In the global commerce landscape, the intersection of business and geopolitics often yields unexpected challenges. Recently, West Asia witnessed a surge in consumer activism, with citizens expressing discontent through targeted boycotts against global brands perceived to have affiliations with the Israel-Gaza conflict. As corporations grapple with the repercussions, questions arise on how brands can intelligently navigate the complex geopolitics that inevitably shape their operations.

In a conversation with Harish Bijoor, a luminary in the realm of brand and business strategy, we dissect the lessons to be learnt from the recent West Asian boycott trend, offering insights that transcend borders.

Avoiding the peril of taking sides

In a world where every move is scrutinised, brands must tread carefully to avoid aligning with divisive geopolitical issues. Bijoor underscores the strategic quandary global brands face. "Brands are meant for everyone. They are meant to unite and not divide," cautions Bijoor. The lesson here is clear - neutrality becomes a brand's most potent ally in the delicate dance between politics and commerce.

War vulturism - A risk for global brands

The term "war vulturism" resonates as a cautionary note against brands exploiting geopolitical crises for marketing gains. Bijoor elucidates the risk involved in such practices, emphasising that the allure of short-term benefits can lead to long-term damage. In a world increasingly shaped by ethical considerations, brands must resist the temptation to capitalise on wars, politics, or religious conflicts. This lesson underscores the importance of a conscientious approach that transcends profit motives.

Inclusivity as a shield against storms of dissent

In the wake of divisive narratives, Bijoor advocates crafting brand stories emphasising inclusivity. By steering clear of controversial issues and aligning with universal values, brands can cultivate resilience in the face of geopolitical storms. The lesson here is profound - in an age where consumers seek alignment with brands that mirror their values, inclusivity becomes not just a virtue but a strategic imperative.

Bottomline

In the geopolitical orchestra, where every note resonates globally, the melody brands choose to play can either unite or divide. The success of a brand lies not just in its products but in the resonance it creates with the values of a diverse and interconnected world. As global citizens scrutinise brand moves through a nuanced lens, the era of intelligence in brand strategy is not an option but a necessity for sustained resonance and relevance.

In the global commerce landscape, the intersection of business and geopolitics often yields unexpected challenges. Recently, West Asia witnessed a surge in consumer activism, with citizens expressing discontent through targeted boycotts against global brands perceived to have affiliations with the Israel-Gaza conflict.

In the global commerce landscape, the intersection of business and geopolitics often yields unexpected challenges. Recently, West Asia witnessed a surge in consumer activism, with citizens expressing discontent through targeted boycotts against global brands perceived to have affiliations with the Israel-Gaza conflict. As corporations grapple with the repercussions, questions arise on how brands can intelligently navigate the complex geopolitics that inevitably shape their operations. In a conversation with Harish Bijoor, a luminary in the realm of brand and business strategy, we dissect the lessons to be learnt from the recent West Asian boycott trend, offering insights that transcend borders. Avoiding the peril of taking sides In a world where every move is scrutinised, brands must tread carefully to avoid aligning with divisive geopolitical issues. Bijoor underscores the strategic quandary global brands face. "Brands are meant for everyone. They are meant to unite and not divide," cautions Bijoor. The lesson here is clear - neutrality becomes a brand's most potent ally in the delicate dance between politics and commerce. War vulturism - A risk for global brands The term "war vulturism" resonates as a cautionary note against brands exploiting geopolitical crises for marketing gains. Bijoor elucidates the risk involved in such practices, emphasising that the allure of short-term benefits can lead to long-term damage. In a world increasingly shaped by ethical considerations, brands must resist the temptation to capitalise on wars, politics, or religious conflicts. This lesson underscores the importance of a conscientious approach that transcends profit motives. Inclusivity as a shield against storms of dissent In the wake of divisive narratives, Bijoor advocates crafting brand stories emphasising inclusivity. By steering clear of controversial issues and aligning with universal values, brands can cultivate resilience in the face of geopolitical storms. The lesson here is profound - in an age where consumers seek alignment with brands that mirror their values, inclusivity becomes not just a virtue but a strategic imperative. Bottomline In the geopolitical orchestra, where every note resonates globally, the melody brands choose to play can either unite or divide. The success of a brand lies not just in its products but in the resonance it creates with the values of a diverse and interconnected world. As global citizens scrutinise brand moves through a nuanced lens, the era of intelligence in brand strategy is not an option but a necessity for sustained resonance and relevance.

