COMPANY PROFILE

The Gómez de Zamora family

journey in the textile industry
started at the beginning of the 1960s.
Always a man of vision and great
entrepreneurship, Grandfather Gómez
de Zamora packed his bags and crossed
the border in search of new projects,
convinced that the opening of our
market towards international fashion
trade was only a question of time. A
business venture currently into its
third generation, where challenges
and opportunities are still met with
the same passion and determination
to follow the evolution of the fashion
landscape.

“The art of selling is a

tough career. Only those
who, like true champions,
are strong and persevere,
will make it to the end”
Clemente Gómez de Zamora Martín
(1913 - 1992)
INDEX

6 8 WHAT ARE WE
UP TO: RECENT
ACTIVITY

VISUAL RECAP:
BUSINESS ACTIVI-

16
TY STORY LINE MARKET
ANALYSIS:
DISTRIBUTION
CHANNELS &
SALES STRATE-
GIES

24 MARKETING:
A KEY STRATEGIC
FIELD.

4 14 SOME SUCCESS
STORIES: GANT,

26
BARBOUR, LA E-COMMERCE:
MARTINA... YET ANOTHER
TEAMWORK & CHALLENGE
50 YEARS DEALING DRIVE.
WITH FASHION: OUR
BEGINNING

2 | INDEX INDEX | 3
HISTORY Over 50 years working with the
industry’s leading fashion
companies.
With his characteristic unrelenting
perseverance, full of enthusiasm and
following his intuition, he was able to
overcome the existing barriers, becoming a
pioneer in the distribution of international
brands, of which Kangol headwear was
amongst his first contracts, thus playing
a significant role in the opening and
development of what today is a key market
for the fashion business.

True partnership meant

sharing business intel and long
term objectives, a concept not easily
understood at that time.
From the beginning of our activity as distributors, we entered into
negotiation with leading european industrial groups, who were forerunners
in considering the intagible assets of their product, beyond quality or its
production process, concentrating on the message to be conveyed to its
target market, in other words evaluating brand value and recognition.

Over the years our experiences have shaped the nature of our business
relationships, strengthening the classic interaction between supplier and
distributor, and forging our concept of partnership, at a time when sharing
our market business intel and long term common objectives for each
project, was far from being common.
4 | OUR STORY OUR STORY | 5
 OPENING OF OUR FIRST
MONOBRAND RETAIL
STORE,
carried out with Gant in conjunction
with one of our key customers under a
joint venture agreement.
DISTRIBUTION AGREEMENT
WITH HUGO BOSS,
where a specific business unit is created,
and where through its own independent
sales structure, the successful launch
and consolidation of the project
is achieved, until 10 years later, a
subsidiary is set up by the German
NEW BUSINESS FORMAT,
company after its acquisition by the
as an associated point of sales,
Marzotto Group.
PVA, where a collaboration exclusive
supply ageement is signed with
selected accounts, sharing business
risk and revenue, to capitalize on full
brand potential in particular locations.

BARBOUR & REPLAY

FIRST STEPS IN OUR incorporated into our group OPENING OF
INTERNATIONAL portfolio further expanding our E-COMMERCE ACTIVITY,
potential customer base. supporting the development of
ACTIVITY. the Tenkey brand and our offline
we set up distribution direct retail sales through our
contracts with Kangol multibrand online project, and
and Facis, establishing entering into ageements with
the foundations of our established online operators.
customer base.

