WWD : Bergdorf’s Next President: Shopbop’s Darcy Penick

Bergdorf’s Next President: Shopbop’s Darcy Penick
The Neiman Marcus Group continues to advance its "digital first" strategy.

Darcy Penick, the chief executive officer of Shopbop, will become president of Bergdorf Goodman on Sept. 4, WWD has learned.

Penick’s appointment is a clear sign that Bergdorf’s parent company, the Neiman Marcus Group, sees opportunity to accelerate digital growth at Bergdorf’s and its other divisions through its ongoing “digital first” initiative.

While tackling Bergdorf’s marks Penick’s first time at the helm of a retailer, she did compile a strong track record at Shopbop, the Amazon-owned fashion web site where she steadily rose up the ranks. Earlier in her career, Penick held buying and managerial jobs at Saks Fifth Avenue, Bergdorf’s, and Neiman Marcus where she started her career in the executive training program.

“The vision is to leverage Bergdorf’s iconic real estate — the incredible magic inside the store — and replicate that online,” Geoffroy van Raemdonck, ceo of the Neiman Marcus Group, told WWD.

“Consumer engagement is the way to grow. Digital engagement will accelerate growth in the stores and online.”

Van Raemdonck, without specifying, said the volume of bg.com “is in line with department store penetration,” which is generally from 10 to more than 20 percent. “Given that we have only two Bergdorf Goodman stores, it could grow much further. The penetration should be bigger than Neiman Marcus, given Bergdorf’s (smaller) footprint. We don’t break it out, but it’s very healthy.”

According to officials, NMG and Bergdorf’s have experienced three quarters of positive gains, including double-digit growth online.

NMG’s online sales, consisting of neimanmarcus.com, bg.com, Horchow.com, lastcall.com and Mytheresa.com, account for more than 35 percent, or $1.5 billion, of NMG’s total sales of $4.7 billion in the last fiscal year. “We could quickly get to 40 percent,” Van Raemdonck said recently. Longer term, “I can imagine that the balance will be 50-50.” BG.com is estimated to account for less than 30 percent of Bergdorf’s total sales.

Penick, who will report to van Raemdonck, succeeds Joshua Schulman, who left about a year ago to join Coach. Since then, Jim Gold, president and chief merchandising officer of Neiman Marcus, has been filling in at Bergdorf’s.

“Literally, when I met Darcy in the spring, I knew right away she would be a perfect fit,” van Raemdonck said. “She’s a forward thinker. She has broad experience growing and building digital businesses. That is key for our growth strategy at the Neiman Marcus Group and specifically, for Bergdorf Goodman.”

“I started my career at Neiman Marcus and transitioned to Bergdorf Goodman,” Penick told WWD. “Being president is a bit like coming home for me. It’s a beautiful place to work.” She characterized bg.com as “still relatively nascent” with an opportunity to “touch a broader audience.”

Penick marks van Raemdonck’s second senior-level appointment since he succeeded Karen Katz as ceo in February. In April, he named Adam Orvos chief financial officer.

“For me, it is really critical to build a high-performing executive team,” said van Raemdonck. “It’s all about raw talent and performance. And when you look at Darcy, you see she has this incredible track record at Shopbop. She was promoted among her peers. She has an inclusive leadership style and the ability to galvanize a team to a key objective.”

Though associated with the dot.com world, Penick has “a very well-rounded, general management skill set,” van Raemdonck said, adding, “I see her role as much broader than a merchant’s, as someone who can engage the consumer and figure out the technology needed online to create an incredible customer journey,” from browsing to buying to post-purchasing communications. “She has a great marketing mind and can develop engaging customer experiences.”

