment giants as
Disney and Marvel.
A few years later, in 1992, he hit it big again.
Campbell was contacted by an inventor
working on a patent for shoes with little lights.
Campbell recalled that the technology set his
mind buzzing with possibilities, so, armed with
some rough prototypes, he approached LA Gear.
The resulting LA Lights franchise took the
sneaker scene by storm, with 10 million pairs
sold in the first year alone, and it pioneered a
concept that remains a staple in kids’ shoes.
“When I look back at the things that really
set BBC on a path for success, lighted shoes
is one of them,” he told FN in December 2019
when the publication honored him for Lifetime
Achievement as part of the FN Achievement
Awards. “That idea was my first really big
break.”
By the 2000s, identifying a growing appetite
among consumers for branded goods, Campbell
steered BBC into forging licensing partnerships
to make kids’ shoes for big name companies
such as Polo Ralph Lauren, Tommy Hilfiger
and Nine West.
“I had the fortunate opportunity to spend
time with him during the decade I was at Ralph
Lauren,” said Joel Oblonsky, now president of
Anne Klein and Blondo. “We spent a lot of time
together as I ran footwear and accessories and
he was our children’s licensee. We grew the
business to the level that was unheard of and,
frankly, that hasn’t been experienced since.”
As BBC grew into a multimillion-dollar global
powerhouse at the top of the kids’ business,
Campbell had even bigger plans: the adult
market. BBC acquired Charles Jourdan, Robert
Wayne and Feiyue, capitalizing on its product-
development expertise and well-oiled sourcing
operations. And in 2013, the company also
took on Heelys, a struggling brand that many
considered unfixable, and reignited the business
with fresh product and tighter distribution.
In 2014 Campbell’s youngest son, Seth, who
had officially joined BBC, helped his father
expand the company even more into the adult
footwear market.
The father-son alliance was the unofficial
start to the eventual succession plan for BBC.
“Because we worked together and we were
father and son, it had a very unique dynamic,”
said Seth Campbell. “I came in and he allowed
me to focus on business development, and that
allowed us to go more towards the adult market.
I brought a different spin to the business.”
To that end, Campbell saw what his son could
do, and he soon began crafting a succession plan
that included Seth and longtime executive Josue
Solano (for more, see page 24).
While Campbell’s decades-long career is
filled with accomplishments, his philanthropy
is arguably what has earned him the most
praise and admiration from peers and outside
organizations.
In May 2017, he received an honorary
doctorate degree from Florida Atlantic
University in Boca Raton, Fla.
Over the years, he donated generously with
both his time and money to charitable causes,
including local nonprofits in BBC’s hometown of
Boca Raton and industry organizations such as
Two Ten Footwear Foundation.
“Bobby was extremely affable, energetic,
passionate, and a sharing person. What I
respected more than anything else was his
compassion, which led to his charitable
endeavors. I don’t know anybody [who] was
more giving than Bobby,” said Jim Issler,
president and CEO of Berkshire Hathaway
Shoe Holdings. “His charity [came] in all
shapes, sizes, colors and creeds. He had no
particular bent on any one thing. He was a
giving person across the board. The charity
I started in China — Fashion Association
Charity Event — frankly, if it weren’t for
Bobby and a couple of others, it never would
have happened. It affected the lives of so
many children in China over the last 15
years. He was a trusted friend of mine and a
confidant, and it went both ways.”
Another friend of 40 years, Rick Mina,
agreed.
“Bobby was one of the most amazing men
I have ever known,” said the president of
WSS. “He loved and lived life to the fullest. He
was a great family man, businessman and, most
of all, always there when you called or needed
him.”
On February 22, days after Campbell’s death,
family, friends and colleagues gathered at the St.
Ignatius Loyola Church in the Upper East Side
of Manhattan to celebrate his life.
“Today is a celebration,” said Seth Campbell.
