2020.11.06
INDUSTRY NEWS - 2020.11.06
1、不再飆速度 ZARA終於“慢”下來開了家亞洲最大店！
年初宣佈在全球大規模閉店的Inditex集團，旗下核心品牌ZARA（需求面積：1000-2500平方米； 代表專案：昆明愛琴海購物公園，深圳海岸城等）近日在北京王府井步行街開出一家樓高四層的臨街店鋪。這不僅是ZARA在亞洲的最大旗艦店，也是融合Inditex集團全新經營理念的門店。
疫情重擊下，“關店潮”悄然而至，甚至連ZARA這樣的快時尚巨頭也不能倖免，為什麼Ta卻選擇這個時候在中國市場獨闢蹊徑開出大店？這家旗艦店有何亮點，其背後是Inditex集團怎樣的戰略考慮，對中國市場有著怎樣的預判？
更像一家買手集合店
擺脫快時尚店的雜亂感
區別以往選址在購物中心的黃金位置，ZARA此次看中了北京王府井步行街上的獨棟建築，美特斯邦威、海瀾之家也曾在此開設過旗艦店。
ZARA這家旗艦店總面積超過3500平方米，其空間摒棄了之前門店常用的黑白主色調，主打米色、原木色以及綠色，衣架、試衣間、結帳台、LED螢幕等都以圓形或流暢柔和的線形去呈現，店內的單品沒有大量集中在一起，而是根據不同的品類和風格被劃分在一個個獨立的區域。而門店各個角落則展陳了清華大學美術學生師生所創作的多個系列的藝術品，這是清華大學美術學院與ZARA品牌藝術合作項目。
總體而言，ZARA這家旗艦店整體更強調現代感和通透感，擺脫了快時尚品牌的廉價感之餘，逛店也不會有以前那樣的擁擠感。
據悉，該旗艦店一至三層是女裝區域。同時也是一個陳列新品的展廳，以及獨家的化妝品及鞋履專區，配備有互動式產品展示觸控式螢幕。
這個區域不僅陳列各種個性化服飾，還擁有不少限量產品和首發產品，根據店員介紹，該門店不少系列的產品是限量的、獨有的，其他購物中心門店不會進行售賣。如ZARA X 祖馬瓏的聯名香水、ZARA的painting系列。
此外，店內二層也首次為ZARA HOME系列開闢了專區，提供ZARA HOME最新香氛系列的體驗及線上購買服務。顧客在此還能享受定制服務，購買指定款式的襯衫和包包，就能通過機器繡上自己的名字。
四層則是男裝和童裝區。其中，童裝區域裡不僅有多款服飾供家長和小朋友選擇，還設有供小朋友玩耍的圓桌、貼紙、彩鉛。
ZARA店員則對外表示，日後該店模式將會向外輸出，在其餘新門店進行複製。
認準線上數位化
推高科技購物體驗
不僅僅在空間上作出調整，這家旗艦店還是Inditex集團新零售科技的集合體。
在交易上，ZARA這家旗艦店設有“線上訂購”專區，顧客可以在實體店完成線上下單。而通過Inditex集團最新投資的庫存整合管理技術，顧客也可以線上上平臺下單，再於線下門店取貨，或讓線下門店直接發貨，使門店成為一個小型的時裝物流平臺。
除了線上線下融合之外，ZARA一直深耕品牌數位化，而這家旗艦店也在零售科技方面加碼：專門設置8個LED曲線螢幕，顧客只需要輕點電子螢幕就能獲取關於該商品的全部資訊，再點擊“發送試穿需求”，樓下的倉庫工作人員第一時間便收到資訊，將商品送至顧客等候處。不僅如此，電子螢幕還與ZARA線上官方網店直接連通，可以辦理線上查詢和線上下單等業務。
而在三層的自助結算區，顧客將所購的商品放進特定的購物筐，系統便通過衣服鎖扣上的晶片讀取商品資訊，並進行匯總結算，顧客只需要在螢幕上確認商品資訊完成支付即可。
甚至連試衣間也被科技化了，每個試衣間頂端均有數位編碼。當顧客進入試衣間時，外部螢幕便顯示綠色，顧客和工作人員在試衣間排隊處就可以看到是否有空置試衣間，由此判斷等待時間。同時，試衣間位於三層和四層區域，ZARA店員表示，這樣的排列設計是為了讓消費者能夠每層都看過之後再試穿和選購商品。
從技術層面看，ZARA王府井旗艦店可被看作Inditex集團轉型新零售的重要一步。
遭遇“更快”挑戰
開大店看似“不務實”，實為趨勢
在快時尚領域，開店、閉店乃為“老生常談”。不過，近年來，快時尚品牌們在中國有著一股“撤退潮”，比如Forever21、NEW LOOK等。
而在今年9月，Inditex集團公佈其半年財報。財報顯示，今年上半年淨虧損1.95億歐元(約合人民幣15億元)；同時，Inditex集團也加入了關店潮，其在第一季度財報中透露，計畫關閉1000至1200家門店，關閉門店主要集中在亞洲和歐洲地區。
Inditex集團官方表示，計畫主要關閉規模較小的門店，會影響到旗下ZARA、Massimo Dutti、PULL&BEAR等多個品牌。以ZARA為例，旗下大多數門店都是千篇一律的標準店，無論是新品，還是促銷產品都擠在一個空間，而且由於其“快”屬性，貨物的快節奏流通，導致其不少門店佈置略顯淩亂。
為什麼ZARA在此時選擇在中國開出“大店”，而其集團卻在全球不斷關閉“小店”？
一般而言，每登陸一個新市場，ZARA都會先在大城市中心區域的最繁華路段開店，然後再把觸角伸向較小的市鎮，在不做任何廣告的情況下讓品牌影響力輻射全國。這是Inditex創始人Amancio Ortega“油污模式”，這猶如一滴油在織物表面慢慢延展的過程。而ZARA來華之後，一直是不少購物中心的主力店。在疫情期間，ZARA在奢侈大牌林立王府井開出這樣的店，也符合其拓店邏輯。
不過，在今年，ZARA一直引以為傲的“速度快、選擇多、量少且時髦”的標籤被打破。一方面，國潮崛起，消費者的審美不斷被培養、重塑，快時尚的品質、款式問題越來越受到詬病；另一方面，淘系（天貓、淘寶）女裝其強大供應鏈及高度資料化能與之抗衡。也就是說，消費者用低於在ZARA門店購物的價格，就能買到比ZARA更潮、更新的產品。
這也進一步讓ZARA與購物中心相互成就的光景不再。因為佔據購物中心的最佳位置，卻沒有預期的獲客量。再加上，如今的商業項目更為青睞個性化的體驗型業態，快時尚品牌的標準店型正逐漸失去吸引力。
顯然，ZARA在此時開設旗艦店雖然有點“不務實”，卻是有意為之的事情。面對快時尚中國市場劇變的狀況，在租金不菲的王府井開出這樣一家大店，ZARA所看重的並不是坪效，而是希望打破快時尚門店給人的刻板印象，旨在提供不同於傳統門店的購物體驗。其門店形象更像一家奢侈品店，空間更為靈活、寬敞，其商品擺放作出適當的“留白”處理，“速度”不再是品牌所追求的首位。
此外，ZARA所關閉的門店，都是那些地理位置不具優勢的小型門店，它們在銷售額和影響力方面貢獻不大，而且也無法給予顧客新的購物體驗。
總結：
關於ZARA未來門店的調整，Inditex中國公關部相關負責人曾對媒體透露，Inditex計畫全球總門店數保持在6700至6900家面積更大，更高品質的店鋪，其中包括450家新店，這些新店配備了最先進的整合技術。與此同時，Inditex計畫將對中國市場的一些年輕品牌加強線上平臺的投入和發展，例如Bershka、PULL&BEAR和Stradivarius。
