COVID-19 | How to lower the financial impact on the industry

COVID-19 | How to lower the financial impact on the industry

Due to Covid-19 stores have to close and shoppers are in no buying mood, not even online. It is simply not fun to shop and not be able to wear something new outside your home. It is also not fun to hear of the dire situation and meanwhile go on a shopping spree. However, every crises offers chances. 

We at WeAr spoke to countless retailers and brands and came to the following suggestion:

1) All delivered spring /summer items will be packed and stored for March/April 2021

We simply skip S/S 2020. Brands can still produce some “key-pieces”, but the bulk gets packed and stored and used for spring 2021. 

The advantage of this scenario will  be that retailers are not forced to heavily discount or even write-off merchandise, but can sell it to the regular price. Whatever won’t sell now, will be sold in a year.

Brands will lose one season of sales, but save a lot of their clients from dire financial situation and potentially bankruptcy, which ultimately will result in the client not being able to pay its brand-partners. All retailers have to pay for, is the interest and storage fees for 12 months.

Autumn winter could run as usual and losses would be minimized.To now force retailers to quickly get rid of stock with heavy discounts, will flood the market and not generate profit.

2) Shifting Sales Season

Trying to make the best out of the tragic situation should also trigger a new way seasons are currently handled by all participants from trade-shows, producers, brands to buyers.

It makes no sense to discount a pullover in the best time of winter, when consumers need warm clothing most. Instead, these items need to be discounted at the end of the winter, if at all. 

3) Delivery of merchandise and shifts of Order Rounds

The entire system has to get re-booted. Winter should get delivered 6 weeks ahead of winter, not in summer, as we sometimes do. The same applies of course for spring/summer. Subsequently: Order Rounds should start for autumn/winter in February and March and for spring/summer early September. 

If we would implement this mechanism, which used to be standard in the industry, merchandise can be sold quicker, cash-flow would be quicker, write-offs will be less. Win, win, win. This way the impact of Corona would be minimzed and offset by better bsuiness in the years to come.


Please let us know your thoughts  and suggestions, as it’s time for a change.

Stay healthy and all the very best,
Yours WeAr Global Magazine team.

DFO Launches AW20 Physical and Online Showroom for Chinese Market

DFO Launches AW20 Physical and Online Showroom for Chinese Market

In lieu of the Coronavirus COVID-19 situation, DFO will be organizing a fully integrated online and offline showroom for its AW20 season.

For buyers who will not visit Shanghai, DFO will help them place orders via our online showroom. DFO will help brands create attractive video and image content and create dynamic brand experience digitally.  In addition, China’s 5G technology will make DFO’s online experience enjoyable and convenient for buyers.

Via DFO’s own social media platforms and reaching out directly to China’s buyer pool, DFO will continue to create dedicated promotion for brands. 

“The fashion industry in China will only be strong again if all of its participants support each other.  With a fully integrated strategy spanning over one-month, we believe we will be able to help strengthen the fashion market in China, as well as our brands and retailers, through this challenging season.” – DFO

Eastman Naia cellulosic staple fiber as launched at Première VisionEastman Naia cellulosic staple fiber as launched at Première Vision

Eastman Naia cellulosic staple fiber as launched at Première Vision

Eastman, the maker of sustainably sourced Naia cellulosic filament yarn, earlier in the year announced the expansion of its Naia fiber portfolio at Première Vision-Paris (PV), the international fashion and textile exposition. With the introduction of its new cellulosic staple fiber, Naia offers another versatile eco-conscious material choice for sustainable fashion.

“We are thrilled to expand our product offerings, and we have been working with a strong network of innovative spinner partners around the world to introduce our new NaiaTM cellulosic staple fiber,” said Ruth Farrell, global marketing director of textiles for Eastman. “Working with our value chain partners, we’re facilitating quick and easy access to NaiaTM fibers for our mills, and ultimately brands, regardless of their location.”

Naia staple fiber has inherent softness, is quick drying and reduces pilling. It blends well with other eco-friendly materials, such as lyocell, modal and recycled polyester—to produce sustainable fabrics and garments that are ideal for everyday wear.

Eastman will be working with several best-in-class spinners worldwide to create Naia staple fiber, including Karacasu Tekstil in Turkey, Shandong Long Run Textile and Dezhou Huayuan Eco-Technology on Mainland China, Pratibha Syntex and RSWM Ltd. in India and Linz Textil in Austria. These industry-leading spinners blend NaiaTM staple fiber with other sustainable fibers to meet the needs of manufacturers across the globe.

Strenesse launches protective face masks

Strenesse launches protective face masks

Strenesse frees up resources to support regional companies in times of Corona. At the headquarters in Nördlingen, mouth and nose protection made from breathable cotton is produced in the Strenesse-own sewing shop with high-pressure aids. In particular, employees in the food retail sector who guarantee basic care but are not taken into account in the state supply chain should benefit from this.