Navigating geopolitical minefields: Insights for brands in an era of activism

A unique conversational show that brings the top leaders across all industries, sharing their insights on different agendas, right at the center of WION's headquarters.

Brand leaders from different businesses and brand in conversation with WION

A unique conversational show that brings the top leaders across all industries, sharing their insights on different agendas, right at the centre of WION's headquarters.

Brand leaders from different businesses and brands in a conversation with WION

Taylor Swift's music video for Karma delighted fans with numerous easter eggs. Which further prompted dedicated Swifties to analyze every detail. Recently, a new detail has surfaced regarding one of Taylor's looks in the music video.

Taylor Swift flaunts Rs 8K bangles from an Indian brand in her music video 'Karma'

There is no brand without a logo. The logo is the prime identifier for all brands. To understand the value of a logo, all you need is to look at the core value of a brand. The logo is the brand's identity.

How Logo holds the value of a brand and why they are worth investing in?

Nike said Thursday it will permanently leave the Russian market after suspending its operations over the conflict in Ukraine, joining a long list of Western firms that have pulled out of the country.

Nike temporarily closed its stores in Russia after Russian troops entered Ukraine in late February, triggering unprecedented sanctions and sparking an exodus of foreign firms such as Adidas, Ikea, H&amp;M, McDonald's and Starbucks.

Also read |&nbsp;<a href="https://www.wionews.com/world/vkusno-tochka-russias-mcdonalds-reopens-under-new-brand-name-in-moscow-487488">‘Vkusno &amp; tochka’: Russia’s McDonald’s reopens under new brand name in Moscow</a>

"Nike Inc. made a decision to leave the Russian market," the US apparel maker said in a statement. "The Nike stores were temporarily closed recently and will not reopen."

It added that its website and app will no longer be available in the country.

Watch |&nbsp;14th BRICS Summit: Russia trying to forge closer ties with Asia

<div class="videoWrapper trancodeVideo"><iframe allowfullscreen="" autoplay="1" class="includeVideo" frameborder="0" height="350" src="https://www.wionews.com/videos/14th-brics-summit-russia-trying-to-forge-closer-ties-with-asia-491050/embed" style="width:100%;max-width:560px;" width="560"></iframe></div>

Last month, the US company said it will not be renewing licensing agreements with Russian retailers.

Also on Thursday, US tech giant Cisco announced its decision to "begin an orderly wind-down" of operations in Russia and its ally Belarus, saying it wanted to ensure its employees in these countries "are treated with respect".

Also read |<a href="https://www.wionews.com/trending/tired-of-paying-uk-man-gets-favourite-nike-shoes-tattooed-on-his-feet-489482">&nbsp;'Tired of paying': UK man gets favourite Nike shoes tattooed on his feet</a>

Russian authorities have warned that they were ready to nationalise foreign assets, and some officials assured Russians that their favourite brands would have domestic alternatives.

WATCH WION LIVE HERE

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You can now write for wionews.com and be a part of the community. Share your stories and opinions with us <a href="https://www.wionews.com/content-contribution-registration-form">here</a>.

Nike said Thursday it will permanently leave the Russian market after suspending its operations over the conflict in Ukraine, joining a long list of Western firms that have pulled out of the country.