1962 1985 1987 1988 1989 1992 1996 1999 2006 2013 2014 2016

MODANIA IS SET UP. JOINT VENTURES WITH COLABORATION WITH STRONGEST GROWTH ARROW LICENCE AGREEMENT, TENKEY LAUNCH,
A second corporate showroom is established GRUPPO FINANCIERO TESSILE ECI. PERIOD, with full responsibility over the based on the work carried
in Barcelona as a result of taking over the & STEILMANN GRUPPE, The first shop in shop are due to the addition of La Martina, development of each seasonal collection out by the existing design
operations of the Spanish subsidiary of both developed in order to consolidate agreed for Boss in the Belsatff and Gant projects into within established brand guidelines. team, and supported by
Sportswear International SpA, so that the our partnership after several years of
menswear department, opening our business. Under the areement An in-house design and sourcing team our established suppliers,
development of the Stone Island, CP Company & collaboration, during which, the various oversaw the implemention of the product two monobrand stores
brands belonging to each group had a new line of business for the with Gant we operate under a
Boneville brands came under our management generated a significant level of turnover to three parties involved, and distribution licence, which allows development strategy. were opened becoming the
and supervision. This business today is justify their separation into independent paving the way for many other us to explore the full supply chain, key elements driving the
concentrated in Stone Island, which, 20 years on, business units. Each subsidiary was projects that our group has altering our traditional distribution business forward.
maintains its position at the pinnacle of fabric & expected to further increase their
corresponding sales volume, however presented and successfully model and coming into contact
brand innovation within the world of sportswear. introduced into ECI. with the production process.
6 | TIMELINE plans were not met and both business were TIMELINE | 7
discontinued by mutual consent in 1999 and
2011 respectively.
 GROUP RESTRUCTURE CHANNEL FOCUS
In order to rationalize the decision making process The intensity of competition in the market place and the after
our activity was clearly divided into individual effect of global and cross border online selling has seen the
business units and management teams to attain establishment of different requirements according to the targe-
their respective business targets in the key strate- ted distribution channel. Consumption behaviour varies accordin-
gic project identified going forward. Consequently gly hence driving sales volume in each case requires careful
the Barbour business was concentrated in an indi- study and analysis of product exclusives, commercial agree-
vidual business unit to be managed exclusively in ments or even deliveries, where the competitive advantage to be
the same way that Gant Lifestyle Spain, S.L. was achieved depends a the particular mix of these variables. We
successfully developed, and all retail operations have recognized this significant change in market structure and
were unified under what would be the group’s have adapted by establishing independent management teams to
retail specialist operator; Degrife, S.A., leaving provide a coordinated and adequate response to the challenges
only one entity to coordinate the remaining multi- faced by our partners when dealing with each distribution chan-
brand activity from 2 individuak showrooms in nel, and where our business with ECI is possibly the best exam-
ple of this recent strategic reorientation.
Madrid and Barcelona.
TO BE

2018 2019 2020 2022 2023

CONTINUED...
GANT SALES RETAIL EXPANSION
After 2 years of intense negotiations Gant
Our current technological capabilities and
AB took over Gant Lifestyle Spain, which
the success of our omni channel model,
had, for more that 20 years, successfully
together with traditional retail expertise and
launched and built the Gant brand in
know how acquired over the past few years
Spain across all distribution channels.
has encouraged our group to increase its
The take over included all existing opera-
focus and investment in the opening of new
tions and personnel, and due to the
retail opportunities mainly concentrated in
nature of the agreement and to how
one of our key partner brands; Barbour, but
effectively the deal was managed the
keen to consider other viable options within
brand was able to continue its business
our portfolio, and in any case not restricted
activity with little or no colla-teral
to any other potential operators in search of
damage to its market standing.
retail partners, as is the case of Timberland.

8 | TIMELINE TIMELINE | 9
 Group structure
and focus has now been pla-
economies of scale that a ced on control of inventories
centralized logistics ma- and those logistics services

&
nagement produced, both which our, increasingly im-
in warehousing facilities portant, direct retail activity,
and transport optimization. in our own stores and at ECI,
However these processes require.
have now been externalized,
All real state assets are if necessary, thereby ac-
concentrated in this busi- comodating the possible
ness unit, its sole purpo- -
DISERMODA se being the appropiate
use of available space by
quirements that changes
in the competitive market
all member companies. It landscape can generate.
INMOGOZAallows our group to ratio-
nalize infrastructure costs,
subletting to third parties
Through the successful implementation
of this strategy in our market we entered
GANT LIFESTYLE
into negotiations with Gant Holding AB to
effectively take over the business a SPAIN, S.L.U. Though initially being founded to effectively
process which was completed on Novem-
ber 2020 to the satisfaction of all parties manage and control the liquidation of
concerned. excess stock through the operation of
specific outlets, the retail know how and

DEGRIFE expertise that was acquired over time

prompted the company focus on the develo-
pment of its regular full price retail activity,
100% GZ Family opening Barbour monobrand stores and
becoming the retail specialist company
leading the way in the development of the
retail strategy which is currently at the core
of our business expansion.