“A celebration of an amazing man who lived life
to the fullest and overcame adversity at every
turn and always came out on top. Dad, you did
it. You really, really did it. You beat the odds.
You’re the definition of the American dream —
from rags to riches — and nobody can take that
away from you.”
With contributions from FN Staff
In 2015, the executive invited FN to Campbell Stables in Bridgehampton, N.Y., which had opened a year earlier
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Company executives are embarking on a new era — just the way its founder had planned.— BY N E I L W E I L H E I M E R
T H E T R I B U T E I S S U E
BBCBROADCASTING
W hen a company founder and its
public face dies, it can often derail
a business.Not so for BBC International.
The Boca Raton, Fla.-based company had been
planning for nearly two years for the day when its
legendary leader, Bob Campbell, would no longer
be able to run it.
Shortly after Campbell’s death last month —
he’d been actively running it at the age of 82 —
many of its longtime leaders immediately put the
well-crafted succession plan into action.
For starters, it promoted 49-year-old Josue
Solano, who’s been with BBC for more than a
decade, to the CEO job, where he’s charged with
company strategy and senior management.
Part of the plan also included elevating
Campbell’s son, Seth, to president, where will
steer all sales and marketing, design and business
development. And 79-year-old CFO Don Wilborn,
who worked alongside the elder Campbell for
45 years, will continue to oversee the fi nancial
stability of the company.
“Nobody can replace Bob,” said Solano. “But I’ve
literally sat in between Bob and Don for the last 16
years — I’ve had the unique opportunity to be in
the room with those guys, witness fi rsthand how
they make decisions year after year.”
While Bob Campbell built the company he
founded in 1975 into a licensing and owned-brand
global powerhouse, he didn’t do it alone — in fact,
most of the executive team he surrounded himself
with has been in place for 12 years, on average.
For Solano — who most
recently served as president
and COO, and SVP of
operations before that — the
transition in the last month, he
said, has been seamless.
The reason, he said, is
that in large part he and Seth
Campbell have spent years
learning all aspects of the
business and rising up
through it.
Shortly after Bob Campbell’s
death, the executives spent
the fi rst few days addressing
funeral arrangements, and
then immediately shifted to
calling key partners to let
them know the company is
in a strong fi nancial position,
and that there wouldn’t be any
disruption to business.
“The company will continue to do well,” said
Wilborn. “It has a great foundation. We have
great momentum going. There’s little doubt the
company will continue to be successful.”
In reality, the future direction of BBC has been
underway for more than fi ve years.
Executives said they will continue to focus on
the three-pronged roadmap that Campbell had
implemented.: developing the portfolio of owned,
licensed and sourced brands.
To that end, in recent years the company
added the Champion license to its portfolio,
added more adult product to its mix — it took on
Heelys, a struggling brand that many considered
unfi xable, and reignited that business in 2013
with fresh product and tighter distribution — and
deepened its business with entertainment giants
such as Disney.
“There was this beautiful, 63-year relationship
between my father and Don, which was very yin
and yang, and I think Bob saw that in me and
Josue,” said Seth Campbell. “We wear di� erent
hats while having the same vision. I have such
appreciation and trust in Josue — I’ve known him
for so long, even before I was at BBC. We have an
incredible relationship, where we learn from each
other every day, and that will only continue.”
For Solano, the feeling is mutual.
“Seth is absolutely dynamic, smart, aggressive,
well educated — and he has the vision much like
his father,” he said. “Seth also doesn’t pull any
punches. People always know where they stand
with him. Sometimes when he is speaking, I grin
because it’s almost like I am speaking to Bob.”
Executive said they do not plan to change
the general focus of what made Bob Campbell
successful for nearly half a century.
“I know we have big shoes to fi ll,” said Seth
Campbell. “It’s an honor to try and fi ll his shoes. I
want to do this.”
