Leviat’s Post

Before I share a new partnership update, have you ever wondered how at Frasers Group we continue to grow and elevate the business? 👇 1. Goals 🎯 In a fast-paced and ever-evolving industry, staying focused on our objectives is essential. We are committed to our Elevation Strategy, with a clear focus on what we aim to achieve. We have absolute clarity on key objectives and KPIs that ladder up to our overall goal. We're making significant headway in our international expansion, and below is an example of our commitment to just that. 2. Collaboration 🤝 There's an unknown quote "Team divides the task and multiplies the success". We continue to work with industry leaders and our criteria for collaboration is that they match our commitment and growth ambitions, whilst unlocking new opportunities within their field of expertise. Today I'm pleased to announce our new collaboration with Hudson Holdings Ltd leveraging our mutual strengths in this partnership to align with our growth ambitions and further strengthen Frasers’ international footprint. 🌎 🚀🚀

In today’s fast-paced world, trust and strategic partnerships have never been more important for driving business success. Nike is focusing on rebuilding trust with its customers, partners, and stakeholders to regain market share and brand loyalty but is it too late?!? This approach underscores a key lesson for all of us in strategic partnerships: collaboration rooted in trust creates long-term value. Whether navigating challenges or scaling new heights, the strength of our relationships can be the difference between resilience and stagnation.

Internationalization is essential – but it’s not easy 🌍 When we started expanding stylink internationally four and a half years ago, our goal was clear: diversification. Moving beyond our home market in Germany and the DACH region, we wanted to tap into new revenue potential and reduce the risks tied to dependency on a single market. The timing was perfect – during the pandemic, when eCommerce was booming. This momentum enabled us to successfully launch in new markets, and we developed a “blueprint” approach. While not everything could be copied exactly, having a service instead of physical products gave us a major advantage. Without the need for logistics or warehousing, international expansion became significantly more scalable. The European Union further simplified our journey. Although regulations vary slightly across countries, there’s a strong alignment in rights and responsibilities. This allowed us to seamlessly establish stylink in multiple regions, always moving to the markets with the highest potential. Our strategy remains the same: continue to explore promising regions, reduce risk, and maximize revenue opportunities. Each new market is a step closer to building a truly global brand. What’s your approach to navigating international expansion? #internationalgrowth #ecommerce #businessexpansion

I have found over my many years in retail as well as a former employee of Levi's that there is a distinct difference in the culture of retailers and suppliers. And we all know that "culture eats strategy for lunch. For an iconic brand like LS&Co. to once again try their hand at retail will be a massive undertaking and cannot be lead with proverbial "rose colored glasses". IMHO retailers can and do think vertically, however, this is not the same for many Manufacturers. Their organizations are just too hard wired in sourcing, quality suppliers and wholesale distribution. I wish LS&Co. tremendous success in this endeavor, however, if they do not flood their entire organization, with retail experts, and commit to serious change management at all execution layers they will struggle, once again, to reach the end consumer.

Hello LinkedIn Network! 👋 Caught an interesting article in the #WSJ about Levi Strauss's latest chapter on their D2C journey. Levi's isn't just stitching up jeans: they're crafting customer relationships with nearly half of their sales now coming directly from consumers. 👏🏻 It's not just about the classic denim anymore; it's about weaving a direct narrative with the people who wear them. And while their D2C slice of the pie is impressive, let's button down what truly matters: This pivot isn't solely about sales figures or sidestepping traditional distribution channels. It’s about nurturing those essential direct relationships and gleaning insights straight from the source – the customers. Yes, distribution channels are manifold, and D2C is one thread in the mix. However, it's a thread that's spinning the wheel of transformation, accelerating brands towards more intimate and insightful consumer connections. So, as we watch Levi’s tailor their approach, let's ask ourselves: How are we fitting D2C into our own patterns of growth? As for Levi’s, the fit seems just right. 🧵✂️ Check out the linked article and leave a comment with your own thoughts. #DirectToConsumer #BrandStrategy #RetailInnovation #CustomerEngagement

Both brand reputation and brand recognition are crucial for business success, regardless of your industry. In recruitment, reputation is particularly vital. A strong reputation builds trust, which is essential for attracting clients and candidates. Without it, you risk a loss in engagement, fewer opportunities, and ultimately, a negative impact on your revenue. 📉 Building a strong reputation requires significant time, dedication, and hard work. Brand recognition also plays a key role. Distinctive elements like Coca-Cola’s iconic red or Nike’s memorable "Just Do It!" slogan make a brand instantly recognizable. Take the Hawkstone's beer for example. Having such strong brand recognition after only being on the market for a couple of years due to where (and who) it has come from. Meaning they can sell it for the eye-watering price of £6 a pint!! 😲 While both brand recognition and brand reputation are essential, which do you believe holds more weight in the success of a business? #brandrecognition #brandreputation #theONEgroup

Outsourcing plays a pivotal role in modern business strategies, offering a plethora of benefits for international companies. By delegating certain tasks or operations to external specialists or firms, businesses can streamline processes, reduce overhead costs, and access specialized expertise not available in-house. One notable example is Nike Inc., a global leader in athletic footwear and apparel. Nike extensively outsources its manufacturing operations to countries like China, Vietnam, and Indonesia, allowing the company to leverage cost-effective labor and production facilities while maintaining its competitive edge in the market. This strategic outsourcing approach has been instrumental in Nike's ability to scale its operations globally and meet the evolving demands of consumers. Nike's Inc. Annual Report https://lnkd.in/d5e4VhpR Nike's Manufacturing Map https://lnkd.in/dTVhgv6m

Building a brand that lasts 100 years requires constant adaptation to cultural shifts, technological advancements, and changing consumer expectations. Successful #brands like Abercrombie & Fitch and Gucci have stayed relevant by evolving their values, reimagining their distinctive assets, and embracing strategic collaborations. So the question is what's the key to making a #brand lasts for a century? Read here- https://lnkd.in/gGxmKdNp #BrandStrategy #Marketing #DigitalTransformation SocialChain

Of all the “small big brands” I think Saucony has the most untapped potential. Not only does it have a long history in running and a great archive of originals, but they also an unspoiled history. They have a huge roster of franchise shoes/brands (Kinvara, Ride, Glide, Triumph, Jazz, etc.) While over the years other great run brands went in other directions away from run (Reebok) or too far into fashion (Puma) Saucony has all the authenticity and consistent past to be in a good spot with runners. Saucony has one of the best race shoes in recent memory that doesn’t have a swoosh on it (Endorphin Elite). They have excellent knowledge of materials and engineering (one of the first brands with beaded Pebax). They have a good understanding of fit and a good reputation for quality. All key for runners. In my opinion, Saucony could just use a stronger design direction and product narrative. There’s a lot of great Saucony shoes and the brand is focused on making running “accessible” but what can I point to, on product that says this? If I was at Saucony, I would be asking “How can we ensure differentiation from competitors’ product that speaks for itself on the shelf?” 100% Saucony could be the next New Balance

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