Our 80’s business expan- up, representing the most MODANIA, S.A.
sion brings around the in-
corporation of competitive
contemporary brand offer
within our group as a result
CGZ, S.A. Founded 1979, it is the ori-
ginal company behind the
market segment, but able
to identify & evaluate diffe-
brands which demand a of the posterior absorption development of our hol- rent market opportunities,
clear differentiation in their of Sportswear International ding Group. In principle its and adapt accordingly to
sales & brand strategy. In SpA subsidiary, owner of the brand portfolio is aimed further expand our line of
order to guarantee the ful- Stone Island brand among
at the more traditional business.
- others.
jectives Modania, S.A. is set

10 | GROUP STRUCTURE GROUP STRUCTURE | 11

 The
meeting

Our Madrid headquarters hold the

POINTS to showcase our more contemporary
collections. Its design and layout allows for
a more uniform and sobre presentation, in
administration facilities and central
services, showrooms are positioned in adequately without losing direction or their
a separate area where special attention particular identity.

decoration. All spaces are enclosed to

facilitate the presentation of the corporate
message, in many cases further enhanced

partners.

SHOWROOM
BARCELONA
PASEO SAN JUAN, 78. BARCELONA.

WE SEE OUR SHOWROOMS AS STAGES IN WHICH TO

SHOWROOM PRESENT THE NATURE, DIRECTION AND DEPTH OF
MADRID
EDIFICIO AMURA C/ CANTABRIA, 2 - 1ª PLANTA, ALCOBENDAS (MADRID).
EACH COLLECTION, CUSTOMIZING THE CONTEXT
AND ATMOSPHERE ACCORDING TO THE SEASON’S
MOODBOARD.
LONG STANDING KEY PARTNER BRANDS:

12 | SHOWROOMS SHOWROOMS | 13
 Summary of
lifetime
2000
CHAPS
SAVE THE DUCK
BEN SHERMAN
AQUASCUTUM
PRINGLE OF SCOTLAND
LYLE & SCOTT
PATRIZIA PEPE

60´s
PENGUIN
KANGOL
COAST & WEBER & AHAUS
FACIS
SAN FRANCISCO

80´s
BOSS
HENRY COTTON
CIAO
STONE ISLAND
REPLAY

2023
CP COMPANY

70´s
FINK
BETTY BARCLAY
YARELL
STEILMANN
STEINBOCK AUSTRIA ...always on the lookout for
Still going strong… remarkable newcomers
BARBOUR MAHARISHI
STONE ISLAND 120% LINO
COLMAR
HARMONT & BLAINE PSYCHO BUNNY

90´s
BARBOUR
GANT TRAMAROSSA DISCLAIMER
REPLAY
KENZO
FAMILY FIRST
BELSTAFF
DOLCE & GABBANA
DIGEL

14 | HISTORIAL COMERCIAL HISTORIAL COMERCIAL | 15

WHAT HAVE WE
BRAND POSITIONING. LONG TERM PARTNER COLLABORATION.
GANT was already present in our market prior to Our long term commitment is part of our corporate
our involvement but with no significant brand values and has shaped our business culture, reflected