Nike said Thursday it will permanently leave the Russian market after suspending its operations over the conflict in Ukraine, joining a long list of Western firms that have pulled out of the country. Nike temporarily closed its stores in Russia after Russian troops entered Ukraine in late February, triggering unprecedented sanctions and sparking an exodus of foreign firms such as Adidas, Ikea, H&M, McDonald's and Starbucks. Also read | ‘Vkusno & tochka’: Russia’s McDonald’s reopens under new brand name in Moscow "Nike Inc. made a decision to leave the Russian market," the US apparel maker said in a statement. "The Nike stores were temporarily closed recently and will not reopen." It added that its website and app will no longer be available in the country. Watch | 14th BRICS Summit: Russia trying to forge closer ties with Asia Last month, the US company said it will not be renewing licensing agreements with Russian retailers. Also on Thursday, US tech giant Cisco announced its decision to "begin an orderly wind-down" of operations in Russia and its ally Belarus, saying it wanted to ensure its employees in these countries "are treated with respect". Also read | 'Tired of paying': UK man gets favourite Nike shoes tattooed on his feet Russian authorities have warned that they were ready to nationalise foreign assets, and some officials assured Russians that their favourite brands would have domestic alternatives. WATCH WION LIVE HERE You can now write for wionews.com and be a part of the community. Share your stories and opinions with us here.

Nike to make full exit from Russia

Coca-Cola is planning to bid adieu to 200 brands, or half of its portfolio.

The beverage giant had earlier announced it would discontinue some drinks, like Tab, Zico and Odwalla. On Thursday, the company said it would get rid of 200 of them.

With this move, Coca-Cola wants to focus on its most profitable offerings, the company explained. Those include its core products like Coca-Cola Zero Sugar.

CEO James Quincey said the "hydration" category, with Dasani, Powerade, Vitamin Water and Zico, and other brands, will likely see more cuts.

Water and sports drink volumes fell 11% in the third quarter.

There's a stark difference between Coca-Cola's successful brands and its struggling ones, Quincey said over the summer.

Coca-Cola&nbsp;has had a hard time during the pandemic because of restaurant closures.

Coca-Cola is planning to bid adieu to 200 brands, or half of its portfolio. The beverage giant had earlier announced it would discontinue some drinks, like Tab, Zico and Odwalla.

Coca-Cola is planning to bid adieu to 200 brands, or half of its portfolio. The beverage giant had earlier announced it would discontinue some drinks, like Tab, Zico and Odwalla. On Thursday, the company said it would get rid of 200 of them. With this move, Coca-Cola wants to focus on its most profitable offerings, the company explained. Those include its core products like Coca-Cola Zero Sugar. CEO James Quincey said the "hydration" category, with Dasani, Powerade, Vitamin Water and Zico, and other brands, will likely see more cuts. Water and sports drink volumes fell 11% in the third quarter. There's a stark difference between Coca-Cola's successful brands and its struggling ones, Quincey said over the summer. Coca-Cola has had a hard time during the pandemic because of restaurant closures.

Coke bids adieu to 200 drink brands

Star power: How celebrities earn a bomb through advertisements and endorsements

Barbadian singer Rihanna unveiled her new fashion brand with Louis Vuitton owner LVMH on Wednesday (may 22), a rare move by the French group to set up a label from scratch as it taps into soaring demand for celebrity collaborations in the luxury world.

Rihanna launches new fashion brand in Paris with LVMH

Rebel brand Vetements sent fashion into a spin on Sunday with an haute couture show that broke all the rules, appropriating clothes and shoes from 17 other brands and recutting them in its own irreverent neo-Soviet street style. 
 
The most talked about brand in fashion had been invited to the show as a guest in the elite, uniquely Parisian events, seen as the pinnacle of exclusive made-to-measure clothing. 
 
But instead of bowing to couture&#39;s near century-long tradition of handmade artistry, Vetements called in brands as diverse as Levi&#39;s, Mackintosh and Brioni to supply them with their trademark garments which they then remade. 
 
The result was an attention-hogging show that left few indifferent. 
 
Social media was abuzz afterwards with the red velour tracksuits with &quot;Juicy&quot; picked out in crystals across the bum, gigantic dungaree-aprons and hoodies with shrunken hoods. 
 
The show began with the oversized jackets that have become Vetements calling card, replete with their overlong &quot;gorilla sleeves&quot;. 
 
