Marika is a member of the Global Retail, Apparel & Luxury Goods Practice. “When they buy something from your brand,” says Thierry Andretta, CEO of Mulberry, “customers don't care if it’s being delivered or purchased in-store. 2. See Marco Gobbetti's compensation, career history, education, & memberships. He also knows when to pull back out. The pandemic has now magnified the importance of digital with McKinsey and The Business of Fashion's report, "The State of Fashion 2020 Coronavirus Update" reports, “Social distancing has highlighted the importance of digital channels more than ever and lockdowns have elevated digital as an urgent priority across the entire value chain but, unless companies scale up and strengthen their digital capabilities in the recovery phase of the crisis, they will suffer in the longer term. Analytics must be tempered with human vision, particularly when it comes to designing luxury products and the corresponding customer journey. They are fluent in digital and technology for what they can enable: more personal connection among teams, with customers and the ability to react fast. Brands are using digital technologies in product design, warehouse management, supply chain and product authentication, and are analyzing customer and sales data to develop collections and to structure the assortment of the stores in a more informed and intelligent way. There has been lots of work looking at styles of leadership. The US Election: What’s at Stake for Fashion? Marco Gobbetti, CEO of Burberry Group, explains, “We don’t think it is about making the in-store experience more technological, but rather it’s about using the store to continue the journey that starts online — and creating experiences and information that is a continuation of the social journey to build strong engagement with customers.”. Courtney is a consultant in Spencer Stuart's New York office and is a member of the firm's global Consumer and Retail, Apparel & Luxury Goods practices. Duffy says, “We get great in-store conversion from people who’ve clicked on our ads and we’re able to accurately quantify the return on advertising spend.”. To maximize your visibility, we encourage you to register with both Spencer Stuart and BlueSteps. Bryanboy: How Fashion’s Original Influencer Became a TikTok Star, How the LVMH & Tiffany Deal Will Reshape Luxury, How to Build Wholesale Relationships Without Getting Squeezed. Soon after Mr Gobbetti started in … Thank you for joining us today for Burberry's Preliminary Results presentation. Bailey got a 75% pay cut last month, because of the poor results. “Sustainability has to become part of the DNA, and not, ‘okay now I'll show you the sustainable part of our operations or collection.’ It has to be one,” said Langer, of Hugo Boss. MARCO GOBBETTI (61) Chief Executive Officer. It has impact on consumers, the communities we operate in and even on our recruiting process.” Recently, Bizzarri launched CEO Carbon Neutral Challenge, which challenges other industry leaders to take even greater steps toward reducing their industry’s impact on the environment. And above all, they’re devoted to quality in everything they do. Carol Fairweather, Burberry's current chief financial officer has decided to step down after 10 years in the role to pursue new opportunities. As I wrote yesterday, today I want to make some observations on Marco’s self presentation and also his ability to use a range of style’s of leadership. Christopher Bailey will become president and chief creative officer. “We have been working on this topic for many years now,” confirmed Bizzarri. CEOs who create a collaborative and agile culture are best equipped to develop innovative solutions to new problems and to instill a deep sense of brand loyalty in customers. Antonio recruits senior executives across functions for consumer-driven companies and leads the Financial Officer Practice in Europe. You can immediately see results and change strategy.”, Every part of the business must adopt a digital mindset and foster a cohesive culture and organizational model that supports transformation. Granting a certain level of autonomy lower down the chain and allowing people throughout the organization to make decisions — as well as mistakes — creates conditions for greater innovation and better connects teams. Keep abreast of significant corporate, financial and political developments around the world. In this challenging and uncertain environment, with significant operating restrictions and heavily reduced international travel, the luxury industry faces an uphill battle to generate revenues from physical stores as they reopen. Burberry’s financial performance slumped, with pre-tax profits down 10 per cent in 2015 and a further 5 per cent in 2016. Whereas a decade ago, “digital” might have been the job of the information technology (IT) function or an isolated digital team, today leaders at the top must embrace digital, make it a priority and model that mission for the organization. "The first issue to be tackled was to eliminate the joint role. In July 2016, Burberry announced that Marco Gobbetti of French fashion label Céline would take over the CEO role, with Mr Bailey keeping the title of president and refocusing on his creative director role.

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