A name dropper who was dropped, André Leon Talley’s latest memoir, The Chiffon Trenches, charts his life and career through the glittering war zone of fashion’s front row and his time at American Vogue. From his childhood in the southern states of America, raised by his grandmother, to New York, bouncing between there and Paris, depending on his roles at various magazines, it’s a who’s who (or who he knows) of fashion and society in one of the most exciting periods of 20th century fashion. Think the great 1970s period of Yves Saint Laurent.
Left - André Leon Talley - The Chiffon Trenches published by HarperCollins - £20
While I’ve never read Talley’s journalistic work, being pictured on the arm or by the side of American Vogue editor Anna Winter saw him enter fashion folklore. With his voluminous kaftans and capes he became a memorable fashion caricature alongside Wintour’s bob and dark sunglasses.
As a journalist, this is lite and while he thinks he’s describing things, throwing in a few French terms just feels a bit dated and doesn’t impress. Well, not this side of the pond anyway. It’s fluff.
The beef between YSL and Karl Lagerfeld is legendary and it’s interesting to hear about his dealings with John Galliano and Alexander McQueen, but apart from that there’s no great insight other than continually reminding you how he knows his fashion history and what a great dresser Lee Radziwill (Jackie O’s sister) was.
Clearly used to the golden years of magazines, when you could expense everything, had a car at your disposal and got put up in the Ritz, he glosses over his failings, like losing his job at Ebony, they couldn’t afford him, or so he says, and then messing up a huge opportunity writing YSL’s book because he took much on and didn’t have the time. Doesn’t look good, or sound professional.
Wintour and Lagerfeld dropped him a few years back, so the reason behind writing this book was probably the death of the latter. He knew that his friendship with Lagerfeld was the reason Wintour held him so close.
This, along with his documentary, The Gospel According To André, has a feeling of still trying to stay relevant and visible. But, what does he do exactly? He seems to mostly accompany rich women when they go shopping. He loves ‘a strictly private invitation funeral mass’ and has to drop in how he’s always frow or got a select invite to something or another.
He hates it when others don’t like his chosen gifts. It’s a lot of giving and receiving special stuff. All about the alligator. It has to be the best, most expensive and this attitude feels again dated. He moans about people treating him badly yet carries on doing things for them or going to their launches and dinners. He wants to feel important. Has to.
He compares Naomi Campbell to Elizabeth Taylor. Really? #eyeroll And addresses Edward Enninful as a Sir, which he’s not. He has an OBE, and, for a man who think he knows everything, this feels like a stupid thing not to know. I'm surprised the publisher didn't pick this up.
Sycophantic, he’s like one of those people who hears something new then acts like they invented it. It’s all Goyard luggage and blacked out cars. He’s sucked in by breeding and heritage and he's spoilt by a free and expensed lifestyle. Those days are over.
The book is quite repetitive; Met Gala, Anna Wintour Costume Center, Diana Vreeland, Lagerfeld, Chanel, Chanel, Chanel…
There’s a best dressed list at the end of the book and even a ‘picture section’.
Takeaway - He’s a self-professed ’elegant walker’ and, while bitter about his detachment from Wintour, Talley has kept all the receipts, literally, and they are all here to read. Burn.
When China sneezes, the world catches a cold. So, when China caught the new coronavirus, or COVID-19 virus, there was going to be major economic repercussions. With the world’s second largest economy on virtual lockdown, its effect on both domestic and international sales for fashion companies will be seismic.
While there is no way to predict how long it will take to runs its course, companies have already started to make tentative statements about how it is affecting their bottom line. Those companies heavily reliant on the Chinese market and high spending Chinese tourists will be particularly affected and be crossing their fingers that this is over quickly.
While it is hard to predict the length of the outbreak and its impact, we can look back at the last major virus outbreak, SARS, which originated in China in 2002. It's thought that this strain of the coronavirus usually only found in small mammals mutated, enabling it to infect humans in the same way as COVID-19 has. By the end of the nine-month long SARS outbreak, the virus had spread to several other Asian countries as well as the UK and Canada, killing 775 and infecting more than 8,000 people.
The current stats for COVID-19 are 71,499 confirmed cases and 1,776 deaths, that’s a 1 in 40 death rate compared to over 1 in 10 for SARS. In terms of stats it looks less serious, with many people being carriers and displaying no symptoms. The under reporting of Chinese authorities has been questioned and how they are trying to minimise the severity of the outbreak, but they seem to be taking swift action to prevent contagion.
The world in 2020 is very different from 2002. The Chinese are travelling much more and have become some of the world’s highest spending tourists. In 2005, there were 95,000 Chinese visitors to the UK, in 2018 that number had reached 391,000 and was continuing to grow. Chinese tourists make up the largest share of visitors to the UK (32%) and they have one of the highest average spends of any national group. In 2018, the latest set of statistics, the average spend of a Chinese tourist in the UK amounted to £1,373. They were only surpassed by visitors from Qatar and UAE.
In London’s West End, accounting for a quarter of all non-EU tax-free spend in 2018, on average, Chinese customers spent £1,630 per shopping trip, making them 59% more valuable than other international shoppers.
Hong Kong-based airline, Cathay Pacific, has already cut 90% of its capacity into mainland China and announced that overall capacity would be slashed by 30% as a result of falling demand related to the outbreak. British Airways announced that it would temporarily suspend its flights to mainland China, following the UK Foreign Office’s advice against all but essential travel to the country.
The most visited country in Europe was France with 2.2 million Chinese nationals visiting in 2018. Paris was already having to contend with transport strikes and gilet jaunes protests and now one of its most valuable visitors is staying away. The same could be said about Hong Kong; months of riots now followed by COVID-19 will have taken its toll on this important luxury retail location. The majority of the world’s major cities will be affected by the lack of Chinese tourists.
For British luxury giant, Burberry, Chinese consumers account for 40 per cent of revenues worldwide. Burberry Group plc released a statement at the beginning of February saying, “The outbreak of the coronavirus in Mainland China is having a material negative effect on luxury demand. While we cannot currently predict how long this situation will last, we remain confident in our strategy.” said Marco Gobbetti, Chief Executive Officer.
Currently 24 of Burberry’s 64 stores in Mainland China are closed with remaining stores operating with reduced hours and seeing significant footfall declines. This is impacting retail sales in both Mainland China and Hong Kong “The spending patterns of Chinese customers in Europe and other tourist destinations have been less impacted to date but given widening travel restrictions, we anticipate these to worsen over the coming weeks.” the statement said. Burberry was planning to hold a fashion show in Shanghai in March but that has been put on indefinite hold, while Chanel has cancelled its May Métiers d’Art show scheduled for Beijing.
