Dior Transforms Mumbai’s Gateway of India into Fashion Ramp

Models present creations from Christian Dior's Fall 2023 collection during a fashion show in Mumbai on March 30, 2023. (AFP)
Models present creations from Christian Dior's Fall 2023 collection during a fashion show in Mumbai on March 30, 2023. (AFP)
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Dior Transforms Mumbai’s Gateway of India into Fashion Ramp

Models present creations from Christian Dior's Fall 2023 collection during a fashion show in Mumbai on March 30, 2023. (AFP)
Models present creations from Christian Dior's Fall 2023 collection during a fashion show in Mumbai on March 30, 2023. (AFP)

In a glittering splash of luxury fashion, Dior transformed Mumbai’s grand, historic Gateway of India monument into a runway laden with celebrity, beauty and craftsmanship.

Flanked by the brightly lit, iconic Taj Mahal Palace hotel, the spectacular decor turned the heritage site in India’s entertainment and business capital into a blend of color and style as the models lined up Thursday to showcase the Paris fashion house's 2023 pre-fall collection.

The runway, lined with traditional Indian floral designs, reverberated with fusion beats from live musicians as Indian artistry and craftsmanship took center stage in creative director Maria Grazia Chiuri’s collection.

The lineup featured silk dresses, evening coats and sari-inspired skirts that referenced traditional Indian silhouettes. The show opened with an array of neutrals, subtly transitioning to forest green before giving way to a blaze of bright colors and patterns. Throughout it all, most of the models sported strings of pearls wound around their necks.

“I personally wanted to celebrate and showcase the incredible knowledge India offers to the international world of fashion in the field of embroidery, the mastery of the artisans who continue to work on this craft, and the commitment of Chanakya’s founders to preserving India’s history and culture, portrayed by each embroidery technique,” Chiuri said in an Instagram post.

Dior has had a long association with India through the Mumbai-based atelier Chanakya, which works with artisans and underprivileged women. The show brought the spotlight back on India’s luxury fashion market where major Western fashion brands like Pierre Cardin, Yves Saint Laurent and Valentino have presented their collections in the past.

India, now the world’s fifth-largest economy, has always been known for its intricate embroidery art, opulent textiles and embellishments. With a young and aspirational middle class that has easy access to internet — and a rising number of uber-rich — it is fast emerging as a key consumer market for international fashion labels.

Many Indian designers have also opened stores in the global fashion capitals like New York and Dubai and have been showcasing their collections during international fashion weeks.

To flesh out the guest list, Dior drew on a range of A-list invitees from India and elsewhere. Bollywood actors in attendance included the legendary Rekha, fashion icon Sonam Kapoor Ahuja and Anushka Sharma, accompanied by her husband, Indian cricketer Virat Kohli.

Western celebrities of Indian origin or descent — like Freida Pinto, Simone Ashley of “Bridgerton”, sitarist Anoushka Shankar and Vanity Fair editor-in-chief Radhika Jones — took in the show. Other guests included actor Maisie Williams from “Game of Thrones” and Thai actors Mile and Apo from “KinnPorsche.”



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.