（来源：上观新闻） 冬日还未过，春夏不期而遇。具有冒险与探索精神的爱马仕以"心向辽阔"这一年度主题，展现了每一次 的大胆启程，而那些奔涌不息的灵感，皆源于对这些召唤的敏锐感知。一条无限延伸的路径穿梭于多彩 的天地之间，于大地至川海、在晴空与晚夜间展开，爱马仕2026春夏新品系列游曳其中，预展可先看到 这些匠意新作正讲述着其与灵感在冒险之旅中不期而遇的故事。 代表之一的"纵意驰骋"的真丝斜纹方巾是法国艺术家Thibaut Huchard承袭17世纪素描的精妙神韵，以现 代灵动笔触描绘色彩斑斓的马术盛景。在海豹棕与栗色骏马的热情华尔兹中，鞍辔、鬃毛与马镫迎风飞 扬，引领人们踏上这段欢腾的旅程。承袭So-Kelly手袋设计语汇，Kelly Hobo手袋以摩登精致风范重申 独特个性，接缝延伸为可调节肩带，以两种尺寸呈现，大号款式内设有两个插袋，满足日常实用性所 需。Badines系列的设计灵感源于马术传统中的皮革编织工艺，鲜明的几何风格是它的醒目特色。新款 圆线细手镯则延续了Kyoto系列的美学风格，协调用色不仅使用套组穿搭，亦能在手镯叠戴中收获别样 巧意。 原标题：《新尚 | 2026 春夏不期而遇的故事》 栏目编 ...

在情感共鸣层面，这支片子更是精准拿捏了跨代际受众的心理：对上美影的怀旧情结唤醒 70 后至 90 后 的集体记忆，让奢侈品牌打破了 "距离感"；而 "自我确信与勇气" 的核心主题，既契合春节辞旧迎新的 成长寓意，又贴近年轻群体的精神诉求，与王一博的正能量形象形成呼应，实现了 "怀旧感" 与 "年轻 化" 的双重共鸣。相较于其他马年 IP 营销中常见的浅层生肖嫁接，罗意威与上美影的合作更注重 "文化 内核的深度融合"：上美影的动画语言赋予品牌东方艺术质感，品牌的高端调性则为传统文化 IP 注入国 际化表达，二者双向赋能，让片子既保留了奢侈品应有的雅致格调，又满含本土文化的温度与生命力。 品牌以春节灯笼为灵感，联合上美影打造动画创意片，讲述小马取灯路上面临抉择、传递 "自我确信与 勇气" 的故事 —— 上美影凭借国民级 IP 的文化底蕴与东方美学风格，既赋予灯笼符号厚重的传统内 涵，又以手绘质感、细腻叙事唤醒跨代际怀旧情感，让国际品牌的本土化表达更具温度。 在众多马年 IP 叙事中，此次罗意威联合上美影的合作，从文化根基、情感共鸣等多方面展现了国际奢 侈品牌本土化节日营销的范本。作为承载中国几代人集体记忆的国民级 ...

Core Insights - The article highlights the unconventional career path of Anna Lundstrom, CEO of Nespresso UK and Ireland, who successfully entered the luxury goods industry through a proactive approach by sending an email to a high-ranking executive at LVMH [2][3]. Group 1: Career Development - Anna Lundstrom, while studying at the London School of Economics, was inspired by an interview with LVMH's UK head, who mentioned they had never received applications from students at her school [3]. - She took the initiative to email Xavier de Royère, expressing her desire to join LVMH, which led to an interview and eventually an internship opportunity [4]. - Lundstrom's proactive email not only opened doors for her but also served as a lesson in finding personalized entry points into competitive industries [4]. Group 2: Advice for Job Seekers - Lundstrom encourages job seekers to consider directly emailing potential employers to increase their chances of securing internships or job opportunities [4][5]. - She emphasizes the importance of having a clear reason for reaching out, as it demonstrates determination and enthusiasm [5]. - Lundstrom appreciates students who take the time to find her email and reach out, indicating her willingness to respond and offer guidance when possible [6].