與此同時，加碼線上的佈局，也成為Inditex集團未來發展大方向。Inditex中國公關部相關負責人也對外表示，Inditex將加速和擴大全球市場的高科技數位元化轉型戰略，將投入10億歐元用於支持線上平臺業務，並投入17億歐元用於升級整合的店鋪平臺，預計線上銷售的占比將從2019年14%上升到2022年的25%。
看來，ZARA在王府井開出亞洲最大旗艦店，一則是為品牌文化提升作出“慢”轉型，有著形象展示和示範效應作用；二則其以其快時尚定位不高的價格，以特別的門店體驗為消費者所提供不再是單一的消費，性價比相對于同行高出一大截，這也為ZARA未來拓店提供了樣本模式。
不過，國內服飾零售產業風雲變幻，未來，ZARA會否因其改革扳回一局，還是被取代？我們只能拭目以待……
資料來源：贏商網 (2020年10月7日)
2、孟加拉成衣業露曙光
作為孟加拉經濟支柱的成衣業，因疫情流失的訂單逐漸回籠，加上海外匯款有增加之勢，為孟國經濟復甦帶來好兆頭。
今春新冠疫情席捲全球之下，堪稱孟加拉經濟命脈的成衣業，因歐美市場關店防疫，遭逢訂單雪崩式流失的打擊。不過孟國成衣製造業表示，美國等主要市場的訂單能見度已到耶誕節，這也讓孟國經濟看到復甦曙光。
另一個好消息是，孟加拉海外勞工匯回國的錢也見增加，有助紓解春季防疫封城帶來的經濟壓力。
亞洲開發銀行（ADB）9月報告指出，孟加拉有此經濟回春徵兆令人振奮。倘若目前的復甦態勢能持續下去，該行預測，孟國本財年（截至明年6月底）GDP可望年成長6.8％。
400萬勞工受疫情影響
此經濟展望與4～5月相比樂觀多了，那段期間國際服飾品牌大砍代工訂單，孟加拉成衣業損失超過30億美元，400萬勞工及數千家工廠的生計大受影響。
孟加拉成衣製造商暨出口商協會（BGMEA）會長哈克（Rubana Huq）表示：「現在我們可以這麼說，相較3～5月，成衣業已能重拾向上成長軌跡。西方經濟漸漸有起色之下，我們就能順利請買家重回談判桌，這就是之前取消的31.8億美元訂單已恢復八、九成的緣故。」
孟加拉7月出口額增加0.6％達39億美元，4月出口暴跌83％僅剩5.2億美元。根據孟國出口促進局（EPB）資料，8月出口年增4.3％至29.6億美元，主要就是靠成衣輸出拉抬，7、8月成衣外銷總額57億美元。
達卡智庫政策研究所（Policy Research Institute）執行董事曼蘇爾（Ahsan H. Mansur）指出：「成衣業已見回溫，我們的農業收成豐碩，海外匯款也進來了，這些全是經濟的好兆頭。復甦態勢顯而易見，但挑戰也在，復甦速度端看未來幾個月西方疫情如何發展。」
亞洲開發銀行主管帕克什（Manmohan Parkash）表示，孟加拉政府危機處理得宜，多虧了他們祭出適切的振興經濟計劃及社會保護措施。他說：「孟國的出口和海外匯款增加我們備受鼓舞，期盼經濟能持續復甦，達到預定的成長率目標。」
成衣業占孟國出口八成
孟加拉是全球僅次於中國的第二大成衣出口國，成衣業是孟國主要的出口收入來源。根據BGMEA提供的資料，2019～2020財年孟加拉總出口額336.7億美元，成衣業就貢獻其中的83％。
孟國有超過4,600家成衣工廠製作襯衫、T恤、夾克、毛衣、褲子等，做好的服飾主要外銷到歐洲、美國及加拿大，但新冠疫情擴散全球後，歐美服飾大廠紛紛取消訂單，連已進入生產階段的都難倖免。
BGMEA估計，疫情下1,150家成衣廠首當其衝，價值31.8億美元的訂單泡湯。相較2019年同期，孟加拉今年3月到6月損失49億美元的成衣代工訂單。
成衣廠無訂單可接，成千上萬的工人因此飯碗不保。22歲的穆蘇米（Mousumi）今年1月好不容易找到成衣廠的工作，沒多久就遇上疫情，她賺取每月1萬孟加拉幣（約台幣3,375元）的微薄薪資直到3月。
3月孟國政府為防疫情蔓延強迫工廠停工，4月工廠雖局部復工，穆蘇米仍處於待命狀態長達三個月，8月1日被正式解雇。穆蘇米說：「他們千篇一律的說詞是，因為新冠疫情只好裁員。」
資料來源：www.chinatimes.com (2020年11月1日)
3、十四五撑京滬大灣區 建科創中心 立足國內大循環 吸全球資源要素
新華社昨天授權發布五中全會通過的《中共中央關於制定國民經濟和社會發展第十四個五年規劃和2035年遠景目標的建議》（簡稱建議）。《建議》提到，布局建設綜合性國家科學中心和區域性創新高地，支持北京、上海、粵港澳大灣區形成國際科技創新中心。
《建議》還包括「立足國內大循環，發揮比較優勢，協同推進強大國內市場和貿易強國建設，以國內大循環吸引全球資源要素」。
《建議》共60條。其中最受外界關注的部分是「創新驅動發展，塑造發展新優勢」和「形成強大國內市場，構建新發展格局」。
大企業引領 人才政策更開放
《建議》指出，堅持創新在中國現代化建設全局中的核心地位，把科技自立自強作為國家發展的戰略支撑，加快建設科技強國。
未來將瞄準人工智能、量子信息、集成電路、生命健康、腦科學、生物育種、空天科技、深地深海等前沿領域，實施一批具有前瞻性、戰略性的國家重大科技項目。推進國家實驗室建設，重組國家重點實驗室體系。布局建設綜合性國家科學中心和區域性創新高地，支持北京、上海、粵港澳大灣區形成國際科技創新中心。
發揮大企業引領支撑作用，支持創新型中小微企業成長為創新重要發源地，加強共性技術平台建設，推動產業鏈上中下游、大中小企業融通創新。同時，實行更加開放的人才政策，構築集聚國內外優秀人才的科研創新高地。
全面促消費 完善節假日制度
《建議》還指出：「形成強大國內市場，構建新發展格局」。堅持擴大內需這個戰略基點，暢通國內大循環。
要立足國內大循環，發揮比較優勢，協同推進強大國內市場和貿易強國建設，以國內大循環吸引全球資源要素，充分利用國內國際兩個市場兩種資源，積極促進內需和外需、進口和出口、引進外資和對外投資協調發展，促進國際收支基本平衡。
此外，要全面促進消費。增強消費對經濟發展的基礎性作用，順應消費升級趨勢，提升傳統消費，培育新型消費，適當增加公共消費。完善節假日制度，落實帶薪休假制度，擴大節假日消費。培育國際消費中心城市。
習：2035年經濟總量翻一番 完全有可能
新華社昨天還發布了，中共總書記習近平關於《中共中央關於制定國民經濟和社會發展第十四個五年規劃和2035年遠景目標的建議》（簡稱《建議》）的說明。
冀達現行高收入國家標準
習近平表示，關於十四五和到2035年經濟發展目標，文件起草組經過認真研究和測算，認為從經濟發展能力和條件看，國家經濟有希望、有潛力保持長期平穩發展，到十四五末達到現行的高收入國家標準、到2035年實現經濟總量或人均收入翻一番，是完全有可能的。
同時，考慮到未來一個時期外部環境中不穩定不確定因素較多，存在不少可能衝擊國內經濟發展的風險隱患，新冠肺炎疫情全球大流行影響深遠，世界經濟可能持續低迷，中長期規劃目標要更加注重經濟結構優化，把工作重點放在提高發展質量和效益上。