Then designer Demna Gvasalia rolled out a series of jarring, eye-catching new tropes, pulling up his perennial thigh-high boots so they sometimes reached to the waist and beyond. 
 
He even seemed to be trying to create a previously uncharted erogenous zone halfway between the navel and the sternum by pulling diamond-shaped peep holes in his Comme des Garcons shirts. 
 
Also striking was how Georgian-born Gvasalia - who fans hail for defying the &quot;system&quot; - set out to blur the difference between high and low end brands with Dr Martens boots and Manolo Blahnik stilettos sharing the same runway. 
 
&quot;The idea was to work with brands and their specialised suppliers,&quot; he told reporters backstage after the show. 
 
&quot;Vetements unsubscribes to the difficult production cycle that has been forced upon many designers,&quot; the label said in a statement, referring to the punishing turnaround times creators increasingly must adhere to.&nbsp; 
 
&quot;Trailblazing brands - trendsetters of their time - are still relevant today. Not only because of their acclaimed designs, but also because of years of perfecting material and production methods,&quot; it added. 
 
While many questioned whether Vetements&#39; spring men and women&#39;s show was really haute couture, few doubted that it was a shock to the increasingly frenetic fashion system which has seen many designers complain of burnout. 
 
Unlike most of their peers who produce several collections, Vetements, founded by 35-year-old Gvasalia and his younger brother Guram only two years ago, make only two a year so their clothes can spend longer in the shops. 
 
But in one crucial respect the Gvasalias did bow to pressure. Having been pilloried for the lack of black faces in their previous shows, this one was more diverse, prompting Elle magazine&#39;s Kenya Hunt to tweet, &quot;Nice to finally see some people of colour on the Vetements runway&quot;. 
 
Another post-Soviet creator also impressed on Sunday, with the Kazakh designer Ulyana Sergeenko using suspender belts worn over clothes to symbolise &quot;Khrushchev&#39;s thaw&quot; in the 1960s. 
 
In the two other highlights of the opening day, Donatella Versace unveiled an un-typically demure 1950s influenced collection of shimmering gowns that still managed to show off the legs. 
 
And Yuima Nakazato, best known for his creations for the singer Lady Gaga, became the first Japanese designer to show in haute couture for more than a decade. 
 
His futuristic feathery ensembles used coloured layers of PVC cut by machine and then &quot;treated as origami&quot;. 
 
&quot;Combining technology with craftmanship could be the future of couture,&quot; he said afterwards. 
 
(AFP)

Brand takes burnout message to the catwalk, with their usual shock-and-awe treatment

Rebel brand Vetements sent fashion into a spin on Sunday with an haute couture show that broke all the rules, appropriating clothes and shoes from 17 other brands and recutting them in its own irreverent neo-Soviet street style. The most talked about brand in fashion had been invited to the show as a guest in the elite, uniquely Parisian events, seen as the pinnacle of exclusive made-to-measure clothing. But instead of bowing to couture's near century-long tradition of handmade artistry, Vetements called in brands as diverse as Levi's, Mackintosh and Brioni to supply them with their trademark garments which they then remade. The result was an attention-hogging show that left few indifferent. Social media was abuzz afterwards with the red velour tracksuits with "Juicy" picked out in crystals across the bum, gigantic dungaree-aprons and hoodies with shrunken hoods. The show began with the oversized jackets that have become Vetements calling card, replete with their overlong "gorilla sleeves". Then designer Demna Gvasalia rolled out a series of jarring, eye-catching new tropes, pulling up his perennial thigh-high boots so they sometimes reached to the waist and beyond. He even seemed to be trying to create a previously uncharted erogenous zone halfway between the navel and the sternum by pulling diamond-shaped peep holes in his Comme des Garcons shirts. Also striking was how Georgian-born Gvasalia - who fans hail for defying the "system" - set out to blur the difference between high and low end brands with Dr Martens boots and Manolo Blahnik stilettos sharing the same runway. "The idea was to work with brands and their specialised suppliers," he told reporters backstage after the show. "Vetements unsubscribes to the difficult production cycle that has been forced upon many designers," the label said in a statement, referring to the punishing turnaround times creators increasingly must adhere to. "Trailblazing brands - trendsetters of their time - are still relevant today. Not only because of their acclaimed designs, but also because of years of perfecting material and production methods," it added. While many questioned whether Vetements' spring men and women's show was really haute couture, few doubted that it was a shock to the increasingly frenetic fashion system which has seen many designers complain of burnout. Unlike most of their peers who produce several collections, Vetements, founded by 35-year-old Gvasalia and his younger brother Guram only two years ago, make only two a year so their clothes can spend longer in the shops. But in one crucial respect the Gvasalias did bow to pressure. Having been pilloried for the lack of black faces in their previous shows, this one was more diverse, prompting Elle magazine's Kenya Hunt to tweet, "Nice to finally see some people of colour on the Vetements runway". Another post-Soviet creator also impressed on Sunday, with the Kazakh designer Ulyana Sergeenko using suspender belts worn over clothes to symbolise "Khrushchev's thaw" in the 1960s. In the two other highlights of the opening day, Donatella Versace unveiled an un-typically demure 1950s influenced collection of shimmering gowns that still managed to show off the legs. And Yuima Nakazato, best known for his creations for the singer Lady Gaga, became the first Japanese designer to show in haute couture for more than a decade. His futuristic feathery ensembles used coloured layers of PVC cut by machine and then "treated as origami". "Combining technology with craftmanship could be the future of couture," he said afterwards. (AFP)

