Arezzo adopts new '' style '' to grow

A little over three years ago, when he received from his father the command of Arezzo & co., the biggest challenge of Alexandre Birman was dealing with his own successful network of footwear and accessories. Soon after the IPO, in 2011, the company became a "darling of the market", with above-average growth and great expectations of appreciation of their actions.
Since assuming – given the context of retraction of the economy –, Alexander has resisted fireproof. While most of the retail battle to close at Blue, the Arezzo continues displaying revenue expansion (in the third quarter, the advance was of 10%), increase of stores and strong cash generation.
To make the group move forward, Alexander transformed the company founded by his father in the years 70. The strategy brings together the strengthening of "fast fashion" model (with quick collections sold at full price), the creation of new brands and sales channels and still bet on the foreign market, considered the greatest challenge in the company.
From 2013 to 2015, Arezzo went from 12 to 21 releases per year. The greater speed was achieved with the adoption of a system of control that allows the company to know what every franchisee has in stock. "With this, just cater what was sold and we were able to increase the spin of the collections, i.e. make retailers sell more, with less inventory," explains Birman.
"He has the boldness that the group needs now," says Guilherme Affonso Ferreira, an independent member of the Board of the company. "Anderson (Birman) has gone too far, to get out of the garage and create a company the size of Arezzo. The Alexander is the second jump of the company. " For Alexander, however, it is difficult to separate the management of his father. "We''ve been partners for a long time. And today, in the Presidency of the Council, he is still very active in defining the direction of the company. "
Among the hits of the Executive, say analysts, is the transformation of Arezzo in a multibrand company, encompassing even Schutz, AnaCapri, Alexandre Birman and Fiever. Together, these brands already account for nearly half the turnover. The Group also expanded sales channels. Until 2013, only the Schutz was e-commerce. Today, all brands are in online and sales in this segment have increased from less than 1% to 7%.
For analysts, the positioning of the brands in public A/B, less susceptible to the crisis, and the cautious stance of Arezzo in time to serve as debt protection in time of weak economy. "With more cash than debt, she can focus on the business, while much of the retail business is having to spend energy to evade financial troubles," says an Executive at a bank.
Ambitious to expand, Birman sees no room for boldness in financial affairs. "A company can''t work leveraged fashion. The sets, by itself, is already a big risk to take. "