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We made the decision in Summer to cease ready-to-wear and concentrate on accessories. We entered the market by recreating the simple straw basket into the absolute must have beach accessory, with many international luxury brands taking inspiration from our creations. Simple, beautiful pieces enhanced with hand painted monograms, stripes, images, pompoms, and tassels proved to be a strong commercial offering and in addition, attracted a great deal of press coverage and social media attention.

We focus heavily on the artisan aspect of our brand. Not only with the addition of hand painted monogramming but also with the sourcing of the product. The majority of our product is handmade and has a fair-trade element to it, however, this is not something that we have heavily publicised. Today Rae Feather is at the early stages of becoming an all year-round luxury resort brand. This year we added to our offering by launching a collection of beach slides, panama hats, towels and a small collection of beachwear. All of which proved to be very well received. Middle market is difficult as there is always a question mark as to whether you can buy something similar in Zara or do you upscale and buy luxury….

Oh gosh I am inspired by so many! I love the brand Missoni. I love the way they use colour to create beautiful pieces. I love the simplicity of Chanel, I love Gucci for their originality yet they stay true to themselves quality wise. Motivation is tricky at times. I am the sole owner of Rae Feather and constant motivation is challenging. I would have asked more questions and asked from help for people I know have more experience than me.

It could have aided me in areas where I made some very expensive mistakes! As for Rae Feather, I hope the brand continues to grow.

Retail 2030

Success to me is really personal. I see success and achievement as the same thing. I want to feel proud of what I have achieved. When I truly feel that, I will feel successful. What advice do you have for any young entrepreneurs looking to start their own business? Gosh, take it really slowly. In addition, learn from your mistakes.

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Try not to make the same mistakes over and over again. Finally, to enjoy the ride! It creates mutually beneficial relationships between established and up-and-coming luxury brands and individuals, which not only allows the British luxury sector — and the wider business economy — to thrive, but to flourish. The sector as a whole is committed to creating a pipeline of luxury brands and to developing jobs and skills. It feels more important than ever that these new businesses are given the support they need. Mishcon de Reya has significant experience working with luxury brands, from entrepreneurial start-ups to iconic fashion designers and well-known retailers.

The synergies with Walpole were immediately obvious: We love working with the brands to help build their businesses and support them on a range of issues from raising finance to international growth, protecting their brand or managing their people, space or IP. It is always so inspiring to work with such exciting, innovative brands and a privilege to get to know the businesses and the individuals behind them as they develop and succeed.

This year, we are also really excited to be working with Walpole to launch the Brands of Tomorrow Alumni club. It is a much-used saying but you really do get out what you put in. The brands that make the most of the opportunities and access to the fantastic introductions and advice that the programme affords them are the ones that really get the most from it. Secondly, share your stories with the other brands: The learning from the other brands around the table is invaluable.

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We also hear from Linda Pilkington, founder of London-based perfume house Ormonde Jayne about adaptability and what Brands of Tomorrow did for her. Before joining Walpole, she ran her own content agency but spent the majority of her career in publishing, working with luxury brands. What does British luxury mean to you? British luxury has a unique sensibility — its products and experiences make the country famous throughout the world for creativity, craftsmanship, inventiveness, quality, heritage and the ability to conjure stories from a magical past and make them new, exciting and relevant.

Against a backdrop of geo-political uncertainty, British luxury brands represent stability, a belief in the long-game, the power of the beautiful.

Luxury contributes so much to the UK: What do you consider your greatest achievement? A favourite indulgence is sneaking in for a spare hour and in one of the leather armchairs in the reading room overlooking St. However, that gives me something to aim for. Who, living or dead, do you most admire? My grandmother was splendid — she was twenty-three when all women over 18 got the vote in , and never lost her fierce pride in having won the right to have her say, so I never, ever pass up the opportunity to put my X in the ballot box. She also had very glamorous clothes and smelt of face-powder and Chanel No.

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Which words or phrases do you most over use? What keeps you awake at night? Ah, the long dark teatime of the soul, when all the things you did badly, or left undone, the ways in which you fell short, line up accusingly at the end of the bed and glower at you. What do you most value in your friends? In a parallel life, what would you be doing? What piece of advice would you give someone entering the luxury industry now? Please download the application form here. Brands of Tomorrow helps aspiring British luxury companies of the future to fulfil their potential. Please click here to read the latest Brands of Tomorrow brochure.

All of these companies have seen accelerated growth, international development and access to inspirational business leaders in the luxury community. Click here for the full list of alumni. Applications are made by completing the application form and returning it to: I was previously qualified as an accountant with Price Waterhouse and spent 10 years investment banking with NatWest Markets.

Martin James Power

The very best from a magnificently creative island and people. Style and quality with a sense of purpose. The party was also the culmination of the Walpole Andrew Essex, co-founder and former vice chairman and CEO of Droga5 , who is now consulting, says that agencies will lose if they try to compete in the data space with tech giants like Facebook and Google. This doesn't mean that agencies shouldn't be fluent in data, but they should look to collaborate with, not go up against, tech giants in this space.

The global brand strategies—read, consulting services—and creative that agencies deliver for clients will also have to be stronger than ever, according to Matt Ryan, CEO of Roth Ryan Hayes, who believes that marketers will bring more functions in-house in the next three to five years.

