Then & now
:Each fortnight Ragtrader touches base with a brand previously profiled in the magazine to see how it has evolved in the intervening years. This week Cherie Royle caught up with Rick Angerosa, general manager of Anna Fiori
Company: Anna Fiori
General manager: Rick Angerosa
What were the key issues or challenges for your company five years ago? What are they now?
The key challenge back then was how to maintain or lower our prices without compromising the quality of the footwear produced. Admittedly it was an unbeatable task. How could we, or any other Australian manufacturer, compete with third world prices? Today we no longer compete on price, although our footwear still represents great value for money considering the workmanship and quality of materials (we use imported Italian leathers and components).
:What was the range like five years ago? What is it like now?
We had less last shapes on offer than we do today and the minimums required per style were considerably higher. Today it's reversed. We can now cater for small runs and offer more last shapes to capture most of the key looks which prevail in the marketplace. Quality, comfort, reliability together with more detailed styling is being sought by customers as they expect our footwear to stand out from the mass produced Asian imports.
How many stores/wholesale accounts did you have five years ago? How many do you have now? (please specify if you have expanded into a particular state or clinched deals with department stores)
Five years ago we had an enviable wholesale accounts list which included: David Jones, Myer, Daimaru, Country Road and many up-market urban footwear stores. We also had one retail store which was regarded as a factory outlet. Nowadays we have three stores, with plans to open more. The wholesale business has declined somewhat in volume, but this is offset by the fact that we sell to select, premium shoe boutiques and the cream of Australian clothing fashion retailers.
What was the retail climate like for your sector five years ago? How has it changed?
The market was a lot more buoyant back then, consumers wouldn't hesitate to buy items which appealed to them and they weren't as price conscious. Today it's hard work. Consumers have become very discerning, they have less money to spend on their wardrobe, so they're buying more cautiously. They rarely buy on impulse, instead they do the leg work of going to competing stores to see who offers the most appealing product at a reasonable price. Having done their research they will then come back and purchase, which is heartening that they value our footwear above all the others they've seen.
:What was your approach to staff training five years ago? How has it changed?
Our policy is to employ people who already possess the skills we require, if there is a particular area that they need to be trained in, it is provided in-house. These days it has become difficult to recruit experienced people as most have moved on to other industries, so our policy will most likely need to be revised.
How many staff did you employ five years ago?
Then: 38 Now: 14
:What was your greatest moment/most significant development in the past five years?
The opening of our own retail stores.
What has been the worst experience of the past five years?
Letting go of good employees.