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Background:
Saks’ bankruptcy was widely expected, yet still felt like a shock to the fashion system.
The department store giant’s Chapter 11 filing outlines $1.75 billion in restructuring finance and $3.4 billion owed to as many as 25,000 creditors — including $136 million to Chanel alone. Who will get paid, and what Saks looks like at the other end of the bankruptcy process, is an open question.
Former Neiman Marcus chief Geoffroy van Raemdonck will lead the reset. As BoF’s retail editor Cat Chen puts it, Saks will need to “shrink in order to grow,” curb discounting, and rebuild trust through clientelling and service.
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Key Insights:
- Missed vendor payments undermined confidence in Saks Global soon after it acquired Neiman Marcus and Bergdorf Goodman. “Even after Saks created these new payment terms, they weren’t able to stick to their instalments,” Chen says. Labels “stopped shipping to Saks entirely,” creating “a death spiral where Saks wasn’t getting good inventory, and this hurt their ability to attract customers,” and sales slid further.
- When Saks Global acquired Neiman Marcus, both companies were extremely levered going in, with savings being swallowed by interest. The plan pitched $500 million in cost savings, but Saks Global took on more debt — $2.2 billion in bonds. As Chen explains, with margins in multi-brand retail already slim, “they were ill-fated because … a chunk of whatever sales or savings they were able to generate would be going toward interest payments.”
- As Saks has 10,000 to 25,000 creditors, owed $3.4 billion, bankruptcy court will approve a list of critical vendors that are essential to Saks’s business. While conglomerates will cope, “it’s really the smaller independent brands that might be owed less money, but the amount that they’re owed are just so much more critical to their business operations. These are the players that are the most vulnerable right now,” Chen warns — and it’s not just brands. A model shared she’s “owed $46,000 ... and can’t pay rent now.”
- Now, Saks must reset its business. Van Raemdonck “took Neiman Marcus in and out of bankruptcy,” yet Chen is blunt about the reality of the situation: “Saks Global will have to shrink in order to grow.” That means closing stores, stabilising cash flow and getting ruthless about discounting. From there, Chen says Saks has to compete on experience, delivering the best customer service and catering to their VICs.