Estée Lauder gave a recent update to the markets saying it it expects adjusted earnings of $5.60 to $5.70 per share in 2020, down from a previous estimate of $5.85 to $5.93 citing the coronavirus. Fabrizo Freda, Estee Lauder president and chief executive, said: “The global situation will also affect our financial results in the near term, so we are updating our fiscal year outlook. We will be ready to return to our growth momentum as the global coronavirus is resolved.”
Other brands who have focussed on growth in China will feel the effects. Luxury outerwear brand, Moncler, warned that footfall at its stores in China had plunged 80% since the coronavirus outbreak and it earns 43% of its total revenues from Asia. Michael Kors and Versace owner Capri Holdings saying it would take a $100m hit from coronavirus in China, where it was forced to close more than 150 stores.
Right - Off-White - Logo Print Face Mask - £65 from Farfetch
Kering makes 34% of its sales in Asia Pacific, excluding Japan. Kering’s chief executive officer, François-Henri Pinault, said - on the 12th February - the group - Gucci, Saint Laurent, Balenciaga, Bottega Veneta - had experienced a strong drop in sales over the past 10 days. Many of the group’s stores in China are closed or running reduced hours. The company said it will halt advertising spend and postpone new openings in China in the near-term in a bid to limit the damage caused by the virus. Pinault said that planned product launches might also be reconsidered and is also shifting inventory to other regions to make sure stocks don't pile up in China. Without giving an estimate for any impact from the virus on earnings, he said online shopping was not really making up for the decline in store footfall. "The warehouses are shut. People can place orders but there are no deliveries," he said.
While being strong in China and in the Chinese market has been a boon for many years, this outbreak shows the danger of having all your eggs in the Chinese basket. Once a high growth area, this is a double whammy for brands; you have the domestic market closed and the free spending tourists are no longer shopping.
China’s growth was already slowing, but it was just about to come out of the trade wars with America. Even if this outbreak is over in a relatively short window of time, it’s the momentum it has lost that will take the longest time to get back. Getting those Chinese tourists to rebook their flights and travel plans, brands reworking expansion plans and product and consumers getting that feel good factor to spend will take months to correct. Many brands are downplaying the current impact to protect their share price. Hopefully, the epidemic will be over shortly, but the repercussions of COVID-19 will be felt by the fashion industry well into 2020.
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Everybody loves a side hustle. Look at your wardrobe and there is probably hundreds, if not thousands, of pounds worth of merchandise not earning its keep. It’s just hanging there, not being worn or potentially earning you money. Enter the peer-to-peer rental scheme.
It’s tempting. Under the guise of being better for the environment, women are hiring out their wardrobes for a fee. The companies facilitating this are earning a commission from each hire. The business model makes sense. There’s no initial outlay and money tied up in stock for the businesses and much like other service companies - Uber, Airbnb, eBay - the majority of work is done by the individuals, while they cream off the commission. Sounds easy.
Left - MYWARDROBE HQ - CHANEL - Perfume Bottle Clutch - FROM £147 / DAY (RRP £15,000)
But, is this nascent industry working for lenders - those hiring their clothes out - and is it sustainable enough for this sector to scale? This business is only as good as its lenders and the product they can offer at a price which is attractive to others. Companies, such as HURR Collective and MY WARDROBE HQ, need to keep these individuals engaged, encouraged and make it as seamless as possible, while being low enough to keep people hiring frequently.
The current MY WARDROBE HQ mail-outs are enticing with £325 Rixo dresses for £8, or Simone Rocha fur stoles for £23 a day. At these prices, renting finally makes sense for many. It says customers can shop womenswear clothing and accessories from the wardrobes of Arizona Muse, Poppy and Chloe Delevingne, Olivia Buckingham, Roxie Nafousi, Caroline Fleming, amongst other fashion stylists and influencers. Victoria Prew
Founded in 2018 by Sacha Newall and Tina Lake, MY WARDROBE HQ is now chaired by Jane Shepherdson, of Topshop & Whistles fame and has just opened a pop-up in London department store Liberty until 31st March 2020.
HURR Collective, founded in 2017, too has launched its first in-store wardrobe rental pop-up at Selfridges, London for six months. Available to rent for either four or eight days, the stock will rotate on a weekly basis and there will be specially curated London Fashion Week, Valentines Day and Holiday edits.
The value of unused clothing in wardrobes has been estimated at £30 billion with an estimated £140 million of clothing going to landfill annually in the UK alone. The fashion rental industry is projected to reach $1.96 billion by 2023.
Sarah Angus, Content Director, MY WARDROBE HQ, say, “Customers can choose a rental term that suits their occasion; 4, 7, 10 or 14 days, and we can extend this further if they require. We have customers that rent for each and all of these terms - the 10 day particularly suits holidays/vacations, while the 4 day rental is perfect for interviews and events such as LFW.”
“Lenders make 60% of every rental or sale. Our business model includes a resale element also which has seen renters rent something, love it, and then buy it for the difference.” she says. "Our unique business model means that we manage everything for the lender; people nowadays are time poor and don’t have the time to manage things like this, but they’re conscious of the damage fashion is doing to the planet and want to do good (and also earn some cash for it). We manage the whole service from intake, photography, storage, cleaning, delivery and returns. The lenders in return receive a monthly pay cheque, minus our commission.” she says.
“We have approximately 150 lenders and this is an almost even split between individuals and brands. We have seen such huge support for the managed service that we are offering and have some big name brands joining our platform this week which we can’t wait to share!” says Angus. “We are really discerning with the items that are available on our platform and as such screen and select individuals to ensure the items are of the best condition to rent and buy. We photograph, clean and manage all the items you see on the platform so that customers can view, rent and buy the items in a premium environment.” she says.
“We price items to rent at 10% of RRP and to sell at 30% of RRP. Some items such as Chanel and Gucci retain their value so we always confer with the lender and decide a suitable price.” says Angus. “Brands in particular are tapping into this and we have seen huge uptake with brand partners, including Coach, Mulberry, Diane von Furstenberg, Temperley, Needle & Thread, Vivienne Westwood, Perfect Moment, Beulah, Chinti and Parker, all signed to MY WARDROBE HQ.”
“Our target customer is ABC1, 28-35; she recognises the damage fashion is having on the planet and wants access to items that ensure a ‘Cinderella’ moment. These are wow pieces that would cost a lot to buy but can be experienced at a fraction of the cost.” she says.