Seth and Bob Campbell, photographed for FN at Campbell Stables in 2015
“Nobody can replace Bob. But I've literally sat in between Bob and Don for the last 16 years. I've had the unique opportunity to be in the room with those guys, witness � rsthand how they make decisions year a� er year.” — Josue Solano
“With a heavy heart, we say goodbye to Bob Campbell. He was a wonderful partner and an even better friend.
He was a man of integrity, filled with so much compassion, energy and generosity. You always left him inspired
and filled with excitement. This man was one of the most hardworking individuals you will ever meet. All of us
at Journeys who had the opportunity to know and spend time with him, mourn his loss. We were honored to call
him mentor and friend.”
In memory of our friend, Bob Campbell
—Jean Holness Vice President and General Merchandise Manager
Journeys Kidz
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Partners, peers and the people who best knew Bob Campbell sound o on his remarkable life. — BY F N STA F F
T H E T R I B U T E I S S U E
NETWORKTHE BBC
Bob Campbell, the prolifi c
pioneer behind BBC
International who died
in February at the age of
82, was one of the most respected
fi gures in the shoe business. Known
for his competitive spirit, savvy
salesmanship and willingness to
help others, the footwear force was
celebrated in the days and weeks
after his death by peers and the
people who worked by his side.
Here, a few share lessons he taught
them, what they’ll miss most and
why Bob Campbell isn’t replaceable.
JOEL OBLONSKYSteve Madden“I’ve known Bob since I was about
20 years old. It’s been a better
part of 30 years. If you think he
had energy the past 10 years, you
should have seen him in his 50s.
He was full of energy, so inspired
by the industry and he just
wanted to do really well. I had the
fortunate opportunity to spend
time with him during the decade
I was at Ralph Lauren [running]
footwear and accessories and he
was our children’s licensee. … He
was like a father fi gure to me. He
was a great man. So benevolent,
so philanthropic, so interested in
developing the next generation of
successful business people in the
shoe industry. That passion is going
to be missed. There will never be
another Bobby Campbell.”
MARGOT LAZARBBC“We are a family at BBC — it was
not just a saying to Bob. He included
us at his home and in his life, and
shared the holidays in many of our
homes. Bob wanted to be sure that
this was not just a job, and by doing
so, he inspired a passion in us all for
the business, which is what made us
such a successful team.”
SONNY SHARFormerly of Pentland Group“He was one of the fi nest,
kindest human beings I
have ever met. He wasn’t
just someone who liked
to compete. He mentored
many of us in ways that
are hard to describe. Our
friendship goes back
40 years. He loved his
family, and I know in the
closing days one of his
greatest joys was to see
how Seth matured. BBC’s
legacy will go on.”
AL KISHFYBBC“[Bob always told us to] never look
backwards — always look forward.
The past is a memory, but the
future allows us the opportunity to
create, execute and thrive.”
DEBBIE FERREEDesigner Brands“Bobby was the ultimate visionary,
“Bob and I have been best friends for 63 years and business partners for 45 years. Every day was an exciting experience. Bob’s ener� and vibrancy for life was amazing and a wonderful example for so many people. Bob’s motto was ‘Sell the Sizzle,’ which is what he did throughout his life.”— Donald Wilborn, BBC
shoe people that truly needed help.”
LINDA BELLONEBBC“Bob was just always there. Whether
it was in good times or challenging
times, he would call to say: ‘What do
you need me do?’ Knowing he was
there to support me truly made me a
stronger person.”
LINDA MALDANADOBBC “Mr. Campbell had a special place in
his heart for single, working moms,
especially since he and his siblings
were also raised by a single mom.”
JOE OUAKNINETitan Industries“The thing that struck me the most,
Bob was very funny and he was
just a good guy. He had authority
and resources, and he was using
them for everyone’s advantage.
