据悉，谢鼎鸿以创意制作为核心，开启了他的创业生涯。多年来，他为全球众多标志性品牌，包括 Burberry、Golden Goose、Uniqlo、Google、PayPal、Volvo、Starbucks 等打造了屡获殊荣的作品。加入 集团前，他曾担任上海爱马仕的创意总监，成为该品牌首位驻巴黎总部以外的创意总监。 21世纪经济报道记者高江虹实习生张贺芸 过去这一周，全球时尚奢侈品企业经营呈现分化态势。部分品牌因市场适配不足或业绩承压启动战略收 缩，如GUESS宣布退出中国线下及电商直销渠道；与此同时，头部企业积极通过人事调整、供应链升 级、市场拓展寻求突破。周大福首次设立全球创意总监、LVMH换帅北美区、Shein重仓广东供应链、 SKP布局华南市场均彰显布局决心。此外，各品牌业绩表现差异显著，亚玛芬体育实现规模利润双增 长，彪马、SMCP等则在战略重组中承受短期阵痛，整体行业在变革中加速洗牌，展现出复杂多元的发 展格局。 1.周大福委任谢鼎鸿为全球创意总监 3月2日，周大福珠宝集团宣布委任在国际奢侈品及创意产业拥有丰富经验的谢鼎鸿出任全球创意总监， 任命将于2026年3月2日正式生效。在此之前，周大福有集团 ...

每经记者｜孙宇婷 每经编辑｜何小桃 董兴生 在安踏体育（HK02020）宣布收购彪马29.06%股权后的首份财报发布窗口，德国运动品牌彪马（PUMA）于当地时间2月26日交出了一份充满转型印记的 2025财年成绩单。 在这份财报中，彪马完全没有提及任何关于安踏入股的信息，也未对股权结构变动做出任何评论，展现出公司管理层专注于内部事务的姿态。但数据本身 并不轻松：2025财年全年销售额同比下降约8.1%至72.96亿欧元；调整后息税前利润（EBIT）为-1.66亿欧元，计入1.92亿欧元重组和商誉减值费用后，报 告期内EBIT达-3.57亿欧元。而彪马方面对2026年的展望同样不容乐观。 不过，在随后的电话会议上，彪马首席执行官亚瑟•霍尔德坦言，由于安踏更倾向于直接面向消费者（DTC）的策略，而不是彪马通过零售商销售的模 式，因此短期内彪马在中国的销售额可能会受到影响。 据悉，大中华区目前仅占彪马销售额的约7%。考虑到安踏的零售运营优势及成功先例，多家券商机构预期，一旦完成股权收购，这一比例将会提高。 彪马首席执行官霍尔德表示："2025年是我们全力推进的'重置'之年。我们要将彪马打造成全球前三的运动品牌，中期 ...

不过，在随后的电话会议上，彪马首席执行官亚瑟·霍尔德坦言，由于安踏更倾向于直接面向消费者 （DTC）的策略，而不是彪马通过零售商销售的模式，因此短期内彪马在中国的销售额可能会受到影 响。 据悉，大中华区目前仅占彪马销售额的约7%。考虑到安踏的零售运营优势及成功先例，多家券商机构 预期，一旦完成股权收购，这一比例将会提高。 对于彪马在国内市场的销售情况，有知情人士向《每日经济新闻》记者透露："去年其实卖得一般，但 有一说一，彪马的产品力还是不错的，就看安踏接手后，在中国市场能不能翻盘。" 在安踏体育（HK02020）宣布收购彪马29.06%股权后的首份财报发布窗口，德国运动品牌彪马 （PUMA）于当地时间2月26日交出了一份充满转型印记的2025财年成绩单。 在这份财报中，彪马完全没有提及任何关于安踏入股的信息，也未对股权结构变动做出任何评论，展现 出公司管理层专注于内部事务的姿态。但数据本身并不轻松：2025财年全年销售额同比下降约8.1%至 72.96亿欧元；调整后息税前利润（EBIT）为-1.66亿欧元，计入1.92亿欧元重组和商誉减值费用后，报 告期内EBIT达-3.57亿欧元。而彪马方面对2026年的 ...

Group 1 - Chow Tai Fook Jewelry Group has opened a flagship store on Guangdong Road in Hong Kong, marking a significant milestone in its brand transformation, which is nearing its two-year anniversary [1] - The flagship store spans nearly 1,000 square meters and features various product lines, including iconic collections, high-end jewelry, an IP series, and a new luxury home goods series, along with interactive experience areas [1] - The company plans to open two new concept stores in Shanghai by 2025, with one store achieving an average monthly sales of over 17 million yuan from January to September 2025 [1] Group 2 - Over the past year, Chow Tai Fook has engaged in cross-industry collaborations, including a blind box series with Hong Kong Disneyland and a product line with Huawei [2] - The company is set to expand internationally, with new stores opening in Singapore and Thailand in late 2025 and early 2026, respectively, to strengthen its position in the global jewelry market [2] - By 2026, Chow Tai Fook plans to introduce more diverse jewelry products and aims to enter the Australian market by mid-2026, along with additional stores in Canada and plans to enter the Middle East within two years [2]