Group 1 - Investors remain interested in European brands despite a slowdown in the global luxury fashion industry, with ongoing large-scale mergers and acquisitions in the consumer sector [1] - Sequoia China has announced the acquisition of a controlling stake in the global fashion brand Golden Goose Group, with Temasek and its wholly-owned asset management company participating as minority shareholders [1] - Golden Goose has seen its revenue grow from €266 million in 2020 to €655 million in the fiscal year 2024, demonstrating strong and steady growth [2] Group 2 - Golden Goose has a history of close ties with the venture capital community, with several private equity firms having managed it over the years; the original shareholders will retain a minority stake post-transaction [4] - CEO Silvio Campara will continue to lead the company alongside the existing management team, while Marco Bizzarri, with extensive experience in luxury brands, will serve as non-executive chairman [4] - The Chinese market is crucial for the internationalization of consumer brands, with Golden Goose having opened its flagship store in Beijing in 2016, selling out its initial limited edition sneakers [5] Group 3 - The global consumer sector is experiencing a resurgence in mergers and acquisitions, with notable transactions including Sequoia China's acquisition of Marshall Group for €1.1 billion [5] - Temasek has doubled its stake in Italian fashion brand Ermenegildo Zegna, and other significant acquisitions include the purchase of Japanese jewelry brand Tasaki and high-end department store SKP [5] - The consumer sector is viewed as a good investment opportunity due to relatively low asset prices and strong cash flows, with many industry experts believing it has resilient, anti-cyclical characteristics [6]

Core Viewpoint - Valentino is facing serious allegations from employees regarding workplace bullying and performance falsification by CEO Janice Lam, which has led to a toxic corporate culture and damaged brand reputation [1][3]. Group 1: Allegations Against Management - Employees have accused Janice Lam of engaging in various irregular sales practices to enhance sales figures, including discount promotions funded by the company and misusing employee discount privileges [3]. - The management style of Janice Lam has been described as oppressive, using derogatory language in meetings and creating a culture of fear that stifles dissent [3]. - Reports indicate that employees have faced unreasonable workloads and were pressured to work unpaid overtime, leading to mental health issues and increased turnover [3][5]. Group 2: Employee Experiences - A former employee recounted experiences of bullying and pressure to resign, including being assigned unrealistic sales targets and being monitored excessively [5][6]. - The same individual reported that complaints sent to the Italian headquarters regarding workplace bullying went unanswered, and employees were discouraged from escalating issues [5]. Group 3: Financial Performance and Debt Issues - Valentino's financial outlook is bleak, with a projected 2.8% decline in global revenue to €1.31 billion and a 22% drop in operating profit to €246 million for 2024 [7]. - The company has triggered debt covenant violations due to high debt levels, with net debt reaching €1.08 billion, which is 4.35 times its EBITDA, exceeding the agreed thresholds [7]. - Kering Group has postponed its timeline for a full acquisition of Valentino, which was initially set for 2028, due to the ongoing financial difficulties [8].

Group 1 - Prada completed the acquisition of Versace from Capri Holdings for $1.25 billion, marking a strategic move to enhance its portfolio [1] - Capri Holdings faced financial pressure and declining revenues, leading to the decision to sell Versace, which had seen a 15% revenue drop to $193 million in FY2025 [1][2] - The sale proceeds of $1.375 billion will primarily be used to pay down debt, significantly improving Capri's financial situation and reducing its leverage ratio [2] Group 2 - The acquisition allows Prada to increase its pro-forma revenue by 13% and leverage the Italian supply chain for growth potential [1] - Capri's CEO John Idol emphasized the importance of the sale in enhancing the company's balance sheet and providing financial flexibility for future investments [2] - The sale of Versace is a critical step in Capri's restructuring plan, allowing it to focus on its core brands, Michael Kors and Jimmy Choo, amidst ongoing challenges [2][3]

