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[customsweaterproducer]

custom sweater Producer

YS-SWEATER MANUFACTURING https://sweatermanufacturing.com

Email:sweatermanufacturing@gmail.com

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[sweaterproducer]

school uniform sweater manufacturers,uniform clothing companies

sweater maker https://sweaterchina.net

Email: kintsweatermaker@gmail.com

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[contreparry]

Happy Friday Ann! For any characters that are speaking to you tonight, perhaps “Sorry, when I didn’t didn’t see you, I got worried.”

Absolutely! Here's some Leliana and Surana friendship from the corporate espionage AU for @dadrunkwriting!

Leliana looked out for her friends.

She was good with people. She understood what moved them, understood the whispered secrets of hearts and minds, and she could push and pull and prod at those secrets until all settled into the proper shape she desired. She didn’t do it often. It was a lot of work, and it was often unnecessary. One little push was often all it took to set someone down the path they truly desired- a little encouragement, a listening ear, an occasional harsh word. That was all most people needed, and Leliana wasn’t keen on getting more involved in such manipulative tactics. She saw the ways she could coax people into following her whims as easily as Morrigan spied odd mushrooms during forest hikes or Alistair could recite dog breeds, but she abstained as often as she could. Every time she saw an opportunity she heard Marjolaine’s voice in her ear, urging her to pull and push as she saw fit, that people had their uses and why not utilize every piece on your chessboard?

Leliana took particular delight in ignoring that voice whenever it made itself known.

This, however, was a better use of her considerable people skills. She smiled as she observed the scene before her. Dragging Bran Surana out of his cramped, shared university office, the dimly lit halls of the library, the frigid alchemy lab, and the bookstore was exactly what he needed. He was looking terribly run down these past few weeks. Months, even. The dark circles under his eyes weren't about to disappear anytime soon, but he seemed happy enough as he wandered the farmer's market with a small bag of purchases in one hand. One scented candle, a bottle of maple syrup, a bag of fancy dog treats- small purchases, to be sure, but little luxuries regardless. Leliana watched as Bran critically examined a crocheted deep green scarf. He appeared almost wistful as he looked at the scarf, and when a breeze blew through the stalls he shivered and pulled his coat close to his body.

Perhaps she ought to purchase hot chocolate for them- he might drink double espressos every time he visited the cafe, but Bran had a sweet tooth. He appreciated caffeine, but he loved sugar. The chocolate was a better choice, and Leliana wanted to give her friend a nice day out. She had a distinct impression that Bran Surana wasn’t used to being spoiled, and that bothered her greatly. For all of his abrupt coldness and sharpness, a tender heart sat at the center of Bran. It just needed a bit of tending to, that was all. Leliana crossed the narrow street to purchase hot chocolates, but when she turned back to the stall full of knitwear…

“Bran?” Leliana called out, but there was no response. She elbowed her way towards the stall only to find that he wasn't there. After all of her cajoling to get him outside, after she promised to stay nearby so he wouldn't feel alone or overwhelmed- Leliana spied a flutter of green at the corner of her eye, and when she turned to it she saw Bran wandering down the road with the green scarf he was looking at wrapped around his neck. Leliana sprinted down the street, pushing past the people she met to reach Bran. Thank the Maker he hadn't gotten far, and he had stopped at a stall to look at the display of delicate watercolor paintings of... animals wearing hats.

"Leliana?" Bran asked. "Is something wrong?" He was fine. He even looked content, albeit a little concerned. But despite the dark circles under his eyes and gaunt cheeks, Bran Surana looked... happy. And that was good. Very good! It was exactly what she wanted when she dragged him out of doors this morning. But guilt squirmed around in her heart regardless- how could she guarantee that Bran would have a pleasant time at the farmer's market if she wasn't there to guide him, wasn't there to supervise every moment, wasn't there to-

No. That was what Marjolaine would do, micromanage every second so everything went precisely how she wanted it to. And Leliana wasn't like that, and she wouldn't do that to her friend.

"Sorry," Leliana panted. "I- when I didn't see you, I got worried."

"Ah. Thank you for finding me, then. Is that-" Bran's gaze drifted from her face to the paper cup in her hand.

"Hot chocolate. For you," Leliana explained before handing it over.

"I didn't buy you anything," Bran pointed out, even as his hands greedily closed around the cup and he pulled it close. He looked troubled, however, and Leliana thought of the way Bran saw the world, all balancing acts and alchemical formulas. Give and take, add and subtract, matter cannot be created nor destroyed- and she smiled. For all their differences, in this way they were similar. Balance had to be maintained.

"You're keeping me company as I look for Satinalia gifts, Bran, so consider this bribery. Oh, look! A mabari for Alistair! How sweet!" Leliana exclaimed before taking Bran's free wrist in her hand and dragging him towards the tiny portrait on display.

[jill-knits]

Creativity is always adapting. Methods, mind set, ideas, directions, concepts, interests. I find myself going in a direction, and then finding that there is this, and that, and then that adaptation keeping the idea fresh and intriguing.🧧🎍🌺 #marchmeetthemaker #knittinglife #knitweardesigners #makers #knitters #knitting #knitting_inspiration #knitwear #knittersoftheworld https://www.instagram.com/p/CqW74rXrSYG/?igshid=NGJjMDIxMWI=

[cleverhottubmiracle]