Transactional capabilities, like programmatic, SEM and SEO, and simple data gathering, can easily be shifted in-house to give marketers more control and drive efficiencies. This means that agencies will have to work hard to recruit talent, says Ryan. For example, top creatives would likely prefer to use their expertise at an agency with a variety of clients in a major city than at one brand based in a smaller market. However, marketers are typically known to pay better and are sometimes seen as more modern and savvy. Several creatives who jumped ship for the likes of Apple or Google have also said they felt they were selling ideas more than creating things at their agencies.

Marketers want that big thinking and they're willing to pay for it," says Nancy Hill, former 4A's president and CEO, who recently created the consultancy Media Sherpas, aimed at helping agencies navigate the changing landscape. At a time when many brands keep reducing fees and cutting back on agency rosters, it doesn't always seem like they're willing to cough up the dough. Gene Grabowski, a partner at crisis communications firm KGlobal, says that clients don't want to pay for unnecessary overhead anymore or talent they don't need, which gives a leg up to smaller, independent agencies and freelancers.

The smaller shops have cut out a lot of the fat that clients don't want to pay for and they can make their own decisions since they're not beholden to a parent company. Majewski believes that niche agencies will eventually fade out and the shops that can do nearly everything under one roof will succeed. One thing seems certain: Midsize shops that lack the advantages of either small or large agencies may suffer the most.

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That's where the consultancies, like Deloitte and Accenture, may have an in. They may not have figured out the creative execution part of advertising for clients yet, but they already have established consulting relationships with marketers. With the data and rapport in place, "it's only a matter of time" before they crack the branding and creative aspects, says Majewski. They're here to stay. Essex thinks that agencies will continue to try to creep into the consulting space, but he doesn't think it's wise.

Kassan says that CMOs are zeroing in on consumer data and that data has to be actionable and fuel powerful stories, "or it's just noise. The conversations can't focus on bodies; they need to focus on outcomes. One of the issues with performance-based models is that the outcome can sometimes be out of an agency's or marketer's control. If a factory burns down and the compensation was based on the sale of those products, then the agency won't get paid, says Ryan.

Even though it's still a risk, he says, if an agency agrees to a reduced flat fee with a bonus structure, at least it gets paid something regardless of the results. Ryan also believes that more marketers will use "variable-pricing relationships" in the next few years, where one agency is retained for capabilities like consumer insights and strategy, but then projects are put into review. The retained agency, Ryan says, would also be put in the running for the projects, giving it a chance to make more money and showcase other skill sets.

Some of the "obvious" areas that agencies should concentrate on to make sure they're ready for the future include AI and voice, says Hill. Bitcoin technology and cannabis are two industries that are worth looking into, Hill says. The good news for agencies that jump on the bandwagon is they will gather insights along the way and probably fail a few times too, but it's worth it to "test and spend some money to learn," she says.

Diversity and inclusion, however, won't be an option for agencies of the future, says Hill—it will be "table stakes. The bottom line is that there is not one "right" model because marketers' challenges and the technology landscape will keep changing. But if Essex had to bet, he says he'd put his money on creative excellence being the keystone for agencies of the future.

He may have been the first, but it certainly feels like there will be some perilous pirouetting in the months and years to come. For an industry that prides itself on creativity and innovation, advertising isn't always great at predicting the future. We looked into our crystal ball, though, and can tell you this at least: There is no single future model. Just look at today's boldest experiments.

The following eight agencies are all at advertising's cutting edge, but none of them look the same. The agency invests in brands like Peloton, Warby Parker and MatchaBar, but also launches new products and does creative work for clients in which it does not have a financial stake, such as Anheuser-Busch and Pepsi. Bullish also has consulting relationships with marketers that sometimes take the form of surveys or business dynamics studies rather than ad creation. The agency, which is only three years old, often benefits from its small size because it can be nimble and efficient.

However, Duda says, "the world still needs big agencies to do work in global markets, so our model may not work for everyone. More than 80 percent of Bullish's business is performance-based and the rest is based on fees, projects and returns on equity. Duda says the agency is willing to take the risk. Which means it behaves very differently than a holding-company model: It doesn't have to figure out how to coexist with sibling shops.

IBM iX positions itself as an adjunct to ad agencies, offerings clients consulting expertise along with capabilities in data, technology, content creation, design and more. That's the value we deliver. IBM iX uses several different models, such as being paid for retained staff and teams, large-scale projects and multiyear transformation initiatives.

The shop does employ time sheets, using the logic that they enable IBM iX to understand how staffers are using their time and to forecast talent needs for clients. Publicis Groupe is well known for its integrated Power of One approach, designed to deliver end-to-end solutions for clients by bringing together agencies and services from within Publicis Communications, Publicis. Sapient and Publicis Media.

Carla Serrano, Publicis Groupe chief strategy officer and Publicis New York CEO, says the model is unique because it's not so much about advertising as it is about digital and marketing transformation for brands. The group launched its data division, Publicis Spine, last year, to target consumers on an individual level and in May will reveal Marcel, the holding company's AI-powered professional assistant platform, which will operate across its country network of staffers.