????你們正在大舉調(diào)整的電子商務業(yè)務在去購物中心化的戰(zhàn)略轉(zhuǎn)變中扮演什么角色？

????在一定程度上，這并不是蔻馳特有的問題。受電子商務增長影響，美國各大購物中心的客流減少了。當然，考慮到許多消費者通常會在這些小店面購物，其中的一個商機在于我們?nèi)绾文芡ㄟ^我們的網(wǎng)站為他們服務。

????你說你們將鞏固在北美百貨大樓內(nèi)的蔻馳門店。你們具體會采取什么做法？背后的原因是什么？

????為彌補部分門店關(guān)張帶來的損失，我們正在進行針對性的投資。其中，美國各大百貨公司就占有一席之地。而在我們相中的百貨大樓內(nèi)，我們希望提升蔻馳門店的形象。

????我們將在眾多蔻馳門店內(nèi)引進蔻馳聘請的銷售專員，確保高水準的客戶服務。明年，我們會在50家百貨大樓門店內(nèi)部署內(nèi)部蔻馳員工。再過兩年，這個數(shù)字將增加至150家。（目前為止，蔻馳百貨大樓門店的銷售人員均由百貨公司聘用。）

????蔻馳剛剛宣布了在紐約選址開設一家大型旗艦店的計劃。為什么紐約旗艦店計劃這么重要？

????紐約旗艦店將成為蔻馳全球的正中心，反映出我們品牌扎根于這座城市。紐約不僅是蔻馳的誕生地，也是它最大的靈感源泉。這對我們來說是一個非常重要的項目，目前選址工作還在全力進行中。

????在歐洲眾多核心市場，歷史更悠久的眾多高端奢侈品品牌林立，而你們的業(yè)務規(guī)模仍然較小。蔻馳的紐約歷史傳承在你們的歐洲擴張計劃中將發(fā)揮什么作用？

????我們憑借兩點進軍歐洲市場：“沒錯，作為美國領先的皮革制品公司，我們擁有手工藝歷史和傳承，但我們同時也是時尚和生活方式的潮流引領者，是如今紐約時尚風格的風向標?！?/p>

????維佛斯一頭扎進蔻馳的歷史中，為他的首套蔻馳系列作品帶來了靈感。專注于蔻馳的歷史能發(fā)揮什么作用？

????雖然有一代人對我們的歷史了然于心，但年輕一代消費者并不十分了解早年的蔻馳。我認為我們需要做、而且正在嘗試做的就是：在未來的12-18個月內(nèi)，確保消費者了解我們的內(nèi)核，也就是我們的DNA。了解我們的根，我們是誰。

????你們正在關(guān)閉中國的一些店面，代之以新設的店面。你們?yōu)槭裁丛敢庠谶@個日益重要的市場去冒增長放緩的風險？

????中國市場日新月異，5年前很適合我們的大商場和大百貨公司如今可能已經(jīng)不再是最佳的選擇。我們正在以積極的攻勢確保獲得最佳的店址。這就需要我們做出艱難的決定，也就是關(guān)閉一部分門店，把它們轉(zhuǎn)移到更好的地段。（財富中文網(wǎng)）

????譯者：Peter

????How does your e-commerce, which you are overhauling currently, play into this shift away from malls?

????Part of this is not Coach-specific. Part of what we are seeing in general is reduced traffic to the American shopping mall, driven by an increase in e-commerce. Certainly, with many of the consumers that would normally be shopping in these smaller locations, one of the opportunities is going to be how we can engage with them via our web site.”

????You say Coach will enhance its locations inside North American department stores. How and why will you do that?

????We are making investments targeted at making up for the store closings. There is a place for the American department store, and in those that we choose to be in, we want to look good.

????In many of the locations, we’re going to be bringing Coach-funded sales specialists who will be able to ensure there is a level of customer service. Coach will have its own staff at 50 shops inside a department store next year, and triple that in another 2 years. [Until now, such sales staff were employed by the department store.]

????Coach announced today that it is looking for a spot to have a big New York City flagship—why is this important?

????[It] would be the epicenter of Coach globally, a reflection of our total brand here, in the city where we were born, in the city that is our number-one inspiration. That is a very important project for us, and that search continues.

????How does your New York heritage play into your expansion plans in Europe, where you remain a small player in many key markets and where many upscale and luxury brands are much older and better established?

????We have to go in there with a combination of ‘yes, we have a history and heritage of craftsmanship as the leading U.S. house of leather, but we are also a fashion and lifestyle resource that is today indicative of the New York fashion style.’

????Vevers has dived into Coach’s archives, an approach that has informed his first collection for Coach. How does the focus on Coach’s history help you?

????There is a generation of consumers who don’t know Coach of earlier years and others who do, and I think what we need to do, and are trying to do, over the next 12-18 months, is ensure that consumers are aware of our core, what is our DNA, who are our roots, who we are.

????You are closing some locations in China, and replacing them with others. Why are you willing to run the risk of slowing your growth in a market that is increasingly important to you?

????Things in China move so rapidly so great malls, great department stores that were the right place to be 5 years ago, may no longer be that place. We’re taking an aggressive stance in ensuring we are in the right locations by making the tough decision to close some stores and move them to better locations.