On a freezing Monday night in Madrid’s upscale Salamanca neighbourhood, a long line of shoppers wait outside Spain’s only Sézane store. The scene – reminiscent of shoppers queuing outside luxury boutiques post-pandemic – is not unique to Sézane, but rather a testament to the appeal of new wave French DTC brands. Customers regularly wait hours to enter handbag-maker Polène’s stoles; Rouje’s first Paris location, opened in 2019, was packed from day one.Sézane, Rouje and Polène have emerged as leaders among a generation of French direct-to-consumer brands that have flourished in recent years. By prioritising profitable growth and combining online strategies with select physical retail, the brands have successfully navigated a deteriorating market for digital fashion start-ups amid rising interest rates, high customer acquisition costs, and the return of in-store shopping post-pandemic.The most obvious DTC benefits are not new to the French: controlled distribution, a stronghold on pricing and direct relationships with customers have been baked into their fashion system for decades. Louis Vuitton is the pinnacle of luxury DTC, with no wholesale or markdowns. Decathlon, too, is following the DTC tradition. As of 2020, around 97 percent of the French sporting goods’ assortment was made up of its own brand, leaving but a tiny space for merchandise from labels like Nike or On.The new wave’s modern DTC approach has attracted investors and built a global community of loyal fans.How did they catapult themselves into the heart of the consumer zeitgeist? The answer lies in conveying a clear narrative, building visibility on- and off-line and creating products that hit the sweet spot in terms of price and quality.Digital-FirstPhysical stores have helped to drive visibility and sales for Sézane, Polène and Rouje, but are positioned as a complement to the brands’ online-first approach.“Stores are important for these brands, but they are often more like showrooms,” said Olivier Abtan, managing director at consulting firm AlixPartners. “It is crucial for customers to experience the brand in-store, but they are e-retailers above all.”This sets them apart from their earlier counterparts which have ramped up omnichannel efforts, but are stuck spending heavily to maintain sprawling networks of physical stores. Accessible luxury group SMCP (Sandro, Maje, Claudie Pierlot), which has over 1,600 stores, turned loss-making last year amid plunging demand in China while Ba&sh, with 267 doors, entered a court-supervised procedure to renegotiate its debt.“Many of the older generation of French retailers had store-first policies, which generated huge fixed costs they are now stuck with. Especially those heavily exposed to China are trying to close shops now,” said Abtan.An online-first approach has the advantage of limiting fixed costs while allowing brands to seize the momentum of shifting consumer behavior. Globally, it is estimated that around 20 percent of fashion is purchased online.“We saw that women were more reactive to buying clothes on the internet,” said Charles Fourmaux, CEO of Balzac Paris, a brand founded in 2011 whose 2023 turnover was €25 million euros, with a 30 percent year-on-year revenue growth.But where digital expansion plans fuelled by venture capital led some US-based DTCs to over-spend on customer acquisition to meet topline targets, French start-ups have a reputation for growing profitably, which is catnip to investors in an era of higher interest rates.“We have been profitable since our first year, when we were just making bowties,” said Fourmaux.Polène CEO Antoine Mothay also confirmed the handbag brand’s profitability since its first year.From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche. (Polène) French brands often remain family controlled, with investment coming from industry insiders. “There seems to be a sophisticated pattern to the French investment structure, which helps brands grow in a healthy manner,” said Richard Morgan, founder of Richard Morgan Advisory, which focuses on luxury and premium consumer goods.Morgane Sézalory’s Sézane remains controlled by its founder after attracting minority investments from US fund General Atlantic and Téthys, the investment vehicle of the Bettencourt family that controls L’Oréal.Polène, also family-controlled, was initially backed by French businessman Pierre-Edouard Stérin via his investment fund Otium Capital. In 2024, Otium sold part of its stake to LVMH’s L Catterton – a specialist in retail roll outs, as Polène now opens more stores. In 2024 the brand grew its sales to €142 million ($153 million).Rouje, which is in an earlier stage of its development, sold a stake in 2020 to tech-focused investor Partech – known for backing European scale-up plans. Figures are not disclosed, but multiple store openings in France as well as a New York location last year “testify to strong demand and dynamic high growth,” according to Morgan.Right Products, Right PriceAt the core of the new wave of French DTC are products that offer novelty and quality at a fraction of the price of luxury and designer competitors trading on France’s style authority. From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche.“Many of the older brands have lost their price-quality attractiveness. They mostly manufacture in China, the quality isn’t there and they’ve raised the prices too much,” said Abtan. This turns customers away from buying the brand full-price and in turn, those brands rely on heavy, frequent discounting.Polène, on the other hand, never does sales or discounts, at most offering free shipping before the holiday season. Sézane sometimes clears older inventory with archive sales online, but opts out of major promotional events like Black Friday.“Newer brands launch at a 30 to 40 percent lower price than their older counterparts, but ultimately, the realized margin is about 60 to 65 percent for both,” said Abtan.Strategic WholesaleFrench womenswear brand Soeur was founded in 2007, slightly ahead of Polène and Rouje, both launched in 2016, and Sézane, founded in 2013.The author has shared an Instagram Post.You will need to accept and consent to the use of cookies and similar technologies by our third-party partners (including: YouTube, Instagram or Twitter), in order to view embedded content in this article and others you may visit in future.AcceptSoeur also isn’t as online or DTC focused as the other three, with a revenue split of 20 percent wholesale, 50 percent retail and 30 percent online. Despite the market trend to direct sales, the brand sees virtue in maintaining, and even growing, some of its wholesale accounts.Even as Soeur plans to open ten new stores in 2025, “our intention is to grow the wholesale channel, with upgraded wholesale distribution,” CEO Freja Day said. With a balanced strategy, Soeur’s sales have grown around 30 percent per year for the past 3 years, with global revenues topping €65 million in 2024.“Wholesale is certainly not dead. It gives validity to a brand, there’s a stamp of approval if you’re displayed at Harrods or Le Bon Marché,” Morgan said. “Wholesale is 50 percent of the general market, it’s massive.”Building CommunityThe leading French DTC players have all attracted an audience of loyal followers to support their brands. There is no one formula for doing so, but “there needs to be a clear raison d’etre, a very strong sense of purpose with clear values,” said Abtan.In Rouje’s case, the brand is umbilically tied to founder Jeanne Damas, whose Instagram has 1.5 million followers. “Being an influencer makes community building easier,” said Abtan.Sézane founder Morgane Sézalory also started building her own community by selling vintage items through social media, though she’s since become less visible in the brand’s communications.The Mothays, Polène’s founding family, have kept private from the start, with no public Instagram accounts. Polène’s brand account, however, has built a following of 2.4 million with its artful still lifes and campaign shoots of models sporting its handbags in striking natural landscapes. Coverage from handbag and travel influencers who investigated the hype surrounding the mysterious start-up helped word-of-mouth to snowball (with persistent queues outside its Paris flagship helping to sustain curiosity, as well).“Having a community is key to lower acquisition costs,” said Abtan. However, timing may have also been ideal for the likes of Rouje, Polène and Sézane. “Entry barriers are getting higher. Ten years ago it was easier to create a community, Instagram now is more expensive and the space is more crowded.” Source link

[norajworld]

