fashionsavvvvvy
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^It looks like typical Chinese influencer with Jiafei-lite filter
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Wait, is that a real person?
I’m genuinely curious when it comes to this sentiment, I see it a lot. Can you elaborate on what brands they’ve ruined & how?Prada ruined every label they ever acquired. Just watch them ruin Versace too.
Helmut Lang, Jil Sander… to name a few. Look it up!!I’m genuinely curious when it comes to this sentiment, I see it a lot. Can you elaborate on what brands they’ve ruined & how?
They saved Alaia though.Helmut Lang, Jil Sander… to name a few. Look it up!!
I feel that maybe they’ve learnt their mistakes from HL and Jil though and times are different now and business necessities are different too plus they can’t afford to fail like they did with them before . I am hoping they will be clever about versace and won’t turn it into either miu mius pre adolescent sister or go full on polarizing into a Miami girlie that moved to Paris 20 years ago and is now a beige mom / old money sort of thing.Prada ruined every label they ever acquired. Just watch them ruin Versace too.
some Church shoes looks so similar to Prada sometimes..And Genny...They got it in 2001 but the producation of Genny was suspended in 2004. Church's is also an unsuccessful deal. They just got some buzz via Miu Miu crossover a few seasons ago.
I hope they can make Versace work. F**k quiet luxury and I need some leopard stuff right.
They bought Helmut at the height if his popularity. Not today’s “Helmut Lang” label that’s complete sh**.helmt and jil sander are very far from versace i think. it will take some serious skills to make it even less relevant
Ive always been surprised by how unsuccessful they are in comparison to Prada, Miu Miu and even Marchesi lolChurch's is also an unsuccessful deal.
Using Taleb’s “Antifragile” quote to argue against fashion house consolidation is a stretch. Fashion isn’t a monolith. Unlike bloated conglomerates with stagnant middle management, both Prada and Versace operate with leaner executive structures compared to LVMH or Kering. If anything, strategic aggregation could offer resilience, not fragility—especially in a volatile luxury market where controlling production and brand narrative is key.Susanna Nicoletti
Again, on Prada Group acquisition of Versace. A recap on the most recent news.
1. Especially after the @Lvmh bad trend news this acquisition seems a new "Luna Rossa" episode of Italian pride, so we already know how it will end up. New Zealand, Alinghi, Oracle USA, New Zealand Emirates.
2. Miuccia Prada on Fashion Network "From feminism and the Left to Empress of Italian Fashion". As the wise French say "Coeur à gauche, argent à droite". Heart on the Left, Money on the Right. Michael Burke taught me this.
3. Donatella Versace "Happy that the brand joined the Prada family". Memories of a Jil Sander, pity that Carla Fendi is not among us anymore...she could have said some words to Donatella...
4. Andrea Guerra "On Versace acquisition don't expect a miracle"...he said it clearly, for those willing to listen the mouth of truth. Let's see if the banks will be patient.
5. Patrizio Bertelli "We wanted Versace. Not just a brand to grow. Fashion is manufacturing". Memories of Genny acquisition...who knows, knows.
"We will be patient". Bertelli and patience...has anybody some proof of it?
Many "experts" here are rolling out a red carpet without a minimum analysis of the pros and cons, it seems like the Roma-Lazio derby, where one takes part as if the creation of an Italian fashion hub were at least a little realistic, reasoning with the old mental dynamics without having understood that aggregations at this moment are dangerous.
But this is something that the Big Four of consulting and banks and legal firms are pushing very hard to focus on...guess why...
I already highlighted a quote from Nassim Nicholas Taleb taken from his must read book "Antifragile" published in 2012:
“In spite of what is studied in business schools concerning “economies of scale,” size hurts you at times of stress; it is not a good idea to be large during difficult times.”
Using Taleb’s “Antifragile” quote to argue against fashion house consolidation is a stretch. Fashion isn’t a monolith. Unlike bloated conglomerates with stagnant middle management, both Prada and Versace operate with leaner executive structures compared to LVMH or Kering. If anything, strategic aggregation could offer resilience, not fragility—especially in a volatile luxury market where controlling production and brand narrative is key.
This kind of knee-jerk skepticism, where every big move is automatically written off as corporate hubris—sounds less like prudence and more like nostalgia-driven paralysis. The industry is evolving, and clinging to romanticized memories of how things “used to be” isn’t a strategy. It’s denial.