Hermes Plays with Depth in Surrealist Paris Show

A model wears a creation for the Hermes Spring-Summer 2021 fashion collection, Saturday, Oct. 3, 2020, during Paris fashion week. (AP)
A model wears a creation for the Hermes Spring-Summer 2021 fashion collection, Saturday, Oct. 3, 2020, during Paris fashion week. (AP)
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Hermes Plays with Depth in Surrealist Paris Show

A model wears a creation for the Hermes Spring-Summer 2021 fashion collection, Saturday, Oct. 3, 2020, during Paris fashion week. (AP)
A model wears a creation for the Hermes Spring-Summer 2021 fashion collection, Saturday, Oct. 3, 2020, during Paris fashion week. (AP)

Hermes headlined Saturday’s installment of Paris Fashion Week with a cinematic, surrealist runway staging, but the lack of celebrities attending and the patchy drizzle put a slight dampener on the usually high-octane events.

Like Milan before it, Paris is undertaking an unusual fashion season for Spring-Summer 2021 because of the coronavirus pandemic. The nine-day calendar is flitting between 16 ready-to-wear runway collections with masked guests in seated rows, 20 in-person presentations and several dozen completely digital shows streamed online with promotional videos.

Some of Saturday's highlights:

Hermes
Prints of Greco-Roman goddess sculptures adorned columns marking out Hermes' labyrinthine show, while mirrors around the set reflected parts of their marble limbs. The creative presentation referenced surrealists Salvador Dali and Jean Cocteau, evoking a sense of magic, mystery and depth.

Depth was indeed the key theme for minimalist designer Nadège Vanhee-Cybulski, but the magic and mystery were sometimes missing in the clothes. Shimmering metallic mesh came as an outer layer on pared-down undergarments in dark and muted hues.

In one LWD (Little White Dress), the gold meshing resembled kinky chainmail and felt very 1990s. Elsewhere, the play on depth continued as the sides were scooped out of an ethnic-looking brown dress to expose the model's skin.

It was, on the whole, a low-energy collection. Still, individual garments were high in sophistication, especially those with layered paneling. One coat in old rose had a chic rolled-up collar that riffed on aviation attire.

Altuzarra is sophisticated
Tailoring, ruching, draping and layering were the winning formula for Paris-born designer Joseph Altuzarra in his refined-looking Spring-Summer fare. A Chinese white tunic-gown that was loose and open-necked had an angelic quality. Delicacy was in evidence in the minimalist black cord that tied the garment's waist.

A gathered gown in camouflage green had sweeping panels of gathered fabric at the skirt that evoked a goddess in the wind. It was, the house said following the show, inspired by the windswept sci-fi movie “Dune.”

The best looks were also ones in which the designer, who has a Chinese, American and French background, mixed up cultural references. A silver Western trench coat was fashioned in voluminous proportions and layers, and its lower part had the feel of a Samurai hakama (skirt-like pants) with an Obi belt.

Altuzarra has shown versatility in his over ten years of collections that have switched from the bright and joyful, to more refined and couture-infused, designs. On Saturday, it was a mixture of both.

Ester Manas loves everyone
Ester Manas is a brand that has been making ripples at Paris Fashion Week in recent seasons with a body positive approach that is, sadly, all too rare. The design duo at the helm -- French-born Ester Manas and Belgian-born Balthazar Delepierre -- said that their Saturday presentation “has been inspired by real women, regardless of their sizes, colors or shapes.”

The show, entitled “Superhuman,” featured relaxed looks with loose proportions and flashes of design fun. A plus-sized model rocked a vermilion red knit dress with cleavage, split leg and peekaboo holes at a midriff adorned with a large heart. Plus-size is sexy and we love it: The loud and clear message was delivered.

There was also some design flair, such as a loose marigold yellow pantsuit with a gargantuan fun peplum. Wearable was this season’s priority.



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.