On a freezing Monday night in Madrid’s upscale Salamanca neighbourhood, a long line of shoppers wait outside Spain’s only Sézane store. The scene – reminiscent of shoppers queuing outside luxury boutiques post-pandemic – is not unique to Sézane, but rather a testament to the appeal of new wave French DTC brands. Customers regularly wait hours to enter handbag-maker Polène’s stoles; Rouje’s first Paris location, opened in 2019, was packed from day one.Sézane, Rouje and Polène have emerged as leaders among a generation of French direct-to-consumer brands that have flourished in recent years. By prioritising profitable growth and combining online strategies with select physical retail, the brands have successfully navigated a deteriorating market for digital fashion start-ups amid rising interest rates, high customer acquisition costs, and the return of in-store shopping post-pandemic.The most obvious DTC benefits are not new to the French: controlled distribution, a stronghold on pricing and direct relationships with customers have been baked into their fashion system for decades. Louis Vuitton is the pinnacle of luxury DTC, with no wholesale or markdowns. Decathlon, too, is following the DTC tradition. As of 2020, around 97 percent of the French sporting goods’ assortment was made up of its own brand, leaving but a tiny space for merchandise from labels like Nike or On.The new wave’s modern DTC approach has attracted investors and built a global community of loyal fans.How did they catapult themselves into the heart of the consumer zeitgeist? The answer lies in conveying a clear narrative, building visibility on- and off-line and creating products that hit the sweet spot in terms of price and quality.Digital-FirstPhysical stores have helped to drive visibility and sales for Sézane, Polène and Rouje, but are positioned as a complement to the brands’ online-first approach.“Stores are important for these brands, but they are often more like showrooms,” said Olivier Abtan, managing director at consulting firm AlixPartners. “It is crucial for customers to experience the brand in-store, but they are e-retailers above all.”This sets them apart from their earlier counterparts which have ramped up omnichannel efforts, but are stuck spending heavily to maintain sprawling networks of physical stores. Accessible luxury group SMCP (Sandro, Maje, Claudie Pierlot), which has over 1,600 stores, turned loss-making last year amid plunging demand in China while Ba&sh, with 267 doors, entered a court-supervised procedure to renegotiate its debt.“Many of the older generation of French retailers had store-first policies, which generated huge fixed costs they are now stuck with. Especially those heavily exposed to China are trying to close shops now,” said Abtan.An online-first approach has the advantage of limiting fixed costs while allowing brands to seize the momentum of shifting consumer behavior. Globally, it is estimated that around 20 percent of fashion is purchased online.“We saw that women were more reactive to buying clothes on the internet,” said Charles Fourmaux, CEO of Balzac Paris, a brand founded in 2011 whose 2023 turnover was €25 million euros, with a 30 percent year-on-year revenue growth.But where digital expansion plans fuelled by venture capital led some US-based DTCs to over-spend on customer acquisition to meet topline targets, French start-ups have a reputation for growing profitably, which is catnip to investors in an era of higher interest rates.“We have been profitable since our first year, when we were just making bowties,” said Fourmaux.Polène CEO Antoine Mothay also confirmed the handbag brand’s profitability since its first year.From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche. (Polène) French brands often remain family controlled, with investment coming from industry insiders. “There seems to be a sophisticated pattern to the French investment structure, which helps brands grow in a healthy manner,” said Richard Morgan, founder of Richard Morgan Advisory, which focuses on luxury and premium consumer goods.Morgane Sézalory’s Sézane remains controlled by its founder after attracting minority investments from US fund General Atlantic and Téthys, the investment vehicle of the Bettencourt family that controls L’Oréal.Polène, also family-controlled, was initially backed by French businessman Pierre-Edouard Stérin via his investment fund Otium Capital. In 2024, Otium sold part of its stake to LVMH’s L Catterton – a specialist in retail roll outs, as Polène now opens more stores. In 2024 the brand grew its sales to €142 million ($153 million).Rouje, which is in an earlier stage of its development, sold a stake in 2020 to tech-focused investor Partech – known for backing European scale-up plans. Figures are not disclosed, but multiple store openings in France as well as a New York location last year “testify to strong demand and dynamic high growth,” according to Morgan.Right Products, Right PriceAt the core of the new wave of French DTC are products that offer novelty and quality at a fraction of the price of luxury and designer competitors trading on France’s style authority. From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche.“Many of the older brands have lost their price-quality attractiveness. They mostly manufacture in China, the quality isn’t there and they’ve raised the prices too much,” said Abtan. This turns customers away from buying the brand full-price and in turn, those brands rely on heavy, frequent discounting.Polène, on the other hand, never does sales or discounts, at most offering free shipping before the holiday season. Sézane sometimes clears older inventory with archive sales online, but opts out of major promotional events like Black Friday.“Newer brands launch at a 30 to 40 percent lower price than their older counterparts, but ultimately, the realized margin is about 60 to 65 percent for both,” said Abtan.Strategic WholesaleFrench womenswear brand Soeur was founded in 2007, slightly ahead of Polène and Rouje, both launched in 2016, and Sézane, founded in 2013.The author has shared an Instagram Post.You will need to accept and consent to the use of cookies and similar technologies by our third-party partners (including: YouTube, Instagram or Twitter), in order to view embedded content in this article and others you may visit in future.AcceptSoeur also isn’t as online or DTC focused as the other three, with a revenue split of 20 percent wholesale, 50 percent retail and 30 percent online. Despite the market trend to direct sales, the brand sees virtue in maintaining, and even growing, some of its wholesale accounts.Even as Soeur plans to open ten new stores in 2025, “our intention is to grow the wholesale channel, with upgraded wholesale distribution,” CEO Freja Day said. With a balanced strategy, Soeur’s sales have grown around 30 percent per year for the past 3 years, with global revenues topping €65 million in 2024.“Wholesale is certainly not dead. It gives validity to a brand, there’s a stamp of approval if you’re displayed at Harrods or Le Bon Marché,” Morgan said. “Wholesale is 50 percent of the general market, it’s massive.”Building CommunityThe leading French DTC players have all attracted an audience of loyal followers to support their brands. There is no one formula for doing so, but “there needs to be a clear raison d’etre, a very strong sense of purpose with clear values,” said Abtan.In Rouje’s case, the brand is umbilically tied to founder Jeanne Damas, whose Instagram has 1.5 million followers. “Being an influencer makes community building easier,” said Abtan.Sézane founder Morgane Sézalory also started building her own community by selling vintage items through social media, though she’s since become less visible in the brand’s communications.The Mothays, Polène’s founding family, have kept private from the start, with no public Instagram accounts. Polène’s brand account, however, has built a following of 2.4 million with its artful still lifes and campaign shoots of models sporting its handbags in striking natural landscapes. Coverage from handbag and travel influencers who investigated the hype surrounding the mysterious start-up helped word-of-mouth to snowball (with persistent queues outside its Paris flagship helping to sustain curiosity, as well).“Having a community is key to lower acquisition costs,” said Abtan. However, timing may have also been ideal for the likes of Rouje, Polène and Sézane. “Entry barriers are getting higher. Ten years ago it was easier to create a community, Instagram now is more expensive and the space is more crowded.” Source link

[ellajme0]