Fashion rebels Vetements stitch up haute couture

Wal-Mart Stores Inc said on Monday it plans to sell its Chinese e-commerce business Yihaodian to Chinese online retailer JD.com Inc for a 5 per cent equity stake in JD.com, a strategic alliance that aims to expand WalMart&#39;s reach in China. 
 
Under the deal, JD.com will issue about 145 million new class A shares to Wal-Mart, worth about $1.5 billion at JD.com&#39;s current valuation. 
 
Shares of Wal-Mart rose 26 cents, or 0.4 per cent, to $71.21 in afternoon New York Stock Exchange trading. JD.com&#39;s ADRs were up nearly 8 per cent, or $1.56, at $21.58 
 
Wal-Mart took a stake in Yihaodian, which has focussed on online grocery sales and caters to affluent female customers, in 2011 before taking full ownership last July. 
 
That deal combined Yihaodian&#39;s local expertise with Wal-Mart&#39;s global sourcing and supply chain capabilities, but growth was hindered when Wal-Mart narrowed the number of sellers on the site, according to a note from Barclays issued on Monday. 
 
In the latest agreement, JD.Com, China&#39;s second-largest online retailer, will control the Yihaodian brand and website, while Walmart will continue to operate the Yihaodian direct sales business and will sell on the Yihaodian marketplace. 
 
The deal will give Walmart access to JD.Com&#39;s online traffic and expand its reach into the Chinese market. Sam&#39;s Club China will open a flagship store on JD.Com and utilise its delivery network, the companies said. Walmart&rsquo;s China stores will be listed as a preferred retailer on JD.com&rsquo;s crowd-sourced platform, O2O JV Dada. 
 
Brian Yarbrough, an analyst with Edward Jones, said the deal with JD.com was a more cost-effective way for Wal-Mart to get its products and name in the marketplace by partnering with a large, experienced player. 
 
&quot;It doesn&#39;t mean that they&#39;ve pulled away, but to me it tells me they are trying to make smarter investments,&quot; said Yarbrough. 
 
Walmart&rsquo;s financial adviser on the deal was Morgan Stanley &amp; Co. LLC and its legal advisor was Morrison &amp; Foerster LLP. JD.com&rsquo;s legal advisors were Orrick Herrington Sutcliffe LLP and Han Kun Law Offices. 
 