Van Raemdonck and Penick will develop a growth plan for Bergdorf’s, finessing and building off the successes of the “BG 2020” strategy Schulman developed and implemented beginning in 2015, entailing growing bg.com and major renovations, including forming the “Modernist Collections” on six with The Row as the anchor; a reconfigured main floor to firmly delineate fine jewelry as a “store within a store” and “a grand hall” for leather goods off the Fifth Avenue entrance with designer salons extending back and north to the 58th Street entrance. The Bergdorf’s women’s store is housed in an elegant nine-story Beaux Art emporium opened in 1928, though the company was founded in 1901 on Fifth Avenue and 19th Street.

Recent changes suggest that Bergdorf’s is willing to take more risks and project an edgier, some might say younger, spirit. Last year, a “Linda’s at Bergdorf Goodman” shop on the fourth floor opened. It’s personally curated by Linda Fargo, Bergdorf’s senior vice president, women’s fashion director and store presentation, and filled with ready-to-wear, accessories, curios, vintage pieces, decorative home pieces, beauty products, edibles, books and art, much of it straight out of Fargo’s closets in her Sutton Place apartment and all of it reflecting her flamboyant style.

Just two weeks ago, the cafe by beauty on the lower level was transformed to the “Palette at BG,” a splashy, Pop Art-inspired restaurant, designed by New Orleans artist Ashley Longshore, with embellished vinyl chairs and touches of whimsy like the sign “There’s No Crying at Bergdorf Goodman.” The ambience is a world apart from the chic BG Restaurant on seven.

Asked if Bergdorf’s was trying to project a more youthful image, van Raemdonck said the target audience remains “a true luxury customer looking for the finest product and experience. Every time we have a concept like the Linda shop, a pop-up, or an exhibition on the selling floor, we see real interest in what’s curated or experiential. It’s not a specific age.”

Bergdorf’s previously disclosed that the women’s store would expand by 25,000 square feet by converting what was office space on eight and nine to selling space. “We are not ready to speak to any specific plans,” van Raemdonck said.

Sources have said that one of Bergdorf’s long-term goals is to crack $1 billion in annual sales. It’s well under that, at around $800 million in sales.

A few years ago, most of the buying of bg.com was transferred from Neiman Marcus Direct buyers, based in Dallas, to Bergdorf’s store buyers in New York. Most categories, including fine apparel, handbags and shoes, are now being merchandised by Bergdorf’s store buyers.

Asked if bg.com needs to differentiate more from neimanmarcus.com, van Raemdonck replied, “For me, it’s not about differentiating one from the other. It’s about doing what most is relevant for the brand and the consumers. We want to have the most curated offering for Bergdorf Goodman and really play to the strength of being able to identify the best brands, the best emerging brands and curate the best part of the assortment of the established brands.”

Bergdorf’s has been aggressive in social media and special events. Instagram selected Bergdorf’s as a beta partner on the launch of IGTV, a new Instagram app that features extended video content. Bergdorf’s created a video titled “Breaking Into Bergdorf’s,” directed by Lucas Flores Piran, featuring two models in the Palette restaurant.

Yet the perception is that there is catching up to do with business online. The web site was launched in 2004 and began international shipping in 2015 after a pilot program through Borderfree, which helps retailers price their products online in different currencies with payment processing and other aspects of international shipping.

The Neiman Marcus Group has been “rearchitecting” neimanmarcus.com and the platform will be completed next month. A recasting of the bg.com platform will be completed later this year. Recasting the platforms entails adding more content to the sites, increasing the personalization and improving the navigation and the visuals. “It allows us to touch any part of the web site to make the experience stronger,” van Raemdonck said.

“We don’t look at bg.com as a selling platform. We are looking at it as an ‘experience platform’ much broader than the buying online. To me, that is the future of the digital, but if someone wants to buy online, that is definitely available.”

A graduate of Wellesley College where she earned a Bachelor of Arts degree in peace and justice studies, Penick started her career by joining the executive training program at Neiman Marcus in 2000. She held various merchandising and managerial roles across multiple categories at Neiman’s and Bergdorf’s, including serving as a department manager in contemporary for Neiman’s in Coral Gables, Fla., and opening Bergdorf’s fifth-floor contemporary department. While at Saks Fifth Avenue, she was a key part of the team that launched the successful 10022-Shoe concept.