责任编辑：杨赐 2月13日消息，周大福珠宝集团副主席郑志雯近日在品牌香港广东道旗舰店开业现场表示，今年集团品 牌转型即将满两周年，面向未来，集团对2026年的消费市场充满信心，将按策略规划持续推进优化门店 和产品，不断巩固周大福珠宝作为全球知名中国奢侈品集团的地位。 2月13日消息，周大福珠宝集团副主席郑志雯近日在品牌香港广东道旗舰店开业现场表示，今年集团品 牌转型即将满两周年，面向未来，集团对2026年的消费市场充满信心，将按策略规划持续推进优化门店 和产品，不断巩固周大福珠宝作为全球知名中国奢侈品集团的地位。 据介绍，广东道旗舰店是周大福珠宝在港澳地区最大的门店，集团投资数千万元首次开设品牌旗舰店， 历经一年多时间全面筹备。该店也是集团品牌转型之旅的重要里程碑，将进一步提升品牌形象，优化营 运模式，以全球中国奢侈品品牌定位，展现品牌转型的新理念。 郑志雯表示："马年新春之际，我们非常欢迎全球和中国内地游客来到广东道旗舰店，还可以在购物之 余参观品牌历史展示区了解周大福珠宝在广州发源、在香港发迹、在全国发展，在国际立足的近百年历 史。" 广东道旗舰店面积近千平米，突破传统珠宝店经营模式。该店以更宽敞的空间展 ...

Core Viewpoint - The era of "quick money from licensing" is over for Playboy, which is now seeking to restructure its business in China after years of chaotic growth and brand dilution [1][6]. Group 1: Business Transaction - Playboy announced the sale of 50% of its Chinese business to UTG Group for $122 million, which includes operational rights in mainland China, Hong Kong, and Macau [1]. - UTG Group has experience managing international brands in China, which may help address the issues Playboy has faced in the market [6]. Group 2: Brand Challenges - Playboy's brand image has suffered due to excessive licensing, leading to confusion between genuine and counterfeit products, with many unauthorized variations flooding the market [3]. - Quality issues have arisen from licensed manufacturers prioritizing sales over product quality, resulting in complaints and a tarnished brand reputation [3]. - Ongoing disputes with licensing partners have further complicated Playboy's brand management in China [4]. Group 3: Market Dynamics - The initial success of Playboy in China was attributed to early market entry and a lack of competition, but the brand now faces challenges from local competitors and changing consumer preferences [5]. - The brand's failure to connect with the Gen Z consumer demographic has led to a decline in market share, highlighting the need for a strategic shift [5]. Group 4: Future Outlook - The transition from merely licensing the brand to actively managing it will require time and effort, as the market has evolved beyond the previous model of quick profits from brand licensing [6].

Core Viewpoint - Under Armour reported its Q3 FY2026 financial results, showing adjusted earnings per share of $0.09, exceeding market expectations, and raised its full-year profit guidance, indicating early success of its restructuring plan [2] Group 1: Financial Performance - The company's quarterly revenue decreased by 5% year-over-year to $1.33 billion, marking nine consecutive quarters of negative growth [2] - North America, accounting for over 56% of total revenue, saw a significant sales decline of 10% to $757 million, primarily due to inventory destocking in wholesale channels and weaker foot traffic in physical retail [2][5] - The footwear segment, as the second-largest revenue source, experienced a 12% drop in revenue to $265 million, attributed to a transitional phase in its core basketball shoe line and slow product iteration in running shoes [3][5] Group 2: Regional Performance - In contrast to North America, international business showed positive signals with overall revenue growth of 3% to $577 million, driven by a 20% increase in Latin America and a 6% growth in the EMEA region [3][5] - The Asia-Pacific region, including China, saw a revenue decline of 5%, but the decrease was less severe compared to the previous year, indicating that strategic adjustments are beginning to take effect [3][5] Group 3: Strategic Adjustments - Under Armour has initiated targeted strategic adjustments in response to its core market challenges, including a reset plan led by founder Kevin Plank, focusing on reviving the Curry shoe line and refocusing on core men's apparel [5][6] - The reset plan is expected to take 18 months and involve an investment of $70 million to $90 million, aimed at overcoming development bottlenecks and achieving a turnaround [5][6] Group 4: Focus on China Market - Facing structural challenges in North America, Under Armour is shifting its strategic focus to international markets, particularly China, which is seen as a key growth area [7][9] - The company has made significant moves in China, including appointing a new vice president with extensive multinational experience and launching new product lines tailored to local consumer demands [9] - Under Armour is also enhancing its brand presence through partnerships with local athletes and opening innovative retail spaces to strengthen its market position in China [9]

