July 25, 2021

How Filo Blu wants to innovate brands’ business

3 min read

Filo Blu, an Italian consulting company involved in the digital business, aims to support international companies facing the present critical market situation. Christian Nucibella, founder and CEO, explained the company’s new strategies aimed at this purpose.

Christian Nucibella, founder/CEO, Filoblu

Christian Nucibella, founder/CEO, Filoblu

What is Filo Blu’s specialty?
Filo Blu is an international brand business accelerator offering on- and offline strategic consulting, tailor-made solutions to companies operating in multiple sectors including fashion, lifestyle, luxury and food.

I founded it in Venice in 2009 and now I work with a team of 160 specialized talents. Our working group is also predominantly female as over 60% of our employees are women who occupy leading roles in the organization chart as heads of the Human Resources, Legal, Retail & Store Management, Design and Brand Strategy divisions.

Recently, we inaugurated our 285c Hub powered by Filo Blu space in Milan, a pulsating center of brand innovation where people gather with competence and visionary spirit, analyze and interpret social and technological phenomena and organize meetings, think tanks and workshops with gurus and prominent personalities. We also run a full program of our Open Academy for the training of our customer brands.

Filoblu's headquarters in Venice

Filoblu’s headquarters in Venice

What services do you offer and how can you support companies in the fashion and clothing sector at this time?
Filo Blu has developed new tools aimed at supporting its partners with real and sustainable solutions that respond to the changing scenarios imposed by the Covid-19 emergency.

It has mainly developed two new tools dedicated to fashion companies: the first one is Smart E-Commerce, a set of e-business solutions that lead from vision to grounding in four weeks and that are designed to be updated and remodeled over time. This tool has two advantages: timeliness that allows the brand-customer to be immediately operational on the market; and sustainability as it allows brand-customers to acquire cash flow and therefore, in due time, increase investments in the digitization process.

The other tool is Virtual Showroom, a fast and scalable smart application to make it possible for companies to buy even in the absence of a physical showroom. It’s a B2B sales platform that includes all the phases of the traditional buying process modulated in a digital key, and able to offer the buyer a 360-degree experience. This tool simplifies the work of the network of distributors and retailers (for example, the management of price lists by country and order management); it increases the autonomy of wholesalers and reduces costs for buying activities; it facilitates the management of ad hoc media content (sending newsletters and push notifications). It also introduces personal buying, with the ability to book and manage targeted appointments–an increasingly popular option.

How will the fashion sector evolve?
The coronavirus has changed the global socio-economic scenarios and accelerated the process of digitization of companies in the fashion industry and also in many others. Companies not already involved in omnichannel development must now respond to the evolution of markets by solving more critical issues.

How exactly?
First of all, it becomes fundamental to cultivate a medium-long term vision that allows the launch of new communication and sales models and at the same time the analysis of insights useful for the development of new goods and services, and methods of use. Flows and distribution chains must adopt a smart cross-channel model, which includes organization, expertise and online interfaces and often a network of partners already physically distributed worldwide.
Investments must be sustainable: the lockdown has severely tested the companies from an economic and financial point of view and now need to rely on specific business plans updated week by week and innovative models involving finance, production capacity and managerial skills.
Finally, the time factor: rather than hastening improvised solutions, it is necessary to get the best from the organization and technological expertise of already established players. The approach to digital and the new scenarios that have been created will continue to evolve. This is one of the moments to rethink the business model with appropriate tools, skills and technologies.




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