ACCOMPLISHED?
awareness or representation. We recognized the in the strength of our key partnerships of which
Barbour or Stone Island are probably the most
brand’s potential and the opportunity its licence
significant representatives. A strong collaboration
model offered us implement the marketing and
results for the close team work that time, effort and
distribution strategy which we understood was dedication encourages, factors which together with
necessary to replicate the success achieved with great product and a clear focused strategy, provide a
Our involvement and our other key partners. This work method has winning combination. From our experience stability
OPENING OF A MARKET PREVIOUSLY INDIFFERENT since become our business model, where we
successful partnership within any business partnership is a key competitive
with key brand projects
TO INTERNATIONAL FASHION TRADE.GRUPPO FINZIERO TESSILE. have verified that volume is driven by effective advantage, which during periods of uncertainty
has effectively allowed us The beginning of our business activity in the early 60`s was challenged by the and sustainable brand positioning, and where in which are typical of the market we deal with,
to adapt to the market traditional administrative, commercial and legislative barriers with which Gant’s case we were able to make it become one becomes that unique value that makes a brand stand
through time, and harness emerging economies protect their local trade, factors which were successfully of the principal sportswear brands within our out from its competitors. In this respect Barbour, long
the different business overcome through our persistence and competitive drive. market, its success finally resulting in GANT
past its centenary, has not only been able to maintain
opportunity these key a leading position within the market place but
HOLDING AB buying back the business in 2020. through its heritage, sustainability credentials and
brands opened up in the BUSINESS REORGANIZATION.REPLAY.
marketplace. various premium collaborations, but is laying the
grounds for the development of new business
and manage the implementation of the distribution opportunities.
strategy taking into account the existing buying
groups and key accounts. After several seasons
of hard work and dedicated efforts Replay was
perceived as the reference within our fashion
denim sportswear market for men and ladies.

1960 ALWAYS STRIVING AND GEA-

RED TOWARDS ATTAINING
2017 OUR BUSINESS GOALS

MARKET SPECIALISTS.
BALR., TENKEY, BELSTAFF,
We pride ourselves in our ability to gauge very different
TIMBERLAND, STONE ISLAND,
and specific business opportunities and tailoring our
commercial strategy to fit the targeted distribution TRAMAROSSA...
channel requirements. When we partnered with Dolce & WE CONTINUE TO APPLY THE KEY ELEMENTS
Gabbana S.pA. to manage the development of their
BRAND LAUNCH.BOSS. underwear and accessory ranges, we agreed that a
BEHIND OUR BUSINESS MODEL TO ACHIEVE
specialist sales strategy and team had to be put in SUSTAINABLE LONG TERM OBJECTIVES,
with a clear marketing strategy focussed on distribution channel and place with clear guidelines to achieve the objective CONSOLIDATING EXISTING PARTNERSHIPS,
potential consumers. Through this tactical approach, which shaped market segmentation for each individual line of
business. This resulted in the development of a EXPLORING NEW POTENTIAL OPPORTUNITIES,
our business model from then onwards, we achieved the differen-
tiation of the lines of business offered by the various collections, significant sales volume through the establishment of AND OPEN TO NEW COLLABORATION FORMATS
successfully introducing them to ECI and making Boss the key brand
an extensive specialist customer base for these ranges WHICH MARKET EVOLUTION OR TRANSFORMATION
including a solid penetration within the principal
for premium menswear market across all product categories. department store in our market, El Corte Ingles. MIGHT REQUIRE.
16 | SOME SUCCESS STORIES SOME SUCCESS STORIES | 17
 THE KEY
ELEMENTS IN OUR
BUSINESS MODEL

A LS
GO
Know how Target Focus
EN SS

SI
BU
EVALUATION
Experience
AND REVIEW Partnership

The projects we select follow our perceived as such if time reinforces

strategic vision of market trends, its stronghold in the marketplace.
and our capability to add value to It is for this reason that our frame
their management in our territory. work for any project is long term,
Each project is separate in the understanding that initial repercu-
analysis of its business potential sion and resonance with target cus-
and competitive differentiation, tomer base during introduction is
Customer Base where the partnership established necessary, but maintaining tone of
between supplier and distributor is interaction and relevance through
paramount to achieve the success- time are the real signs of success.
full implementation of the brand ac-
tion plan. A brand can only be fully

