Embodying today’s contemporary lifestyle choices with its simplicity in design and quality in substance, Giordano has a commitment to outstanding quality and value which has helped grow the brand into the multiple-market and multiple-brand powerhouse that it is today. Here, RLI speaks with Ishwar Chugani, CEO and Managing Director EMEA of Giordano to discuss how the brand has handled lockdown and what lies ahead.
Giordano is a Hong Kong-based international retailer of men’s, women’s and children’s apparel and accessories. Created in 1981, the company today employs over 8,000 staff and operates 2,200 stores globally across 30 countries. The stores are predominantly situated throughout Asia, the Gulf, Africa, Australia and Eastern Europe.
The vast majority of these stores are between 1,000 and 2,000sq ft so when designing them it is imperative the space is maximised for better product displays and customer interaction, including wider entrances and larger, more comfortable fitting rooms. Energy-efficient LED lights are also in place to enhance the customer experience, whilst minimising the store’s overall carbon footprint.
“Our stores are designed with the customer in mind and to make it easier for them to navigate and find what it is they are looking for, and our visual merchandising is planned to ensure that the customer is able to shop easily and enjoy the experience,” explains Ishwar Chugani, CEO and Managing Director EMEA of Giordano. “Of course, for additional convenience, customers can shop online and merchandise can be shipped directly to them or picked up in our stores.”
Earlier this year the company opened four stores in Mauritius and back in June they opened two more stores in the Kingdom of Saudi Arabia. In addition to these, locations have also been added in new markets like Kenya, Mongolia, South Africa and France in the last 12 months.
Looking forward, Chugani feels there is a lot of opportunity for growth in Africa and Eastern Europe and their business development team is on constant lookout for potential franchise partners in new markets.
Because of the onset of Covid-19 and its affect around the world, Giordano has had to change its entire business model to cater to the so-called “new normal” that faces the retail sector.
The immediate priority was to focus on the health and safety of its team members and customers. A global pandemic may be beyond their control, but the way they responded to what was happening was not.
During the last few months Giordano has had to adapt and rethink its supply chain to be more flexible to the lifestyle changes its consumer has gone through in the lockdown period. There has been a sharp rise in demand for comfort wear at home and an obvious preference for contactless transactions.
“Following a review, we have decided to reduce our stock options and number of SKU’s, noting that many of our items that were good sellers previously may no longer be. In the fashion industry particularly, the focus now is more on season-less stock that embraces the classic ‘less is more’ approach,” says Chugani.
The transition from lockdown to re-opening its stores was a smooth process for the company, and the stores have now been operational for the last three months. The priority now is to continue to communicate and reach out to their customers to keep them updated on what the business is doing to keep the shopping experience as safe and hassle-free as possible, and to let them know about the products and services being offered by Giordano.
“In business, you may be doing well, but you may not be doing as well as your competitors. I do not think success is ever guaranteed. Every day is a new day and we have to keep re-inventing ourselves to be in this game.”
Chugani feels the outbreak of coronavirus has accelerated digital gains, and experts are unanimous that this growth is only going to continue in the near future. “Online shopping will maintain its strength into the foreseeable future, particularly for fashion purchases, as consumers are still uneasy about in-store shopping due to the health crisis. Shoppers will have acquired new digital habits that they are unlikely to ditch even after the pandemic has dissipated.”
Thinking about the future, he feels the next 12 months and even beyond that will be quite challenging for the retail industry given the unpredictability of Covid-19, but he admits things have now evolved and that this is a continuation of many things that were set in motion several years ago.
“When situations change, we have to rethink current strategies and build on the strengths that have served us well in the past. Tough times encourage companies to go back to their roots and do what they do best. The pandemic downturn only highlights the tiny fractures of a business that went unnoticed during the good times,” Chugani explains.