“Rental is the future!” says Angus. “Consumers care less about ownership and want to experience rather than own material things; just look at Uber, Netflix, Spotify and Airbnb, all of whom own no stock. Designers are reducing their collections or ceasing completely - Jean Paul Gaultier famously just showed his last collection and actually up-cycled his couture collection to make a stand against the damage fashion is having on the planet.
Why buy the copycat version on the high street when you can rent it from the designer that inspired it, for the same price?” she says.
“On the HURR platform you can rent for 7, 14, 21 and 28 days. This week we launched in Selfridges where you can rent for 4 days, exclusive to the pop-up.” says Victoria Prew, CEO & Co-Founder, HURR Collective.
On the HURR Collective platform the lender makes 85% of each rental, while HURR take a 15% commission. For example, you can rent a £170 Ganni dress for £32 for 7 days.
Right - Don't lose it! The infamous Jacquemus handbag from HURR Collective
“We use data-driven insights and customer spending behavioural data to suggest prices that balance both affordability to the renter and profitability to the lender. This results in a pricing model which makes it 'worthwhile' to both parties.” says Prew. “We take a tech-first approach to pricing, by consistently analysing our pricing algorithms to optimise and balance the number of rentals, and rental income.” she says.
“The number one reason for signing up to HURR is sustainability. Our user base is largely millennial and is deeply passionate and informed about sustainable fashion and the circular economy.” says Prew. “HURR is set to scale throughout the UK this year, with international expansion on the horizon. As we don't hold stock there's no limit on the number of users, their location or the number of items that can be listed.” she says.
People wearing/sharing their clothes more has to be good for the environment if it means people are buying less, but, while these look like retail sites, with the feeling of full options, these rental websites are restricted by sizing and the volume of the items stocked. They need to keep both parties happy, particularly those individuals renting their prized pieces.
Kate, 36, from London, recently decided to rent via these rental platforms, “I have quite a few designer items that I’ve bought over the years which I rarely wear, I didn’t want to sell any of them but it seemed a waste to just have them hung in a wardrobe … plus its a great way to earn a bit of extra money ;)” she says. “I googled clothing rental sites some time ago and HURR and MY WARDROBE HQ looked the best ones.
“It was quite soon after HURR launched, I requested to register as a lender, uploaded a couple of pieces and didn’t think much more of it.” she says. “One of the girls from HURR got in touch with me a few weeks later and said they were setting up a pop-up shop and wanted some pieces they could hold in the store. I sent over the items I wanted to rent and then they helped me upload everything on to the website”, she says.
“Both websites are super easy to upload. The HURR team uploaded most of the items for me (I think they offer a service for this, I’m not sure if MY WARDROBE HQ does) so it was really convenient and the photos/descriptions are perfect as they know what renters are looking for.” says Kate.
“The items HURR are holding for the pop-up - customers try on and rent in store - HURR handle all of this I just get a confirmation and payment. They also look after cleaning.” she says. “The pieces not held in the pop-up - the renter will put in a request on the website, sometimes there is some chat via message about size / fit etc. Once I’ve accepted the request (you can choose not to lend the item). she says. “I arrange postage/delivery. When the rental period has ended the renter posts/delivers back the item and I arrange for the item to be cleaned. I think its best I handle cleaning - I can ensure its cleaned exactly as it should be.”
“If the item doesn’t fit, the renter has 24hrs to process a fit return, once returned they receive a refund minus shipping/cleaning.” she says. “HURR has been great, always on hand to help with any tech issues or questions. It’s great that they hold some of the pieces in the pop-up as I think its more likely they will be rented (especially now they have a pop up in Selfridges) - plus I don’t have to deal with the logistics of renting.” she says. “MY WARDROBE HQ - I’ve loaded pieces but none of my pieces have been rented yet so I’m not sure how smooth it runs.” she says.
“Positives - I get to make some money from items just sat in my wardrobe. I’m also keen to do my part in making the fashion industry more sustainable and I think this is one small step towards creating some change.” says Kate. “Negatives - - if something gets damaged and can’t be replaced / fixed - The HURR team advise not to rent items that have sentimental value and if you’re not comfortable renting something once a request comes in you don’t have to, so fingers crossed nothing will go wrong.”
Left - MY WARDROBE HQ - The Vampire's Wife - Velvet Tea Dress - FROM £18 / DAY (RRP £995)
“Renting with HURR has been no hassle, especially while they are holding the clothes for the pop-up and I don’t I need to do anything.” says Kate. “I’ve made enough to buy a new pair of shoes.” she says. “The pieces I have listed for rental are designer dresses/statement/party pieces. A Dolce & Gabbana sequin dress got a lot of interest over the Christmas period. I only rent clothes - not shoes or bags.” she says.
The daily rates are slightly misleading because you can’t rent anything for a single day. Both companies have a minimum of 4 days. The designer rental market, up until now, has been quite expensive and for special occasions. Too expensive and you may as well buy the item, too cheap and you can’t provide the service or convince the lenders to offer their precious items. For example, Scottish manufacturer, Begg & Co., was offering to rent a scarf for £160 for 2 weeks, last autumn. Surely, you’d buy it outright if you could afford £160 to rent a scarf? It's no longer an option on their website.
Renting is about Instagrammable, look-at-me pieces. These business models are restricted by only usually having one item, in one size, so it could be difficult to scale the business. It also needs to have a lot of ‘must-have’, desirable items to keep up the demand.
MY WARDROBE HQ’s marketing offers a £1300 Victoria Beckham dress for £22 a day, which will surely get people thinking differently about the rental market. Is there enough incentive and motivation for the lenders, we’ll have to see, but with brands joining the mix, this could be the answer for these growing companies. The designer brands will probably want to keep it on the down low to avoid it eating into retail sales, or put the 'sustainable' spin on it, but it could be a good way of making money from last season’s stock.
Will you carry on lending? “For sure”. says Kate.
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Yesterday I saw a man in the Apple store on Regent Street with a Chanel Boy bag worn cross body with a puffer jacket. It looked chic and believable on a boy! It shows you how, sometimes, this smaller shape is useful for carrying a man’s essentials. Read more - Handbags At Brawn - from TheChicGeek archive.
There’s something elegant about the juxtaposition of a feminine bag and a masculine outfit. It shows confidence, but you may not want to invest too much by buying something like a Chanel. Small car, anybody?! You could get something fun and not too expensive, so this is where eBay always comes in.
If you’re going vintage, you can go luxe. Vintage crocodile is a snip - pun intended - and a fraction of modern prices. There was definitely more crocodiles in the past or they were more affordable to everyday consumers because there are so many vintage crocodile bags around.