優化經濟結構 提高質量效益
關於構建以國內大循環為主體、國內國際雙循環相互促進的新發展格局。習近平說，改革開放以來特別是加入世貿組織後，國家加入國際大循環，市場和資源兩頭在外，形成世界工廠發展模式，對國家快速提升經濟實力、改善人民生活發揮了重要作用。
習表示，近幾年隨着全球政治經濟環境變化，逆全球化趨勢加劇，有的國家大搞單邊主義、保護主義，傳統國際循環明顯弱化；在這種情況下，必須把發展立足點放在國內，更多依靠國內市場實現經濟發展。
資料來源：香港經濟日報 (2020年11月4日)
4、粵港合作57重點 推深圳灣全日通關 推進港機場東莞港聯手 建疫情聯防機制
【明報專訊】特首林鄭月娥昨日以交換文本方式，與廣東省長馬興瑞簽署落實《粵港合作框架協議》2020年重點工作，涉八大主要範疇合共57項措施，包括推動落實深圳灣口岸24小時通關、推進香港國際機場與東莞港合作等。受新冠疫情持續影響，今次協議亦提到兩地建立疫情聯防聯控工作機制，要在信息通報、防控舉措、口岸對接等方面及時溝通。
政府：便利居民交流 推進合作
協議未提落實時間表具體安排
政府發言人表示，《協議》目的是進一步便利粵港居民交流、改善兩地居民生活質素、推進創新及科技發展、加強不同產業合作，稱特區會盡快與廣東省政府合作落實各項措施，積極推進粵港澳大灣區建設。
今年的協議涉57項措施，較去年74項措施少，其中5項便利兩地通關及物流業的措施，包括推動落實深圳灣口岸24小時通關、加快改造皇崗口岸、爭取中央支持推進珠三角空域結構改善工作；協議亦提及兩地會研究完善港珠澳大橋跨境車輛通行政策及出入境政策，以及推進香港國際機場與東莞港的深度合作，聯合打造國際空港中心。協議未提及落實時間表及具體安排。
針對新冠疫情持續，今年協議特別提到兩地要建立健全疫情聯防聯控工作機制，在信息通報、防控舉措、口岸對接等方面及時溝通，加強工作協調和對接，並要做好緊急醫學救援、跨境醫療轉診等突發公共衛生事件的聯合應急處置方案。
完善北上購房入學 加強專業界合作
另外，協議繼續提出多項便利港人北上工作及生活措施，包括落實改善港人在粵購房政策，簡化港人購房流程，完善購房貸款政策，享有與廣東本地居民的同等待遇，以及完善港人子女義務教育入學、考試等政策；而未就業的港人，只要符合條件，亦能參加城鄉居民養老保險，享受相應待遇和財政補貼。協議並提到會加強粵港企業及兩地專業界別合作，包括推動旅遊、醫療衛生、建築等專業領域認可香港專業資格；而合資格本港法律執業者若通過特定考試後，可從事一定範圍的內地法律事務。
在協議公布前，林鄭月娥昨午與主要商會及部分專業團體舉行視像會議，就本港參與大灣區建設交流意見。林太下周會上京與中央商討惠港措施。
貨運界盼加強深圳灣口岸配套
有政界人士分析，未來深圳灣口岸是跨境貨運「西進西出」的主要通道，因此將很快落實24小時通關。他說未來粵港合作、深港合作必定放在特區政府最顯著位置，大灣區合作發展，雙方合作最突出是科技創新和專業服務，兩者都需要人才交流，所以兩地通關便利至為重要。
香港付貨人委員會執行總幹事何立基表示，歡迎政府與東莞港打造國際空港中心，認為可吸引貨源到港轉運，又稱為配合內地就跨境貨運「東進東出，西進西出」的規劃，深圳灣口岸24小時通關及淘汰皇崗口岸已屬預期之內，但若作為貨運通道，深圳灣口岸在報關、檢驗、銀行設施等配套上未完善，期望未來能加強配套，改善人流及車流通關安排。目前，深圳灣口岸在午夜12時收關，而落馬洲皇崗及港珠澳大橋是全日通關。
郭家麒質疑疫情聯防「一廂情願」
公民黨立法會議員郭家麒認為，現時內地與本港防疫手法不同，不是處於同一標準，特別是內地現仍規定港人入境須強制檢疫14天，但香港卻計劃放寬在內地港人回港毋須強制檢疫14天。他說，在口岸預防新冠疫情上，主導權在中央，內地視防範疫情進入極為緊張，已如同國家安全議題，質疑內地難與本港作疫情聯防，兩地要建立疫情聯防機制猶如「林鄭月娥一廂情願」。
研擴大港人遙距內地銀行開戶 移動支付工具粵港通用
【明報專訊】港府昨日與廣東省簽署落實《粵港合作框架協議》2020年重點工作，在粵港兩地金融業合作範疇上，提出要完善粵港金融合作機制，共同貫徹落實《關於金融支持粵港澳大灣區建設的意見》政策措施，推動粵港金融合作深度融入國家金融改革開放格局。
逐步擴大人民幣跨境使用範圍
具體措施方面，協議提出要積極爭取外匯管理改革創新，逐步擴大人民幣跨境使用規模和範圍，促進貿易和投融資便利化；支持符合條件的外資銀行、保險機構在珠三角九市設立經營機構。此外，兩地將研究擴大香港居民代理見證開立內地個人II、III類銀行帳戶的試點銀行範圍，改進相關開戶服務程序，推動遙距開戶。
協議亦提倡深化兩地金融科技合作，便利香港居民在粵使用移動電子支付工具作人民幣支付，推動移動支付工具在粵港兩地互通使用。
支持保險機構開發跨境產品
北上港車第三保擬內地有效
金融產品方面，粵港政府將支持兩地保險機構合作開發跨境醫療保險等創新產品，例如對經港珠澳大橋口岸進入廣東行駛的香港汽車，推動實施「等效先認」政策，將跨境車輛向香港保險公司投保責任範圍擴大到內地的第三者責任保險保單，視同投保內地機動車交通事故責任強制保險；同時研究在CEPA框架下設立香港保險服務中心，為在珠三角九市居住或工作、並持有香港保單的客戶提供售後服務。
另外，兩地將支持香港金融機構參與廣州綠色金融改革試驗區建設、支持符合條件的廣東省地方政府在香港發行綠色債券等。
人代：便利港人北上措施須能「落地」
【明報專訊】中共中央舉行五中全會後，中央財經委員會辦公室副主任韓文秀昨在記者會稱，建設大灣區要「完善便利港澳居民在內地發展的政策措施」，指支持港澳更好地融入國家發展大局，港澳就一定能夠保持長期繁榮穩定。有港區人大代表稱，現時內地提出不少政策及便利港人返內地建議，但政策必須「落地」及技術上能做到，舉例政策上港人目前可在內地開銀行戶口，但到銀行辦理時卻因技術問題未做到。
洪為民：內地有銀行拒港人開戶
港區人大代表洪為民說，兩地已落實一些利便港人到內地工作及生活的政策，但指「政策要落地、技術上要執行到」。他舉例，政策上港人目前已能在內地銀行開戶口，但根據其個人經歷，就算是認可的銀行，在內地個別分行也不受理，指這些繁瑣安排會窒礙年輕人返內地工作。他又舉例，港人的電子錢包未能兩地互通，在內地消費不便，這亦是技術問題。他說，在內地從事互聯網內容供應商（ICP）需要合資，期望內地能消除這些限制，讓港人從事業務時能享內地「市民待遇」。
港區人代陳曉峰說，有不少具體貼身的措施可以便利港人北上，如電話不用計算長途電話收費、推行「港人港稅」，即港人北上工作繳交香港同樣的稅額等。他說，市民北上也關注醫療問題，如港人在香港公立醫院的電子病歷，若在病人同意下可在內地互通，可方便在內地求醫。
陳曉峰倡推會計等專業北上方案