On a freezing Monday night in Madrid’s upscale Salamanca neighbourhood, a long line of shoppers wait outside Spain’s only Sézane store. The scene – reminiscent of shoppers queuing outside luxury boutiques post-pandemic – is not unique to Sézane, but rather a testament to the appeal of new wave French DTC brands. Customers regularly wait hours to enter handbag-maker Polène’s stoles; Rouje’s first Paris location, opened in 2019, was packed from day one.Sézane, Rouje and Polène have emerged as leaders among a generation of French direct-to-consumer brands that have flourished in recent years. By prioritising profitable growth and combining online strategies with select physical retail, the brands have successfully navigated a deteriorating market for digital fashion start-ups amid rising interest rates, high customer acquisition costs, and the return of in-store shopping post-pandemic.The most obvious DTC benefits are not new to the French: controlled distribution, a stronghold on pricing and direct relationships with customers have been baked into their fashion system for decades. Louis Vuitton is the pinnacle of luxury DTC, with no wholesale or markdowns. Decathlon, too, is following the DTC tradition. As of 2020, around 97 percent of the French sporting goods’ assortment was made up of its own brand, leaving but a tiny space for merchandise from labels like Nike or On.The new wave’s modern DTC approach has attracted investors and built a global community of loyal fans.How did they catapult themselves into the heart of the consumer zeitgeist? The answer lies in conveying a clear narrative, building visibility on- and off-line and creating products that hit the sweet spot in terms of price and quality.Digital-FirstPhysical stores have helped to drive visibility and sales for Sézane, Polène and Rouje, but are positioned as a complement to the brands’ online-first approach.“Stores are important for these brands, but they are often more like showrooms,” said Olivier Abtan, managing director at consulting firm AlixPartners. “It is crucial for customers to experience the brand in-store, but they are e-retailers above all.”This sets them apart from their earlier counterparts which have ramped up omnichannel efforts, but are stuck spending heavily to maintain sprawling networks of physical stores. Accessible luxury group SMCP (Sandro, Maje, Claudie Pierlot), which has over 1,600 stores, turned loss-making last year amid plunging demand in China while Ba&sh, with 267 doors, entered a court-supervised procedure to renegotiate its debt.“Many of the older generation of French retailers had store-first policies, which generated huge fixed costs they are now stuck with. Especially those heavily exposed to China are trying to close shops now,” said Abtan.An online-first approach has the advantage of limiting fixed costs while allowing brands to seize the momentum of shifting consumer behavior. Globally, it is estimated that around 20 percent of fashion is purchased online.“We saw that women were more reactive to buying clothes on the internet,” said Charles Fourmaux, CEO of Balzac Paris, a brand founded in 2011 whose 2023 turnover was €25 million euros, with a 30 percent year-on-year revenue growth.But where digital expansion plans fuelled by venture capital led some US-based DTCs to over-spend on customer acquisition to meet topline targets, French start-ups have a reputation for growing profitably, which is catnip to investors in an era of higher interest rates.“We have been profitable since our first year, when we were just making bowties,” said Fourmaux.Polène CEO Antoine Mothay also confirmed the handbag brand’s profitability since its first year.From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche. (Polène) French brands often remain family controlled, with investment coming from industry insiders. “There seems to be a sophisticated pattern to the French investment structure, which helps brands grow in a healthy manner,” said Richard Morgan, founder of Richard Morgan Advisory, which focuses on luxury and premium consumer goods.Morgane Sézalory’s Sézane remains controlled by its founder after attracting minority investments from US fund General Atlantic and Téthys, the investment vehicle of the Bettencourt family that controls L’Oréal.Polène, also family-controlled, was initially backed by French businessman Pierre-Edouard Stérin via his investment fund Otium Capital. In 2024, Otium sold part of its stake to LVMH’s L Catterton – a specialist in retail roll outs, as Polène now opens more stores. In 2024 the brand grew its sales to €142 million ($153 million).Rouje, which is in an earlier stage of its development, sold a stake in 2020 to tech-focused investor Partech – known for backing European scale-up plans. Figures are not disclosed, but multiple store openings in France as well as a New York location last year “testify to strong demand and dynamic high growth,” according to Morgan.Right Products, Right PriceAt the core of the new wave of French DTC are products that offer novelty and quality at a fraction of the price of luxury and designer competitors trading on France’s style authority. From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche.“Many of the older brands have lost their price-quality attractiveness. They mostly manufacture in China, the quality isn’t there and they’ve raised the prices too much,” said Abtan. This turns customers away from buying the brand full-price and in turn, those brands rely on heavy, frequent discounting.Polène, on the other hand, never does sales or discounts, at most offering free shipping before the holiday season. Sézane sometimes clears older inventory with archive sales online, but opts out of major promotional events like Black Friday.“Newer brands launch at a 30 to 40 percent lower price than their older counterparts, but ultimately, the realized margin is about 60 to 65 percent for both,” said Abtan.Strategic WholesaleFrench womenswear brand Soeur was founded in 2007, slightly ahead of Polène and Rouje, both launched in 2016, and Sézane, founded in 2013.The author has shared an Instagram Post.You will need to accept and consent to the use of cookies and similar technologies by our third-party partners (including: YouTube, Instagram or Twitter), in order to view embedded content in this article and others you may visit in future.AcceptSoeur also isn’t as online or DTC focused as the other three, with a revenue split of 20 percent wholesale, 50 percent retail and 30 percent online. Despite the market trend to direct sales, the brand sees virtue in maintaining, and even growing, some of its wholesale accounts.Even as Soeur plans to open ten new stores in 2025, “our intention is to grow the wholesale channel, with upgraded wholesale distribution,” CEO Freja Day said. With a balanced strategy, Soeur’s sales have grown around 30 percent per year for the past 3 years, with global revenues topping €65 million in 2024.“Wholesale is certainly not dead. It gives validity to a brand, there’s a stamp of approval if you’re displayed at Harrods or Le Bon Marché,” Morgan said. “Wholesale is 50 percent of the general market, it’s massive.”Building CommunityThe leading French DTC players have all attracted an audience of loyal followers to support their brands. There is no one formula for doing so, but “there needs to be a clear raison d’etre, a very strong sense of purpose with clear values,” said Abtan.In Rouje’s case, the brand is umbilically tied to founder Jeanne Damas, whose Instagram has 1.5 million followers. “Being an influencer makes community building easier,” said Abtan.Sézane founder Morgane Sézalory also started building her own community by selling vintage items through social media, though she’s since become less visible in the brand’s communications.The Mothays, Polène’s founding family, have kept private from the start, with no public Instagram accounts. Polène’s brand account, however, has built a following of 2.4 million with its artful still lifes and campaign shoots of models sporting its handbags in striking natural landscapes. Coverage from handbag and travel influencers who investigated the hype surrounding the mysterious start-up helped word-of-mouth to snowball (with persistent queues outside its Paris flagship helping to sustain curiosity, as well).“Having a community is key to lower acquisition costs,” said Abtan. However, timing may have also been ideal for the likes of Rouje, Polène and Sézane. “Entry barriers are getting higher. Ten years ago it was easier to create a community, Instagram now is more expensive and the space is more crowded.” Source link

