MADRID: American designer brand Tommy Hilfiger made headlines for its instantly shoppable collections beginning last year; the impressive results suggest it has tapped into a public desire for immediacy.
This is according to Chief Brand Officer, Avery Baker, speaking at World Retail Congress in Madrid, where she revealed that the instantly shoppable collections had resulted in a 64% increase in US sales. (For more, read WARC’s report: How Tommy Hilfiger chose consumers over fashionistas.)
In February 2016, the company announced that it would be shifting away from a fashionista’s calendar of around 18 months from design to shop floor. The new model was designed around the consumer with a new See-Now/Buy-Now format for its catwalk shows, powered by the Snap:Shop app, she told a Cannes Lions audience last year.
Originally a wholesaler, the brand has recently adapted its view of its customers, which were traditionally retailers, in order to focus on its end consumers.
In part, she explained, the exercise was a challenge resulting from a simple outlook, developed over a period of soul-searching: “we will deliver outstanding product and we will adapt relentlessly to change,” while keeping its consumers at the centre.
This shift is evidenced by a change in the brand’s retail strategy. Now that the experience is designed to go to the consumer on whatever platform and in whichever locale they may be, stores are adapting.
Flagship stores, Baker explained, are generally getting smaller as a reaction to a growing trend of urbanisation, with a greater focus on hospitality.
At the level of the shop floor, the brand has also recognised the distinction between purchasing and shopping. It is difficult to deny that e-commerce has fundamentally disrupted the former, but physical experiences continue to dominate the latter.
As a result, Tommy Hilfiger’s new stores are about hospitality, about the experience of the brand and its physical and digital assets and service, rather than a warehouse with every single product in every single size. Now, she explained, flagships contain curated product lines.
This is according to Chief Brand Officer, Avery Baker, speaking at World Retail Congress in Madrid, where she revealed that the instantly shoppable collections had resulted in a 64% increase in US sales. (For more, read WARC’s report: How Tommy Hilfiger chose consumers over fashionistas.)
In February 2016, the company announced that it would be shifting away from a fashionista’s calendar of around 18 months from design to shop floor. The new model was designed around the consumer with a new See-Now/Buy-Now format for its catwalk shows, powered by the Snap:Shop app, she told a Cannes Lions audience last year.
Originally a wholesaler, the brand has recently adapted its view of its customers, which were traditionally retailers, in order to focus on its end consumers.
In part, she explained, the exercise was a challenge resulting from a simple outlook, developed over a period of soul-searching: “we will deliver outstanding product and we will adapt relentlessly to change,” while keeping its consumers at the centre.
This shift is evidenced by a change in the brand’s retail strategy. Now that the experience is designed to go to the consumer on whatever platform and in whichever locale they may be, stores are adapting.
Flagship stores, Baker explained, are generally getting smaller as a reaction to a growing trend of urbanisation, with a greater focus on hospitality.
At the level of the shop floor, the brand has also recognised the distinction between purchasing and shopping. It is difficult to deny that e-commerce has fundamentally disrupted the former, but physical experiences continue to dominate the latter.
As a result, Tommy Hilfiger’s new stores are about hospitality, about the experience of the brand and its physical and digital assets and service, rather than a warehouse with every single product in every single size. Now, she explained, flagships contain curated product lines.
Sourced from WARC