他說，政府早前提出香港法律界可北上考取「大灣區牌照」，在內地參與法律工作，其他專業界別如會計界等應有同類方案，在CEPA框架下增加港人北上發展機遇。
資料來源：明報 (2020年10月31日)
5、港啟動世貿機制 投訴美禁「香港製」 解決或以年計 邱騰華：廠商自行考慮如何合規
【明報專訊】美國於當地11月10日起要求供美的港產商品不可標示「香港製造」，須標為「中國製造」。商務及經濟發展局長邱騰華昨表示，港府正式按世界貿易組織爭端解決機制啟動程序，雙方需在60日內完成磋商，否則港方可要求世貿設立專家組審議。在世貿有裁決前，他稱美國規定仍會實施，着廠商自行考慮如何符合要求。貿發局經濟師解釋，美國僅要求更改產品包裝的標籤，商家可於報關時填來源地為香港，包裝上寫「中國製造」。
邱：交涉6周無滿意回覆
邱騰華昨表示，政府在過去6周就新規定與美方交涉，但美方無作出實質或令人滿意回覆，令人失望，有必要採取進一步行動。他說，是次為香港回歸後首次主動正式直接向另一個世貿成員國投訴，做法屬《基本法》賦予香港行使的權力，毋須中國幫助，但確信國家會支持。
倘商60天未解 專家組審議
邱騰華稱，按世貿程序，美方須在10日內回應香港提出磋商的要求，並在30日內磋商，若在60日內都未能解決爭端，港府可要求世貿爭端解決機構設專家組審議爭端，而專家組成立、召開會議及裁決，亦設上訴機制。
世貿解決爭端需時數以年計，中國於2018年4月就美國對價值逾2000億美元（即1.55萬億港元）的中國商品徵關稅，啟動世貿爭端解決機制，結果今年9月裁定美國未能提出合理原因，做法不符合世貿規定，美國於10月27日提出上訴。
在世貿有裁決前，邱騰華表示，若美國堅持，相關規定仍會實施，亦說部分香港出口到美國的貨品已經受影響，並說不同人會採取不同方式迴避，政府不建議香港廠家違反世貿的規定，出口商要自行考慮以何種方式符合各種要求，貿發局及個別商會都會與美方商討。
「邊指美違規邊要商家度掂」
鍾國斌批模稜兩可
自由黨黨魁鍾國斌批評邱說法模稜兩可，認為他邊指美國規定違反世貿規定，令商家認為不應就範，但如何入口美國市場就「自己度掂佢」，令出口商摸不着頭腦。他稱美國最初決定在9月實施新標籤，但後來延長至美國大選後，認為大選結果會影響規定，但仍難以評估。
貿發局：或要改營銷 包裝突顯港
貿發局研究部環球市場助理首席經濟師陳永健指出，在美國新規定只限於產品標籤，而世貿的規定則是針對報關來源地，故香港製造的商品到美國報關時，仍然要填寫來源地為「香港」，但在產品包裝上或要暫時改寫「中國製造」，做法主要影響強調「香港製造」的廠商，他們或要改營銷策略，在包裝設計上突顯香港元素。
就能否改寫「中國香港製造」，邱騰華稱港府曾向業界和美國海關提出此中間方案，但美方完全沒有採納建議。陳永健說，不知以此做法出口商品到美國是否穩妥，根據美國相關法規，如香港廠商繼續標示「香港製造」，若非有意並初犯，將判不多於10萬元美金或不多於1年監禁。
資料來源：明報 (2020年10月31日)
6、設計營商周 部分活動電視網上直播 推動創意思維 仍有實體環節社區舉行
疫情由年初爆發至今，營商環境更艱難及具挑戰。香港設計中心行政總裁利德裕博士認為，在現在的環境下，企業家更應着重「以人為本」的設計思維，與顧客連結。
利德裕認為，疫情已使日常生活步入新常態，面對經營壓力，他直言：「若企業沒有創意能量，將無法生存。」
香港設計中心主席嚴志明亦指，商界必須學會與新冠病毒共存，並與設計師緊密合作。他解釋，設計師的範疇並非僅限於產品設計，還有用戶體驗、介面設計等。他以「健康碼」為例，設計並非單指健康碼的外觀，而是整個體驗及流程。他相信，設計師的創意思維有助企業與顧客連結，從而加快從疫情大流行中恢復生意活動。
香港設計中心將於本月底舉行「設計營商周」，希望藉活動推廣創意思維，今年更特別加強「營商」元素。不過，本地疫情反覆，加上出入境限制措施仍然生效，今年活動大部分移師至網上舉行。
嚴志明解釋，去年受社會運動影響，取消設計營商周。而今年發生疫情，全球亦在適應新常態，啟發他們重新思考舉行展覽的方式。活動移師至網上，則沒有取消的必要；同時他相信，可提倡以設計思維應對挑戰的概念。
倡設計思維應對挑戰 增互動
今年活動更與ViuTV合作，當中的部分論壇、講座等活動，將會在電視及網上平台直播。雖然疫情改變活動舉行方式，但利德裕透露，此反而可觸及更多受眾與邀請海外講者，並可加強新鮮感。唯一需要考慮的是，隔空對談應如何加強與參加者的互動。利補充，有講者擬預先與登記參加者交流，望拉近距離。他們相信，雖然首次以網上模式舉行，但估計今年活動反應將較前年更正面。
同時，活動亦有部分實體環節仍會在社區舉行，例如PMQ、D2 Place等，希望可以提升公眾參與程度。
資料來源：香港經濟日報 (2020年11月4日)
7、Nike HQ Job Cuts Now Tally 700, Up From 500
Nike is upping job cuts across its Beaverton, Ore., headquarters from a previously disclosed 500 to approximately 700 as the company shifts priorities to a more direct-to-consumer focus that already began to pay dividends in the first quarter.
In July, when the athleticwear and footwear giant shuffled its executive team in its pivot to the Consumer Direct Acceleration (CDA) business model, it incurred expenses that were excepted to lead to a net loss of jobs across the company. One-time employee termination costs related to the anticipated cuts were approximately $200 million to $250 million, the company said.
“Reductions are not being done for cost savings,” Nike said in a statement upon reporting the initial job cuts. “Any savings will be reinvested into our priorities. We are committed to showing compassion and respect for our transitioning employees through thoughtful and robust severance practices, consistent with our company values, our legal obligations, the competitive marketplace and individual employee situations.”
