Benetton, Ferrari Close Milan Fashion Week with Bold Moves

A model presents a creation for Benetton's Women's Spring Summer 2023 fashion collection on September 25, 2022 as part of the Fashion Week in Milan. (AFP)
A model presents a creation for Benetton's Women's Spring Summer 2023 fashion collection on September 25, 2022 as part of the Fashion Week in Milan. (AFP)
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Benetton, Ferrari Close Milan Fashion Week with Bold Moves

A model presents a creation for Benetton's Women's Spring Summer 2023 fashion collection on September 25, 2022 as part of the Fashion Week in Milan. (AFP)
A model presents a creation for Benetton's Women's Spring Summer 2023 fashion collection on September 25, 2022 as part of the Fashion Week in Milan. (AFP)

Milan Fashion Week closed Sunday after five days of mostly womenswear previews that celebrated diversity and renewal, with more designers of color represented than ever and a host of new talent making their debuts at major fashion houses.

The Italian fashion council was also putting the spotlight on sustainability with the return of the Green Carpet awards Sunday night recognizing progress in practices that reduce waste in the industry and its carbon footprint.

Even while the fashion world was putting the spotlight on sustainability, this season’s calendar presented unsustainable trajectories between shows, forcing the fashion crowd to travel back and forth, multiple times in one day, in an already gridlocked city. Even biking proved a challenge with few bike lanes on the routes.

Some highlights from Sunday, the closing day of Milan Fashion Week:

Remaking Benetton from the knitwear up

Benetton is embarking on yet another remake, this time under the creative direction of Andrea Incontri, a Milan designer with experience at a host of fashion houses, including Tod’s.

An architect by training, Incontri wants to reshape the Benetton retail experience, and emptied the Corso Buenos Aires flagship store for his runway debut as creative director. Upstairs, his new collection -- replete with colorful fruit-repeating motifs, pretty melange knits and tweeds -- hangs against a bare tiled wall, in well-curated, easy to survey constellations.

Underlining his desire to start with the consumer, Incontri staged the runway show on the ground floor, allowing passersby to catch a glimpse.

The modern silhouette includes culottes — a hot trend in Milan for next spring and summer — and leather Obi belts that shape crisp cotton dresses or corresponding cotton shirt-short sets for men.

The brand’s famed knitwear is pretty in melange, which layers nicely. A bra top gives a modern edge to a ribbed tunic and trousers, as cozy as it is chic. Knit biker shorts transform a tweed skirt and jacket into active daywear. Fruit motifs create a cornucopia of mix-and-match looks: the reds, pinks and yellows of cherries, pears and apples all aligning cheerily with green, sky blue and yellow backgrounds.

Incontri has given the Benetton octopus logo a much-needed graphic update, deploying it sparingly, and he has created necklaces with the B and E for Benetton, in the spirit of personalization popular with Gen-Z. Just six months in the job, Incontri promises an even fuller makeover at the 57-year-old brand, which has experienced periods of malaise.

Whereas Benetton’s heydey is strongly associated with the socially forward United Colors of Benetton advertising campaigns of Oliviero Toscani, Incontro wants to put the product and the consumer first.

“This is a brand that I feel a lot of affection for, as do many Italians, because I grew up with it,” Incontri told reporters.

Ferrari apparel gaining traction

Super sportscar maker Ferrari’s foray into luxury goods is finding traction with its luxury auto buyers, as hoped, but also Formula 1 fans whose garages house less flashy cars.

Rocco Iannone, the creative director of Ferrari’s fashion line, said he saw the effect during the Monza Grand Prix event this month. Many Formula 1 fans were buying pricey made-to-measure Ferrari garments, and showing up the next day wearing them at the race track “with badges and all of the iconic elements.”

“This mix is what I am interested in telling: They exist and we want to give them a wardrobe,” Ianonne said.

Iannone’s third collection focuses on what the creative director called Ferrari’s “primordial materials:” leather, denim, cotton and silk.

The new collection combines pieces Formula 1 fans would covet, including racing jumpsuits and pit jackets adorned with patches, as well as elegant statement pieces incorporating the Ferrari technological drive with more subtlety.

Jacquard cargo pants are made with recycled nylon, rendering a camouflage look. The denim is technological, each piece treated with sprays of ozone to give a colorful stone-washed effect without the usual environmental damage. And napa glove leather is used to make supple leather jumpsuits in a deep red with orange undertones or black.

“The goal is to embrace the soul of Ferrari through a sharp, precise and mixed wardrobe,” Iannone.



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.