VestiaireCollective, die beste Secondhand- Mode für 30- bis 70% weniger als der originale Kaufpreis. You’re looking at an endless aisle, which can go over decades. It was so successful that Alibaba Group acquired majority ownership of … But the speed at which we were able to scale, largely driven by an amazing two or three super trends, which came together at the same time, just allowed us to challenge the status quo extremely hard. I still kept the very strong team at Vestiaire. Maximilian Bittner. Vestiaire Collective, qui propose un site de vente en ligne de vêtements de luxe d’occasion, devient une licorne à l'occasion… Lire la suite. Like most people, especially people who join McKinsey, it’s a great place to learn. Their assortment is barely 100,000 or even less – 40 to 50,000. : That’s amazing. I wanted to build another great company, and continue being a CEO, continue working for consumers and changing the way they consume. Contribute to our database! Sustainability is becoming a bigger part of the decision-making process. It’s just that in Southeast Asia, mobile came first. I saw that. McKinsey, while it was an amazing experience, at some point, had lost its lure to me. Those three things put together were enough to get me to join the business as CEO, to also invest in the business, and to feel like this is mine, and then go for it again, basically. Link. Alejandro: Absolutely. Maximilian Bittner: There were several founders in the business. Full access to case studies, filters, and business ideas database M.Sc. Paul Maximilian Bittner Discovering ways for synchronising and aligning diverged forks, branches, and code clones in general is the main focus of my work. Alejandro: That’s amazing. It’s just persistence and not taking no for an answer, which is really required. If I saw a wall, I ran against it once, and if it didn’t break, I ran again at it until it broke even if it took 20 to 30 times. Franz was born on April 28 1780, in Lohen, Mittelfranken, Deutschland. That learning is very hard to replace. I was super excited to do that, but by the time I graduated, that bubble had burst, and the opportunities to work at startups had rapidly disappeared. The pinnacles of sustainability are reuse, repair, recycle, and we provide a real solution to that, and that’s amazing. We had some gritty entrepreneurs on the ground who saw the bigger vision of the way we were transforming, the way people were consuming across the region was just massively exploding and emerging, and the whole middle-class of 150 to 200 million people entering the consuming class. Maximilian Bittner: What did I do well? The whole communication with the broader audience, the repetition of how often you say, “This is what we’re trying to achieve, and this is how we’re going to achieve it,” has become so vital. It’s really social commerce in a very different shape and form, and I really felt that this kind of e-commerce model was not just something which could work in Asia; it was something which could work globally. I’m even more proud that the integration with Alibaba went extremely well. You’re a young man, and you’re growing up, and there are many things that you prefer doing than studying as hard as you can for your high school graduation. Is that right? I called my wife after two or three days, and I said, “We’re moving.” I think we literally moved with our just newly-born first daughter, and within two or three weeks, we had moved to Singapore and started building Lazada. We had tough competition in those early years, and we had to fight those guys off, but we toughed it out. Consultez le profil complet sur LinkedIn et découvrez les relations de Maximilian, ainsi que des emplois dans des entreprises similaires. The kids were coming from church wearing their kilts, kicking around a rugby ball. Bittner: Prénom: Maximilian: Année de naissance: 1978: Dernière info. : So, close to a $4 billion acquisition, give or take. : How much capital has Vestiaire raised to date? I think you cannot start early enough as a founder and as an entrepreneur to practice that because when you get into this growth period of 100%+, you so fast become reactive versus being proactive because things are flying at you at a million miles per hour, and you’re just reacting; you’re defending; you’re trying to keep everything together. The whole communication with the broader audience, the repetition of how often you say, “This is what we’re trying to achieve, and this is how we’re going to achieve it,” has become so vital. But I felt the opportunity was immense, especially in markets which were back then and still are today, emerging markets where the offline retail development was much less as sophisticated. Perhaps they will also appreciate it. What are we trying to achieve? Il démontre clairement l’importance de l’entrepreneuriat féminin dans le développement et la conduite de nouveaux modèles d’entreprise innovants pour le 21ème siècle. We all believe in that same vision on the role that Vestiarire can play on changing the way people think about consumption, about the difference we can make, and to make the planet more sustainable. Things can also go badly, and I tried to stay humble during those years, especially the early years. Also, remember, if you need any help, whether it is with your, Taejun Shin On Raising $100 Million To Provide 100 Million People Access To Microfinance Solutions, Sudheer Koneru On Building A $1 Billion Business By Creating An All-In-One Software For The Beauty Service Industry, He Built A $1 Billion Business By Creating