We are facing up to the challenges of the global fashion market

No matter where our customers are in the world, and no matter how they come into contact with HUGO BOSS – via analog or digital channels – they expect the same brand experience and a consistent, high-quality presentation of our products. This applies whether they are being sold in our own stores, online or by our retail partners.

The challenge now is to mesh these channels more closely, and to do so while maintaining a clear brand positioning and a consistent pricing policy worldwide.  

Resolute measures and their rapid execution are also musts in the largest individual markets. Developments in the United States have demonstrated this.

For this reason we decided to exit the off-price sector and deliberately limit the distribution of our brand. As a result, we are now heading back to where we belong: in the upper premium segment.

“Bloomingdale’s is excited to see the steps HUGO BOSS is taking on the U.S. market, and they are already reaping success. The new strategy of two distinct brands, BOSS and HUGO, will bring clarity for our customer. The brand has so much potential if it can distinguish its product, listen to its current base, and court its customer.”

DAN LEPPO Executive Vice President & General Merchandise Manager Men’s & Home, Bloomingdale’s, New York 

Anyone demanding quality needs to invest in it. And that begins with highly-qualified employees. For this reason, HUGO BOSS has provided comprehensive training for its employees in China. We have also further tailored our product ranges to better fit local demand.

Aligning our prices in China more closely with global levels proved at least as important. Local customers are benefitting, as are we as a company. A comparison of our competitors shows that we expanded our position in Asia’s number one market during 2016.

“HUGO BOSS is a prestigious brand, having entered the Chinese market over two decades ago. The recent price adjustments have helped turn around the brand since the second half of 2016, including in the MixC malls. We appreciate the partnership with HUGO BOSS and believe the new management will steer the brand to further success.”

KATHERINE ZHANG Deputy General Manager, China Resources, Shenzhen

HUGO BOSS posts its highest regional sales in Europe. In Britain, for instance, we have maintained a large and loyal customer base for many years, partly as a result of a solidly established distribution network in that market. But that isn’t the only reason for our outstanding success. It is built on exceptional quality, superb value for money and excellent customer service. 

“There are a variety of elements that contribute to the success of the BOSS Store on Regent Street, not least its location in one of the world’s busiest shopping spots. Our customers value the extensive offering across mens- and womenswear collections and above all a world-class service that pays careful attention to the detail of the customers’ experience. That is what gives Regent Street its global status and best-in-market position.”

YORGOS MASKAS Store Manager BOSS Store Regent Street, London

GLOBAL MARKET PRESENCE

  • regional headquarters:
    New York City, NY, USA

  • ~1,800 points of sale

  • 94 own freestanding retail stores

EUROPE (incl. Middle East and Africa)

  • group and regional headquarters: 
    Metzingen, Germany

  • ~5,400 points of sale

  • 191 own freestanding retail stores

AsiA / PaCifiC

  • regional headquarters: 
    Hong Kong

  • ~500 points of sale

  • 157 own freestanding retail stores

An interview with the Managing Board
 

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Our actions all have a single focus – our customers
 

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Our brands form the very heart of our company
 

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We are facing up to the challenges of the global fashion market

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Speed is a key factor in our success
 

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Tomorrow is the product of today’s decisions
 

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