The company didn’t reveal the number of jobs expected to be cut upon announcing the restructuring, but first indicated in a Worker Adjustment and Retraining Notification (WARN) notice to the Office of Workforce Investments at the Oregon Higher Education Coordinating Commission on July 30 that it planned to lay off “at least 500” workers at its headquarters starting Oct. 1. The workforce reduction also included 192 employees at two of the company’s closing childcare centers.
But in an updated notice posted on Nov. 2, Nike upped that number to approximately 700 job cuts, making the job titles and number affected in each category available to the agency upon request. The company said it expects to complete the staff reductions by Jan. 8.
Nike filed the notices in compliance with the WARN Act, which requires companies with 100 or more employees to notify affected workers 60 days prior to closures and layoffs. The Act is set up to help ensure advance notice in cases of qualified plant closings and mass layoffs.
At the center of the layoffs remains the CDA initiative, which includes Nike’s lofty goal to make digital 50 percent of its overall sales. The initiative will require significant capital investments on its own, as it also includes plans to open 150 to 200 smaller format “mono-brand stores” across North America and the EMEA region designed to “integrate online-to-offline capabilities,” according to CEO John Donahoe. Donahoe hinted during the company’s fourth-quarter earnings call in July that Nike is looking to use the stores to capture more of the women’s apparel market.
The direct-to-consumer model is looking very favorable compared to its wholesale business, which struggled during the Covid-19 pandemic. While Nike’s first quarter was a great bounce back for the company, with total income surpassing $1.5 billion and the direct business seeing a 13 percent increase in sales, it was largely offset by declines in wholesale.
In the September first quarter earnings call, chief financial officer Matthew Friend referred to “high single-digit growth in differentiated wholesale, offset by a decline of over 20 percent in undifferentiated wholesale.” Friend noted later in the call that within 90 to 120 days, Nike was in the process of exiting this undefined, “undifferentiated” wholesale distribution.
Although Nike has never specifically confirmed this, an August report from Susquehanna Financial Group analyst Sam Poser indicated that Nike is in the process of pulling back from as many as nine wholesale accounts, including Belk, Zappos, Dillard’s and Fred Meyer among other retailers. Nike products, as of now, still appear on these retailers’ websites.
