德国梅辛根（Metzingen） - 2021年8月4日 - 今天，雨果·博斯（Hugo Boss）介绍了其新的2025年增长战略“权利要求5”，并提供了中期财务野心。在接下来的五年中，该公司完全致力于强烈加快一线增长，声称其在消费者的脑海中的地位，并为其强大的品牌老板和雨果赢得市场份额。
为了实现其成为全球高级技术驱动的时尚平台的愿景和野心，以及全球前100年的品牌之一，雨果·博斯（Hugo Boss）介绍了其索赔5策略，这使消费者比以往任何时候都更加重要前。权利要求5基于五个强大的支柱：增强品牌，产品是国王，数字化，重新平衡的铅，并组织增长。它还包括对可持续性的大胆承诺，以及强大的执行路线图以及赋予人员和团队权力的明确计划。
权利要求1 - 提升品牌
To strongly elevate brand relevance, the company is refreshing BOSS and HUGO — from logos over marketing, to brand new designs in retail and digital. As such, customers will experience both brands in a completely new look and feel. To become the leading power brands, it is the ambition to achieve around 2.6 billion euros in BOSS Menswear sales and to double BOSS Womenswear sales to around 400 million euros by 2025. This will be realized by enhancing the overall perception of BOSS as a lifestyle brand, increasing brand relevance, and strongly focusing on digital. The company also aims at driving around 800 million euros of sales for HUGO by building brand power, increasing brand awareness — with a dedicated marketing push — and driving geographical expansion. The company’s license business — covering a variety of products including fragrances, watches, and eyewear, among others — is set to contribute up to 200 million euros of revenues by 2025.
两种杰出的营销策略（非常关注数字和杰出的合作）将在消费者中引起兴奋，并释放Boss和Hugo的全部潜力。总体而言，从现在到2025年，逐步的营销支出将超过1亿欧元。
Cl目标2 - 产品是国王
With product at the center of its new strategy, Hugo Boss will create products to be worn 24/7 across all different wearing occasions. While casualization and comfort are key, Hugo Boss will strongly invest in its price-value proposition to ensure premium quality as well as high levels of innovation and sustainability. In doing so, the BOSS brand will foster its unique positioning in the premium/affordable luxury segment. To become the first touchpoint for younger consumers, the HUGO strategy builds on a broad range of commercial and contemporary pieces reflecting the authentic and unconventional HUGO style.
ClAIM 3 – Lead in Digital
Digital is key in ensuring a personalized omnichannel consumer journey. It is also enabling Hugo Boss to deliver on its vision to become the premium tech-driven fashion platform worldwide. The 2025 strategy therefore includes a strong commitment to further digitalizing the company’s business activities along the entire value chain, from trend detection and digital product development to AI-enabled pricing capabilities and the global rollout of digital showrooms. This also includes establishing a digital campus to further expand the company’s digital capabilities and to improve the consumers’ experience by leveraging data. The HUGO BOSS Digital Campus, based in Metzingen, Germany and Porto, Portugal, will strengthen the company’s online activities as well as analytical, technical, and executional capabilities. It extends Hugo Boss’ digital know-how with immediate effect by combining the company’s own expertise with that of experts on data execution. Overall, Hugo Boss will step up its investments into digital by more than 150 million euros by 2025.
要求4 - 重新平衡全渠道
为了将品牌力量转化为所有消费者接触点，Hugo Boss将重新平衡其发行足迹，并在未来几年中强烈加快其全渠道活动。在这种情况下，该公司旨在确保所有消费者接触点的无缝品牌体验。到2025年将其数字收入提高到超过10亿欧元将是这方面的关键要素，并使Hugo Boss能够将其数字渗透率提高到集团销售的25％至30％。该公司的数字野心包括对所有数字接触点的坚定承诺 - 从其自己的网站hugoboss.com到其在线合作伙伴业务，包括数字纯玩家，领先的市场以及砖块和点击。
Hugo Boss还将释放的全部潜力retail as it aims at growing brick-and-mortar retail revenues to around 2 billion euros by 2025. Growth will be driven by an increase in store productivity of around 3-percent per year, as well as the further optimization and refreshing of the company’s global store network. In this context, around 80 percent of own stores are set to be refurbished during the next three years already, with overall investments into brick-and-mortar retail targeted to total around 500 million euros for the period until 2025. Hugo Boss also intends to increase brick-and-mortar wholesale revenues to a level of around 1 billion euros by 2025. The company is fully committed to reclaiming its position in this important channel by strengthening existing partnerships and regaining market share in key product categories.