(Reuters)

The deal will give Walmart access to JD.Com's online traffic and expand its reach into the Chinese market

Wal-Mart Stores Inc said on Monday it plans to sell its Chinese e-commerce business Yihaodian to Chinese online retailer JD.com Inc for a 5 per cent equity stake in JD.com, a strategic alliance that aims to expand WalMart's reach in China. Under the deal, JD.com will issue about 145 million new class A shares to Wal-Mart, worth about $1.5 billion at JD.com's current valuation. Shares of Wal-Mart rose 26 cents, or 0.4 per cent, to $71.21 in afternoon New York Stock Exchange trading. JD.com's ADRs were up nearly 8 per cent, or $1.56, at $21.58 Wal-Mart took a stake in Yihaodian, which has focussed on online grocery sales and caters to affluent female customers, in 2011 before taking full ownership last July. That deal combined Yihaodian's local expertise with Wal-Mart's global sourcing and supply chain capabilities, but growth was hindered when Wal-Mart narrowed the number of sellers on the site, according to a note from Barclays issued on Monday. In the latest agreement, JD.Com, China's second-largest online retailer, will control the Yihaodian brand and website, while Walmart will continue to operate the Yihaodian direct sales business and will sell on the Yihaodian marketplace. The deal will give Walmart access to JD.Com's online traffic and expand its reach into the Chinese market. Sam's Club China will open a flagship store on JD.Com and utilise its delivery network, the companies said. Walmart’s China stores will be listed as a preferred retailer on JD.com’s crowd-sourced platform, O2O JV Dada. Brian Yarbrough, an analyst with Edward Jones, said the deal with JD.com was a more cost-effective way for Wal-Mart to get its products and name in the marketplace by partnering with a large, experienced player. "It doesn't mean that they've pulled away, but to me it tells me they are trying to make smarter investments," said Yarbrough. Walmart’s financial adviser on the deal was Morgan Stanley & Co. LLC and its legal advisor was Morrison & Foerster LLP. JD.com’s legal advisors were Orrick Herrington Sutcliffe LLP and Han Kun Law Offices. (Reuters)

Wal-Mart to sell its China e-biz to JD.com for 5% stake

<div>Ralph Lauren is cutting about 1,000 jobs and closing 50 stores as part of a sweeping plan to lower costs and revive sales growth at the luxury&nbsp;fashion&nbsp;brand.</div>

<div>Shares of Ralph Lauren, which also forecast declines in full-year and first-quarter revenue, fell as much as 10.4 per cent to $86.32 in early trading on Tuesday. 
 
&quot;It&#39;s been a long time coming. Ralph Lauren is a behemoth, it&#39;s a very successful brand. It&#39;s an iconic brand. However, it need changes to adjust to the times,&quot; said&nbsp;Mary Epner, a retail analyst.</div>

<div>The jobs being eliminated represent about 8 per cent of the company&#39;s full-time jobs, spokesman Ryan Lally told Reuters. 
 
Ralph Lauren, like some other luxury brands, has been struggling amid sluggish spending on luxury apparel and accessories. The company&#39;s margins have taken a knock as department stores discount heavily to get rid of excess inventory. Moreover, the company&#39;s lower-end Polo and Lauren brands are facing competition from retailers such as H&amp;M and Inditex&#39;s Zara, which are known for their shorter production times.</div>

<div>Ralph Lauren said on Tuesday it would try to reduce the time taken to get new products to shelves to nine months from fifteen. The company brought in Stefan Larsson as chief executive late last year in the hope that he would replicate his success of reviving sales at Gap Old Navy, where he cut down production times and focused on offering trendy clothes at low prices.</div>

<div>&quot;I believe that he (Larsson)&nbsp;can be a positive influence. I&#39;ve hear great things about him. He is making fast changes, which is really impressive in a company like Ralph Lauren. And, listen, he knows how to do this. They need changes in their infrastructure. They need changes in their supply chain, and lead times, and delivery times. And he knows how to do this very quickly,&quot; Epner said.</div>

<div>Larsson has also worked with H&amp;M for about 15 years, where he helped grow the company&#39;s sales to $17 billion from $3 billion and introduced partnerships with luxury brands such as Versace and Karl Lagerfeld.</div>