From a brand perspective, the added layoffs come at a time when Nike is aiming to simplify its men’s, women’s and kids categories, with the goal to drive even greater specialization through performance sport and sport lifestyle.
There is no indication that any of the cuts will impact workers at retail stores, distribution centers and manufacturing facilities. The affected employees are not represented by a labor organization and will be provided notice directly, Nike said in the WARN notice.
Bumping rights, which refer to a contractual privilege granted when a more senior employee is allowed to replace a less senior employee in the event that their job is eliminated, are not available for the affected workers.
According to Nike’s most recent annual report on May 31, the company prior to the layoffs had 12,800 employees in its headquarters and 74,700 worldwide.
Nike last announced major layoffs in 2017, cutting approximately 1,400 jobs worldwide, or approximately 2 percent of its workforce.
Source: www.sourcingjournal.com (3 Nov 2020)
8、John Lewis to Cut 1,500 Jobs as Clarks Secures Investor
On the eve of a second national lockdown in the U.K., businesses are moving ahead with plans to secure their future.
Parliament is set to vote on Wednesday on a new lockdown measure that would temporarily shutter all nonessential retailers until at least Dec. 2. A shutdown would come at a time when fashion retailers are expected to hit their prime selling season on hopes of recouping months of saled derailed by Covid-19.
Data analytics firm Springboard has already revised its original Christmas foot traffic forecast for the period from Nov. 22 to Dec. 26. Given the anticipated new lockdown starting on Thursday, Springboard is predicting that foot traffic could be down 62 percent, versus its initial estimate of down 32.7 percent. High streets could be hit the hardest with a decline of 87.3 percent, the data firm said on Monday.
John Lewis Partnership
Department store chain John Lewis said it is beginning the next phase of its five-year plan to return to profitability by 2025, an initiative that was disclosed last month. Under the plan, the retailers aims to report 400 million pounds ($519.7 million) in profits by 2025 and prioritize digital commerce.
On Wednesday, the company said it plans to become a “leaner, simpler and faster business” that will leverage operational efficiencies to drive 300 million pounds ($389.2 million) in annual savings by 2022. To get there, John Lewis will shed up to 1,500 jobs through April at two head offices in London Victoria and Bracknell. The change will save another 50 million pounds ($64.9 million) on top of the 50 million pounds in recent efficiencies and contribute towards the 300 million pound ($389.2 million) goal. John Lewis said it will try to find new roles for those impacted by the changes. The cuts follow the July announcement that it planned to close eight stores, impacting about 1,300 jobs.
In addition, Patrick Lewis, executive director, finance, has elected to leave the company at the end of the year after a 26-year career. He will be succeeded by Bérangère Michel, a former finance director and currently executive director, customer service.
“Our Partnership Plan sets a course to create a thriving and sustainable business for the future. To achieve this we must be agile and able to adapt quickly to the changing needs of our customers,” Sharon White, John Lewis’ chairman, said.
John Lewis also plans to convert some sales floor square footage at its Oxford Street store into office space.
Clarks
Meanwhile, Clarks is expected to file a company voluntary arrangement, toppling the footwear firm into administration. The plan is similar to a pre-packaged bankruptcy in the U.S. because the filing will effect a 100 million pound ($129.7 million) investment from LionRock Capital, a Hong Kong-based private-equity firm.
Terms of the investment weren’t immediately available, though potential store closures would likely fuel job losses. The 195-year old company, and one of U.K.’s oldest footwear retailers, had been in talks with landlords over rent payments. Last month, speculation was that as many as 50 stores might need to be shuttered. Clarks in May shed 900 jobs after the first Covid-19 wave hit.
A local news report Wednesday said that the company would likely keep all 320 stores open, with no rent on 60 locations. Some outlets would be converted from fee-based rents to a model based on a percentage of sales, although that still requires landlord approval.
“In order to address the permanent shift in structural shopping behaviour as a result of the Covid-19 pandemic, the CVA is being launched out of absolute necessity,” Philip de Klerk, interim finance chief at Clarks, was quoted as saying. “It is important to stress that we are not announcing the closure of any stores today, and employees and suppliers will continue to be paid.”
If all goes well and the LionRock investment goes through, the private equity firm will become the majority owner, with members of the Clarks family holding a minority interest.
Elsewhere in U.K. news
The future of Debenhams is on shaky ground. Over the weekend, Mike Ashley, who owns Frasers Group but made his name through his stake in Sports Direct, reportedly claimed that his company has been excluded from the auction for the bankrupt department store chain. Ashley raised his bid for the chain to a reported 125 million pounds ($162.2 million) from his initial offer of 100 million pounds ($129.7 million). He allegedly was told the raised bid was “inadequate,” which prompted fury from the retail mogul, who claimed that he wasn’t provided with sufficient information. Lazard, the investment bank conducting the auction, reportedly had been seeking bids of around 300 million pounds ($389.2 million).
Debenhams had hired retail restructuring and liquidation firm Hilco Capital in August as part of its insolvency proceedings. It wasn’t immediately clear what the plans are now for Debenhams. Retail Gazette reported that the liquidation firm had put in a bid of its own to keep some stores open, but had also planned to send “teams into Debenhams’ stores as early as this week.”
Those plans might be hitting a snag, given the expected lockdown that begins on Thursday.
Executives at Hilco’s U.K. office could not be reached for comment.
Source: www.sourcingjournal.com (4 Nov 2020)
9、C&A Joins H&M, Adidas in Paying Off Pre-Covid Garment Production
C&A is finally footing its pre-coronavirus bill.
Though the Belgium-based retailer had reinstated in May a “large portion” of the estimated $1.5 billion in garment orders it canceled at the outset of the Covid-19 pandemic—including more than $125 million worth in Bangladesh alone—it still owed suppliers a “modest, but significant, amount of production,” labor rights activists said Friday. The exact amount, according to the Worker Rights Consortium (WRC), has been difficult to determine because of conflicting reports from the suppliers and C&A itself.
This week, however, C&A announced it will be ensuring “100 percent compensation” for all pre-coronavirus orders that it “previously placed on hold” in anticipation of the closure of 1,400 of its European stores. All in-shipment, already produced and in-production orders, it said, will be paid for at their original prices and according to previously agreed-upon payment terms.
In addition, the retailer has been placing new orders “despite the economic headwinds the fashion industry is facing across Europe,” though it did not specify the second wave of the contagion currently tearing across the continent and forcing new lockdowns in countries including Belgium, France and Germany. Many of its suppliers, it added, are receiving support through C&A’s supplier finance system in cooperation with the company’s partner bank.