An All-In-One Software For The Beauty Service Industry, He Sold His Business To IBM For $1.3 Billion And Now Raised $65 Million To Analyze Data Sets. I think I was 39 when I exited Lazada, and that, in my view, was way too young to retire. Il succédera à Sébastien Fabre, co-fondateur de Vestiaire Collective. . We launched in Singapore two years later. I think the valuation back then was 3.1 billion USD. Of course, some of my colleagues and co-founders who were similar age than me, but then we had in the countries even younger teams where the country CEOS would be 27, 28, and some having 500 to 700 people below them. : The Vestiaire opportunity came a bit out of nowhere, to be very honest. We made a lot of mistakes. I think that’s the key thing that I’ve learned and which is extremely important. If you step back, what did I do back in 2012? I just saw the glowing in my parent’s eyes because this seemed like a beautiful place. Alejandro: So, what was it for you, because here, you took a big risk moving to Asia. It’s always been amazing to meet different people from different walks of life, and I think it has changed and inspired me to have a very global experience. Besuchen Sie eines der größten Online-Verzeichnisse und vereinbaren Sie einen kostenlosen Online-Termin. You compare that to [00:33:43]. Lazada continues to do extremely well in Southeast Asia under the stewardship of Alibaba. My mom initially supported us in the family before she went back to work at my early age. Something that maybe one day you received a call and they’re like, “We would like for you to jump in,” or why did they bring you as the CEO of the business? People leap from the whole desktop era, and I felt that building something around this engagement and around the gamification could be a great opportunity in Europe. But, at least, that forced me to focus back on school. View the profiles of people named Bittner Maximilian. Search within Paul Maximilian Bittner's work. The question was then, much less, what do we need to do, but how can we do it and how fast can we do it? LinkedIN Link. Then, finally, and I think that was really the clincher was this whole concept that secondhand is ultimately circular and is an incredibly sustainable business, and we’re living in a world where Paris can have north of 40 Celsius in the summer, and we all know that we need to do something. So, the need for action is really now. : Exactly. 100% aller Artikel sind von unseren Experten kuratiert und manuell überprüft! But the bitter part is, you have a business, which you grow from nothing, which you put a lot of blood, sweat, and tears in, and then suddenly from one day to the next, you’re a general without an army. It was a great ride. Soutenir l’autonomisation des femmes dans les entreprises est extrêmement important pour nous, et nous avons lancé un groupe de travail dédié à ce sujet en 2020 pour faire avancer le programme. Maximilian Bittner: In total, Vestiaire has raised around $200 million to date, out of which probably since I joined, we raised about $85 million or so. Una Brands is a company that acquires e-commerce brands based in the Asia Pacific. Maximilian Bittner is Chief Executive Officer at Vestiaire Collective SAS. You don’t know everyone by name anymore. I still love building a business, driving a business, working with a team in changing the world, and thinking about how you can drive a revolution in some sort of way. Giving these small merchants and small entrepreneurs, these tools allowed us to scale the platforms in the early years, 2013, 2014, 300-400% year over year at creating that massive growth. So, that’s really the area I loved focusing on. There are many things I would tell myself. You’re surrounded by great people, and I got stuck a bit longer than I wanted. We’re now approximately 400 people across six offices worldwide, and we’re just going for it. So, just killing myself getting up at 5:00 am, getting home at 10:00 pm if I didn’t sleep in one of these markets. Things can also go badly, and I tried to stay humble during those years, especially the early years. Husband: Maximilian Pittner 1 2. But the speed at which we were able to scale, largely driven by an amazing two or three super trends, which came together at the same time, just allowed us to challenge the status quo extremely hard. Their assortment is barely 100,000 or even less – 40 to 50,000. It was a long discussion. At that point, at some point – I’m not saying it’s too late. They extend the lifecycle. In these moments of difficulties and disagreements and little fights here and there, you step back, and you focus on the bigger picture. How did you come? Maximilian Bittner: The point is not to just keep the consumption machine going. We looked at a couple of schools. Then, finally, and I think that was really the clincher was this whole concept that secondhand is ultimately circular and is an incredibly sustainable business, and we’re living in a world where Paris can have north of 40 Celsius in the summer, and we all know that we need to do something. If you can leave a review as well, that would be fantastic. It was not the juggernaut that it is today. Then, you did the MBA, and then that was a segue to doing McKinsey and a bit of consulting. We’re now approximately 400 people across six offices worldwide, and we’re just going for it. Most of them were in England. Then you see these companies that have passed the test of not just growing over one or two decades, but really have outlived the founders and the original entrepreneurs and lasted 50, 60, 100, 