What does hugo boss look like

By , the firm was producing army uniforms, and eventually it manufactured for the Waffen SS too - though it did not, apparently, design the SS uniform. From April , Hugo Boss was using forced labourers, mostly women. A camp was built in the area of the factory to house the workers and, according to the abridged English version of Mr Koester's report , "hygiene levels and food supplies were extremely uncertain at times".

Mr Koester notes that Boss tried to improve conditions in , a year before the war ended, by asking to house his workers himself, and attempting to improve their food situation. The company said on its website it wished to "express its profound regret to those who suffered harm or hardship at the factory run by Hugo Ferdinand Boss under National Socialist rule".

B OSS and HUGO are two strong brands that are clearly distinguished by their fashionable style but meet the same high standards of quality and fit, innovation and sustainability. We are convinced that the desirability of our brands will be the most important factor for company success in the long term. Maximizing customer satisfaction and offering the best products in the industry follow this philosophy. Beyond signature tailoring, BOSS also offers casual styles and athleisurewear.

Tailoring and sportswear are brought together in a look that is ready for whatever the day may hold. With the HUGO brand, trendsetters and style individualists can make confident statements with cool and progressive looks.

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How to Contact Us. Mon - Fri: 8am - 8pm. Sat: 9am - 4pm. Sun: Closed. On top of that, consumers changed their basic values at the onset of the s. The "yuppie"-era of conspicuous consumption that characterized the s was replaced by a "new modesty" accompanied by a higher emphasis on teamwork and family values. The signs were clear: the company needed to change in order to stop the trend of declining profits.

The year-old native Czech with a Ph. However, he turned out to be an excellent choice. The fashion novice managed to put the company back on the growth track in record time. After renaming the company Hugo Boss to soften that "bossy" image, Littmann decided to launch two additional labels besides Boss under the umbrella brand Hugo Boss, enabling the company to take a more sophisticated marketing approach.

The first new label, Hugo, was aimed at younger professionals interested in trendy fashion who made their own decisions about what to wear--unlike their elder counterparts who reportedly more often than not let their wives make their fashion choices. The second novelty brand was named Baldessarini after the company's chief designer of many years. The classical Boss suit was renamed Boss Hugo Boss and the big shoulders of the s were rounded off.

The three-label strategy was carried out very thoroughly by three separate teams for product development and sales to separate distribution outlets. To clearly distinguish the three new labels, men's fashion retailers had to limit themselves to only the one of them with the highest appeal to the store's core group of customers--which in the beginning caused some raised eyebrows and even resistance among retailers.

Other leading design houses, such as Armani, placed merchandise with one brand name but different price levels, in the same store to attract a larger group of buyers.

Littmann, however, wanted to prevent the watering down of the perceived high-value brand recognition of the Hugo Boss labels. After Littmann had introduced the three-brand idea at his first board meeting in March , he challenged the company's ambitious young management team to pull off the project in just three months--a quarter of the time they said they needed.

The three new lines of Hugo Boss men's fashion were first shown in Cologne to an audience of 3, in the summer of the same year. To further cut production costs, Littmann moved abroad half of the manufacturing still done in Germany--mainly to eastern Europe, where costs were between 70 and 90 percent lower--leaving the share of domestic production at one-fifth of the total.

However, sewing men's suits is a rather complicated task that requires some skill and experience. Though Hugo Boss did not own most of the production plants, the company trained the workers in the Czech Republic, Slovakia, and Romania to ensure its quality standards. Only a handful of highly skilled German workers carried out the most difficult jobs, such as sewing the sleeves onto the jackets, at the company's Metzingen plant.

Littmann's bold strategy was doubtfully watched by industry insiders, competitors, and men's clothing retailers. Ultimately, it was a huge success.

While total sales declined, profits jumped by 74 percent in , the year after the launch of the three-brand campaign. Besides his three-label strategy, Littmann focused on expanding the company's global reach.

One of the new markets the company focused on was Southeast Asia, where a subsidiary was established in Hong Kong and a number of Hugo Boss stores were opened in urban centers such as Tokyo, Beijing, and Shanghai. By the end of , about two thirds of Hugo Boss's sales originated outside of Germany. The United States accounted for about one-fifth of the total.

When his contract expired at the end of , Littmann did not renew. The company announced that there was some disagreement over Hugo Boss's strategic direction. Two other top executives joined the company at about the same time.