Before you bid or buy, study the pictures, read the description and get an idea of size and style. Think about how and what you're going to wear it with and how much you're willing to spend. It also taps into the growing trend for vintage/secondhand items. New to you!
Around - £30 on eBay.
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A large bulk of the fashion industry is feeling pretty smug with itself. The just-gone G7 summit in Biarritz, France, a meeting of the world’s largest economies, saw French President Emmanuel Macron, accompanied by Economy and Finance Minister, Bruno Le Maire, Minister of Labour, Muriel Pénicaud, and Deputy Minister of Ecological and Solidary Transition, Brune Poirson, launch the ‘Fashion Pact’. An initiative to minimise the environmental impact of the fashion industry, the Fashion Pact, signed by various fashion companies and brands, made numerous commitments regarding sustainability, renewable energy and biodiversity.
Left - Tall glass of Pinault?! The 'Fashion Pact' launch at the recent G7 summit
Making plenty of noise, and, while anything in the right direction, particularly while the Amazon rainforest is burning, is welcome, it’s worth looking at some of the detail.
Thirty two companies representing around 150 brands and roughly 30% of the fashion industry committed to:
“100% renewable energy across own operations with the ambition to incentivise implementation of renewables in all high impact manufacturing processes along the entire supply chain by 2030.”
“Protect the oceans: by reducing the fashion industry’s negative impact on the world’s oceans through practical initiatives, such as gradually removing the usage of single-use plastics.”
“Restore biodiversity: by achieving objectives that use Science-Based Targets to restore natural ecosystems and protect species.”
“Stop global warming: by creating and deploying an action plan for achieving the objective of zero greenhouse gas emissions by 2050, in order to keep global warming below a 1.5°C pathway between now and 2100.”
These all feel like the least they can do. Words like ‘gradually’ and ‘ambition’ make most of this wishful thinking. But, waiting until 2050 to achieve zero greenhouse gas emissions is laughable. Most of the signatories will be dead by then. It’s 31 years away!!! Who’s to say any of these companies will still be in business?
We live in a very stressful and confusing time. Environmental paralysis is understandable amongst consumers not sure exactly what they can do to combat climate change. But, waiting until 2050 to ‘possibly’ make that new handbag zero carbon emissions ain’t one of them. Green lip service is becoming increasingly frustrating and brands are going to have to give definite and distinct decisions while updating consumers on progress and fact based information much faster than this. People want to see something.
The brands involved include adidas, Bestseller, Burberry, Capri Holding Limited, Carrefour, Chanel, Ermenegildo Zegna, Everybody & Everyone, Fashion3, Fung Group, Galeries Lafayette, Gap Inc, Giorgio Armani, H&M Group, Hermès, Inditex, Karl Lagerfeld, Kering, La Redoute, matchesfashion.com, Moncler, Nike, Nordstrom, Prada Group, Puma, PVH Corp., Ralph Lauren, Ruyi, Salvatore Ferragamo, Selfridges Group, Stella McCartney and Tapestry.
In April 2019, ahead of the G7 meeting, Emmanuel Macron gave François-Henri Pinault, Chairman and Chief Executive Officer of Kering, a mission to bring together the leading players in fashion and textile, with the aim of setting practical objectives for reducing the environmental impact of their industry. And the Fashion Pact was born.
This goes someway to explain the most noticable luxury absentee from the list, the LVMH group. LVMH, Kering's main luxury competition, announced in May that it was partnering with Unesco on a five-year deal, allowing the fashion houses in the group access to “a network of experts at the regional level and in different disciplines to drive the development and success of their initiatives to protect biodiversity” and secure transparent supply chains. They’ve also recently cemented a tie-up with British designer Stella McCartney to lead their charge in sustainable luxury.
The majority of these brands don’t know what the eco-future looks like, but they know they need to start making the right noises yet want to continue to generate billions of dollars in yearly turnovers. Signing up to things like the ‘Fashion Pact’ focuses minds, but the time frame makes it a case of we’ll start tomorrow, which goes against the current urgent 'Climate Emergency' feeling felt within the wider population.
Kering issued a statement saying, “Private companies, working alongside nation states, have an essential role to play in protecting the planet. With the Fashion Pact, some leading players in the fashion and textile sector are joining forces for the first time to launch an unprecedented movement. A collective endeavour by its nature, the Fashion Pact is open to any company that wants to help to fundamentally transform the practices of the fashion and textile industry, and to meet the environmental challenges of our century.”
If these luxury companies worked as quickly as they did when chucking money at Notre-Dame, after its fire, then we’d really be getting somewhere. Pinault found €100m (£90m) down the back of the sofa and the Arnault family stumped up €200m within hours of the flames being put out.
Governments will need to bring in legislation much sooner to force these companies to do more. We’re going to look back at this period of history and wonder how we got through it sanely, but what we know is, we have to start today.
Kicking off the recent round of SS20 men’s fashion weeks the luxury Italian giant, Prada, opted to show its men’s collection in Shanghai rather than Milan and Saint Laurent chose Malibu, California instead of Paris. The light-tactic Eiffel Tower was replaced by palm trees and Keanu Reeves - very Point Break - as the male models took to a catwalk that followed the lapping waves of the Pacific ocean.
These trips to far flung destinations, under the pretence of targeting that geographical audience, had become something of a signature of women’s Cruise shows over the past few years. A distraction from the rather boring clothes, brands such as Louis Vuitton, Dior and Chanel scoured the globe for the most glamourous and social media friendly backdrops and flew the fash-pack on one giant jolly in-between the usually rigid calendar of traditional global fashion weeks.
Left - Greta Thunberg, 2019's environmental superhero
Taking a brand and its audience to locations not usually set up for fashion’s extravagance is expensive and indulgent, not to mention costly to the environment. These people won’t be travelling economy. Add everybody from the brand, the models, the buyers and the press and the numbers start to drastically stack up and those carbon emissions multiple.
It seems to go against everything fashion is trying to be at the moment. Fashion is trying to show its less wasteful side and is jumping on the sustainable ‘we-really-care-you-know’ bandwagon and it will be interesting how they will be able to justify these types of extravagant shows in the future. Admittedly, there’s always been travel in fashion, and getting people to see things in one place is an important part of fashion, but it’s this travel for travel’s sake that seems to feel out of step.