要求5 - 组织增长
雨果·博斯（Hugo Boss）将推动所有地理位置的增长，同时进一步平衡其全球足迹。在亚太地区，收入将以低年份复合年增长率增长（CAGR 2019-2025）。结果，该地区的收入份额将在未来五年内增长到20％以上。中国大陆将继续特别重要，在未来几年中，该公司也将重点放在中国消费者上。雨果·博斯（Hugo Boss）同样致力于促进其在欧洲高级服装中的领先地位，预计销售额每年以低至中间位数的价格增长（CAGR 2019-2025）。德国，英国和法国等主要市场都将通过释放其在零售方面的全部潜力，与强有力的合作伙伴一起收回批发，并在所有消费者接触点中推动数字增长，从而为增长做出强烈的贡献。在美洲，预计收入将在2019年至2025年间以中间位数的复合年增长率增长，因为该公司将通过充分利用重要美国市场的休闲趋势来强烈推动24/7品牌形象。
“组织增长”还意味着利用公司现有的运营基础设施作为速度和增长的未来平台。因此，Hugo Boss将促进模块化和数字产品的创建，继续缩短交货时间，提高生产和物流的灵活性，并推动数字化以进一步提高其供应链的总体效率和灵活性。到2025年，该公司旨在以数字方式创建超过90％的产品，同时也致力于将端到端的交货时间减少30％左右。
同时，雨果·博斯（Hugo Boss）将加强其可持续性的努力，以产生有意义和可衡量的影响以及与消费者的情感互动。该公司雄心勃勃的可持续性目标包括到2030年的责任领域以及到2045年的整个价值链中的气候中立目标。此外，雨果·博斯（Hugo Boss）将特别强调建立端到端的循环商业模式。在这种情况下，该公司的目标是在2030年之前使十分之八的产品能够循环。
“Our ‘CLAIM 5’ strategy is a clear vision for the company with the consumer at its core — helping to enhance the consumer journey, improve our product offering, increase our relevance, and drive growth across all geographies,” says Daniel Grieder, CEO of HUGO BOSS AG. “Our aim is to grow Hugo Boss in a fast but sustainable way, and I am confident that we have the right team and strategy to successfully execute and lead our Company into the future.”
2025财务抱负
借助其新战略，雨果老板的目标是到2025年将销售额增加到40亿欧元，这意味着，与2019年的流行前水平相比，占2020年的16％的成绩为16％，而6％的复合年增长率为6％。在其战略上，雨果·博斯（Hugo Boss）将加强对其产品，品牌，数字能力以及其全球商店网络的投资，旨在推动行业领先的顶级增长。因此，在接下来的五年中，价值创造将从推动相对利润的改善转变为实现强劲的顶线增长，绝对的盈利能力提高以及卓越的自由现金流量产生。
直到2025年，预计毛利率在60％至62％之间，这反映了产品投资，以提高价格价值的主张和燃料一流的增长。同时，雨果·博斯（Hugo Boss）有信心到2025年返回大约12％的强大EBIT利润率，转化为2019年至2025年之间的EBIT CAGR。as strong efficiency gains to be realized by optimizing the company’s global store network. The latter relates to ongoing relocation and rightsizing initiatives, selective store openings and closings, as well as rent renegotiations. Driven by the significant top- and bottom-line growth, Hugo Boss will generate substantial cumulative free cash flow between now and 2025. Improvements in trade net working capital and the smart and efficient use of capital expenditure will provide further support to free cash flow development. The majority of cumulative free cash flow — around EUR 2 billion until 2025 — will either be reinvested into the company or distributed to shareholders through regular dividend payouts. In this context, the company’s payout ratio until 2025 will be in a range of between 30 percent and 50 percent of net income attributable to shareholders.
Posted August 4, 2021
资料来源：雨果老板