At board meetings, when there
were maybe 20 or 30 of us and he
didn’t like something, he would
stop people from talking. He didn’t
want bulls**t. There was no one
pioneering ideas and creating
excitement in the kids’ footwear
space, making him one of the most
transformational leaders in the
industry. His heart for philanthropy
and for providing opportunities to
those less fortunate was perhaps
his greatest accomplishment. He,
very simply, cared deeply for the
footwear industry. He loved so
much and gave generously to the
In 2017, Sonny Shar interviewed Bob Campbell at BBC’s NY showroom, discussing their humble beginnings, giving back and industry challenges
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Miu Miu’s resort ‘15 line went dark with a midnight hue
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as straight as he was. He went
straight to the point to what he
said and what he meant, and
that’s what I liked the most. And
whenever we needed money for
Two Ten, we could always count
on him. You’re not going to fi nd a
heart like his.”
DAVID KERNBBC“Bob’s energy and determination
was inspiring. As I think of the
thousands of conversations
we had over the years, I’d
say the best advice o� ered,
and something he always
demonstrated, was this: Believe
in yourself.”
BOB GOLDMANCels Enterprises“What I remember him most for
was being a great marketer, a great
guy. He was charitable. I go back
with him when he was a buyer at
Woolworth. It’s been a long time.
He was always respectful, always
cheery and willing to communicate
no matter what the situation was.
He made a great impression on
the industry regarding charity and
keeping charity organizations and
structures in place. He got involved
and worked for organization to
keep them in order. I learned many
“Bob was an amazing, creative, innovative force in the industry for an extended period of time. That’s the thing I don’t underestimate. He was always learning and growing and continually improving himself as a person and executive. He brought the same ener� into everything he did, even when he started to do more on the philanthropic side. I could see that � rsthand with what he did on the Two Ten board. His giving to that organization was best in class. He brought his love of life — that ener� , caring and intensity — into everything he did.” — Diane Sullivan, Caleres Inc.
lessons from him in business. He
was an icon in our industry, with
manufacturing and development
in new countries overseas, China
specifi cally — he was one of the
pioneers.”
DEAN MAROTTABBC“I learned from Bob that to be
successful in business you always
need to fl exible. Bob made sure
our business model, design and
process always lined up with
our customer needs. How many
business models/designs and
processes did we adopt? The
answer is how many customers
do we have.”
FRANTZ CADETBBC“I met Bob at the most uncertain
time of my life, as an immigrant
without a social security or green
card, with only a talent and
passion for art. Bob recognized
that, and without me asking,
he petitioned to get me a
work permit and gave me an
opportunity that changed my
life. I remember Bob taking time
to teach me the most important
thing about designing a shoe: the
last, he said, always remember
the last.”
bobcampbellO U R H E A R T S G O O U T TO T H E FA M I LY A N D F R I E N D S
O F B O B C A M P B E L L . H I S D E D I C AT I O N TO P H I L A N T H R O P Y,
I N C LU D I N G T H E T W O T E N F O OT W E A R F O U N D AT I O N,
WA S A N U N F O R G E T TA B L E E X P R E S S I O N O F H I S
G E N E R O U S S P I R I T.
FOOTWEAR NEWS
03/30
MPS 44784 | WF 5111634PLACEMENT: 1/2 PAGE VERTICAL • Non Bleed TRIM SIZE: 4.7˝W x 12.625˝H
RELEASE TO COLOR: n/a DUE TO PUB: 03/18DELIVERY: PDF/X-1A
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T H E T R I B U T E I S S U E
In September 2010, Bob Campbell, celebrating BBC International’s 35th anniversary, spoke about innovative product, well-timed licenses and the power of philanthropy.
Campbell stopped by FN’s old o ces at 750 Third Avenue in Manhattan in 2013, to give the magazine a peek into how he built the most dominant children’s shoe business. Hint: It had a lot to do with great instincts and superior salesmanship.
After years of giving back to the industry — and the communities near his home in Florida — Campbell was photographed at his New York City apartment and later illustrated for the May 8, 2017 issue to commemorate him receiving an honorary doctorate degree from Florida Atlantic University.