In 2009, she joined Shopbop as divisional merchandise manager and was appointed chief merchandising officer within four years. In 2016, she was promoted to ceo. “I joined Shopbop at a really exciting time, at a nascent stage post acquisition by Amazon. I really felt like I was getting in on the ground floor and building such a young brand, entirely focused on the online experience. It was really exciting.…I was afforded great opportunities to get my hands in more and more aspects of the business, and I was learning more and more about digital. I felt passionate about leading larger teams, and driving more of an end-to-end strategy of the business, involved in buying, planning, creative and marketing, and for the last several years having overseen the entire business, making sure that we were driving a brand-right experience end to end. I had a fantastic experience there.”

“I have a bit of time off this summer which is quite lovely, but I am eager to get started,” said Penick, who lives in Williamsburg in Brooklyn, N.Y., with her partner Josh.

As president of Bergdorf’s and one of the few women running a major retail operation considered one of the world’s most fashionable emporiums, Penick’s personal style won’t go unnoticed. “There tends to be a little bit of the tomboy aesthetic in me. I kind of dress my mood — a little bit different day-to-day,” Penick said. “I really love to embrace and try new things every season. I’m a fashion chameleon, not a uniform dresser.”

WWD : Luxury Executive Francesco Trapani Invests in Food

Luxury Executive Francesco Trapani Invests in Food
The former Bulgari and LVMH Moët Hennessy Louis Vuitton executive has taken a majority stake in two Italian pizza and ice cream companies.

MILAN — It may come as a surprise to many that former Bulgari and LVMH Moët Hennessy Louis Vuitton executive Francesco Trapani in the Nineties was the owner of three McDonald’s in Rome. That first initial interest in food has now germinated into new investments in two symbols of Italian culture: pizza and ice cream.

The goal is clear-cut. “To become the reference Neapolitan pizza brand in Europe,” said an upbeat and relaxed Trapani of his investment in Briscola-Pizza Society during an interview at the Bulgari Hotel in Milan, ahead of the official opening of two Briscola restaurants in the city at the tail end of Milan Men’s Fashion Week.

The investment in Briscola was made in parent company Foodation, founded in 2014 by Riccardo Cortese and Federico Pinna, through Trapani’s Argenta Holdings sarl last year. Argenta has a 53 percent stake in Foodation. Earlier this month, it also took a 51 percent stake in Geloso, a start-up that makes fully natural ice cream on a stick.

“It happened by chance, [Cortese and Pinna] were looking for an investor and strategic help because they wanted to expand and I was impressed,” Trapani said. “Despite the small size of the business, their presentation was well-structured, they knew how much they sold, how many customers they had, their marketing was strong, but first I thought I should go and try the pizza before making any decision. I was expecting banality, but I was blown away.”

To be sure, Cortese and Pinna trumpeted the quality of their pizza to Trapani because they knew they had to stand out in a competitive and saturated market. “It has to be top,” he said, noting that Briscola, which is the name in Italian for Whist, received an award for best Italian pizza in 2015.

At Briscola, you can have a pizza in a traditional size or smaller because the concept is to share and try different combinations of toppings. “It’s very convivial,” said Trapani, who revisited the Briscola concept into a full service restaurant rather than a fast casual venue, where customers would pay after ordering and before sitting at the table. He also expanded the menu with appetizers, sweets and ice cream, as well as more drinks, wine and beer.

“It’s a little more expensive, but it’s the concept of affordable luxury because with the price of a pizza, you enter a restaurant that has a special design,” Trapani explained.

To wit, architect Fabio Novembre, who has worked on boutiques for brands such as Stuart Weitzman and Blumarine or, in design, Driade and Cappellini, was tapped to conceive a new image for Briscola.

