We see the following solution approaches for the following core problems:
1.) Core problem goods: to solve this problem, individual solutions are needed between retail and industry depending on the business model (vertical monthly supplier, classic pre-order supplier, ready to wear or NOS/seasonal NOS supplier) for the current spring season, but also for the coming autumn season. In our estimation, after the crisis management of the next few weeks, the focus will increasingly be on turning goods around faster and getting by with less working capital. Depot or depot-like management models will therefore become more relevant. In this context, it would also be helpful to check autumn deliveries more intensively than ever before under the claim "ready to wear" in order to prevent overstocks and create consumer-oriented product ranges.
2.) Core problem of liquidity: a lot of positive things have happened here in recent weeks as a result of the credit programmes, including the adjustment of the commercial banks' deductible to zero %. It must be ensured that medium-sized companies also benefit sufficiently from the programmes. At the moment they are still in danger of falling through the rust.
3.) Core problem of profitability: here lies the big unsolved problem. The real economic problem comes when the shops reopen with the expected restrictions/consumption restraint and neither the frequency nor the sales and revenues come, but at the same time the costs have to be increased. The resulting losses will even be higher than at the time of the closures. We therefore expect a wave of insolvencies on an unprecedented scale, despite the loans previously granted. The only way out will be to compensate for the financial losses, for example, in the amount of 25-35% of last year's sales. The Austrian model is pointing the way forward here. In the medium term, loans will only lead to further burdens. This means that real bonuses are needed that do not have to be repaid. In addition, the question will have to be answered as to which organisational and process structures will enable retail and industry to operate profitably at a significantly reduced level of turnover for the time being. This requires a re-organisation of the business model in the cooperation between retail and industry.
4.) Core problem of rent: at the time of the closures, the property is completely worthless for the tenant from a business point of view. Therefore, a significant reduction in rents is required due to the loss of the business basis during the closures and an adjustment of the rent during the start-up period until Christmas 2020.
5.) Core problem lost revenues: In order to recover at least a small part of the lost sales and to have a fair chance in the competition with online sellers especially this year, shops need to open on certain Sundays in the second half of 2020. October 3rd should definitely be open for sales in all federal states because this day would have enormous potential. Perhaps it would make much more sense to keep the shops closed on Mondays for a transitional period in 2020 and to open them on Sundays when consumers have time. Any constructive thought should be allowed.
6.) Core problem tax carry-backs today only possible for 1 year: tax carry-backs should be extended to trade tax and should be possible 5 years back and 5 years forward.
hachmeister + partner develops together with the partner companies from retail and industry a "Masterplan Re-Opening" and a concept for the "Re-Organization of the Fashion-, Sports- and Shoe-/ Leather ware Industry" within a task force. Parallel to this, hachmeister + partner is engaged in a strategic alliance towards politics together with the associations and affiliated groups.
Dear business friends of hachmeister + partner,
the challenges have never been so great for all of us in years.
That is why it is extremely important to structure the problems carefully and to objectify them by means of facts and to work out concrete approaches to solving them. This is precisely the aim of this thesis paper. As hachmeister + partner we have moderated discussions in many talks and forums over the past weeks, structured and brought together arguments and ideas.
We see two main lines of action:
1.) Partnership-based and fair solutions between retail, industry and the preliminary stages
2.) Necessary political support
We would be very pleased if you could send us your feedback and we would like to enter into an active dialogue. In addition, if you would like to digitally sign the thesis paper as a sign of your agreement and commitment, this would also help us to initiate the next steps towards policy and a task force for the industries.
Please send us your feedback with digital signature under the thesis paper to email@example.com and firstname.lastname@example.org.
Best regards on behalf of all h + p partners and employees and thank you in advance
You can download the result directly here as a pdf.
The current economic slump, short-time work and negative overall demand are reshaping the fashion market.
In the medium term, crowds of people in the stationary retail sector are to be viewed sceptically and the term "discount battle" is on everyone's lips against the background of a lack of liquidity.
It is important for the organisation in the retail as well as in the industry to ramp up and develop intelligently and demand-oriented. Your flexibility along the entire value chain is always in the foreground.
With our COVID project team hachmeister + partner can identify cross-channel demand signals at an early stage and support you in your individual adaptation.
For the retail:
For the industry:
Contact us now and let us arrange a phone call.
Your contact person at hachmeister + partner
Mobile: +49 162 2873 741