As his company hit the big 4-0 in 2015, Campbell invited FN to his sprawling horse farm in the Hamptons to talk about new brands, hot licenses and the pivotal position his son, Seth, would take to help grow the business even more.
Just over two months before his death, Campbell was in good company. Earning the highest honor from FN, the Lifetime Achievement Award, in December of 2019, the BBC frontman was illustrated alongside other industry luminaries such as Steve Madden, Kenneth Cole, Donna Karan, Sandra Choi and Je� rey Kalinsky.
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He was the ultimate cover story. Bob Campbell, whose remarkable rise held the industry’s attention over the years — and that of FN — epitomized a portrait of power. — BY N E I L W E I L H E I M E R
CAMPBELLCovering
S ince launching BBC
International roughly
45 years ago, Bob
Campbell appeared on
several FN magazine covers, both
in photographic and illustrated
formats — and far more times than
most other industry executives,
designers and celebrities.
The company founder, who died
in February, was as energetic and
a� able in front of the lens as he was
away from the cameras.
FN captured his unbridled
enthusiasm on multiple occasions,
with him sitting statesman-like
at his newly-opened Hamptons
equestrian facility, in his New York
City apartment and, most recent,
as part of a group sketch in 2019
when he received the publication’s
Lifetime Achievement Award.
Take a look back at Campbell’s
covers from the past few years.
I N H O N O R O F
B O B BY CA M P B E L L
A T R U E L E G E N D A N D T I TA N O F T H E F O O T W E A R
I N D U S T RY W H O I N S P I R E D S O M A N Y. H I S K I N D
A N D G E N E R O U S S P I R I T W I L L B E D E E P LY M I S S E D .
MICAM Americas extends their deepest condolences to
BBC International and The Campbell Family
FN SPEAD SINGLE TEMPLATE.indd 1 3/26/20 12:12 PM
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What happens when a beloved, at times brash, businessman comes home? His family reveals a bit of Bob Campbell’s so� er side.— BY N E I L W E I L H E I M E R
T H E T R I B U T E I S S U E
FAMILY MANTHE
W hen I was younger, my father was
not around much because he was
always traveling for work,” said
Seth Campbell. “But when he was
here, he was incredibly present. With him, it was
quality over quantity.”
Seth’s father, Bob Campbell, was well known
for maintaining a punishing pace of business
travel and working long hours, a feat many in the
industry marveled at — friends and family readily
told FN how he was often the last person to go to
sleep at night and the fi rst one at the breakfast
table the next morning.
The elder Campbell, who tirelessly grew
the business he founded in 1975 until his
death in February, achieved enormous levels
of fi nancial success.
But it was the family he built that made him
proudest. He routinely took them to sporting
events and was often surrounded by fi ve
grandchildren at his Southampton, New
York, home.
“My dad’s favorite place was our back porch
in the Hamptons,” said daughter Dana, 38. “My
brothers and I spent many nights as young
adults hanging out on the porch with him. As
we got older and had children, it changed from a
nightly hangout spot to a daytime playground for
the grandkids. Dad was most happy sitting and
watching the kids play. We will always spend time
on the back porch reminiscing about our favorite
memories with dad and making new ones with our
children, knowing he is watching down on us with
a big smile on his face.”
In the Campbell household, it was easy for
family and business to mix.
In fact, for Seth, the only child to enter the
footwear industry — before working for BBC
International he launched a line of super-blinged-
out sneakers called Upper Echelon Shoes — factory
visits were part of his early childhood.
“When I was 13 years old, he arranged for
us to join one of his then business partners and
son on a trip to China,” Seth said at a ceremony
celebrating his father’s life last month. “We
shared amazing moments on this trip — walking
the Great Wall of China, eating dinner at the
tallest building in Shanghai and walking the
streets of Hong Kong late at night. After these
great moments, [he told us] we were going to live
in a factory. Keep in mind, I am 13 at the time
and it’s the heart of the summer.”