<div>The company will focus on its luxury Ralph Lauren line and the lower-end Polo and Lauren brands, Larsson said in the company&#39;s first investor day call on Tuesday. The company&#39;s sales have fallen in every quarter in fiscal 2016, leading to a full-year sales decline of nearly three per cent. Ralph Lauren said it expects net revenue for the current fiscal year to fall in the low-double digit percentage range, hurt partly by store closures, pullback in inventory receipts and weak traffic.</div>

<div>The company said it expects to record restructuring charges of up to $400 million and an inventory reduction-related charge of up to $150 million, mostly in the current fiscal year. The restructuring measures are expected to result in annualized savings of about $180 to&nbsp;$220 million.</div>

<div>The company had about 493 directly operated retail stores and employed about 26,000 people, roughly 15,000 of who work full time as of April 2. Shares of the retailer had recouped losses and were trading down 4.8 pct at $91.96. Up to Monday&#39;s close of $96.33, the stock had fallen nearly 14 per cent this year.</div>

In an attempt to lower costs, about 8 per cent of the company's full-time jobs are being eliminated

Ralph Lauren is cutting about 1,000 jobs and closing 50 stores as part of a sweeping plan to lower costs and revive sales growth at the luxury fashion brand. Shares of Ralph Lauren, which also forecast declines in full-year and first-quarter revenue, fell as much as 10.4 per cent to $86.32 in early trading on Tuesday. "It's been a long time coming. Ralph Lauren is a behemoth, it's a very successful brand. It's an iconic brand. However, it need changes to adjust to the times," said Mary Epner, a retail analyst. The jobs being eliminated represent about 8 per cent of the company's full-time jobs, spokesman Ryan Lally told Reuters. Ralph Lauren, like some other luxury brands, has been struggling amid sluggish spending on luxury apparel and accessories. The company's margins have taken a knock as department stores discount heavily to get rid of excess inventory. Moreover, the company's lower-end Polo and Lauren brands are facing competition from retailers such as H&M and Inditex's Zara, which are known for their shorter production times. Ralph Lauren said on Tuesday it would try to reduce the time taken to get new products to shelves to nine months from fifteen. The company brought in Stefan Larsson as chief executive late last year in the hope that he would replicate his success of reviving sales at Gap Old Navy, where he cut down production times and focused on offering trendy clothes at low prices. "I believe that he (Larsson) can be a positive influence. I've hear great things about him. He is making fast changes, which is really impressive in a company like Ralph Lauren. And, listen, he knows how to do this. They need changes in their infrastructure. They need changes in their supply chain, and lead times, and delivery times. And he knows how to do this very quickly," Epner said. Larsson has also worked with H&M for about 15 years, where he helped grow the company's sales to $17 billion from $3 billion and introduced partnerships with luxury brands such as Versace and Karl Lagerfeld. The company will focus on its luxury Ralph Lauren line and the lower-end Polo and Lauren brands, Larsson said in the company's first investor day call on Tuesday. The company's sales have fallen in every quarter in fiscal 2016, leading to a full-year sales decline of nearly three per cent. Ralph Lauren said it expects net revenue for the current fiscal year to fall in the low-double digit percentage range, hurt partly by store closures, pullback in inventory receipts and weak traffic. The company said it expects to record restructuring charges of up to $400 million and an inventory reduction-related charge of up to $150 million, mostly in the current fiscal year. The restructuring measures are expected to result in annualized savings of about $180 to $220 million. The company had about 493 directly operated retail stores and employed about 26,000 people, roughly 15,000 of who work full time as of April 2. Shares of the retailer had recouped losses and were trading down 4.8 pct at $91.96. Up to Monday's close of $96.33, the stock had fallen nearly 14 per cent this year.

Ralph Lauren to cut about 1,000 jobs and shut shops

Appointing a new Dior creative director is a &quot;work in progress&quot;, the French fashion house`s chief executive said on Tuesday, with the luxury label still to name a head designer some six months after Raf Simons left to set up his own brand. 
 
Dior, one of the world`s most famous designer houses, announced Simons` surprise departure in October after some three years at the helm. An in-house creative team has been working on collections since. 
 