The Scandinavians have lead the way on this and Sweden’s ‘flygskam’, or flight shame, movement first came to prominence in the summer of 2017 when the singer-songwriter Staffan Lindberg wrote an article co-signed by five of his famous friends, in which they announced their decision to give up flying. Among the famous Swedes opting for other forms of transport were ski commentator Björn Ferry, who said last year he would only travel to competitions by train, opera-singer Malena Ernman (the mother of climate activist Greta Thunberg), and Heidi Andersson, the eleven-times world champion arm-wrestler. Finland has spawned its own version of the expression, calling it ‘lentohapea’.
When the 16-year old Greta Thunberg joined London’s ‘Extinction Rebellion’ protest this Spring she took the train. She also travelled by rail to the World Economic Forum in Davos and the climate summit in Katowice, Poland.
This Swedish trend is having an impact. Passenger numbers at Sweden’s 10 busiest airports fell 8% from January to April this year, following a 3% fall in 2018, according to Swedavia, which operates them.
A survey by the World Wildlife Fund found 23% of Swedes have abstained from traveling by air in the past year to reduce their climate impact, up 6 percentage points from a year earlier. New words entering the Swedish language include ‘tagskryt’ (train bragging) and ‘smygflyga,’ or fly in secret, to describe those not quite over their budget airline addiction.
People are choosing to take the train for environmental reasons. The stats are clear with trains drastically reducing the levels of CO2 emissions. The average CO2 emissions of 285 grams per air kilometre, compare with 158 for cars and 14 for trains.
Researchers at Chalmers University of Technology in Gothenburg, in 2018, found that Swedes' per capita emissions from flying between 1990 and 2017 were five times the global average. Emissions from Swedes' international air travel have soared 61 per cent since 1990, the study said.
The number of journeys on Sweden’s national rail network increased by 5% last year and 8% in the first quarter of this year, according to Swedish Railways. Sales of Interrail tickets to Swedes increased by 45% in 2018 – and are expected to rise again this year. Passenger numbers at state train operator SJ jumped to a record 32 million in 2018 due to “the big interest in climate-smart travel,” they said.
Consumers are demanding that companies and brands lead by example. Klarna, the giant Swedish payment provider, has decided to have its global kick-off in Berlin for the year with all attendees travelling by train.
The budget airlines will be watching this trend, seeing whether it spreads beyond Scandinavia, is not it is lip service and whether younger people will really give up those cheap get aways for staycations or longer train journeys.
Fashion brands will start to acknowledge this trend and reduce unnecessary travel. I predict brands will start to do more things virtually and online.
While, in the UK, the Eurostar has made travelling by train cool - they’ve just added their third daily departure to Amsterdam - the rest of the British rolling stock is more hit and miss to say the least. While many people are trying to stop Britain’s second high-speed rail line, HS2, it could be the environmental argument that pushes it through to the end.
Time is money and with planes being faster, more direct and often cheaper, it’s going to take a seismic shift and a mental rethink to get everybody to feel the flying shame and get onboard - quite literally - with this new trend.
Marc, who? Exactly. Walk into the new Dior exhibition - Christian Dior: Designer of Dreams - at the Victoria & Albert Museum and you’ll be wowed by a glamourous exhibition dedicated to one of the world’s strongest fashion houses. A few rooms in, there’s a recap of the previous Dior Creative Directors, in order, from after Dior’s death in 1957 up until the present designer, Maria Grazia Chiuri. All getting equal billing and space is Yves Saint Laurent, Marc Bohan, Gianfranco Ferrè, John Galliano, Raf Simons and Chiuri.
The least known, yet the longest there, is Marc Bohan. From 1958 to 1960, Bohan designed for the Christian Dior London line. In September 1960, Dior’s creative director Yves Saint Laurent was called up for military service and Bohan was promoted to replace him. He stayed at Dior until 1989 when he was replaced by Gianfranco Ferrè.
Left - Linda in Chanel. But, will we remember this in a few decades time?
Bohan’s career at Dior lasted over 30 years and yet he is almost forgotten about. Still alive, he didn’t create anything long lasting directly attributed to his hand at Dior. Or, that is widely known. And this is where I bring my comparisons to Karl Lagerfeld. He lead Chanel from 1983 up until his death. That’s a 36 year career, and yet in a few year's time, what direct influences will Lagerfeld leave on the French house? Will Karl Lagerfeld become the Marc Bohan of Chanel? #Discuss
Dr Kate Strasdin, Fashion Historian and Senior Lecturer in Cultural Studies at Falmouth University, says, “I think he will be remembered just because of the length of time he was at the helm and that his time coincided with the expansion of mass media. He talked about being a caricature of himself, creating his own distinctive self-image.
“As for Lagerfeld’s legacy, many people criticised his work as derivative. but actually I think he was astute at managing a heritage brand, treading that line between designs that were recognisably ‘Chanel’ and simultaneously relevant for over 30 years....I would argue that was his distinctiveness.” she says.
Looking at Lagerfeld’s Chanel, he brought the house’s tropes into the late 20th century, but they already existed. The tweed, the camelias, the quilting, the interlocking Cs and gold chains all existed within the archive. The most famous bag shape, the 2.55, was created in 1955 and is still a juggernaut today.
Benjamin Wild, Cultural, Historian, Writer and Lecturer, says, “For sure, there are many similarities between the men - longevity and the ability to contemporise classical styles, not least - but it is interesting to note the increasing number of voices that are coming forward to comment on Lagerfeld's less savoury social attitudes and comments. In a week where major fashion brands have withdrawn items from their Spring/Summer collections because of their perceived racism and insensitivity, it seems to be a sign of the times that Lagerfeld's character and creations are also being examined in a forensic manner as people recognise that person and portfolio cannot be - and should not be - so easily disentangled; if we are to understand Lagerfeld's contribution to fashion, we need to be frank about who he was, and this will, I think, leave for a more accurate, but disputed legacy.”
Lagerfeld’s tenure at Chanel was through the boom of designer brands and luxury clothes. Bohan’s was in a much smaller industry and no doubt had to design few collections than the six Chanel creates every year. Lagerfeld’s Chanel was much bigger, so it’s interesting that even fewer designs of Lagerfeld’s have stuck. But, also, today, there is now so much more competition.
It’s often what comes after and how good it is that really pushes a designer into the background. When Galliano created his Dior, it was a fantasy of couture, yet still managed to leave behind his strong DNA - the Masai neck, the saddle bag and the famous Dior newspaper print are all Dior signatures still attributed to him today.