Core Viewpoint - Prada Group has completed the acquisition of Italian luxury brand Versace for €1.25 billion (approximately ¥10.278 billion) [2] Financing Arrangement - As part of the financing for the Versace acquisition, Prada Group has entered into a €1.5 billion financing agreement, which includes €1 billion in term loan financing and up to €500 million in transitional term loan financing [2] - The drawdown of the Versace financing agreement is contingent upon meeting several conditions related to the completion of the transaction, with €1 billion and €300 million already drawn down [2] - Additionally, Prada Group has established a €200 million bilateral term loan, which has also been drawn down alongside the completion of the transaction [2] Integration Plans - Prada Group has begun preparations to integrate Versace into its Italian manufacturing system [2] - The Scandicci leather factory under Prada Group will soon commence the production of Versace bags [2]

Group 1 - The acquisition of Versace by Prada Group for $1.375 billion marks a significant shift in the luxury brand landscape, integrating a culturally influential brand into Prada's portfolio [1] - Versace has struggled commercially under Capri Holdings, failing to regain its former glory post-pandemic, while the acquisition is seen as a potential revival for the brand and a strategic expansion for Prada [1][5] - The deal is not merely an asset transfer but represents Prada's most ambitious strategic shift in decades, moving from a "dual-brand matrix" to a "three-brand system" that can compete with giants like LVMH and Kering [5] Group 2 - The timing of the acquisition coincided with Gianni Versace's birthday, adding symbolic significance to the event, as Donatella Versace celebrated the occasion on social media [2] - The appointment of Dario Vitale as the new creative director of Versace, following Donatella's departure, is viewed as a strategic move by Prada to reshape the brand's creative direction and commercial rhythm [5] - The merger of these iconic Milanese brands signals a new strategic cycle in the luxury sector, emphasizing the importance of cultural assets and global narratives over individual product aesthetics [5]

Core Viewpoint - Prada's Chief Executive Andrea Guerra announced that the company has no further acquisitions planned following the completion of its takeover of Versace [1] Company Summary - The acquisition of Versace is expected to be finalized soon, marking a significant move for the Italian luxury group [1]

Core Insights - The luxury goods industry is experiencing a dichotomy, with some brands showing steady growth while others are struggling, highlighting the evolving value logic and core strengths of brands amid macroeconomic uncertainties [3][10]. Group 1: Steady Growth Brands - Hermès reported a revenue of €11.9 billion for the first three quarters of 2025, with a year-on-year growth of 8.6% at constant exchange rates, driven primarily by its leather goods segment [4]. - LVMH's revenue for the first half of 2025 decreased by 4% to €39.8 billion, but the decline in the Chinese market has improved to "high single-digit negative growth," indicating resilience [6]. - Richemont's sales increased by 6% to €10.2 billion for the first half of the fiscal year, with its jewelry segment, including Cartier and Van Cleef & Arpels, growing by 10% [7][8]. Group 2: Struggling Brands - Chanel's revenue fell by 5.3% to $18.7 billion in 2024, marking its first decline since 2020, with operating profit and net profit down by 30% and 28.2%, respectively [9]. - The brand faced marketing challenges, including consumer backlash over perceived production quality in promotional materials [9]. - Despite the downturn, Chanel plans to open 48 new stores, focusing on expanding its distribution network in second- and third-tier cities in China [9]. Group 3: Market Dynamics - The luxury market is increasingly concentrating resources, clientele, and market share among a few super brands, which possess strong pricing power and cultural assets [10]. - The recovery in the Chinese market is crucial but not a panacea; strong brands can capitalize on this rebound, while weaker brands may struggle despite favorable conditions [11]. - The ability to innovate and manage market expectations will be critical for brands aiming for sustained growth, while those lagging must focus on redefining brand positioning and core product competitiveness [11].