[chilimili212]

On a freezing Monday night in Madrid’s upscale Salamanca neighbourhood, a long line of shoppers wait outside Spain’s only Sézane store. The scene – reminiscent of shoppers queuing outside luxury boutiques post-pandemic – is not unique to Sézane, but rather a testament to the appeal of new wave French DTC brands. Customers regularly wait hours to enter handbag-maker Polène’s stoles; Rouje’s first Paris location, opened in 2019, was packed from day one.Sézane, Rouje and Polène have emerged as leaders among a generation of French direct-to-consumer brands that have flourished in recent years. By prioritising profitable growth and combining online strategies with select physical retail, the brands have successfully navigated a deteriorating market for digital fashion start-ups amid rising interest rates, high customer acquisition costs, and the return of in-store shopping post-pandemic.The most obvious DTC benefits are not new to the French: controlled distribution, a stronghold on pricing and direct relationships with customers have been baked into their fashion system for decades. Louis Vuitton is the pinnacle of luxury DTC, with no wholesale or markdowns. Decathlon, too, is following the DTC tradition. As of 2020, around 97 percent of the French sporting goods’ assortment was made up of its own brand, leaving but a tiny space for merchandise from labels like Nike or On.The new wave’s modern DTC approach has attracted investors and built a global community of loyal fans.How did they catapult themselves into the heart of the consumer zeitgeist? The answer lies in conveying a clear narrative, building visibility on- and off-line and creating products that hit the sweet spot in terms of price and quality.Digital-FirstPhysical stores have helped to drive visibility and sales for Sézane, Polène and Rouje, but are positioned as a complement to the brands’ online-first approach.“Stores are important for these brands, but they are often more like showrooms,” said Olivier Abtan, managing director at consulting firm AlixPartners. “It is crucial for customers to experience the brand in-store, but they are e-retailers above all.”This sets them apart from their earlier counterparts which have ramped up omnichannel efforts, but are stuck spending heavily to maintain sprawling networks of physical stores. Accessible luxury group SMCP (Sandro, Maje, Claudie Pierlot), which has over 1,600 stores, turned loss-making last year amid plunging demand in China while Ba&sh, with 267 doors, entered a court-supervised procedure to renegotiate its debt.“Many of the older generation of French retailers had store-first policies, which generated huge fixed costs they are now stuck with. Especially those heavily exposed to China are trying to close shops now,” said Abtan.An online-first approach has the advantage of limiting fixed costs while allowing brands to seize the momentum of shifting consumer behavior. Globally, it is estimated that around 20 percent of fashion is purchased online.“We saw that women were more reactive to buying clothes on the internet,” said Charles Fourmaux, CEO of Balzac Paris, a brand founded in 2011 whose 2023 turnover was €25 million euros, with a 30 percent year-on-year revenue growth.But where digital expansion plans fuelled by venture capital led some US-based DTCs to over-spend on customer acquisition to meet topline targets, French start-ups have a reputation for growing profitably, which is catnip to investors in an era of higher interest rates.“We have been profitable since our first year, when we were just making bowties,” said Fourmaux.Polène CEO Antoine Mothay also confirmed the handbag brand’s profitability since its first year.From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche. (Polène) French brands often remain family controlled, with investment coming from industry insiders. “There seems to be a sophisticated pattern to the French investment structure, which helps brands grow in a healthy manner,” said Richard Morgan, founder of Richard Morgan Advisory, which focuses on luxury and premium consumer goods.Morgane Sézalory’s Sézane remains controlled by its founder after attracting minority investments from US fund General Atlantic and Téthys, the investment vehicle of the Bettencourt family that controls L’Oréal.Polène, also family-controlled, was initially backed by French businessman Pierre-Edouard Stérin via his investment fund Otium Capital. In 2024, Otium sold part of its stake to LVMH’s L Catterton – a specialist in retail roll outs, as Polène now opens more stores. In 2024 the brand grew its sales to €142 million ($153 million).Rouje, which is in an earlier stage of its development, sold a stake in 2020 to tech-focused investor Partech – known for backing European scale-up plans. Figures are not disclosed, but multiple store openings in France as well as a New York location last year “testify to strong demand and dynamic high growth,” according to Morgan.Right Products, Right PriceAt the core of the new wave of French DTC are products that offer novelty and quality at a fraction of the price of luxury and designer competitors trading on France’s style authority. From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche.“Many of the older brands have lost their price-quality attractiveness. They mostly manufacture in China, the quality isn’t there and they’ve raised the prices too much,” said Abtan. This turns customers away from buying the brand full-price and in turn, those brands rely on heavy, frequent discounting.Polène, on the other hand, never does sales or discounts, at most offering free shipping before the holiday season. Sézane sometimes clears older inventory with archive sales online, but opts out of major promotional events like Black Friday.“Newer brands launch at a 30 to 40 percent lower price than their older counterparts, but ultimately, the realized margin is about 60 to 65 percent for both,” said Abtan.Strategic WholesaleFrench womenswear brand Soeur was founded in 2007, slightly ahead of Polène and Rouje, both launched in 2016, and Sézane, founded in 2013.The author has shared an Instagram Post.You will need to accept and consent to the use of cookies and similar technologies by our third-party partners (including: YouTube, Instagram or Twitter), in order to view embedded content in this article and others you may visit in future.AcceptSoeur also isn’t as online or DTC focused as the other three, with a revenue split of 20 percent wholesale, 50 percent retail and 30 percent online. Despite the market trend to direct sales, the brand sees virtue in maintaining, and even growing, some of its wholesale accounts.Even as Soeur plans to open ten new stores in 2025, “our intention is to grow the wholesale channel, with upgraded wholesale distribution,” CEO Freja Day said. With a balanced strategy, Soeur’s sales have grown around 30 percent per year for the past 3 years, with global revenues topping €65 million in 2024.“Wholesale is certainly not dead. It gives validity to a brand, there’s a stamp of approval if you’re displayed at Harrods or Le Bon Marché,” Morgan said. “Wholesale is 50 percent of the general market, it’s massive.”Building CommunityThe leading French DTC players have all attracted an audience of loyal followers to support their brands. There is no one formula for doing so, but “there needs to be a clear raison d’etre, a very strong sense of purpose with clear values,” said Abtan.In Rouje’s case, the brand is umbilically tied to founder Jeanne Damas, whose Instagram has 1.5 million followers. “Being an influencer makes community building easier,” said Abtan.Sézane founder Morgane Sézalory also started building her own community by selling vintage items through social media, though she’s since become less visible in the brand’s communications.The Mothays, Polène’s founding family, have kept private from the start, with no public Instagram accounts. Polène’s brand account, however, has built a following of 2.4 million with its artful still lifes and campaign shoots of models sporting its handbags in striking natural landscapes. Coverage from handbag and travel influencers who investigated the hype surrounding the mysterious start-up helped word-of-mouth to snowball (with persistent queues outside its Paris flagship helping to sustain curiosity, as well).“Having a community is key to lower acquisition costs,” said Abtan. However, timing may have also been ideal for the likes of Rouje, Polène and Sézane. “Entry barriers are getting higher. Ten years ago it was easier to create a community, Instagram now is more expensive and the space is more crowded.” Source link

