{"id":2987,"date":"2022-01-19T16:30:28","date_gmt":"2022-01-19T15:30:28","guid":{"rendered":"https:\/\/magazine.lineapelle-fair.it\/?p=2987"},"modified":"2022-01-25T09:55:14","modified_gmt":"2022-01-25T08:55:14","slug":"the-3-things-the-fashion-industry-cannot-get-wrong-in-2022","status":"publish","type":"post","link":"https:\/\/magazine.lineapelle-fair.it\/en\/focus-en\/the-3-things-the-fashion-industry-cannot-get-wrong-in-2022\/","title":{"rendered":"The 3 things the fashion industry cannot get wrong in 2022"},"content":{"rendered":"

2021 did not solve the pandemic and only sanctioned the hoped-for recovery for those brands that were ready. Today, the fashion industry needs to understand the basis on which to face 2022 that is still a victim of uncertainties and criticalities whose deadlines are elusive. That’s why they need to know what are the 3 things they mustn’t get wrong<\/strong><\/p>\n

In collaboration with Altavia<\/a><\/p>\n

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The fashion<\/strong> world had high expectations<\/strong> of 2021. It hoped to experience it first and foremost as a period of rapid recovery after the disasters of 2020<\/strong>. What we can say with certainty, however, is that the year we are leaving behind us has sanctioned a real revival for only a few players<\/strong>. Those who were ready and produced the innovations necessary<\/strong> to adapt to the radical changes<\/strong> in behaviour that we have described. The year that has just begun still shows many signs of uncertainty<\/strong> that will once again test the strategic capacity and rapid adaptation to change of brands. In addition to the necessary conversion towards sustainable development<\/strong>, the need to adopt circular production models<\/strong> and the acceleration of digital transformation<\/strong>, there are also logistical challenges and those linked to global inflation. So: what are the 3 things that the fashion industry must not get wrong in 2022?<\/p>\n

Number 1 >
\nDon’t forget to connect the global perspective to the local one <\/strong><\/h3>\n

The digital assets of brands collect a large amount of data and information<\/strong> through constant dialogue on different platforms. They are used, with the right tools, to gain centralised<\/strong> knowledge<\/strong> of the main characteristics of audiences and targets. Physical shops<\/strong> are a local point<\/strong> of contact where it is possible to check whether a brand’s promise of identity and value<\/strong> is succeeding in engaging its audience in the desired way. The physical point of contact needs to be equipped with the technological tools to entertain, narrate and collect data in a similar way to digital channels. Constant audience engagement <\/strong>must be one of the primary objectives of brands, who must be clear about how to guarantee a constant territorial presence.<\/p>\n

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Number 2 >
\nDon’t neglect the physical shop <\/strong><\/h3>\n

In the age of digitalisation, the physical shop<\/strong> is destined to play the fundamental role<\/strong> of symbol and expression of the brand’s deep identity<\/strong>. Moreover, it is the place where the promise of value meets the customer and engages him with inalienable experiences<\/strong>. For example direct contact with the product. The store must be understood as an experiential space<\/strong>, capable of excitement and where people want to spend their time. Neglecting the importance of a satisfying and involving shopping experience means losing sight of a fundamental side of the fashion world, which is that of identity. The phygital experience<\/strong> sees the human being as the main protagonist.<\/p>\n

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Number 3 >
\nDon’t believe in traditional promotional leverage<\/strong><\/h3>\n

People’s needs are no longer linked to the concept of the seasonality<\/strong> of collections and their purchasing choices<\/strong> will become less and less so. The challenge towards greater attention to environmental sustainability<\/strong> also contributes to questioning this production and creative model. This desire for personalisation and listening<\/strong> on the part of brands makes it increasingly difficult to impose a pre-established calendar indicating when is the best time to support sales through promotional leverage. The decline of sales<\/strong> is a symptom of the need for deep, strategic thinking about triggers that can turn active engagement into conversion<\/strong>. It becomes imperative to focus on the value of one’s own proposition, on dialogue with the market and to prioritise quality<\/strong> even for segments other than premium, entry to luxury and luxury.<\/p>\n

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