18 | BUSINESS MODEL BUSINESS MODEL | 19

 Current Brand Introducing
PORTFOLIO Th e L is t
After more than 50 years of market Adapting to changing trends in the
experience we understand the value fashion eco system and consumer behavior WORKING WITH A CAREFULLY CURATED SELECTION
and importance of Brand longevity and is far from easy, and keeping abreast of OF PARTNERS, AND CONSISTENT LONG TERM
consistency, attributes which might seem these key factors in market evolution DEDICATED TEAM WORK.
obvious but seldom managed successfully. necessarily means adjusting the partners
we collaborate with.
Menswear

Key Focus THEMES

CONTEMPORARY CASUAL WOMenswear

LUXURY SPORTSWEAR

ACCESORIES & FOOTWEAR

FASHION COLLABORATIONS

ATHLEISURE

20 | CURRENT BRAND PORTFOLIO CURRENT BRAND PORTFOLIO | 21

 Distribution
CHANNEL
pping
Any new project launched
ma
where marketing startegies,
into the market place inva- investment plans and strate-
riably goes through various gic collabration increase in
phases of implementation. relevance. In recent times,
Traditionally the launchpad the timeline behind these
has been the successful different stages of brand
introduction into the multi- development have been al-
brand independent channel, tered, in tune with partner
and its subsequent adoption focus and short term busi-
by the prospective consumer ness potential opportunities
before opening up the remai- in each individual channel of
ning distribution channels, distribution.

OGOZA DATA:
15%
35% Multibrand
Retail
El Corte Inglés
Outlet
MODANIA
GLOBAL % TURNOVER
DISRIBUTION BY
50% CGZ
DEGRIFE
COMPANY 5% 5%
30%
30%

5% 50%

10% 30%
<12M 15% 70%
<9M 30% 35%
<8M

Menswear <4M
GLOBAL % Womenswear MODANIA CGZ DEGRIFE
85%
DISTRIBUTION BY
Accesories
MARKET SEGMENT
GLOBAL € TURNOVER VALUE % TURNOVER DISTRIBUTION BY COMPANY &
DISTRIBUTION BY CHANNEL CHANNEL
22 | DISTRIBUTION CHANNEL DATA DISTRIBUTION CHANNEL DATA | 23
RETAIL STORES
Developed in exclusive time where market maturi-
TENKEY CALEIDO
C.C. CALEIDO MADRID
partnership agreements ty, an intense competitive
with selected brands, mo- arena and excessive mar-
nobrand retail stores re- ket noise, complicates ac-
present the strongest link cess to target audiences,
within the value chain. direct retail activity gua-
Therefore their establish- rantees a consistent mes-
- sage and brand positio-
rable market conditions ning, thus becoming the
and adequate collabora- cornerstone of the conso-
tion arrangements. At a lidation of any project.

TIMBERLAND DONOSTI

BARBOUR MADRID
BARBOUR SAN SEBASTIÁN
BARBOUR VITORIA
BARBOUR BILBAO
BARBOUR A CORUÑA
LA MARTINA PUERTO BANÚS

24 | OUR STORES OUR STORES | 25

 Group interaction JUNIOR DEPARTMENT

andbusiness activity
CLASSIFICATION
BARBOUR KIDS

at
EL CORTE INGLÉS. MENSWEAR DEPARTMENT
CLASSIFICATION SHOP IN SHOP
BARBOUR SWIMWEAR BARBOUR LIFESTYLE MAN
DISCLAIMER BARBOUR INTERNATIONAL MAN
FAMILY FIRST STONE ISLAND

3% 4% 20% 83% 80%

COLMAR
PSYCHO BUNNY
BELSTAFF
MC2 SAINT BARTH

18%
10%
4%
3%

8%

92%
75% WOMENSWEAR DEPARTMENT
CLASSIFICATION SHOP IN SHOP
COLMAR 120% LINO
ECI TURNOVER SPLIT BY DEPARTMENT ECI TURNOVER SPLIT BY BUSINESS FORMAT & BELSTAFF BCBGMAXAZRIA
DEPARTMENT MC2 SAINT BARTH