An impressively high and large, burgundy red polygonal sculpture of Queen Margherita di Savoia, after whom the pizza Margherita was named, stands at the entrance of Briscola on Via Dogana, a few steps away from the Duomo Cathedral in Milan. Whist cards on a large scale hang on the walls and are reproduced on the floors. Red neon lights and black-and-white elements contribute to the sleek interiors inspired by English clubs or university fraternities. The Briscola motto in the location is “In pizza we trust.” “It’s a fun concept,” Trapani said.

More restaurants are expected to open next year in Milan and London, where Trapani is looking for a location. “The idea is to bring Briscola around the world, with both owned and franchised units,” he said.

Foodation also has kebab and hamburger restaurants, but these have been set aside for the time being, he added. Trapani revealed he had toyed with the idea of opening a fish restaurant in Saint Tropez, where he spends time in the summer, but balked at the real estate prices there. “I never heard the like,” he summed up.

Trapani will also open a store in Rome for Geloso by the end of July and he is looking at expanding distribution of the ice creams, which are free of preservatives, chemicals, artificial colorings or thickeners, not only in restaurants and bars but also in venues such as hotels, golf courses and gyms.

“The image of the store will be very elegant, so people will feel the luxury experience while paying the price of an ice cream,” he said, adding that he plans a retail rollout for Geloso, too, mainly franchised.

Trapani last year became a shareholder of Tiffany & Co. and was named to that company’s board. He was most recently chairman of private equity Clessidra SGR, spearheading the acquisition of the Roberto Cavalli brand in 2015. During his tenure at Bulgari from 1984 until 2011, he took the company public and created Bulgari Hotels and Resorts. He is vice president of asset management and banking group Tages Holding. He is not one to invest without doing his homework and he still marvels at how successfully Geloso came out of the several blind taste tests made with a range of people on the street as well as with chefs.

Allegra Antinori, of the famed Italian wine family, is a shareholder in Geloso, which was launched by partners Jacopo Mattei, Lesya Vorona and Fabrizio Pirro, and prepared by Manuele Presenti, master chef of natural ice cream, founder of Academy of natural ice cream and three-cone Gambero Rosso [red prawn]. The ice cream is made in Formello, outside Rome.

To promote Briscola, the entrepreneur is investing in communication on customized tramways in Milan and in a digital campaign. “Quality product, distinctive design, critical mass and a communication campaign are key,” ticked off Trapani, who is clearly enjoying this new phase of his life. “Let’s hope ‘let’s go have a pizza’ means let’s go to Briscola.”

>>> TEF SM - Confirms wins rights for La Liga Football for 2019-2022

Confirms wins rights for La Liga Football for 2019-2022
Been provisionally declared winner of the tender to acquire the rights to broadcast all the paid LFP matches in the residential market for the 2019-2022 cycle (packages 4 and 5). The award was made at an identical price for each of the three seasons (980 million euros), which equates to a slight deflation versus the last season of the 2016-2019 cycle. The direct award to Telefónica of these rights for the new cycle gives the operator the power to decide, design and develop the content, which will carry the Movistar label as of the 2019-2020 season. The net cost of the rights implies an even higher deflation of more than 5%. Other operators will share in the savings and the concrete impact on each one will depend on the number of them that rent the channels that Movistar will put on sale.

>>> Nordic Modular Group to be acquired by Cramo from Nalka Invest in SEK 2.725b

Nordic Modular Group to be acquired by Cramo from Nalka Invest in SEK 2.725bn EV deal
26 JUN 2018
Cramo Plc [CRA1V:HEL], the Finnish rental services company, announced an agreement to acquire Swedish Nordic Modular Group Holding AB (NMG) from a subsidiary of Nalka Invest AB.

The enterprise value of the deal is SEK 2.725bn (EUR 263m).

NMG develops, manufactures, sells and rents relocatable buildings for professional customers in the Nordic countries. The company employs 230 persons with reported sales of SEK 779m (EUR 75m) and EBITA SEK 160m (EUR 15.5m) in 2017.


