Explain to us the rationale of the Tom Brown acquisition.

It's an incredible integration with our supply chain.

We still are those guys that produce 70% of what we sell in our own plants,

from ship to shop, from shop to screen.

In this quest to attract this wealthy millennial, do you worry about alienating the previous

Zena customer, the one that, you know, was your loyal customer? Why not? Because I am one of them

and I try not to be alienated. I like to talk about the millennial mindset, not only age. In the

essence, speed is what makes this market

different. So if you don't watch who your competition is and how it moves, you are out of

this market in a matter of two seasons. Hello, this is Imran Ahmed, founder and CEO of the

Business of Fashion and welcome to the BOF podcast.

This week on Inside Fashion, we're going back to Shanghai to the BOF China Summit, which happened in October.

I had a very interesting conversation with the chairman and CEO of Hermano Jildo Zena, whose name also happens to be Hermannu Jildo Zena.

He's named after his grandfather who founded the company many years ago. The Zena business is in a period of transition.

Recently, the company made industry headlines when it announced that it had acquired Tom Brown.

The fast-growing high-end luxury mens's-ware business based out of New York.

And as I spoke to Mr. Zena, I learned the underlying thinking and strategy behind this acquisition.

And I also learned Mr. Zena's plans for the ever-important Chinese fashion market.

So here's Hermann and Jildo Zena at the B.OF China Summit inside fashion.

All right, Jildo, I wanted to start actually, I think Zena was one of the very, very first big luxury brands to come to this market. And I thought we could start by talking a little bit about the early days.

I think it was 1991. Correct. when Zena first entered this market.

Could you just give us a bit of a description of what the market was like then?

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