The younger Campbell, now 36, said he cried
that night thinking about what life in a factory
might be like. But he soon learned it was a
valuable lesson in defi ning his personal character.
“The next morning, I packed my luggage and
proceeded to meet my father at breakfast. As usual
he was early, already sitting and eating his eggs and
toast. I sat down and expressed my concerns about
going to live in a factory. He listened and listened,
while continuing to eat his breakfast. Eventually,
he looked up and said: ‘It will be tough but you will
be OK.’ He got up, gave me a hug and left. He was
strong, and he wanted me to be strong.”
Most family members said the elder Campbell
was positive no matter what the challenges or
perceived hardships were in front of him.
“Bobby Campbell was an upbeat man and
always fondly reminded us, ‘Don’t sweat the small
stu� .’ His optimism, caring nature and the love for
his family and me was an important part of who
he was,” said wife Barbara Campbell.
The BBC founder developed his personal
strength from what he often called a poor-but-
loving upbringing. He was raised, along with
three older sisters, by a single mother in a small
house in Pittsburgh, before eventually moving
to Detroit.
Campbell’s humble beginning — along with
witnessing fi rsthand a hardworking mother —
helped shape his work ethic.
“My father had more drive and ambition
than anyone I know. I still think that a lot of
that comes from him being a ‘street kid,’ never
having his father and wanting to be something
much more,” said Robbie Campbell Jr., 49.
“Never having a father made my dad swear that
while he was creating a legacy, he would never
miss his every other weekend or two weeks in
the summer with me, his fi rst son, who lived
in Central New Jersey with his mother, while
he was building an empire. It’s those types of
promises he kept that made him not only a truly
solid man in business, but an amazing legend of
a dad.”
(L-R): The Campbells: daughter Dana, son Seth, Bob, son Robbie and wife Barbara
From an early age, Seth Campbell traveled the globe with his father, even visiting factories in China as a teenager
“
FN SPEAD SINGLE TEMPLATE.indd 1 3/26/20 12:35 PM
In Remembrance of Bob Campbell 1937-2020
“Bob will be remembered as a caring, charitable and talented
guy. As an icon in our industry with manufacturing and
overseas development in China specifically — Bob will be
remembered as one of the greatest pioneers.”
Robert Goldman
Founder & CEO of Cels Enterprises
BOB CAMPBELL
You were a great visionary, an incredible friend and
inspiration to us all.
Love You,Tarek Ali Hassan and Sonny Shar
WE WILL MISS YOU
FN_AD_CONCEPTS_1/4.indd 2 3/24/20 3:26 PM
T H E T R I B U T E I S S U E
THE HUMBLE START“From the very beginning, I just never looked back. I never thought that what-ever I did could fail, because I started out very, very poor — so I thought, ‘What am I going to do? I can’t go back to that.’ So I just kept working. I knew with luck it’d be OK. I came from a family that only had a mother — never had a father — and she taught me good things. A very religious woman, she taught me to be a good person, to respect people.” (2017)
PERSONAL FORTITUDE“I think the most important thing is attitude. I never would look down or feel sorry — I mean, I had a tough road, but I never felt sorry for myself. I feel that attitude was my best asset.” (2017)
TAKING RISKS“In those early days, I took a lot of
Bob Campbell mentored many people in the footwear business, not just by leading and listening but also by encouraging them. When it came to doling out insightful soundbites, he was both pithy and precise. Here, FN rounds up some notable quotes from interviews over the years with the BBC boss — all revealing an attitude and roadmap for others to follow. — BY N E I L W E I L H E I M E R
WORDSto Live By
Campbell shows o� licensed shoes in the early 2000s
A C H I E V I N G S U C C E S S
“My big dream when I was
younger was to make $100 a
week. That was the ultimate. The footwear
industry’s been good to me;
God’s been good to me.” (2010)
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BOB CAMPBELL
You were a great visionary, an incredible friend and
inspiration to us all.
