Milan Fashion Week Opens with Chiffon and Tweed at Fendi

A model presents a creation from the Fendi Fall/Winter 2022/2023 collection during Fashion Week in Milan, Italy, February 23, 2022. (Reuters)
A model presents a creation from the Fendi Fall/Winter 2022/2023 collection during Fashion Week in Milan, Italy, February 23, 2022. (Reuters)
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Milan Fashion Week Opens with Chiffon and Tweed at Fendi

A model presents a creation from the Fendi Fall/Winter 2022/2023 collection during Fashion Week in Milan, Italy, February 23, 2022. (Reuters)
A model presents a creation from the Fendi Fall/Winter 2022/2023 collection during Fashion Week in Milan, Italy, February 23, 2022. (Reuters)

Milan picked up the autumn/winter 2022 catwalk baton on Wednesday, with designer Kim Jones revisiting Fendi archives as inspiration for new looks at the Italian luxury label's Fashion Week show.

The Feb. 23-28 event, which follows fashion weeks in New York and London, is hosting mainly in-person catwalk shows rather than digital presentations this season, including by heavyweights Prada, Versace, Giorgio Armani and Dolce & Gabbana.

At Fendi, part of luxury conglomerate LVMH, model Bella Hadid open the show in a pale pink chiffon slip dress, teamed with a cropped furry jacket and long green cashmere gloves.

Hers was the first of many soft chiffon designs in the collection, including see-through tops, trousers and jumpsuits, adorned with wavy frills or patterns and sometimes peeping out of tweed outfits.

Kim Jones, artistic director of Fendi couture and womenswear, said he looked into the archives after seeing jewellery designer Delfina Delettrez wearing her mother's old Memphis-print blouse.

Jones works alongside Delettrez's mother and the founding family's scion Silvia Venturini Fendi, who looks after menswear and accessories, at the Rome-based label.

He turned specifically to two collections designed by his predecessor, the late Karl Lagerfeld: Fendi's Spring/Summer 1986 and Autumn/Winter 2000 lines, reworking prints and styles.

"The best place to explore the Fendi archives is through the Fendi wardrobes," Jones said in shownotes. "And these are collections which, although they come from the past, feel very now."

Models wore checked trousers, high-waisted skirts and corset-like shirts. Jackets were cropped, trousers slim and belts were pocketed to carry phones.

"It's a wardrobe designed for every aspect of a woman's life, for every generation," Jones said. "And it all started with Delfina."

For accessories, Venturini Fendi marked 25 years of the brand's Baguette's bag by bringing back editions in cashmere, shearling-lined leather and intarsia mink.



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.