10% 10%

20% 85% 80%

15%

80% 80%
15% ACCESORIES
85% CLASSIFICATION
BARBOUR ACCESORIES
BARBOUR FOOTWEAR
CGZ SWIMS FOOTWEAR
5% 10%
MODANIA SUPERGA
MODANIA CGZ
TURNOVER SPLIT BY COMPANY & DEPARTMENT TURNOVER SPLIT BY COMPANY & BUSINESS FORMAT

ACCESORIES JUNIOR WOMENSWEAR MENSWEAR CLASSIFICATION SHOP IN SHOP

26 | MARKET ANALYSIS MARKET ANALYSIS | 27

 Key Strategic points

Marketing
in our

activity BRAND BRAND BUSINESS

GETTING A STRONGHOLD
POSITIONING RECOGNITION GOALS
Our own in house team strategy. Taking into ac-
elaborates strategic com- count that recent and radi-
munication plans customi- cal changes in the market
zed to suit partner needs place, has meant adopting
in terms of On- or Off-line
channel priorities. Having
and addressing new ways
of communicating with tar- MARKETING MIX SALES
worked with market lea-
ders most of our business
life, necessarily means un-
get audiences to maintain
the relevance of the brand
conversation.
PLAN
derstanding the key role
of coordinated marketing
activity in guiding the im-
plementation of the se-
lected brand development
B R A N D ST R A T E GY REVIEW
REACT
PARTNER
FEEDBACK

SOCIAL
PRESS
Media ad campaign management both in traditional media
formats or at digital level, to increase brand repercusion and
PR EVENTS
Product visibility is enhanced by collaborating with
media stylists, celebrity personal shoppers and
Enriching customer experience by presenting
the brand in different contexts, deciding on
MEDIA
Our corporate accounts serve to amplify
promotional and communication activity, closing
reinforce market positioning particular venues and activities in line with the gap with potential consumers.
brand value proposition

28 | MARKETING MARKETING | 29
 futurE
CHALLENGES:
SELECTED ONLINE PARTNER
COLLABORATION;

e-commerce
opening of new complementary lines
of business with key accounts under a
market place business model, currently
work in progress with ECI, where a sha-
red revenue and risk scheme is agreed
to satisfy demand generated by a new
pattern of consumer behaviour.
One of our main organizational traits is our will to accept and
embrace new challenges, as a means of keeping abreast of
emerging market and consumer trends potentially affecting our E-SHOP DESIGN;
business. Therefore our digital transformation has been part of a Enabling the operation of an ecom-
two fold strategy, firstly the development of corporate online merce multibrand platform and
capabilities to generate direct business and branding, and monobrand website, both connected
secondly to explore additional growth opportunities with our to our offline retail activity under a
existing customer base and key accounts, through the extension omni channel model which is able to
service online sales from any of our
of the services and support that an online B2B platform allows.
warehouses, or brick and mortar store,
to the selected destination and where
the range on offer exceeds that
present in any location. The success of
the model has fuelled our current
retail expansion, and is highlighted in
the store by a specific online hotspot
showing the global range on stock
distributed into the market through
our DTC channels.
ONLINE OUTLET
PLATFORM;
linked to our direct outlet facili -
ties, collaborating in the control
of the stock liquidation process.

SOCIAL MEDIA
PRESENCE;
to activate digital advertising
and promotional campaigns

generating involvement and en -

gaging with our customer base
as part of the global sales stra -
tegy behind any new launch or
established project.

30 | FUTURE CHALLENGES FUTURE CHALLENGES | 31

 From those early days our group
has demonstrated an innate ability
to respond and offset changes in
market conditions, reviewing our
business model to capitalize on
those opportunities which market
evolution will always generate.
Our resilience stems from the same
principles which guided the first
steps of our activity, conscious
of the fact that in fashion future
sucess is only accomplished by
careful adjusting of present results,
readiness to learn from past failures
and a willingness to embrace new
lines of business.

Edificio Amura
C/ Cantabria, 2
28108
Alcobendas, Madrid

www.ogoza.com