[oliviajoyice21]

On a freezing Monday night in Madrid’s upscale Salamanca neighbourhood, a long line of shoppers wait outside Spain’s only Sézane store. The scene – reminiscent of shoppers queuing outside luxury boutiques post-pandemic – is not unique to Sézane, but rather a testament to the appeal of new wave French DTC brands. Customers regularly wait hours to enter handbag-maker Polène’s stoles; Rouje’s first Paris location, opened in 2019, was packed from day one.Sézane, Rouje and Polène have emerged as leaders among a generation of French direct-to-consumer brands that have flourished in recent years. By prioritising profitable growth and combining online strategies with select physical retail, the brands have successfully navigated a deteriorating market for digital fashion start-ups amid rising interest rates, high customer acquisition costs, and the return of in-store shopping post-pandemic.The most obvious DTC benefits are not new to the French: controlled distribution, a stronghold on pricing and direct relationships with customers have been baked into their fashion system for decades. Louis Vuitton is the pinnacle of luxury DTC, with no wholesale or markdowns. Decathlon, too, is following the DTC tradition. As of 2020, around 97 percent of the French sporting goods’ assortment was made up of its own brand, leaving but a tiny space for merchandise from labels like Nike or On.The new wave’s modern DTC approach has attracted investors and built a global community of loyal fans.How did they catapult themselves into the heart of the consumer zeitgeist? The answer lies in conveying a clear narrative, building visibility on- and off-line and creating products that hit the sweet spot in terms of price and quality.Digital-FirstPhysical stores have helped to drive visibility and sales for Sézane, Polène and Rouje, but are positioned as a complement to the brands’ online-first approach.“Stores are important for these brands, but they are often more like showrooms,” said Olivier Abtan, managing director at consulting firm AlixPartners. “It is crucial for customers to experience the brand in-store, but they are e-retailers above all.”This sets them apart from their earlier counterparts which have ramped up omnichannel efforts, but are stuck spending heavily to maintain sprawling networks of physical stores. Accessible luxury group SMCP (Sandro, Maje, Claudie Pierlot), which has over 1,600 stores, turned loss-making last year amid plunging demand in China while Ba&sh, with 267 doors, entered a court-supervised procedure to renegotiate its debt.“Many of the older generation of French retailers had store-first policies, which generated huge fixed costs they are now stuck with. Especially those heavily exposed to China are trying to close shops now,” said Abtan.An online-first approach has the advantage of limiting fixed costs while allowing brands to seize the momentum of shifting consumer behavior. Globally, it is estimated that around 20 percent of fashion is purchased online.“We saw that women were more reactive to buying clothes on the internet,” said Charles Fourmaux, CEO of Balzac Paris, a brand founded in 2011 whose 2023 turnover was €25 million euros, with a 30 percent year-on-year revenue growth.But where digital expansion plans fuelled by venture capital led some US-based DTCs to over-spend on customer acquisition to meet topline targets, French start-ups have a reputation for growing profitably, which is catnip to investors in an era of higher interest rates.“We have been profitable since our first year, when we were just making bowties,” said Fourmaux.Polène CEO Antoine Mothay also confirmed the handbag brand’s profitability since its first year.From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche. (Polène) French brands often remain family controlled, with investment coming from industry insiders. “There seems to be a sophisticated pattern to the French investment structure, which helps brands grow in a healthy manner,” said Richard Morgan, founder of Richard Morgan Advisory, which focuses on luxury and premium consumer goods.Morgane Sézalory’s Sézane remains controlled by its founder after attracting minority investments from US fund General Atlantic and Téthys, the investment vehicle of the Bettencourt family that controls L’Oréal.Polène, also family-controlled, was initially backed by French businessman Pierre-Edouard Stérin via his investment fund Otium Capital. In 2024, Otium sold part of its stake to LVMH’s L Catterton – a specialist in retail roll outs, as Polène now opens more stores. In 2024 the brand grew its sales to €142 million ($153 million).Rouje, which is in an earlier stage of its development, sold a stake in 2020 to tech-focused investor Partech – known for backing European scale-up plans. Figures are not disclosed, but multiple store openings in France as well as a New York location last year “testify to strong demand and dynamic high growth,” according to Morgan.Right Products, Right PriceAt the core of the new wave of French DTC are products that offer novelty and quality at a fraction of the price of luxury and designer competitors trading on France’s style authority. From Polène’s organic, contemporary handbag designs to Sézane’s signature knitwear, emerging players have filled white space in the market with propositions that are differentiated, but not too niche.“Many of the older brands have lost their price-quality attractiveness. They mostly manufacture in China, the quality isn’t there and they’ve raised the prices too much,” said Abtan. This turns customers away from buying the brand full-price and in turn, those brands rely on heavy, frequent discounting.Polène, on the other hand, never does sales or discounts, at most offering free shipping before the holiday season. Sézane sometimes clears older inventory with archive sales online, but opts out of major promotional events like Black Friday.“Newer brands launch at a 30 to 40 percent lower price than their older counterparts, but ultimately, the realized margin is about 60 to 65 percent for both,” said Abtan.Strategic WholesaleFrench womenswear brand Soeur was founded in 2007, slightly ahead of Polène and Rouje, both launched in 2016, and Sézane, founded in 2013.The author has shared an Instagram Post.You will need to accept and consent to the use of cookies and similar technologies by our third-party partners (including: YouTube, Instagram or Twitter), in order to view embedded content in this article and others you may visit in future.AcceptSoeur also isn’t as online or DTC focused as the other three, with a revenue split of 20 percent wholesale, 50 percent retail and 30 percent online. Despite the market trend to direct sales, the brand sees virtue in maintaining, and even growing, some of its wholesale accounts.Even as Soeur plans to open ten new stores in 2025, “our intention is to grow the wholesale channel, with upgraded wholesale distribution,” CEO Freja Day said. With a balanced strategy, Soeur’s sales have grown around 30 percent per year for the past 3 years, with global revenues topping €65 million in 2024.“Wholesale is certainly not dead. It gives validity to a brand, there’s a stamp of approval if you’re displayed at Harrods or Le Bon Marché,” Morgan said. “Wholesale is 50 percent of the general market, it’s massive.”Building CommunityThe leading French DTC players have all attracted an audience of loyal followers to support their brands. There is no one formula for doing so, but “there needs to be a clear raison d’etre, a very strong sense of purpose with clear values,” said Abtan.In Rouje’s case, the brand is umbilically tied to founder Jeanne Damas, whose Instagram has 1.5 million followers. “Being an influencer makes community building easier,” said Abtan.Sézane founder Morgane Sézalory also started building her own community by selling vintage items through social media, though she’s since become less visible in the brand’s communications.The Mothays, Polène’s founding family, have kept private from the start, with no public Instagram accounts. Polène’s brand account, however, has built a following of 2.4 million with its artful still lifes and campaign shoots of models sporting its handbags in striking natural landscapes. Coverage from handbag and travel influencers who investigated the hype surrounding the mysterious start-up helped word-of-mouth to snowball (with persistent queues outside its Paris flagship helping to sustain curiosity, as well).“Having a community is key to lower acquisition costs,” said Abtan. However, timing may have also been ideal for the likes of Rouje, Polène and Sézane. “Entry barriers are getting higher. Ten years ago it was easier to create a community, Instagram now is more expensive and the space is more crowded.” Source link