Chanel is privately owned by Alain Wertheimer and Gérard Wertheimer, the grandsons of Pierre Wertheimer, who was an early business partner of Coco Chanel. After Lagerfeld’s death, Virginie Viard, fashion studio director and Lagerfeld's right-hand woman at Chanel, was announced as taking over the creative leadership. No doubt she’ll be in charge to offer a respectful gap to Lagerfeld’s legacy, but, ultimately, this is one of the plummiest jobs in fashion and many designers would kill to fill those shoes and offer their own take on Chanel’s future. Like many brands, it may take a few goes to find the perfect fit and I’m not sure anybody would stick around, or be allowed to stick around, for over three decades today.
“I think to get the best out of Chanel, it now needs to push the brand boundaries - not in a Balmain or Balenciaga ‘sell out’ begging-for-attention from the Instagram generation manner, but it needs to become more relevant. I feel Chanel has sunk into a comfort zone that rich women seeking affirmation or middle class basic bitch types aspire to.” says Katie Chutzpah, Fashion Blogger.
Lagerfeld is, of course, respected for his prolific and long career, but, what left is distinctively “Lagerfeld”? You have to separate the man and his designs. When his domineering character is quietened by his death, it will be his designs and collections which will have to fight with what went before, and what will, now, come after.
“If Karl Lagerfeld had just concentrated on Chanel, then I think he would've been forgotten, but his influence was so pervasive across popular culture. Despite his work at Chanel, he was actually a modernist and early-adopter of technologies. From fashion to art, photography, product design, and even music, he was always there at the edge, and I think that will be his true legacy, not reinventing a tweed jacket every three months.” says Lee Clatworthy, Fashion Writer.
This isn’t about trashing Lagerfeld’s career, it’s an unemotional look at the things we can directly attribute to him. Clearly, Chanel has been a huge success under his guidance, but it had very strong foundations on which to build. In a few decade's time, will Lagerfeld’s chapter at Chanel be remembered as vividly and fondly?
Remainers cover your ears. One of the world’s strongest fashion brands is moving its headquarters to London despite Brexit. Yes, Brexit hasn’t put them off. Chanel has decided to close its global headquarters in New York and move it to London.
Until now, Chanel did not have a single holding company for its operations and functions were located in a number of cities. In a statement from the French company, they said, “We wanted to simplify the structure of the business and London is the appropriate place to do that for an international company. London is the most central location to our markets, uses the English language and has strong corporate governance standards with its regulatory and legal requirements.”
Left - Even London's lampposts are Chanel!
‘Chanel Limited’ became the holding company of most Chanel entities in the summer of 2017 and this is why the majority of the global functions are now located in London.
“Brexit's economic and geopolitical impacts remains a challenge for the London economy. London is still dealing with a hangover from Brexit.” says Brandon Rael, Operations Strategy & Innovations Leader & Retail Digital Strategist. “We should expect that London will experience an upswing when the economy stabilises. Moving the Chanel HQ to London is very much a long-term strategy.” he says.
Chanel could have chosen Paris, but instead chose London, and this goes against the anti-Brexit rhetoric of companies leaving in their droves. In July, Chanel revealed its financials for the first time in its 108 history. It generated nearly $10 billion in global sales in 2017, making it one of the world’s biggest luxury fashion brands. This new openness is Chanel positioning itself and facing up to the dominance of the likes of Kering and LVMH. This is for the next, digital chapter in Chanel’s history.
Brexit is so close, now, it is time to start looking beyond it and, Chanel’s decision would have been a long term decision from this globally revered company. While one company moving its headquarters to London doesn’t prove anything. In the same vein, one company moving out, doesn’t either. The major reasons companies move or stay in London won’t change post Brexit. They move to London because of geography, language, law and talent pool. This is about London competing with New York or Hong Kong and it is the only truly world city within Europe.
“London remains the world‘s most promising city for luxury retail growth, despite troubles faced by the Brexit vote,” says Rael. “A new report conducted by CBRE and Walpole has found that compared to other major luxury destinations across the globe, London still holds the greatest long-term potential,” he says.
The newly christened Capri Holdings - formerly Michael Kors - has its principal executive office in London and Condé Nast International recently choose London to cope with the new demands of its digital future. Everything catwalk related: photography, video, social media and features will be lead by Vogue International, an editorial hub established last year to lead content for the 25 editions of the magazine.
In an interview in the New York Times with Wolfgang Blau, Chief Digital Officer of Condé Nast International, he said two-hundred editorial and engineering staff members had been hired, and next year, he wants to have a Vogue presence at about 900 runway shows all feeding back to London. This is Condé Nast cutting costs and becoming more efficient while focussing its global fashion content in London. This will only get bigger. Its travel magazine, Condé Nast Traveler has moved onto a new single platform, and it too would be overseen not from its birthplace of New York, but from London.
Right - London, not New York, is the global centre for all digital content
We were told that "Brexit would make us poorer”, but since the vote, and with a background of caution and underinvestment, Britain has a joint record high employment rate of 75.6% with 32.39 million people now in work according to the latest official statistics. (June 2018). There were 488,000 unemployed people aged from 16 to 24 for May to July 2018, the lowest figure since records began for youth unemployment in 1992. Overall, unemployment fell by another 55,000 between May and July to 1.36 million. Wages saw faster than expected growth in the three months to July. Excluding bonuses, wages grew by 2.9%, according to figures from the Office for National Statistics (ONS), well above the inflation rate.
Business is doing well. UK Trade benefitted from a goods export boom in July. Official figures showed the deficit in goods dropped to £10 billion in July from £10.7 billion the previous month. Including service, the overall trade gap fell to just £111 million, one of the best monthly results in the past 20 years. In the three months to July overall goods exports grew by £4.3 billion while imports rose by £3.7 billion. This came largely from trading with countries outside the EU.
“It looks like Brexit is going to be a good thing for luxury fashion as people in the US and China take advantage on preferential tariffs coming from the UK.” says Fleur Hicks, Managing Director of onefourzero, a data analytics and digital research agency.
Eurotunnel recorded its best ever August for freight traffic and the number of passengers passing through Heathrow’s terminals jumped to 7.5 million last month, boosted by new services to China. Europe’s biggest airport, said August customer numbers were up 2.6% from a year earlier and cargo volumes were up 1.2%. Asia saw the biggest increase in passenger numbers, up 6.3%, with new services from Hainan Airlines, Tianjin Airlines and Beijing Capital. Gatwick also saw a 0.4% rise in passenger numbers to 4.9 million and its cargo traffic soared a whopping 22.3%.
Irina Bragin, from Made of Carpet, who specialises is making luxury carpet bags, says “I think I have one advantage of Brexit in mind. Today selling to the EU as retailer (to the end buyer) we pay VAT, same as we sell in UK. After Brexit, it will be the same as selling to US, or Canada, or Australia - no VAT to pay.”
