Arezzo & Co. Talks Tips and Trends 50 Years of Design – Footwear News

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Rare is the company that achieves a multi-decade milestone – but a 50-year-old mainstay in the retail space is a true anomaly that commands both questioning and esteem.

For Brazilian company Arezzo & Co., a supplier of fashionable shoes, handbags and accessories for its extensive portfolio of 16 distinctive brands, the company has grown rapidly and successfully since it was founded by Anderson Birman, chairman of Arezzo & Co. and his brother, Jefferson Birman, who launched his eponymous Arezzo brand in 1972.

Fifty years later, Arezzo & Co. boasts 158 owned stores, as well as 783 franchises with 2022 revenue of over $1.1 billion, across its consolidated home of brands including Arezzo, Schutz, Anacapri , Alexandre Birman, Fiever, Alme, Vans, My Shoes, and the AR&Co lifestyle branch, which includes the Reserva, Baw Clothing and Carol Bassi brands.

Today, the company is run by Alexandre Birman, son of Anderson, who is the charismatic CEO of Arezzo & Co.

To celebrate its 50th anniversary and long-standing retail success, Arezzo & Co. held a special B2B event on August 17 called The Pulsar – named after “the atmosphere of passion” – at the Biennale du Ibirapuera Park in São Paulo, Brazil, to showcase its extensive portfolio and launch Summer 23 collections through six fashion shows, in tandem with immersive and educational experiences for attendees in the form of a series of talks, pop -ups and sensory activations.

Organized by Paulo Borges, architecturally designed by Guto Requena and led by Alexandre Birman and Rony Meisler, the founder of Reserva, parades were organized for Anacapri, Carol Bassi, Baw, Reserva and Schutz.

Meisler noted that the Pulsar event is “an important step in the trajectory of Arezzo & Co. and AR & Co.”, an additional company name and two-pronged business model the company adopted during its merger with Reserva, “which opened the doors to other super-strategic moves in the apparel space, notably with the arrival of Baw and Carol Bassi in the group.

Each brand hosted pop-up stores that displayed collections and offered tailored experiences to attendees, which included approximately 1,500 people across Arezzo & Co.’s partners, multi-brands, franchisees, influencers and press, all according to the company.

Discussions at the event centered on sustainability, digital transformation and the future of retail, led by Cufa National President Preto Zezé; Adriana Barbosa CEO of the Feira Preta Institute; Lilian Pacce, journalist, fashion editor and assistant fashion curator at MASP; Marina Ruy Barbosa, actress, model and entrepreneur; Walter Longo, former president of Grupo Abril and lecturer; and Renata Vichi, CEO of Grupo CRM.

Fernando Santos Abreu Caligaris, CEO, USA, Arzz International, said the company’s differentiated brands are all beloved for their classic silhouettes and unmatched quality, but noted that each brand has its own inspirations. As for Arezzo & Co.’s target customer? Consumers channeling “independent and daring” charisma, he noted.

Arezzo & Co.’s success is only partly due to its product: its vertically integrated structure allows each design to be sampled and examined before production in its own factories, allowing a high level of quality control. quality, variable accessibility and acceleration. product delivery.

“Any shoe brand that operates under the Arezzo & Co. umbrella has a unique value-generating ability,” Caligaris said. Schutz, which is also celebrating a 10-year milestone in the United States, is a prime example, Caligaris explained, as it is an “all-natural leather shoe priced closer to more commercial brands. , but the product itself can be easily linked to that of luxury brands.

Even after decades of footwear success, Alexandre Birman insists it’s still just the beginning for Arezzo & Co. “Every day is the first day. We are a startup the size of a large company.

“The trick is to grow, scale and sustain the energy of a new business. For me, of course, this is an important step. It’s 50 years of growth and growth. But honestly, I’m already looking towards a new benchmark — 70 years. I want to be [helming the company] until then and when the company reaches 70 years, I will think about my next step.

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