“Actions speak louder than words,” Martijn van der Zee, chief merchandise and sourcing officer at C&A, said in a statement Thursday. “We have taken concrete actions to support our suppliers. We greatly value our suppliers with whom we have built strong and close relationships over many years. Our aim was to leave none of our suppliers alone during this global crisis.”
The move has knocked C&A off the “naughty” column of WRC’s “Covid-19 tracker” and placed it among brands such as Adidas, H&M and Zara owner Inditex that have committed to pay suppliers in full for previously canceled finished and in-production orders.
Still, WRC takes issue with C&A’s characterization of the situation, which took seven months to resolve and “has no doubt been costly to many suppliers.”
“It is concerning to see that C&A’s public statement does not communicate honestly about the fact that they originally canceled orders outright with major impacts on suppliers and workers, and instead now says the orders were merely ‘put on hold,’” the group said. “Given the ample resources available to its ownership, C&A’s original cancellations were never defensible nor is the slow pace at which C&A has rectified the problem.”
That said, “late is better than never,” WRC noted, and C&A’s decision to “set things right, even at this late juncture, will benefit many suppliers and workers.”
According to WRC’s tracker, 22 apparel companies have now committed to shell out for pre-pandemic orders in full, but it remains incumbent on all companies that have yet to act to “do so swiftly,” crisis response coordinator Liana Foxvog told Sourcing Journal.
Payment laggards include Topshop owner Arcadia Group, Edinburgh Woollen Mill, Esprit, J.C. Penney, Sears, The Children’s Place, Urban Outfitters and Walmart-owned Asda.
U.S. and European Union apparel sellers likely canceled more than $16 billion in orders from April to June in the United States and April to May in the EU, according to an analysis of trade data by the WRC and the Center for Global Workers’ Rights at Penn State University. The fallout has been immense. The International Labour Organization estimated last week that the average garment worker lost out on at least two to four weeks of work because of factory closures or suspensions, and only three in five have since returned to production lines.
“The longer that suppliers go without payment for costs they already incurred producing clothing for apparel brands and retailers, the greater the risks are to workers, many of whom are struggling to feed their families in highly precarious conditions having suffered significant loss of income during temporary factory closures,” Foxvog added.
Source: www.sourcingjournal.com (30 Oct 2020)
10、GOTS Detects Evidence of Organic Cotton Fraud in India
GOTS, the Global Organic Textile Standard, through its own investigation, has obtained substantial documentary evidence confirming reports about systematic fraud abusing the Indian government certification system of organic cotton production.
In the course of surveillance audits by GOTS accreditation body IOAS–a regular part of the GOTS quality assurance–attended by GOTS experts, they detected fake Raw Cotton Transaction Certificates (TCs). These TCs had been created by alleged fraudsters using APEDA (Agricultural and Processed Food Products Export Development Authority of the Indian Government) templates with fake QR, or quick response, codes that led to a cloned APEDA website to pretend the TCs were authentic.
GOTS said it has assured knowledge of 20,000 metric tons of fake material.
GOTS accepts raw organic cotton if it is certified to any of the IFOAM Family of Standards. In India, the nodal agency to certify organic raw cotton for export is APEDA. Their system is similar to GOTS’, where TCs are issued by their Certification Bodies (CBs) and carry information about certified produce, including volume, transport details, and buyer and seller information.
GOTS has instructed its approved CBs to cancel all upstream TCs issued based on wrongly issued TCs in order to prevent affected goods being sold with GOTS labels. A Certification Ban on 11 companies was imposed and the contract with one approved CB was terminated.
GOTS has submitted all facts to APEDA urging investigation, criminal prosecution and improvement. All GOTS certified organizations have been informed on the matter and are being provided guidance accordingly.
Being a processing standard and so having so far relied on national law based and governmentally supervised organic cotton production, GOTS has also introduced its own measures to prevent against such fraud. Going forward, all incoming TCs for organic raw material into its supply chain will be checked by GOTS for authenticity and credibility. A system for permanent data collection for raw material entering the GOTS supply chain and checks and reviews of CBs is being developed.
GOTS said it strongly believes that while these steps are strict, they are inevitable and will in the long run strengthen the credibility of organic fiber production and GOTS.
GOTS is the stringent voluntary global standard for the entire post-harvest processing, including spinning, knitting, weaving, dyeing and manufacturing, of apparel and home textiles made with certified organic fiber such as organic cotton and organic wool, and includes environmental and social criteria. Key provisions include a ban on the use of genetically modified organisms (GMOs), highly hazardous chemicals such as azo dyes and formaldehyde, and child labor, while requiring strong social compliance management systems and strict waste water treatment practices.
According to a recent Textile Exchange report, India produces around 51 percent of the world’s organic cotton.
GOTS was developed by the Organic Trade Association in the U.S., the Japan Organic Cotton Association, the International Association Natural Textile Industry of Germany, and the U.-K-based Soil Association, to define globally recognized requirements that ensure the organic status of textiles, from field to finished product. GOTS is a non-profit, self-financed organization.
Source: www.sourcingjournal.com (2 Nov 2020)
11、Big capacity expected for ABB robotics factory in Shanghai
The robotics manufacturing and research facility of ABB, which started construction in Shanghai in 2019, is expected to achieve an annual production capacity of 100,000 robots, a senior official of the Swiss industrial giant said on Wednesday.
With a total investment of 1 billion yuan ($148 million), the factory in Kangqiao, the Pudong New Area, is set to open by the end of 2021.
"It will be the most advanced, automated robotics factory across the world where robots make robots, utilizing the latest manufacturing processes including machine learning and digital solutions," Liang said.
He noted the choice of the facility's location - the Pudong New Area - is rooted in the company's anticipation for the Chinese market and the robotics industry.
"We are optimistic about the manufacturing industry and export market in China, and Shanghai, including Pudong, is a talent pool where the local government is supportive," Liang added.
Since it entered the local market in 1994, the company has cooperated with the Shanghai government in fields like energy, transportation and infrastructure, driving the city to build itself into a global science and innovation center.
"We are also exploring not merely ways to develop in areas, covering big data and 5G, but scenarios where robots will be deployed in the future, such as garbage sorting and medical services," he said.
According to the city's plan on smart factory development released in September, Shanghai aims to make 100 smart factories by 2022, in line with the highest international benchmarks. It will also work on lifting the production efficiency of smart factories by over 20 percent on average, while cutting operating costs by more than 20 percent.
