Alexander Senning

Alexander Senning

Alexander Senning


Ich glaube, dass Marken gewinnen, weil Menschen sie wollen, nicht weil sie sie kennen. Begehrlichkeit entsteht nicht aus Reichweite, sondern aus Haltung, Konsequenz und dem Mut, für etwas zu stehen. In über 16 Jahren internationaler Erfahrung habe ich Marken neu aufgestellt, globale Kampagnen geführt und Teams aufgebaut, die eine Marke nicht nur sichtbar machen, sondern begehrenswert.

I believe brands win because people want them, not because people know them. Desire does not come from reach. It comes from having a point of view and the nerve to hold it. In more than 16 years across international markets I have repositioned brands, led global campaigns and built the teams that make a brand not just visible, but wanted.

我相信,品牌之所以胜出,是因为人们想要它,而不是因为人们知道它。渴望并非来自曝光,而是来自鲜明的主张、始终如一的坚持,以及为之承担的勇气。在十六年以上的国际经验中,我重塑过品牌,主导过全球营销战役,也组建过让品牌不只是被看见、而是被渴望的团队。


Seasonal Logic in Fashion Marketing: Why Campaign Calendars Break on Climate and Channel

Saisonlogik im Modemarketing: Mann im Zwiebellook aus hellem Jeanshemd, dunkler Jacke und Cordhose, Studioaufnahme im Ausschnitt

Seasonal logic in fashion marketing comes from a time when weather, order deadline and shop floor still ran on the same clock. Today there are regularly two months between delivery and the moment someone actually needs the item, and the campaign calendar still follows the rhythm of the collection. That is the real reason so many good campaigns land in empty space.

  • Seasonal logic follows the delivery date, not the moment of purchase.
  • Climate and channel push that moment in different directions.
  • A calendar built on occasions instead of collections resolves most of the conflicts.
  • Retail and brand need two tempos, not two calendars.

Why seasonal logic no longer holds

Goods reach the floor early because order deadlines, production lead times and floor planning demand it. Customers, though, buy when they need the item, and that moment has shifted. Coats sell later, transitional pieces sell over a shorter window, and whole parts of the range depend on a handful of weeks of weather. Seasonal logic does not reflect that shift, because it is tied to the delivery date rather than to demand.

Then there is markdown. If a piece is advertised in September and reduced in October, customers learn that waiting pays. The calendar trains buying behaviour, and it trains it in the wrong direction. How far the conditions of the industry as a whole have moved is documented in the State of Fashion by McKinsey and the Business of Fashion.

Two forces that break seasonal logic

Climate

Transitional periods have become shorter and less reliable. A range meant to sell over eight weeks effectively has three. Seasonal logic assumes a window that no longer exists. For communication that means the timing can no longer be fixed a year ahead, only the frame can. Fixing the date early buys certainty in planning and pays for it with effect.

Channel

The retail partner needs material months in advance, the own shop can react at short notice, and the marketplace follows its own campaign days. Three channels, three lead times. A single seasonal logic cannot serve those three tempos without two of them speaking at the wrong moment. How the weights between these channels can sensibly be distributed I described in the piece on the channel mix in fashion retail.

A calendar built on occasions, not collections

The most workable rebuild is to detach the calendar from the collection and hang it on buying occasions: the return to everyday routine, the first cold snap, the gift season, the travel season. These occasions are more stable than delivery dates and easier for customers to follow. The goods stay what they are, only the moment of their story moves.

That takes two tempos rather than two calendars. An early tempo for retail with images, copy and floor material, a later tempo for customer communication that draws on the same campaign. Both sit in one document. Seasonal logic is not abolished by this, it is separated into lead time and appearance.

A calendar of this kind also needs slack. Leaving ten to fifteen per cent of the media budget unplanned sounds wasteful and is the cheapest insurance against a warm spring. Without that slack every deviation in weather turns into a discount decision, and seasonal logic quietly becomes markdown logic.

Anyone attempting the rebuild should test it on a single product group rather than the whole range. A group whose buying occasion is clearly nameable delivers solid numbers after two seasons and an argument nobody in the building argues away. Changing everything at once mainly produces uncertainty on the floor.

What this changes in the conflict

A calendar built on occasions takes the edge off the discussion between marketing and sales, because both sides see the same timeline. The argument about the right date turns into a question of assignment. Which points of friction remain after that I described in the piece on brand and sales.

I have accompanied this rebuild in several constellations and observe the same effect every time: seasonal logic loses weight as soon as the calendar hangs on occasions, and the campaigns become calmer because they are no longer working against the weather. Further pieces on this are in the Fashion & Retail section.

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