Press release:
Cramo strengthens its position in the Nordic modular space market and expands its business model to include inhouse development and production of modular solutions by signing an agreement to acquire the Swedish based Nordic Modular Group Holding AB ("Nordic Modular Group", "NMG", “the Company”) from Strukturfonden HC11 AB, a subsidiary of Nalka Invest AB ("Nalka Invest"), and certain minority shareholders.
The enterprise value of the transaction will be approximately SEK 2.725 billion, which will be financed by bank financing and convertible note, which may be used by the sellers to reinvest in Cramo’s Modular Space business under certain conditions. Nalka Invest is firmly looking forward to investing in the combined modular space business in the future.
NMG, well established player in the modular space market in the Nordics, was founded in 1956. The Company’s main market is Sweden with operations also in Norway, Denmark and Finland. It employs 230 persons with reported sales of SEK 779 million and EBITA SEK 160 million in 2017. In Q1/18, the sales of NMG increased by 26% compared to Q1/17. The Company currently serves municipal customers, county councils and private companies with a primary focus on schools, pre-schools, elderly housing solutions and offices. It develops, manufactures, sells and rents relocatable buildings through its three subsidiaries Temporent AB, Nordic Modular Leasing AB and Flexator AB. Temporent rents out modular solutions with a fleet consisting of approximately 6,500 modules, serving primarily municipalities and large private companies. Nordic Modular Leasing leases out modular units with a primary focus on longer term contracts. Flexator designs, manufactures and sells professional modular buildings based on standardised building systems from site huts to advanced solutions.
“The acquisition is fully in line with our Shape and Share strategy and will strengthen Cramo’s position in the Nordic modular space market supporting our ambitions to grow profitably. NMG is an ideal complement to our current modular business operations, strengthening our competitiveness in the Nordics and creating a platform for further international expansion. As announced in December 2017, we are investigating the separation and potential demerger of the Modular Space (Cramo Adapteo) business division. This assessment of different strategic alternatives continues and will be carried out during 2018. By bringing inhouse development and production capabilities, the acquisition of NMG further strengthens Cramo’s Modular Space business on the overall Nordic modular space market and is therefore expected to increase Cramo’s latitude in exploring strategic alternatives for the Modular Space business. In addition, the transaction expands our business model and enables the development of new products and customer solutions,” says Leif Gustafsson, CEO and President of Cramo Group.
“This is an excellent opportunity to combine NMG’s operations with another premium company in the modular space market which is capable of taking the modular business to the next level. I’m convinced that the company has found a great new owner with Cramo who will continue to develop and grow the business together with professional employees at NMG”, says Henrik Jonsson, Managing Director of Nalka Invest.
The transaction is subject to merger control clearance from SCA (Swedish Competition Authority). Cramo expects that the acquisition of Nordic Modular Group to be closed during the end of 2018.

>>> Atlas/Hancock: Rival bidder difficult to identify, Glencore interest downpla

Atlas/Hancock: Rival bidder difficult to identify, Glencore interest downplayed
26 JUN 2018
Multiple bankers are struggling to identify a credible rival bidder for iron ore junior Atlas Iron [ASX:AGO] following Hancock Prospecting’s AUD 0.042 offer, despite the market’s apparent hope that one may be lurking.