150 years. I think what I did well is I think I built a really good team. View the profiles of people named Bittner Maximilian. I really saw the opportunity of doing that and the experience of that. 10.7k Followers, 189 Following, 507 Posts - See Instagram photos and videos from HUK-COBURG (@hukcoburg) Early on, you were traveling quite a bit, too, and you were exposed to the U.S. Perhaps that shaped your mindset and your perspective quite a bit. : Yeah. It was a fantastic upbringing with lots of fond memories and great friends, which I still have to this day. I didn’t feel quite ready myself, so I felt that doing a couple of years at consulting would roundup my experience and then figure out what that big thing could be that I would go after. Consultez le profil professionnel de Maximilian Bittner sur LinkedIn. Get … It’s not the 1.5-trillion-dollar company that it is today. Did it feel like driving a Formula One car where all the pieces are wabbly, and you just keep going no matter what? And getting some support on that, so I brought a few people from some of my old colleagues from Lazada that wanted to continue working with me, and they came along. Before joining Vestiaire Collective, Maximilian Bittner founded Lazada, the leading online shopping destination in Southeast Asia, in 2012. How to integrate teams with different DNA, The key to creating a business that lasts decades, The power of refusing to accept no for an answer, Maximilian Bittner is a tech entrepreneur and CEO o. the global leading community-driven platform for desirable pre-owned fashion. Follows. Obviously, we had the ability to raise quite a lot of money to support our growth. Talking about school, you ended up studying economics and history in London. It’s one of these meetings, which are very tempting. : How big is the business? Lazada Group is a Singaporean multinational technology company which focuses mainly on e-commerce. I felt that my experience from Lazada, just the sheer scale that Lazada had, would allow me to bring a lot of best practices to Vestiaire. Maximilian Bittner was, until March 2018, founder and CEO of Lazada Group, a leading Southeast Asian ecommerce firm. Company publications and network for Maximilian Philipp Nicolas Bittner, Paris, France: Vestiaire Collective GmbH, Vestiaire Collective GmbH, Mjbbb GmbH, previously: Juwel 146. Many similarities – the countries can be very different geographically, the language, religions. Le président-directeur général de Vestiaire Collective, Maximilian Bittner, a indiqué dans un communiqué que cette opération « confirme la trajectoire exceptionnelle de Vestiaire Collective, qui a été créée pendant la crise de 2008, et dont le modèle a démontré une grande capacité de croissance y compris dans des contextes difficiles ». Maximilian Bittner (1869-1918) : œuvres (10 ressources dans data.bnf.fr) Œuvres textuelles (10) Vorstudien zur Grammatik und zum Wörterbuche der Soqotri-Sprache (2011) Studien zur Shauri-Sprache in den Bergen von Dofâr am But over those next six to seven years, if you look at e-commerce in Southeast Asia or in Asia in general, especially China, e-commerce had developed differently. There are clearly some challenges that we faced getting to know each other. We all have that same kind of passion and drive that my previous team at Lazada has had, but still, every day, we remind ourselves of what is the bigger vision? So, we did a lot of really stupid stuff. Lazada was very clear and Vestiaire – it’s extremely important to communicate that over and over again to the teams, to remind people why you’re doing things because once everyone is aligned around the vision and the mission of the company, so many of the small little disagreements and arguments disappear. Different people need different motivations. If you can leave a review as well, that would be fantastic. I think the opportunity became very clear for both sides on what it would mean for them, what it would mean for me, and what difference I could bring to the business. Is that right? I thought it was rather dull, and I much preferred studying history and studying different times of largely revolutions, the Industrial Revolution, the American Revolution, the British Revolution, the French Revolution. What did you do well in order to scale yourself at this same speed and in parallel with the same growth that the business was experiencing? The main thing of assessing what worked and what didn’t work was probably the easy part because after building an e-commerce business like Lazada, you learn a lot, you see a lot of different things which work and which don’t work. What can we do to make a difference? Max Bittner, welcome to the show. This company was founded in 2009, so how would you say that especially, maybe your background from McKinsey and investment banking, how do you think you applied some of these lessons to take a look at what worked, and what didn’t work, and how did you apply that vision so that everyone could get moved by it and inspired it and get things shaping up? As I mentioned, my dad had a consultant banking background, and we moved around at times. I think a lot of things came together at the same time. If you think about a secondhand buying and selling experience, you really open up your personal wardrobe to a broader community of fashion-lovers on the selling side. Maximilian Bittner: Yeah. Maximilian Bittner: Yeah. En 2020, le nombre de membres enregistrés a augmenté de 90%. Alejandro: What ended up being the business model for the folks that are listening to get it? What was