Group 1 - Several brands reported stable growth or exceeded market expectations, with DTC channels becoming the core growth engine, particularly in North America and China [2] - Under Armour's third-quarter performance exceeded expectations, with adjusted diluted earnings per share of $0.09, significantly better than the expected loss of $0.02 per share [3][4] - Canada Goose's third-quarter revenue grew by 14.2%, driven by strong performance in the Chinese market, which has become a key growth driver [7] Group 2 - Estée Lauder reported a net sales increase of 6% to $4.2 billion, returning to profitability with a net profit of $162 million, attributed to its transformation strategy [8] - Ralph Lauren's third-quarter net profit increased by 21.6% to $361.6 million, with net sales rising by 12% to $2.4 billion, driven by a significant increase in average unit retail price [9][10] - Tapestry's Coach brand saw a 25% increase in sales to $2.1 billion, contributing to record overall performance for the group [15][16] Group 3 - Capri Holdings reported a quarterly revenue of $1.025 billion, exceeding expectations, with a significant reduction in net debt to $80 million [19][20] - The luxury sector is witnessing strategic shifts, with brands like Pandora entering the platinum jewelry market to mitigate silver price volatility [17][18] - Bottega Veneta appointed Emilie Leblanc as the new global marketing and communications director, indicating a focus on stabilizing brand messaging during leadership transitions [22][23] Group 4 - The luxury watch sector is facing challenges, with Richemont considering the sale of Jaeger-LeCoultre due to ongoing performance issues in its watch division [11][12] - Zegna Group reported a slight revenue decline of 1.5% for the fiscal year, with DTC channels showing strong growth while wholesale channels contracted [23][24]

Core Viewpoint - The transformation journey of Metters Bangwei is challenging, with the company forecasting a net loss of 230 million to 300 million yuan for 2025, indicating an expansion of losses [2] Group 1: Financial Performance - The company is adjusting its product strategy and actively reducing historical inventory, which has impacted revenue and gross margin [2] - In 2024, the company's revenue dropped nearly 50% to 680 million yuan, with a net loss of 195 million yuan [4] - For the first half of 2025, the company reported revenue of 227 million yuan, a year-on-year decline of 45.2%, and a net profit attributable to shareholders of 9.93 million yuan, down 87.1% [4] Group 2: Strategic Changes - The founder, Zhou Chengjian, returned as chairman and initiated significant reforms, shifting the brand positioning from "trendy casual" to "trendy outdoor" and launching a logo upgrade [2] - The company proposed a strategy of "50 city experience centers + 10,000 community stations" to drive foot traffic through local group buying on Douyin [4] - In the latter half of 2025, the company began to downplay its outdoor positioning and returned to a multi-category approach, forming four matrices: retro academy, trendy street, urban commuting, and outdoor exploration [4] Group 3: Market Challenges - Industry insiders believe that while outdoor apparel is trending, Metters Bangwei lacks the inherent brand identity to compete with specialized brands [5] - The "alternative to Arc'teryx" strategy faces challenges as it struggles with high-end recognition and affordability perceptions among consumers [5] - Despite efforts to restore the brand's leading position, ongoing performance pressures indicate a long road ahead for the company [5]

Core Viewpoint - The transformation journey of Meibang Apparel (美邦服饰) is challenging, with significant financial losses projected for 2025 and a shift in brand strategy under the leadership of founder Zhou Chengjian [2][4]. Financial Performance - Meibang Apparel expects a net loss of 230 million to 300 million yuan for 2025, indicating an increase in losses compared to previous periods [2]. - In 2024, the company's revenue dropped nearly 50% to 680 million yuan, with a net loss of 195 million yuan [4]. - For the first half of 2025, the company reported revenue of 227 million yuan, a year-on-year decline of 45.2%, and a net profit attributable to shareholders of 9.93 million yuan, down 87.1% [4]. Strategic Adjustments - The company is undergoing a product strategy adjustment, focusing on reducing historical inventory and increasing promotional discounts, which has impacted revenue and gross margin [2]. - Zhou Chengjian has returned as chairman and initiated significant reforms, including a brand repositioning from "trendy casual" to "trendy outdoor" and a logo upgrade [2]. - The "Grab Bird Plan" was introduced as a marketing strategy, but the company has since started to diversify its product categories again, moving towards retro, streetwear, urban commuting, and outdoor exploration [4]. Market Challenges - Despite the popularity of the outdoor segment, industry insiders believe Meibang lacks the inherent outdoor brand DNA to compete effectively with established brands [5]. - The company's attempt to position itself as a "cost-effective alternative" to high-end outdoor brands has faced challenges, with consumers questioning its outdoor credibility [5]. - Zhou Chengjian acknowledges that while the marketing efforts were successful in generating buzz, they did not translate into commercial success, indicating a need for ongoing reflection and improvement [4][6].