3 questions for . . . Patrick Petzl, International sales manager for IKKS
Patrick Petzl, a leading international business expert, started gaining professional experience in 1991, and specialised fashion experience in 1999 for Lacoste where he was export sales manager until 2008. He then worked as Celio’s operations manager for India before joining Le Coq Sportif as international sales and licensing manager. In the beginning of 2015 the IKKS Group recruited him as international sales manager, a post specifically created to expand the group’s brands outside of Europe.
Which non-European markets today are the most promising for IKKS, and what are their specific characteristics?
Following the purchase of IKKS by the LBO France investment fund, we accelerated our international ambitions, and for that reason I was chosen to develop these markets. In particular we’re targeting Asia, with China, Korea, and Japan; the North American continent with the United States and Mexico; and the Middle East where we already have a strong presence with our children’s line. These priority markets are currently some of the most robust, but that doesn’t make them the easiest to develop. We keep a very close watch on the geopolitical situations, especially the current events in Russia and the Middle East, since we have to take into account the context and available resources to maximize our chances for success.
Among these markets, two stand out. First, the United States where we’re already present with a childrenswear line. We’ll change partners there in summer 2017 in order to more energetically promote the brand. This new structure will help us put our collections to the department stores which represent significant retail market shares in America. The new organization will also mean we can better participate in the specifically American fashion retail calendar. Korea, the second market, is on the cutting edge of fashion with a rapidly growing contemporary segment. Discussions with a leading local partner are about to be settled and IKKS points of sale should be open beginning 2017. And finally, we’re going to develop specific products to meet the expectations of these markets.
What is the strategy to efficiently boost development in a new country or to accelerate that growth (exhibiting at trade shows, communications, marketing, etc.)?
Brand building is an essential factor for international success, since it creates a brand’s identity and strengthens its aspirational aspect. Targeted networking of a territory gives a brand visibility and helps establish its reputation. But it’s the products that are still our principal means of attracting consumers.
To be efficient internationally, you need good sense and flexibility. That happens with solid knowledge about the area, good practices, and local players who are leaders. You have to find the right partner and create an ad hoc business model. We use our retail savoir-faire to help these partners organize the brand’s launch. We believe that training teams is a key part of a successful collaboration with a new partner. This coherent, practical approach means we create long-term relationships with our partners. In general, it takes three years to succeed in a new market and make the brand an important player.
How do you envision your presence in international retail: by prioritizing an omni-channel strategy with significant online investments, or with specific projects for different regional zones?
We’re investing in an omni-channel strategy that gives the end consumer a 360° customer experience. Beyond making products available both online and in physical stores in our own retail networks, the ultimate goal is to motivate purchases, no matter how the consumer comes into contact with the brand. In fact, we try to work with the best pure players and to create dedicated online brand stores so that the brand experience is fluid and coherent. You have to remember that all the countries aren’t at the same level of online development. So we adapt our strategy to the country’s reality.
In China, for example, we’ll be sold on a site that will be launched in October by a Hong Kong group and will sell around 100 western premium and luxury brands. In this example, we knew how to wait for the right partner before going online. Additionally, we now have a technical platform that lets us open e-shops with our international partners. But for all the markets, we have to remember that digital expansion is part of a larger growth strategy and rounds out the essential offline retail and wholesale activities.