The makeshift mouth and nose protection can also be found via the online store The reusable protective masks are made of 100% skin-friendly cotton, which is washable up to 90 degrees,

“In these difficult times we have to stick together and we are happy to have found a way to support our fellow human beings. My special thanks go to our employees on site who made this project possible with such commitment. ”Said Micaela Sabatier, Managing Director of the Nördlinger fashion company.

Kingpins to launch new digital event & website revamp

Kingpins to launch new digital event & website revamp

In a statement Kingpins mentioned “We’ve tried to round up a few bright spots alongside the news that is hard to hear but worth noting.

Also, with all the information and talking heads, we know it is hard to discern what we should be doing (or not doing) and what guidance we should be following. We’ve collected a few links from the experts – the World Health Organization, namely – to help you find unbiased and fact-based information.

Finally, the Kingpins team is working on two big projects right now that will help keep us all connected and informed. The first is our new website – which will launch on March 30.”

With this they also mentioned the live-date for their new digital event “We’re going online. Kingpins24 – our new online event – will bring the denim industry together when we are apart. EVERYONE can join”

Fondazione Prada turns its social channels into an exhibitions archive

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Fondazione Prada turns its social channels into an exhibitions archive

Focusing on “remote” visitors, the Fondazione Prada’s and its social media channels have been turned into a laboratory of ideas, a platform in which to test new formats and codes that will be able to develop in a further way in the future, beyond the current state of emergency.

The foundation has opened its archive where via a list of key words users can explore its “Glossary” section. By publishing archive images and videos, unpublished texts, excerpts from catalogues and reviews from the press, thematic paths and ideal dialogues between various activities will be established, Fondazione Prada said in a statement.

Pitti shares #pittilooksahead message

Pitti shares #pittilooksahead message

“In compliance with all the decrees published to date, we have promptly implemented all the measures necessary for guaranteeing the safety of the people who work at Pitti Immagine, both with and for us. We have also got ourselves organized in order to continue to be operational, using all the instruments, tools and networks available for working from home, in constant contact with each other, sector to sector… and with all of you.

What we want to tell you loud and clear is that we are all working hard to open next June’s fairs on the dates announced. We have never stopped. Put simply, it is our duty: no more or less than our duty towards you.

We are fully aware that this fair season will not be like all the others, it will be an exceptional season, combating the fear and the emergency. Not in order to remove them but rather with the aim of facing them and realistically laying down the foundations for a relaunch that is as rapid as possible.  For this reason, we have decided to invest.

We are, in fact, working on a dual track basis, physical and digital, with innovative and complementary services to boost the efficiency of the relationships between companies and buyers. The physical fair, rich in content and with even more new features, will be flanked by the e-PITTI Connect digital platform, which, beyond the current emergency, constitutes a patrimony that we have been developing for quite a long time and with which we will be launching a brand new and advanced version in June in order to offer new functionality, more contents and also remote interaction modes. With your contribution: we are a system and we work as a system, that is an undeniable treasure.

We want to continue to be a stable and safe point of reference, without concealing the difficulties and monitoring the evolution of the situation in Italy and around the world day by day, hour by hour.

We will continue to keep in contact, to stay up to date, to be flexible and fast, to adopt the most opportune measures reliably and with the necessary courage.  New scenarios will open up that will not always be predictable, we will work harder but, above all, better, drawing on both our as well as your creative skills. We are certainly not alone and will never be so because over all these years, even before creating a successful commercial event, we have built a true community with you.

In this regard, we should add one last thing.

As citizens, parents, children and members of wider communities, we would like to express our feelings of gratitude, affection and solidarity to the thousands of doctors, nurses and volunteers working in healthcare structures who have committed themselves to continuously taking care of us in the best possible way. If there are any heroes at this time, it is them.”

Stone Island S/S 2020 presents: Big Loom Camo

Stone Island S/S 2020 presents: Big Loom Camo

For S/S 2020 Stone Island presents: Big Loom Camo. The camouflage pattern is created on ‘Big Looms’: looms capable of creating complex and oversized jacquard designs. The design comes to life through the double dye bath garment dyeing procedure, which colours all the textile components with different yields.

Jackets and accessories are made of a cotton, nylon and viscose fabric, with a slight external resin finish.


CHANEL publishes new sustainability plan

CHANEL publishes new sustainability plan

CHANEL has launched its commitment to tackle climate change with CHANEL Mission 1.5°, in line with the ambitious targets of the 2015 Paris Climate Agreement, aimed at limiting mean global temperature increases to 1.5° Celsius.

CHANEL Mission 1.5° will see the company reduce its carbon footprint and that of its supply chain, while also taking action outside of its own business activities to help accelerate the transition to a lower carbon world.