&quot;(It is a) work in progress, work in progress and we`re giving it a little bit of time,&quot; Chief Executive Sidney Toledano told Reuters. &quot;It`s an important position.&quot; 
 
Toledano was speaking at a preview for Dior`s new London boutique opening this week, a four-floor store selling clothes, accessories, children`s wear as well as a home collection. 
 
&quot;The UK market in London business for us is doing very well, we still have double digit growth,&quot; he said, adding however that last year`s Islamist militant attacks in Paris had hurt tourism and sales in France. 
 
&quot;...What happened in November had a real impact on the first quarter but still we will continue developing our presence in Paris. We have a five-year plan and in September we`ll open a new fine jewellery boutique.&quot; 
 
Dior also presented its cruise collection on Tuesday at Blenheim Palace near Oxford, Winston Churchill`s birthplace and where the label hosted fashion shows in 1954 and 1958. 
 
Cruise collections, originally designed for wealthy fashionistas holidaying on yachts or cruises during the winter months, are outfits produced by stylists on top of seasonal lines. 
 
Lucie Meier and Serge Ruffieux, who are leading Dior`s creative team, took inspiration from &quot;not only the post-war high society`s wardrobes but also the restlessness and wanderlust (that) characterized the period&quot;, according to show notes. 
 
Models, such as new Dior makeup ambassador Bella Hadid, strutted down the catwalk in tops, dresses and skirts adorned in floral as well as Asian and African prints and embroidery.&nbsp; 
 
Sleeves were voluminous and up to the elbow, worn with trousers flared and cut above the ankle or slim skirts.&nbsp; 
 
Dior`s signature Bar jacket, usually cinched at the waist, was slightly longer and covering hips, while its well-known bows were loosened to resemble scarves. Several outfits were layered, such as skirts over trousers.&nbsp;

Appointing a new Dior creative director is a "work in progress", the French fashion house`s chief executive said on Tuesday, with the luxury label still to name a head designer some six months after Raf Simons left to set up his own brand. Dior, one of the world`s most famous designer houses, announced Simons` surprise departure in October after some three years at the helm

Appointing a new Dior creative director is a "work in progress", the French fashion house`s chief executive said on Tuesday, with the luxury label still to name a head designer some six months after Raf Simons left to set up his own brand. Dior, one of the world`s most famous designer houses, announced Simons` surprise departure in October after some three years at the helm. An in-house creative team has been working on collections since. "(It is a) work in progress, work in progress and we`re giving it a little bit of time," Chief Executive Sidney Toledano told Reuters. "It`s an important position." Toledano was speaking at a preview for Dior`s new London boutique opening this week, a four-floor store selling clothes, accessories, children`s wear as well as a home collection. "The UK market in London business for us is doing very well, we still have double digit growth," he said, adding however that last year`s Islamist militant attacks in Paris had hurt tourism and sales in France. "...What happened in November had a real impact on the first quarter but still we will continue developing our presence in Paris. We have a five-year plan and in September we`ll open a new fine jewellery boutique." Dior also presented its cruise collection on Tuesday at Blenheim Palace near Oxford, Winston Churchill`s birthplace and where the label hosted fashion shows in 1954 and 1958. Cruise collections, originally designed for wealthy fashionistas holidaying on yachts or cruises during the winter months, are outfits produced by stylists on top of seasonal lines. Lucie Meier and Serge Ruffieux, who are leading Dior`s creative team, took inspiration from "not only the post-war high society`s wardrobes but also the restlessness and wanderlust (that) characterized the period", according to show notes. Models, such as new Dior makeup ambassador Bella Hadid, strutted down the catwalk in tops, dresses and skirts adorned in floral as well as Asian and African prints and embroidery. Sleeves were voluminous and up to the elbow, worn with trousers flared and cut above the ankle or slim skirts. Dior`s signature Bar jacket, usually cinched at the waist, was slightly longer and covering hips, while its well-known bows were loosened to resemble scarves. Several outfits were layered, such as skirts over trousers.

Dior says new designer ''work in progress''

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