Source: www.chinadaily.com.cn (4 Nov 2020)
12、Alibaba eyes stake in online luxury retailer
Alibaba (9988) is in advanced talks to invest nearly US$300 million (HK$2.34 billion) in London-based online luxury fashion retailer Farfetch, the Information reported.
Alibaba, whose shopping apps have 874 million monthly active users in China, and Farfetch, a popular marketplace for independent fashion boutiques, also are in talks to create a Chinese joint venture as China emerges as the most important battleground for luxury brands, it said.
Swiss luxury group Richemont, which owns brands like Cartier and currently operates a joint venture with Alibaba in China, is also said to be considering investing in Farfetch alongside Alibaba, according to the report.
Alibaba's two major Chinese competitors, Tencent (0700) and JD.com (9618) had also invested US$125 million and US$397 million in Farfetch respectively.
Source: The Standard (4 Nov 2020)
13、Capri CEO: Wholesale Will Be a ‘Smaller Business’ in the Future
Michael Kors owner Capri Holdings Ltd. saw sales bounce back in the second quarter, led by growth in Mainland China, and will focus on generating more of its revenue from owned stores versus wholesale doors going forward.
In a Nutshell: Noting the Covid-19’s pandemic ongoing impact, chairman and CEO John D. Idol said Capri company-owned retail recovered more quickly relative to wholesale partners. While the company still believes in the wholesale channel, it will “become a smaller business for us over time,” he added. Noting that it was about 30 percent of the company’s overall business last year, that component “over the next couple of years will go down to 20 percent,” he said. Capri plans to open more Versace and Jimmy Choo stores, growing its owned retail-omni distribution channel, and will invest in e-commerce to drive growth as well. Idol said the wholesale channel is “highly profitable” for Capri, but noted bankruptcies and other challenges facing retail partners.
Idol said second-quarter revenue and earnings results topped company expectations.
“Our performance demonstrates the power and desirability of the Versace, Jimmy Choo and Michael Kors brands. Through creativity and innovation, our luxury houses inspire excitement and passion, creating an emotional connection with our consumers. We are also attracting new consumers to each of our luxury houses as evidenced by the double digit increase in our consumer databases,” Idol said.
In an earnings call, Idol said he is “increasingly optimistic about the fashion luxury industry.”
The industry, he added, has “proven resilient, with sales historically recovering rapidly following economic downturns and global health crises,” while consumers shift dollars that would otherwise be spent on travel and experiences to purchasing luxury goods.
“Wholesale at point-of-sale also continued to improve, but lower than at our own stores. By geographic region, the fastest recovery was in Asia, led by Mainland China. Revenue in the Americas also was increasing faster than anticipated,” Idol said. In Europe, Middle East and Africa (EMEA), sales improved sequentially, with sales at all their brands trailing other regions mostly due to the lack of tourism.
Looking ahead, Capri will focus on designing the most innovative and fashion luxury products, inspiring, engaging and delighting consumers through marketing campaigns, leveraging the global databases of all three brands, accelerating revenue growth at the three fashion luxury houses, and being an exceptional corporate citizen, Idol said.
The company said net inventory at the end of the quarter was $930 million, representing a 13 percent decline from the same year-ago period.
Net Sales: Total revenue for the quarter ended Sept. 26 fell 23 percent to $1.11 billion from $1.44 billion. E-commerce sales were up 60 percent, improving sequentially from the first quarter, the company said. Luxury sales across all three luxury brands were positive in Mainland China in the quarter.
By luxury house, Versace posted revenue of $195 million, representing a 14.5 percent decrease from a year ago. Operating income was $20 million, with operating margin at 10.3 percent. That compares with operating income of $14 million in the year-ago quarter, with operating margin of 3.9 percent. The brand also saw mid-single-digit growth in retail sales from July through September. It saw sales in retail in Mainland China grow in the high-single digit and strong double-digit growth in North America. E-commerce sales rose in the triple digits for the quarter. The brand grew its global database to up 20 percent year-over-year to three million.
At Jimmy Choo, revenue fell 2.4 percent to $122 million, versus year-ago results. Operating income was break even, versus an operating loss of $10 million and operating margin of down 8 percent a year ago. The brand saw strong double-digit retail sales growth in Mainland China, and low single-digit gains in North America. E-commerce sales were up triple digits for the quarter. The global database for the brand in the quarter rose 22 percent year-over-year to over three million.
Michael Kors revenue declined 27.2 percent to $793 million, compared with the year-ago figure. Operating income was $190 million, while operating margin was 24 percent, versus $222 million and 20.4 percent in the prior year, respectively. “We are pleased with the pace of recovery,” Idol said. The Kors brand saw high single-digit retail sales growth in Mainland China during the quarter. E-commerce improved sequentially, with sales up in the double-digits. Gross margin expansion was primarily driven by higher average unit retail. The expansion of its Signature line in accessories grew nearly 40 percent versus 30 percent penetration a year ago, which also helps provide higher average unit retail and margins, Idol said. The brand’s global database was up 16 percent year-over-year to 46 million.
Capri said net inventory at the end of the quarter was $930 million, representing a 13 percent decline from the same year-ago period. Also, executives said consumers have shown “no resistance” to higher prices, while sales of larger bags remains strong. Idol said select items at higher prices don’t need to be at all stores to get the higher sell-throughs. In addition, prices in Asia are higher than at their North America or EMEA counterparts.
For the six months, net sales were down 44 percent to $1.56 billion from $2.79 billion.
Earnings: Net income jumped 67.1 percent to $122 million, or 81 cents a diluted share, from net income of $73 million, or 47 cents, in the year-ago quarter. On an adjusted basis, net income was $137 million and diluted earnings per share were 90 cents.
Wall Street had expected adjusted diluted EPS of $0.04 on revenues of $924.91 million.
Capri is not providing annual earnings guidance for fiscal year 2021.
For the six months, the company posted a net loss of $58 million, or 39 cents a diluted share, against net income of $118 million, or 77 cents, in the year-ago period.
CEO’s Take: “As the world continues to emerge from this crisis, we are increasingly optimistic about the outlook for the fashion luxury industry and Capri Holdings. We have an incredible portfolio of luxury houses, each with their rich heritage, exclusive DNA and strong brand loyalty. We are uniquely positioned to drive multiple years of strong growth as we continue to execute on our strategic initiatives,” Idol said.
Source: www.sourcingjournal.com (5 Nov 2020)