I know it’s fashionable not to be positive about Brexit, but, it’s 6 months away and it’s time to turn the negativity into optimism. Global businesses are looking past Brexit, for the longer term, and what makes London great to do business in hasn’t really changed. Brexit is something new and unknown, but, in Britain’s true entrepreneurial spirit, we can do this!
As luxury online marketplace, Farfetch, debuts on the New York Stock Exchange, I ask, is it a worthy investment?
This isn’t particularly scientific, but, recently, I was looking for a particular AW18 Dries Van Noten jacket I’d seen, in store, in Selfridges. It wasn’t on their website, so I tried Mr Porter. Nothing. So, then I thought I’d search FarFetch. With over 600 boutiques said to be affiliated to their network, and 375 luxury brands, you’d expect a decent selection to come up. Nothing again.
Left - Is Farfetch high on the list of your luxury searches?
Dries Van Noten isn’t the most ubiquitous of fashion brands, but without a large network of own brand shops, it is usually sold wholesale to designer boutiques and is found in the majority of luxury department stores. It’s big enough. It felt strange nothing was on Farfetch. This isn’t the first time this has happened and the reason why it wasn’t my first place to search.
Farfetch just had its valuation lifted and is set to be valued at between $4.9bn and $5.5bn in its initial public offering in response to investor interest in technology stocks. The shares have a price range of $17 to $19, according to an updated regulatory filing published this week. The original range was $15 to $17.
Joseph Wong, an investor in luxury fashion stocks such as Burberry, ASOS, Bvlgari and Mulberry, says “Farfetch assimilates some of the best independent boutiques into a common platform. What’s valuable is the technology and the list of stores they represent. For that diehard enthusiast, he/she can do a quick search for that elusive Off-White piece or vintage Chanel piece, with a click to buy option.”
The majority of IPOs are often overpriced. They are filled with hot air to give healthy profits to the founders and early investors. Not to mention the fees to the money men to maximise the price and get the listing on its way. Farfetch, established in 2007, is being marketed as more of a tech company, where the prices are higher, rather than a retail marketplace model which takes a percentage from each transaction sold through its website.
The most recent Farfetch results show revenues of $267.5m in the six months to June 30, 2018, and losses before tax of $68.4m. Farfetch had total revenues of $910 million last year.
To put this in the context of the market, Yoox Net-a-Porter (YNAP), which was acquired by luxury conglomerate Richemont recently, valuing the business at €5.3 billion, and matchesfashion.com was sold to private equity firm Apax for over $1 billion last September. In the 12 months ending Dec. 31, YNAP saw year-end preliminary sales reach 2.1 billion euros ($2.5 billion). Matchesfashion.com recorded group revenue of £293 million ($393 million) to 31st Jan 2018.
“From our research of the luxury fashion market, FarFetch led in terms of traffic capture between 2015 and 2017, and maintains a good reputation. It has a sound business model, good commercials and no flagged operational or customer issues.” says Fleur Hicks, Managing Director of onefourzero, a data analytics and digital research agency based in London.
“It is an ambitious listing price, but in the context of the growing luxury fashion market, this could see returns within the next months and years, depending on how ambitious your investment strategy.” she says.
The global fashion industry is, according to a 2017 McKinsey report, valued at $2.4 trillion. If it were ranked, alongside individual countries’ GDP, it would represent the world’s second largest economy. From 2014 to 2018, the luxury fashion industry was expected to grow from 3% to 17% of the total fashion market. Annual online sales growth was expected to be 17% in the US, 18% in the UK, 12% in Germany and a whopping 70% in China, according to the report.
“It’s a good business model within a growing marketplace.” says Hicks. “The return risks of minimised stock and holding outlays look to outweigh the risks associated with reliance upon 3rd party operations, such as delivery. It averages a 30% mark up and thus a 50-odd% margin on operations. Incredible for the fashion industry. Also, the growth rate - 60% this year - is impressive.” she says.
Right - Is the value in Farfetch in its tech?
“Of the competitor set we analysed, Farfetch represented 3.8% of the captured online traffic market, representing the market lead. This competitor set only represented 17% of the potential traffic available (based on digital demand and traffic) and therefore the headroom for brand and revenue growth is huge.” says Hicks.
Farfetch’s future growth is potentially going to come from its ‘White Label’ service supporting brands such as Manolo Blahnik, Christopher Kane, DKNY and Thom Browne in their e-commerce offerings.
Farfetch have announced many strategic partnerships recently to further enhance the value of the company. These include Chanel, Chalhoub Group, one of the biggest distributors of fashion and luxury goods in the Middle East and the modesty luxury retailer, The Modist. They have also partnered with brands such as Harvey Nichols and Burberry. This is spreading their risk and also leveraging their technical expertise. It’s what Ocado has done in food.
Wong says, “You also need to consider what they will be using the cash raised from the flotation for. When Prada was listed, it was to relieve the billion Euro debt, open more stores and provide an exit plan for the founders.”
Farfetch are investing heavily in technology and this does explain some of the losses. They hope they will be able to charge other brands handsomely for this and the ever important 'big data'.
Are there any potential waves on the horizon? “Digital commercial disruptors are most likely to threaten large behemoths like Farfetch.” says Hicks. “This would most likely come from Amazon or AliExpress fashion lines and/or new ways to purchase fashion in a more interactive way. It’s unlikely that this will be a quick transition, so if FarFetch remain on pulse with technological change and consumer movements then they should be agile enough to move with the technical and operational trends as well as fashion trends.” she says.
Wong says, “Businesses are keen to connect directly to consumers, and cut the middlemen: think Kylie Cosmetics, Pat McGrath. This is happening to media industry too: Netflix originals instead of via Sky or Virgin Media. Not sure if Farfetch have addressed such concerns before.”
“There is also the downside for retailers: I once noted a £1500 price difference on a stunning new season McQueen coat: the result of a weak sterling and import taxes levied by a store from the Far East.” he says.
According to Bain & Company, the luxury goods market reached a record high of €262 billion in 2017. Online sales jumped by 24%, reaching an overall market share of 9%. Bain & Company predicts the market will be worth $446 billion market by 2025. Online’s share is expected to be its fastest-growing segment, rising from about 9% to 25% by 2025.
I think you need to look at Farfetch in the context of being a major player in a fast growing market. The valuation seems to be based upon its potential and the appetite for this type of technology stock.
I don’t think the name ‘Farfetch’ is particularly well known with general consumers. They need to work on the parent brand and getting its name into the luxury consumer’s head for that initial search. They also need to feel like the Amazon of luxury: all the choice on one site, which takes me back to my disappointing Dries Van Noten search. They could do better with packaging and more Instagrammable things to raise awareness of the consumer side of the brand.
