Fast fashion in very large sizes is a recipe for success
co-founded Boohoo, an online fast-fashion firm, with Mahmud Kamani in 2006, “it was just me, Mahmud, a photographer and the model was Umar’s girlfriend at the time,” she says. Umar is a son of Mahmud, who later co-founded another successful web-based label, PrettyLittleThing, and sold most of it to Boohoo. The Manchester-based group has come a long way fast., the London Stock Exchange’s junior bourse. It has yet to achieve the scale of a Primark or, but it is becoming hard to ignore.
In addition to speed, two further ideas are helping Boohoo disrupt fast fashion. It was the first to use social-media influencers on an industrial scale—it has a network in the tens of thousands. Keeping up with all the new ones can be hard, says Ms Kane. “Love Island”, a reality-show featuring dozens of comely people locked in a villa and encouraged to couple up, is a reliable source. Not that celebrity looks are required to wear clothes from Boohoo or Nasty Gal, another of its brands.
The firm is paying only so much attention to how big companies are meant to behave. Mr Kamani, who with Ms Kane is its entrepreneurial force , is still in charge. As part of the shuffle he was made executive chairman, prompting Boohoo’s non-executive chairman, a retail veteran, to leave. “It is not conventional corporate governance,” says Richard Watts at Merian Global Investors, which owns 14.8% of Boohoo and which backed the change. “But Mr Kamani has been critical to the success of the firm.
Boohoo’s feistiness suits its customers . The tagline to a selection of Boohoo clothes picked out by Zendaya, an American actress, on the wall in Manchester sums it up: “When you’re being yelled at and you’re waiting for them to finish so you can hit them with facts.” Boohoo’s facts are millions of young customers and runaway growth, a combo that seldom goes out of style."Owning it"
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