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Couture Week Comes to Paris amid Riot Fears

From Schiaparelli's show in July 2022. JULIEN DE ROSA / AFP/File
From Schiaparelli's show in July 2022. JULIEN DE ROSA / AFP/File
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Couture Week Comes to Paris amid Riot Fears

From Schiaparelli's show in July 2022. JULIEN DE ROSA / AFP/File
From Schiaparelli's show in July 2022. JULIEN DE ROSA / AFP/File

The fashion world is on edge as haute couture week kicks off on Monday in Paris, which has seen nights of violent riots over the police killing of a teenager.
French label Celine canceled its menswear show -- scheduled outside the official calendar -- on Sunday due to the riots, with designer Hedi Slimane saying it was "inconsiderate" to hold a fashion show when Paris was "bereaved and bruised".
Hundreds have been arrested across the country as mostly young protesters have torched cars and attacked infrastructure following the death of 17-year-old Nahel M., who was shot dead when he tried to flee a traffic stop on Tuesday.
Violence appeared to be ebbing somewhat in and around the French capital over the weekend, and the haute couture shows -- celebrating the most expensive, tailor-made end of fashion -- were due to go ahead as planned, the French fashion federation told AFP on Sunday.
First up is Schiaparelli, with fashionistas wondering if it can beat the social media meltdown caused by last season's fake animal heads.
The heads, sported by the likes of Kylie Jenner, were another publicity coup for Schiaparelli artistic director Daniel Roseberry, who has overseen a revamp of the brand and attracted the likes of Lady Gaga and Beyonce as clients.
Animal activists seemed unsure what to think.
The US branch of PETA (People for the Ethical Treatment of Animals) called the heads "fabulously innovative", while PETA's French branch said a thought should be spared for the silkworms and sheep "who have really suffered".
Couture week will see first-time appearances by the United States' Thom Browne and France's Charles de Vilmorin alongside regulars like Christian Dior.
De Vilmorin, just 26, will present for his own brand after a short-lived tenure as artistic director of Rochas.
"I'm super happy to have lived through all this and to do my first show," he told AFP in his apartment-workshop last week while finalizing the collection.
Fellow couturier Stephane Rolland is presenting his latest collection, dedicated to legendary singer Maria Callas, at the Opera Garnier.
It will be filmed by veteran French director Claude Lelouch for his next movie.
Rolland said it was vital to merge fashion and other art forms.
"It's very important in our profession. I find that from time to time it lacks a bit of refinement. Money is not everything," he told AFP.

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Fashion

Uniqlo’s Chief Says Fast Fashion Must Change with the Times

A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
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Uniqlo’s Chief Says Fast Fashion Must Change with the Times

A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)

Forty years after its founding, Japanese clothing retailer Uniqlo has more than 2,500 stores worldwide. Sales at its parent company, Fast Retailing Co., recently topped 3 trillion yen ($20 billion) annually for the first time.

The name Uniqlo comes from joining the words for “unique” and “clothing.” The chain’s basic concept is “LifeWear,” or everyday clothing. Uniqlo parent Fast Retailing Co. Chief Executive Tadashi Yanai, ranked by Forbes as Japan’s richest man and estimated to be worth $48 billion, spoke recently to The Associated Press at the company’s Tokyo headquarters. The interview has been edited for length and clarity.

Q: What were the biggest challenges over the past 40 years?

A: Actually 40 years, upon reflection, went by so fast they feel more like three years. You know what they say in Japan: Time flies like an arrow. I started a regional business, then expanded nationwide.

When we became No. 2 or No. 3 in Japan’s casual wear, and being No. 1 was right within reach, we became a listed company in 1994. That was followed by our fleece boom, which doubled our revenue in one year to 400 billion yen ($2.6 billion).

I’d been thinking about going global when our revenue reached 300 billion yen ($2 billion) so we opened 50 stores in Great Britain, hoping to be a winner there just like we had conquered Japan.

Instead, we got totally knocked out.

We opened 21 outlets in a year and a half, but had to close 16 of them, leaving just five. We didn’t succeed as we had hoped. This is not an easy job. It’s very tough.

But these days, our sales are strongest in London, and also Paris. We made progress gradually.

Q: What are some of the sustainability and other key issues you have faced over the years?

A: We make clothes that last a long time. Not just clothes that last for one season.

The cashmere sweater I’m wearing today is $99. But please don’t say “cheap.” Please call it “reasonable.” We sell quality products at reasonable prices.

We’ve done various sustainability efforts, and we talk only about what we have really achieved.

Sustainability is crucial to our operations. And we’ve done just about everything — recycling, employing the disabled, support for refugees.

The prices may be cheaper at Wal-Mart, but our products offer real quality for the price. We take the greatest care and time, and involve a lot of people. Our rivals are more careless.

Q: What is behind Uniqlo’s success and what resonated with global buyers?

A: When we say Uniqlo is “made for all,” one might imagine products for the masses, like what’s at a Wal-Mart or a Target.

But what we mean is a high-quality product that appeals to all people, including the extremely rich, not only those with sophisticated taste and intelligence, but also people who don’t know that much about clothes, and the design is fine-tuned, the material fine quality, and sustainability concerns have been addressed.

We were first a retailer, then a manufacturer-cum-retailer. Now we are a digital consumer retailer. That is why we are successful. If we had stayed the same, then we can’t hope to succeed.

Being a digital consumer retail company means we utilize information at a high level to shape the way we do our work. We gain information about our customers, the workers at the store, the market, all that information.

Changing daily is the only way we can hope for stable growth. The world is changing every day.

Q: Are you confident you can keep it up another 40 years?

A: Of course. We’ve been preparing to reach 3 trillion yen ($20 billion) revenue all these years. And we are finally starting to be known. But we still have a long way to go.

We are just getting started, and we are going to keep growing. There is more potential for growth in Europe and the US, as well as China and India, given the 1.4 billion population in each country. Clothing is a necessity, so population size is key.