There also have a lot of variables. They have different stores buying different things in different currencies and it loses something of that personal touch that other retailers seem to nurture and one of the reasons you go to a retailer.
Left - The online market is growing massively and is set to grow from 9% to 25% of the luxury market
As for selling the tech. to other brands, I think this is where the long-term value is, but they need to be careful not to overstretch themselves and have too many fingers in too many pies. It’s better to do fewer things well. It feels like they are still working out the direction they are going in. They could easily focus on either sides of this business and quietly reduce the other. They need to grow revenues while keeping the costs constant or reduced. They just don't want to lose the momentum.
The price seems, initially, far fetched, (soz), but the long term prospects for luxury online is looking good.
It could be part of the new push for a genderless society or simply the boundaries being widened for what is, or feels, acceptable for men to wear or carry, but it feels right and looks right for men to carry handbags, right now. This isn’t about making a statement or being provocative, it’s about design, rather than gender and size, that is dictating what a stylish man carries.
Left - The Dior Saddle bag reborn on Kim Jones' first catwalk for Dior Homme
There are certain styles that are simply great pieces of design or are fashion classics and look just as good on a man’s shoulder as on a woman’s. This isn’t about ‘feminising’ men, it’s just something of beauty that is practical in carrying what needs to be carried. Enough said.
What started with Loewe’s ultra-chic ‘Puzzle’ bag has ballooned to include many other classic women’s styles. It was the reintroduction of the Dior ‘Saddle’ bag on Kim Jones’ SS19 catwalk, at his new gig at Dior Homme, in Paris in June, that cemented this new feeling. The #DiorSaddle hashtag featured male influencers reintroducing this style designed by the former Dior Creative Director, John Galliano.
Luke Ross, blogger at Fashion Samaritan, says, “I noticed a real change around 2012 when Hedi Slimanne debuted his first Saint Laurent collection that featured his signature slim cuts that really made pockets obsolete.
“Guys wanted to wear these skinny silhouettes, but the garments just didn’t have sufficient pockets” he says. “You couldn’t carry a wallet, keys, phone etc in them as it ruined the lines and for the first time we started to see men carrying bags with them that weren’t just backpacks.”
Right - Spanish influencer, Prince Pelayo
We have so much more to carry today: wallet, phone, keys, charger, water bottle, notebook, that unless you have a coat with huge pockets, a bag is an indispensable accessory for men. Men want the elegance a bag can give their total look, rather than numerous bulging pockets which can make you look dishevelled and untidy.
Alvin Cher of Bagaholicboy, the dedicated blog for bags, fashion and luxury based in Singapore, says, “I think it was just a matter of time before men got more and more confident and realised they were not restricted to just bags made for them. And if the ladies can dip into what was offered for the guys, the guys can do the same too.
“Boys actually loved the Boy Chanel when it first came out. And started buying. Then slowly, but surely, more and more brands came in.” he says. “Remember Tisci's Givenchy when they had the Pandora? That was a hit too. Even Mulberry's Alexa was deemed 'boyish' enough by some guys to use. After that the gates opened, Dior did it, so did Gucci, Loewe. Even Celine has fans amongst the men, remember the Cabas that everyone wanted?” says Cher.
“I think everyone played a part by releasing a piece that helped the evolution - Ghesquiére released those 'Arena' leather document cases at Balenciaga that every guy in fashion had and they kind of trickled down as more and more people were carrying ipads and laptops so they could be justified as practical even if they weren’t for the everyday man.” says Ross. “For me, Loewe really moved things along by making it cool to have a bag that was a replica of a female bag with the Puzzle. It’s large enough to look like a duffle bag, but then also can be small enough to look like a camera bag.”
This new trend has been pioneered by men’s celebrities, bloggers, influencers and street style images, all making the look believable and cool: men seeing other men carrying these types of bags, making it feel contemporary and fresh.
Navaz Batliwalla, founder of disneyrollergirl.net and author of The New Garconne: How to be a Modern Gentlewoman, and champion of androgyny in womenswear says, “With the influence of streetwear on men’s luxury, men's style icons like A$AP Rocky and any Korean boy band member you care to mention, have long embraced their fashion-forward side, so increasingly, the idea of carrying a bag that’s more exciting than a briefcase or a Uniqlo backpack is no biggie.” she says. “Plus, the fact is that everyone is simply carrying more stuff. Why let your outfit down with a sad generic gym bag, when you can have something that’s as considered and design conscious as the rest of your outfit?”
Left - Luke Ross, Blogger, Fashion Samaritan
The term ‘manbag’ was from the age of the ‘Metrosexual’ and feels just as dated. Who can forget that episode of Friends when Joey becomes too attached to his new shoulder bag, and the ribbing he took from his friends. Looking back, it was huge.
“I think the rise of the reusable tote also fuelled this fire as it became normal for a guy to carry a tote without it looking like a ‘manbag’.” says Ross.
Men don’t need the labels anymore: manbag, mutch - male clutch - or whatever else adds a masculine moniker to a name. I think brands will start to offer more gender neutral shopping areas and put more styles into the men’s shopping areas and advertsiing. This is a market growing into another and actually the true meaning of ‘unisex’.
So, what should us guys be looking for?
“I'm all for a guy carrying a bag made for ladies, but it still boils down to my proportion ratio. You have to try it on and see if it looks correct visually.” says Cher. “I think the time has gone when it comes to specifying which bag suits which gender. More and more brands are coming out with versions that look exactly the same for both guys and girls, so it is all about trying them on, seeing what works and having fun. It is a bag after all at the end of the day, we don't have to be so so serious about it.” says Cher.
Right - Blogger - The Modman with the Loewe Puzzle bag
“I think it’s about being authentic and genuine to your attire and aesthetic.” says Ross “Don’t do a tailored suit and then wear some flimsy nylon, touristy looking money bag.” he says. “Lastly, buy the bag for what you want it to do not the label. I’ve bought bags in the past that I wanted because they were cool, but they actually couldn’t take that much weight in them before the leather started to warp leaving them at the back of my closet and mind.”
The opinion formers in menswear have been carry women’s styles of bags for a while now, but with the new Dior grey Saddle bag set to hit stores in February, I think we’ll see a huge expansion of men carrying styles that were traditionally seen as women’s.
“Men have evolved, which is what fashion is all about anyway.” says Cher.
Male handbags were a major trend on the Milan AW18 catwalks - See more here