In 1985 Hogan appeared on the market as one of the first pioneering brands focused on luxury sneakers. It came to revolutionize the beginnings of an era where informal fashion took center stage, but without leaving exclusivity and luxury aside. Almost forty years later, Hogan, belonging to the Tod’s Group, continues to be a benchmark in the luxury sector, treating its heritage and savoir faire with innovation equally. Today, the Group is still managed by the Della Valle family, something unusual in recent times in which it is very common to see how the houses are constantly merging. From Status, we interviewed Andrea Della Valle, president of Hogan and vice president of Grupo Tod’s, who, even with a pandemic in between, has managed to increase sales and adapt to a new era within this sector.
What makes an accessory considered luxury?
My definition: research and innovation, quality and uniqueness.
How has the brand adapted to the pandemic and its consequences at the business level?
In recent months we have reinforced our digital presence and applied digital technologies to all our distribution channels. We have worked to make our supply chain even more agile and efficient. We are setting the stage for a post-pandemic uptick, when the real challenge for everyone will be getting customers into stores after a period of lockdown where online commerce has dominated business. Along with this, we are implementing our CRM initiatives and working on innovative processes and solid communication projects to ensure a unique experience for our customers that goes beyond the purchase.
How would you describe the brand’s customer?
Hogan’s client base is quite heterogeneous and transversal. Our clients are attentive to fashion without letting themselves be dominated by it. They appreciate being comfortable while expressing their own aesthetic by choosing versatile products of great quality and value. We like to think of men and women with a progressive approach to things, looking at the essence rather than the appearance of things.
Spring-Summer 2021 men’s collection
Today there are few businesses led by the owner family, do you think this makes any difference compared to the leadership of other companies?
A family business can rely on company capital as well as long-term profitable policies. However, it is important to ensure business continuity, adapt to changes, continue to innovate and secure a strong team of highly trained managers. In our company, our people are our human capital.
What role does Italy have in the luxury industry? Do you think it has evolved in recent years?
Italy means excellence, creativity and savoir-faire, craftsmanship, all properties that are internationally recognized and have designated our country as a leading voice in the luxury industry. The quality of the products that are made in Italy is extraordinarily unique and that is to be expected. The important thing now will be to save the business of the many artisans who have been affected by this pandemic or we may lose a precious element of our Italian heritage forever.
How does the brand’s offering meet current demand?
We have started to promote a more circular economy approach in our offer, as well as not practicing more fashion rituals by favoring very specific and constant product launches to satisfy the mindset of customers, their needs and buying habits. Our goal is to heal old cycles, ingrained for too long in our industry, to be less tied to the seasons and more sustainable.
Spring-Summer 2021 Men’s Collection
What new technologies is the brand implementing when working, either at the production level or as a company?
Throughout the brand’s value chain, we are implementing an intelligent use of digital technologies and with a greater role in the field of marketing and communication and CRM. As an example, we have launched the Hogan Rebel Society platform by integrating NFC technology into Hogan’s namesake products this season, allowing customers to access unique content and fostering a sense of community around the brand. Throughout the company’s supply chain, we have widely implemented end-to-end digitization: from virtual showrooms, stock management, sales and distribution channels, retail operations. Leveraging technologies is key to sustaining business processes at all levels, including human resources: prioritizing the safety and well-being of our employees in their workplace, whether in the office or at home, is of the utmost importance to us .
Will there be changes with respect to your physical stores, having had a growth in the online sales sector during the year 2020 (Grupo Tod’s)?
Not really. It is realistic to say that we are facing a rapidly changing retail landscape and adapting to a new business model, but our online commerce platform and our boutiques around the world remain our two pillars. I believe that the global digital transformation that we are leaving should be taken as an opportunity to ensure a complete travel experience that involves both realities and that does not necessarily seek to erase our traditions. The boutiques will be the touch of everything that happens in the digital world, the place to enjoy a personalized experience and, therefore, something to cheer with renewed enthusiasm. We are already working on new openings in the Asian market, increasing the network of direct stores in China, Macao and Korea, as well as in Europe, and strengthening our online presence with omnichannel actions that will lead to greater synergies between digital and physical channels.
Accessories from luxury brands have always been a safe bet, however, in recent months many of them have suffered a negative impact. Do you think that the consumer is going through changes in preference when buying?
Accessories remain incredibly important and often represent a more accessible boost for customers to experience their favorite brand. Without a doubt, this pandemic has profoundly changed people’s behavior and will lead us all to more responsible consumption. Not only, the younger generations are becoming more and more environmentally and socially conscious. Values such as sustainability, inclusion and transparency are key, along with a unique personalized experience. I am sure that brands whose products are perceived to last the test of time (not necessarily trend dependent, like Hogan for example) and extremely qualitative will be the favorites and will emerge stronger.
Spring-Summer 2021 Men’s Collection
The Chinese market has been important for the brand and the group during 2020. Does the brand plan to adapt or create a specific strategy for this market?
It is true that Asian consumers, Chinese in particular, have been a strong driver of luxury spending locally and internationally even before the pandemic hit. The recent travel restrictions have taught us to strengthen our practices with more personalized omnichannel local experiences, where the qualitative standards of in-store services must also be granted digitally. Additionally, emerging tier two and tier three cities will also be an important opportunity for future business developments, while focusing our communication and storytelling on the brand’s essence and values will be key to cementing Hogan as the brand of choice in casual luxury. . segment.
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