Valentino: Proven Corporate Culture

Stefano Sassi, chief executive of Valentino, said: "according to the attractiveness and loyalty of Valentino consumers to brands, we can expect growth rates for another year.

In addition, we attract new and diverse consumers, the brand foundation is becoming more and more stable, and all kinds of expansion will be carried out globally, all elements will make us a success in 2015.

The designer's idea is really matched with the brand accessories department.

Piccioli and Chiuri trained for more than 10 years before they got the Valentino Accessories Department recently.

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This is the key sector that gives consumers the urge to buy. Today's star product Rockstud shoes are the best proof that this shoe has been popular since it was launched in 2010.

Brand turnover has doubled since then.

In 2014, the brand profit increased by 36%. According to the data, the general profit came from fashion accessories.

"At the very beginning, we were addicted to creating a new kind.

Now, too, "Chiuri told the media.

"We never want to make quarterly products.

We hope to illustrate the brand in a fashion language that can become eternal.

Our inspiration is to create something that people want to have for a lifetime.

I think if you are one.

This is what you really want to do.

Whether Rockstud or camouflage, everything we do is because we want to create a fashion world.

Here, when people see certain elements, they know that this is the style of Valentino. "

Valentino Garavani, the brand's founder, said, "I have to tell you that I think I am the happiest and luckiest person in the world.

Sometimes, I ask myself what you have done to make you get all this.

It is obvious that one of the things he has done to do is to trust designers and empower them to prove themselves.

Of course, designers are not omnipotent. Valentino's Valentino performance is also related to the company strategy. Unlike Coach, Burberry and other luxury brands that are vigorously entering the Chinese market, Valentino is doing something from beginning to end, that is, to make the existing market - the United States, Europe and Asia (Japan and South Korea) better and deeper.

In contrast, Valentino is very cautious about China's "unfamiliar territory".

This is the so-called brand rhythm sense. How does Valentino know how to balance overexposure and shop opening?