Shares in Atlas, a Western Australia, Northern Pilbara focused iron ore miner, have traded slightly through the terms of the offer tabled 18 June by Hancock, which is owned by Gina Rinehart, the Australian mining magnate. The offer, which came shortly after it snapped up a 19.96% stake in Atlas, is set to open shortly.
Atlas’ share price suggests the minority shareholders in Atlas, which is dominated by retail shareholders, is hopeful “something is going to happen”, according to several bankers and a sector analyst. None of the bankers were able to identify with any conviction a credible rival bidder who would be prepared to top Hancock's offer.
This news service notes that with the shares trading slightly through the terms Hancock is prevented from being able to acquire more shares in Atlas on-market during the bid period, which it can only do at prices in line with the offer or below.
As reported, it is unlikely a counter bid will come from Fortescue Metals [ASX: FMG], which itself had acquired a near 20% blocking stake in Atlas prior Hancock’s bid. Fortescue looks to have achieved its primary intention which was to block an earlier agreed all-share deal between Atlas and Mineral Resources [ASX: MIN] (MinRes).
MinRes last week abandoned its bid in light of the cash offer from Hancock.
In terms of other potential interlopers one of bankers and an analyst said Anglo–Swiss multinational mining company Glencore[LON:GLEN], a former Atlas shareholder, is a possible potential interloper although identifying a clear rationale for such a bid is not straightforward.
In 2016, at the peak of Atlas Iron’s debt fueled woes, Glencore acquired a near 9% stake in the miner via a debt-to-equity deal. At the time the market viewed the move as a precursor to a takeover, the banker said. Glencore ceased to be a substantial shareholder in early February 2017.
Glencore subsequently itself ran into financial trouble but has now shored up its balance sheet and has in recent times shown it is willing to re-engage in deal making. “They’re in a position to make things interesting in the Pilbara [and] I wouldn’t rule them out of coming to the party,” the banker said.
JP Morgan Cazenove analysts recently said Glencore has “arguably the strongest balance sheet in the sector leaving it with strong scope to continue its growth through both organic and M&A opportunities”. However, the analysts also note that Glencore has materially underperformed peers in 2018 largely due to a series of risks it needs to resolve relating to its operations in DR Congo (DRC) including a potential UK Serious Fraud Office investigation.
Despite its previous involvement in Atlas, this news service understands Glencore is not interested in gatecrashing Hancock’s bid and is content to leave the situation to others to battle out.
Strategic issues and political risk
A bid by Glencore or any mining major would face some fairly hefty strategic issues, said the sector analyst.
While there is a view that what “everyone” is fighting for is port capacity, especially the 13mtpa at Port Hedland, one of the largest iron ore loading ports in the world, Glencore like any other major may not get such access even if they are successful, a second sector banker and the analyst noted.
Shares in Atlas briefly tanked after the State Government earlier this month notified Atlas that it does not have a priority right to develop new berths with export capacity of 50mtpa at Port Hedland. Effectively, Atlas via its North West Infrastructure (NWI) port project, has therefore been told it no longer has the exclusivity granted by the previous Liberal government after it had been unable to advance the project. This in turn affects the junior iron ore miner’s NWI port project, and will have implications for the successful suitor, the analyst noted.

As reported by local media Atlas believes it holds priority rights to the stalled NWI project and the State Government’s position represents a change in policy. It’s understood the new berths at Port Hedland have been set aside for junior miners, which means neither of the current suitors would get access, the analyst added.

However, the analyst and the first banker agreed that this did not preclude anyone from making a bid and/or being able to subsequently renegotiate with the State Government.e

A key issue at play for Atlas, MinRes, Fortescue, and Hancock, is the potential network congestion from the railway into the port berth that could arise, which is why Hancock and Fortescue have secured near 20% stakes in Atlas, the second banker and analyst said.

Various ministers of the State Government declined or could not be reached for comment.

Fortescue and Glencore declined to comment. MinRes and Atlas could not be reached for comment.

>>> Europr : Brokers Upgrades & Downgrades - 26th of June 2018

>>> Up

* ASML Upgraded to Add at AlphaValue
* Renault Upgraded to Equal-weight at Morgan Stanley; PT 88 Euros
* Royal Mail Upgraded to Sector Perform at RBC; PT 5 Pounds
* Sixt Upgraded to Buy at Bankhaus Lampe
* Swisscom Upgraded to Outperform at Macquarie; PT 480 Francs

>>> Down
* Eutelsat Downgraded to Hold at Kepler Cheuvreux; PT 16 Euros

>>> Initiation
* CCJI LN Reinstated at Peel Hunt With Outperform

>>> Call