To this end, CHANEL has made four commitments for the decade ahead, joining leading companies in the world that are taking ambitious measures to tackle climate change.

Reducing CHANEL’s carbon footprint across its own operations and its entire supply chain to meet Science-Based Targets

• Reduce emissions across CHANEL operations by 50% by 2030, equivalent to a 66% reduction per unit sold, and reduce supply chain emissions by 40% per unit sold by 2030, compared to 2018. To meet these reductions, CHANEL will further strengthen its long-standing approach to the responsible sourcing and production of natural raw materials, while also continuously revisiting the way it designs, manufactures, transports and distributes its products. This journey will require close partnerships with CHANEL’s suppliers.

Shifting to 100% renewable electricity on a worldwide basis by 2025

• CHANEL pledges to transition to 100% renewable electricity for its owned operations by 2025 and has joined the RE100 coalition, a group of influential businesses committed to the use of renewable electricity. Globally, as of 2019, CHANEL already sourced 41% of its electricity from renewable sources and expects this to increase to 97% by 2021.

Balancing residual carbon emissions

• Balance: while CHANEL is focused on decarbonising its operations and value chain, the company is also committed to taking action outside of its own business activities in order to balance its residual carbon emissions. The company is doing this by investing in nature-based solutions, such as projects to protect and restore forests, mangroves and peatlands. CHANEL only supports projects which follow the International Carbon Reduction and Offset Alliance (ICROA) principles, and those that are certified to the highest carbon, biodiversity and community standards (such as VCS and CCBA). Such initiatives already serve to avoid and remove carbon emissions at least equal to the company’s entire carbon footprint, with the company reaching carbon neutrality in 2019.

Financing climate change adaptation

• Adapt: finance projects that enable vulnerable communities to adapt to the impacts of climate change with the objective of reducing smallholder farmers’ and entrepreneurs’ vulnerability while also building resilient raw material supply chains, both outside and within our value chain. As an example, CHANEL supports initiatives such as the Landscape Resilience Fund, one of the winners of the Global Environmental Facility (GEF) Challenge programme for adaptation innovation.

To implement these broad commitments in its own supply chain, CHANEL is also investing in new technologies and start-ups, particularly in the field of raw materials and packaging, as well as in scientific climate-research.

Andrea d’Avack, Chief Sustainability Officer at CHANEL, said:

“The climate crisis represents the biggest issue of our age and demands urgent action to reduce negative environmental impacts and drive broader change. It is our conviction that businesses have a clear role to play, alongside governments and civil society, to help protect the world’s most vulnerable communities and ecosystems from the consequences of climate change. With today’s announcement, CHANEL has made a clearcommitment to accelerate the move to a lower carbon economy. CHANEL Mission 1.5° is embedded in our long- term vision, and reflects our ambitions to play our part in facing humanity’s biggest challenge and enroll the future of our company in a more sustainable world.”

ASSOCALZATURIFICI Trade fairs in Kiev and Munich indefinitely postponed

ASSOCALZATURIFICI Trade fairs in Kiev and Munich indefinitely postponed

Due to the restrictions imposed by the Italian government’s 9 March 2020 for the Covid-19 virus,which restrict the mobility of Italian citizens, and acknowledging the restrictive measures imposed by local authorities, the trade fairs planned for Kiev (La Moda Italiana) and Munich (Moda Made in Italy) will be postponed to a date to be determined.

“We have been carefully monitoring the situation every day,” comments Assocalzaturifici Chair Siro Badon, “but in view of the travel restrictions imposed on our participants and exhibitors and global concern about the health and safety of our community, we are forced to announce, with great regret, that we will not be able to go ahead with the two trade fairs in Ukraine and Germany. Our decision, which we have discussed at length with all the partners involved, is dictated by a deep sense of responsibility to the community, first of all, and to the footwear industry involved in the trade fair events, in particular. The gravity of the situation requires us to act boldly, right now. We are all going through a very difficult time, and we must act together to limit the possibility of contagion. We are profoundly disappointed at having to make this difficult decision, and it is our intention to discuss with our trade fair partners the possibility of rescheduling the events at a date to be determined as soon as the global health emergency allows us to resume operations as normal”.

The two events are held in countries of great importance for Italy’s footwear industry. According to the latest figures, Ukraine is Italy’s second largest export market in the former CIS nations, with 561,787 pairs of shoes (-3.8 in the past year) worth a total of 37.87 million euro (-10.1% in the past year) at an average price of 67.40 euro a pair. Germany is the third-largest destination in the world for Italian shoes, importing 27,237,000 pairs of shoes (-9.3%) worth a total of 863.18 million euro (-2.7%) at an average price of 31.69 euro a pair.