Core Insights - The article discusses the resurgence of the "see now, buy now" model in luxury fashion, particularly through Gucci's upcoming collection under new creative director Demna, which aims to shorten product launch cycles and convert media buzz into sales [1][4] - The luxury industry is undergoing a transformation, with brands like Gucci and Burberry exploring new strategies to balance speed and exclusivity in response to changing consumer preferences [5][8] Group 1: Gucci's Strategy - Gucci plans to launch its new collection in September using the "see now, buy now" model, bypassing the traditional six-month product launch cycle [1] - The initiative is supported by Gucci's new CEO Stefano Cantino and Kering Group's Francesca Bellettini, reflecting a strong commitment to the brand's transformation amid Kering's €10.5 billion debt pressure [1] - Demna's appointment marks a shift from the previous creative direction, aiming to inject a more commercially viable approach into Gucci's offerings [4] Group 2: Burberry's Experience - Burberry was the first luxury brand to implement the "see now, buy now" model in 2016, allowing immediate consumer access to runway collections [2] - While initially successful, Burberry faced challenges such as increased pressure on design teams and a dilution of the brand's exclusivity, leading to a gradual retreat from the model [2][6] - The brand's experience serves as a cautionary tale for Gucci, highlighting the need for a balanced approach to speed and brand value [8] Group 3: Industry Trends - The luxury sector is collectively rethinking its strategies, with brands like Canada Goose and Coach adapting to market changes by enhancing product offerings and brand positioning [6] - The current market environment necessitates a focus on operational efficiency and consumer engagement, with brands needing to find a balance between rapid product launches and maintaining brand prestige [7][9] - The competition in luxury fashion is shifting from design aesthetics to operational speed and market responsiveness, emphasizing the importance of a cohesive brand strategy [8]

5 月 22 日， H&M 在北京悠唐购物中心旗舰店经过翻新之后重新开张，也 标 志 着 H&M全球 门 店更新 计 划在中 国 市 场 进行到了重要的一步。 H&M开启一场自我革新。 心理学中的 "暴露效应"（Mere Exposure Effect） 指的是 人们对某事物接触得越频繁，对其变化的敏感度反而会降低，甚至难以察觉那些本应显而易 见的变化。 这一理论恰好可以用来解释 H&M在中国市场的境遇。 作为大家耳熟能详的国际时尚品牌 ， H&M对许多80后、90后而言，不仅是衣柜里的常客，更是 时尚启蒙者 —— 那些年抢购联名款的狂热记忆犹 如昨天 。然而，或许正是这种长期积累的熟悉感，让消费者在不知不觉间忽略了 H&M悄然开启的转 型 之路 。 直到最近，当上海淮海路 的 嘉丽都商厦被鲜红色的大幅广告占领，当抖音、拼多多等新兴电商平台陆续出现 H&M官方旗舰店的身影， 门店的上新速度 加快，新品的设计感提升明显 —— 这个曾经熟悉的 北欧时尚品牌，正在中国开 启一场静默 但 深刻的自我革新。 更大的 门 店 ， 也更用心了 H & M的门店策略 可概括 为 " 闭旧 翻新 "—— 关闭 地段不佳、盈利能 ...