Love You,Tarek Hassan and Sonny Shar
WE WILL MISS YOU
chances. When I made mistakes, I learned from them, and I was able to translate that knowledge into the company we know today.” (2019)
THE LIGHTED SHOE “FAD”“I always say it’s the only fad that is going to be around forever — as long as moms keep having kids.” (2010)
CHINA MANUFACTURING“The changes have been dramatic. I’ve been in China since 1978. I saw them go from the primitive type of shoemaking in old government-owned factories, to the Taiwanese joint ventures, to the most modern and sophisticated [facilities]. Every-thing has changed.” (2010)
AMERICAN MANUFACTURING“There is no way we can make children’s shoes in America. We can’t do robotics because they’re too expensive. We cannot do injection because machines can’t handle that and they don’t look right. We cannot do things by computer, like 3-D print-ing. We can’t do the things here that can be done in Asia for children’s shoes.” (2017)
DELIVERING ON DELIVERIES“If the shoes aren’t made and shipped, nobody gets paid. Designs are wonderful and distribution is wonderful, but sourcing is the most important [part of the business]. It’s great to design shoes and go out and sell them, but if you can’t ship them, what good is it? If you can’t ship the shoe, you’ve got nothing.” (2010)
BUSINESS EXPANSION“Licenses are great, but we want to own something. We want to have more control over building a brand, from the design to the marketing to something we’re well-positioned to do now, and it offers us another avenue. We want to expand further into the adult market and take on more brands.” (2015)
RETIREMENT“People ask me a lot when am I going to retire, and I say, ‘Never.’” (2017)
BEING PHILANTHROPIC“I believe in one thing: If you are suc-cessful, you’ve got to give back to the community — you’ve got to give back to the people who need it. I just feel good about doing that.” (2017)
INDUSTRY PEERS“What I love most about the shoe business is my fellow industry lead-ers and supporters. We all contribute our wisdom about footwear and share it with the next generation of leaders.” (2019)
T H E B B C L E G A C Y
“What BBC has brought to
the industry is something
most companies
haven’t done, which is a
concentration on the kids’
market. I like to think
we’ve built the biggest and
best children’s-shoe company
in the business. We have a great
reputation, and we’re very well respected
by all of our customers,
from the mass channel on
up. We’re innovative. We created lighted footwear — and just look at that category today. Everybody has lighted shoes.
We still sell millions and
millions of pairs of them.”
(2015)
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A true pioneer, philanthropist, and friend.
Your legacy lives on through everyoneyou inspired. We will miss you.
BOBCAMPBELL
IN LOVING MEMORYOF
IN LOVING MEMORYOF
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Bob Campbell made waves in children’s shoes for more than 40 years with hit after hit. While he flew all over the world for both work and leisure, he also delighted in hitting the high seas. Campbell, in a rare escape from his hard-charging business life, is seen here soaking up some sun on his 86-foot Riva Domino yacht, dubbed Da Rose. The BBC founder told FN in 2013 that the luxury liner gave him the ability “to be free and challenge the waters, enjoy the good weather — you see things differently [out there],” he said. “You see things more openly [out on the water]. You don’t think about the pressures of life so much.” — BY N E I L W E I L H E I M E R
PARTING SHOT
SPEEDAt Full
CELE
BRATING OUR SEVENTY FIFTH ANNIVERSARY
CELEBRATING OUR SEVENTY FIFTH ANNIVERSA
RY
ISSUE May 4 / CLOSE DATE April 22
FN turns 75! A look back on the celebratory brand moments and m
ilest
ones
FOR ADVERTISING INFORMATION, PLEASE CONTACT DEBORAH B. BARON, ACCOUNT DIRECTOR AT 212 256 8118 OR [email protected]
TH E P OWER O F CO NTENT
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