eheheh o @JNegocios ainda acredita na farfetch
— Carlos P da Cruz 🇺🇦🚜🇳🇱🇬🇪 (@ccz1) August 21, 2023
super-alavancada deve ser estilo farfetch, gasta mais na expansão do que ganha nas vendas. Fogem da máxima: "Volume is vanity. Profit is sanity"
— Carlos P da Cruz 🇺🇦🚜🇳🇱🇬🇪 (@ccz1) March 24, 2020
Ontem li "Farfetch: What Went Wrong?":
"this week, as we waited for a ruling from the European Commission on the company’s plan to acquire a 47.5 percent stake in its rival, Yoox Net-a-Porter Group, many analysts noted that Farfetch shares have lost 97 percent of their value in the last two years, a spectacular drop. Its market capitalisation has plummeted from a pandemic high of $26 billion in February 2021 to just over $600 million today.
...
I’ve been thinking about how things went so wrong at Farfetch, and my thoughts kept coming back to this: the fashion industry and the financial markets no longer understand the company’s increasingly complex vision and have little faith that the company, which has never consistently made a profit, can get back on track.
In 2015, the company began a spree of acquisitions, starting with Browns (meaning that Farfetch would now be taking on inventory and operating physical stores), the intellectual property from Condé Nast’s failed e-commerce venture Style.com (a brand that the company has never used), sneaker reseller Stadium Goods in 2018 (which moved Farfetch into the resale business and further into physical retail), New Guards Group in August 2019 (meaning that Farfetch now operated brands like Off-White and Palm Angels, including design, manufacturing and even more physical retail), and in 2022, Violet Grey. (The company was Farfetch’s first move into beauty and, according to a source who spoke to The Business of Beauty, is now up for sale).
In addition to these acquisitions, Farfetch now also operates white-label platform solutions for a variety of brands and retailers, including Neiman Marcus (into which it invested $200 million as part of an unusual deal), a business in China in partnership with Richemont and Alibaba and its original business which now works more than 1400 sellers in 50 countries.
The cautionary tale here for any entrepreneur taking on huge amounts of funding is the importance of maintaining focus. Over the years, as Farfetch went on its acquisition spree, it drifted further and further away from its original vision of being a technology platform for the fashion industry. As tempting as it may be to raise more money and acquire scale (and, sometimes profitability, as was the case with New Guards Group) through acquisitions, when you start stitching together so many disparate pieces you end up with a patchwork quilt that nobody understands."
Sem comentários:
Enviar um comentário