[customknitfactory]

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[aadmelioraa]

Spark (Hild x Iseult, 1.9k)

It had been an extremely long day at the end of an extremely long week—a long term, and a long year, even—and all Hild wanted to do when she got home was finish submitting her final evaluations and then go directly to bed.

But the instant she unlocked her door she knew she was in for an unpleasant evening.

The temperature inside was nearly as cold as the snowy December weather outside. Frost had even begun to form in the corners of the kitchen windows—old windows that the landlord had promised would be replaced months ago.

Hild sighed deeply, her breath creating a faint cloud as she exhaled. The same thing had happened last year right before Christmas. She should have expected it to happen again. It was going to be far too cold for her to concentrate on her work tonight. She really needed to find a new flat before her lease expired.

The radiator in her bedroom was cold to the touch as she turned the dial back and forth to no avail. She sighed again, and in her irritation gave it a solid kick. It didn’t improve the functionality, but it did make her feel slightly better.

Her fingers trembled with cold as she pulled her cellphone out of her coat pocket to call her landlord. They didn’t pick up, of course, so she left a somewhat curt message and made a mental note to phone again in an hour.

Accepting her fate, Hild slipped out of her coat and put on a pullover and cardigan over her turtleneck, then her coziest scarf. She was just struggling to pull her house shoes on over the bulk of two extra pairs of socks when she heard a knock at the door.

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Perhaps it was a repairman? Unlikely, but she wasn't expecting anyone else.

She shuffled to the door and opened it to find Iseult, her downstairs neighbor. The neighbor she’d wanted to speak to a dozen times or more, but had not yet got up the courage. The neighbor she’d found herself wondering about on a lonely night more often than she cared to admit.

“I thought I’d find you home,” Iseult said. Fortunately, she did not appear to be clairvoyant.

Hild’s face must have registered some surprise because Iseult smiled slightly as she added, “I may have heard you kick the radiator.”

“Oh—sorry if I disturbed you,” Hild said, flushing a bit at how she’d let her temper get the better of her. Noting that her neighbor was also wrapped in several layers of knitwear she added, “I take it your heat is out as well.”

“It’s the whole building, I think.” Iseult’s voice sounded as irritated as Hild felt.

“Would you like to come in?” Hild offered, and then immediately wondered if that was a stupid question. She had nothing much to offer, particularly without working radiators.

Iseult smiled again, a bit softer this time, but her eyes brightened. “Thank you.”

“We may as well stick it out together, I suppose,” Hild said, knowing that she would not have the evening she had planned no matter what.

She led the way into the kitchen and gestured to the electric kettle on her countertop. “Cocoa? At least we don’t have to rely on the gas for that.”

“Sounds lovely.” Iseult took a seat at the kitchen table, chafing her upper arms for warmth.

“You haven’t lived in this building long, have you?” Hild asked as she set two mugs on the counter and turned the kettle on.

“Only a few months. The start of your school year, I think.”

Hild glanced toward her guest, her mouth twitching into a smile despite her best efforts. She was surprised but pleased to find that she was apparently a person of interest. “Well, clearly you know I’m a teacher. What about yourself?”

“I’m a jewelry maker.” Iseult gestured to the earrings and necklace she was wearing. “I also do tarot readings out of my flat.”

“Ah.” Hild dropped her eyes to her hands and bit her lower lip.

“You do not approve, I know,” Iseult said in a carefree, almost musical tone.

Hild turned back, eyebrows raised. “Oh?”

Iseult huffed a gentle laugh. “It’s not an insult, Hild. I know that you are religious.”

Hild was about to ask how when her gaze fell on the wooden cross hanging above the sink. She turned back to see Iseult’s eyes alight with laughter.

“You’re at church every Sunday, too. I hear you get up earlier that day, and sometimes I see you return in your formal clothing.”

Hild would not have characterized a mid-length wool skirt and a pair of oxfords as formal, but looking at Iseult in her worn, wide-legged corduroy pants and scuffed clogs perhaps they had different standards of formal wear.

“So you’ve been spying on me,” she said, attempting to lighten her tone as she tore the cocoa packets.

Iseult chuckled and pulled her sleeves down around her palms.

“There is only so much to do during the day between appointments. I like to read by the window, so I happen to see everyone coming and going.”

Hild added hot water to the mugs, stirred, and added a bit more. The spoon clinking against the ceramic was the only noise in the room for a moment.

“Thank you.” Iseult’s fingers brushed against hers as she accepted the mug of cocoa. Hild nodded, trying to ignore the fluttering in her chest, and took a seat across from her.

“The heat’s not likely to be fixed today,” Hild informed her in a somewhat apologetic tone, as if it was her fault. “Last winter the same thing happened, and it took an entire weekend to resolve.”

Iseult’s eyes widened and she shivered reflexively. “Goodness, what did you do?” Hild remembered how Uhtred, who had been staying with Sihtric at the time, had come over and not left for…about seventy-two hours, by her calculations. That solution would not do this time around, and it wasn't just because he had a girlfriend.

She cleared her throat. “Just…coped.”

“Well, do you have any tips for coping?” Iseult asked innocently.

Hild took a sip of cocoa, hiding behind her mug temporarily. “Lots of blankets, I suppose.”

“I have a hot water bottle, but I imagine you might have one too.”

Hild shrugged. “Yes. It helps, but…”

“Well, we may as well camp out together, in the meantime. That is…if I’m not overstepping.”

Hild gazed across the table into Iseult’s warm brown eyes and wondered if there was any world in which she would deny her.

“You’re not over stepping at all. But I confess, I may not be very good company tonight. I’m feeling rather crabby, to be perfectly honest.”

Iseult’s smile wrinkled her nose. “Crabby is fine by me.”

Hild’s smile in return felt a bit too broad, but she couldn’t help it. Iseult was charming in every sense of the word. She regretted it had taken her this long, and a minor catastrophe, to spend any time with her.

“It’s warmer in the next room,” Hild offered, rising to her feet. “Better windows in there.”

They made their way to the couch, and Hild gathered every blanket she could find. She even brought her down comforter from the bedroom and offered half to Iseult, who graciously accepted. They were bundled up nicely now, though Hild found herself quite irritated when yet again their landlord ignored her call. Her irritation was tempered by her enjoyment of Iseult’s companionship and the low current of accompanying nervousness.

She flicked on the television, not wanting to leave the burden of conversation entirely on her guest.

Iseult laid her head against the back of the couch, curling slightly on her side so her body faced Hild.

Hild adjusted her posture, and her knee bumped up against Iseult’s leg. She nearly pulled back, but Iseult didn’t move away, so she didn’t either.

Iseult leaned a bit closer after a time, eyes still fixed on the television, but Hild was finding it increasingly difficult to focus on anything other than the woman beside her.

“Is your school term finished?” Iseult’s eyes opened and closed slowly. She seemed to be trying to keep herself awake.

“Yes, I won’t quite know what to do with myself for the next two weeks,” Hild replied.

“What do you normally do between terms?”

“Well, they always need help at the church this time of year. That, and try to rest if I can.”

Iseult cocked her head slightly. “Rest is good.”

“I’m not very good at it, I'm afraid,” Hild felt compelled to admit.

“Like everything, it requires a commitment to practice,” Iseult said softly.

She was sincere, but there was a kind of levity behind her demeanor. Something that made Hild feel a bit more seen than she typically did. Normally that would make her uncomfortable, but with Iseult, it didn’t. It was as if she was standing behind a sheer curtain, waiting to pull it aside and step forward, but in her own timing.

“How would you advise I commit to practicing?” she asked, staring at the television but not watching.

Iseult chuckled and pulled the comforter up around her neck. “This is a good start, here.”

Hild shivered and instinctively moved a bit closer. “I suppose this is God’s way of telling me to take the night off.”

“Does your god speak to you often through the incompetence of your landlord?” Iseult asked.

“Not exclusively, no.”

Iseult’s nose wrinkled in amusement and she leaned a bit closer still.

When she took Hild’s hand under the coverlet, Hild was certain her heart had stopped beating.

Iseult’s eyes were clear and bright as she asked, “Does your god have rules about this?”

“Some men claim he does,” Hild murmured, “but I’m not in the habit of listening to men.”

Iseult’s smile widened as she leaned forward to brush a kiss to Hild’s lips. Hild’s breath caught. She froze, then cupped Iseult’s face gently as she kissed her back.

It was a good kiss—perhaps a little awkward, somewhat tentative at first, but building in feeling almost immediately. A spark had ignited between them—cold flint and steel striking against each other and creating something beautiful that had not existed there before.

Hild’s face grew warm—she was sure she was blushing quite deeply—and the heat spread throughout her body from her core. Her fingers, twined in Iseult’s, were still cold, but that’s not why they were trembling.

“You don’t need much practice at that,” Iseult said coyly, leaning her forehead against Hild’s.

Hild felt a laugh tumble forth, and clasped Iseult’s hands between her own to warm them.

Iseult laughed too, and tucked into her side. Hild wrapped an arm around her and pulled the coverlet tighter.

Half an hour later, they were both asleep. They’d wake in the morning light, still wrapped up in each other, to a missed call from their landlord. The heat would be fixed in time, but they would devote themselves to other pastimes while they waited.

[for-beomgyu]

W Korea’s May Issue - Beomgyu Interview

The team's mood-maker and energy is Beomgyu. Coming up from Daegu, he still has a satoori/dialect accent and introduces himself as 'bright.' White, guitar sounds, knitwear, comics, and the time between 2 and 6 in the afternoon are Beomgyu's favorite things. He’s a tireless pacemaker who always gets the team's mood up without a break.

This album 〈The Dream Chapter: STAR〉 has 5 songs, which one are you most attached to? A song called '별의 낮잠,' because I like the guitar and there's guitar in the song it sounds better. The member's voices and breathing were relaxed so it's makes it feel more emotional and relaxed. When you go home after work, lie down in bed, and listen before you sleep, it's a good song to listen to while thinking 'Ah I've had a hard time today.'

You’re in charge of mood-maker of the team. It's a high tension situation during a usual day of practice or staying at home. That's why the members say things like 'Beomgyu is really not tired' 'He's an energizer.' If someone's down I try to cheer them up as much as possible with good words, compliments, comfort, etc. I'm with the members 24 hours and day and practiced, as a result I slowly became comfortable and familiar with them.

What do you usually do when you're free to spend time with your members? I often go to a PC room and go to Hongdae to buy clothes. We all went on an outing to the Han River and I also like going to the chicken house.

I heard that Daegu is your hometown. Do you have any favorite places? My Seoul friends like Dongsung-ro a lot, but I prefer Bukseong-ro. If you go there, there's lamb pot with udon sold directly with bulgogi. I remember going to eat with my dad at dawn, but it tastes better when it's cold.

What kind of musicians do you like or are affected by? I think I was most affected by BTS's V sunbaenim's influence. He gave me a lot of advice when I was a trainee, but I still remember emphasizing the importance of practice.

Do you have any concerns these days? The stage is always the biggest concern. If we do a live broadcast for 5 weeks, the dance is already set so we can't change it, but I try to make as many expressions and gestures as possible. It seems like the biggest worries and greatest happiness we both all on stage.

In this world, what do you think is the cutest thing to exist? In the main house, there's a raised standing parrot, Toto, that goes 'Hello, hello' when the door lock sounds. In the kitchen when you boil ramen, how you know if it's delicious food is when he runs from afar and wants to eat his own, he pats his feet and nudges for a hug. My father sometimes sends pictures of trees, so if I look closely I can't see anything, but like a magic child I can see a green Toto sitting on it. I miss it a lot.