that moment for you of exiting the business? What was it like to grow 300% or 400% year over year and also increasing the headcount of people in the thousands every year? Just keep on going until you drop, pretty much. Lazada, across six different markets, I made even more mistakes. You get exposed to the blue pill or the white pill. Dans l’ensemble, la plateforme a connu une augmentation de +96% par an du nombre d’inscriptions et de +104% par an du nombre de commandes, ce qui témoigne d’un changement de comportement positif au sein de la communauté ». Dans cette perspective de croissance forte, le site Vestiaire Collective vient de finaliser une levée de fonds de 178 millions d’euros auprès du groupe de luxe français Kering (KER.PA) et de la société d’investissement américaine Tiger Global Management. Propulsé par Rocket Internet en Asie, l'e-commerçant Lazada vient de boucler un nouveau tour de table de 200 millions d'euros auprès de ses investisseurs... Marketing Management . Fahren lernen in Putzbrunn Mit ClickClickDrive nehmen Sie Fahrstunden in Ihrer Nähe und maximieren Ihre Chancen, Ihren Führerschein schnell zu erhalten. That belief that I hold that the founders who are still there, Fanny and Sophie, who really represent the fashion DNA, and who I wanted to have continually collating the business with me. I try to answer all the emails that I get. 817k Followers. And working with amazing colleagues, my co-founders, across these markets. I was quite rough around the edges back then, and I probably still am. M.Sc. Paul Maximilian Bittner pmbittner. Anything that you can share around maybe like the number of employees or anything else? That’s probably my German side. We made a lot of mistakes. I thought that there’s a deal to build on this engagement through these learnings around social commerce gamification engagement is something to build on. It all fit together amazingly. Correct? I’m sure that was tough for you and quite an emotional moment. Join Facebook to connect with Maximilian Bittner and others you may know. Maximilian Bittner: It was the most incredible experience, and especially the way we launched the business. Without further ado, let me welcome our guest today. Maximilian Bittner, chief executive officer of Lazada Group SA, poses for a photograph in Singapore, on Tuesday, Dec. 6, 2016. Follow Maximilian. The history part was the passion, the fun side. I think the main one is being very clear why you’re building the business. Alejandro: Very cool. Number of Events 3. Parcourez les réseaux d'influence de plus de 4 millions de dirigeants français ! Subscribe: Apple Podcasts | Google Podcasts | Spotify | Stitcher | TuneIn | RSS | More. You wake up in the morning, and you’re like, “What now?” I thought that was an incredibly difficult period for me because I felt that I was still absolutely in my prime. Then, you did the MBA, and then that was a segue to doing McKinsey and a bit of consulting. Alejandro: How long did it take from start to finish to actually signing the asset purchase agreement? It was a fantastic upbringing with lots of fond memories and great friends, which I still have to this day. Facebook gives people the power to share and makes the world more open and connected. Maximilian Bittner, Rocket Internet : 代表人物: 彭蕾（執行董事） Pierre Poignant（CEO） 产业: 電子商務: 服务: 在線購物: 员工: 8,000+ 网址: www.lazada.com: Alexa排名: 36,775（2018年9月） Amazon was still not a – it was a big company. So, I think we’re going to learn quite a bit. Add Appearances. : Munich is a wonderful little town. Southeast Asia clearly came to mind. I was quite rough around the edges back then, and I probably still am. But on the first or second day when I arrived, they said, “We have this big portfolio company up in the north of England, and we want to send you up there as a Chief Restructuring Officer, and here I was on a train up to Preston, outside of Manchester. Als "Independent Non-Executive Directors" fungieren auch Stephanie Phair, eine Managerin des MyTheresa-Rivalen Farfetch und Maximilian Bittner, der Chef des Luxus-Second-Hand-Mode-Händlers Vestiaire Collective. I saw that. : Just one? Maximilian Bittner : Lazada, l'Amazon de l'Asie du Sud-Est, valorisé 1 milliard d'euros lundi 01 décembre 2014. I’ve kept that connection to the U.S. over the years, being in summer camp almost every summer from the age of six and seven onward until I went to University, I guess, as a camper, and then as a counselor in training, and then as a counselor itself. If I don’t, don’t take it personally. It’s a listed company. I remember back at the end of 2012, one of my colleagues met some Chinese manufacturers, and those were the first days where the $150 USD, $100 3G Android phones suddenly came to life. Skip slideshow. I brought the e-commerce kind of Amazon idea on the table because I felt that the general merchandise model comes before the fashion model. : Lazada was a general e-commerce model like Amazon. So, we were just riding this wave, holding on for dear life, and then trying not to completely mess up. : Wow. They were absolutely crazy. Hello everyone, and welcome to the DealMakers show. Participation aux côtés des actionnaires historiques comme la Bpifrance, Eurazeo, Luxury Tech Fund ou encore La jeune pousse de Maximilian Bittner. So, Max, for the folks that are listening, what is the best way for them to reach out and say hi? : No. Like I said, we made more mistakes than we did things right, but the few things we did right, we focused on and just worked incredibly hard. Alejandro: Alrighty. So, we were just riding this wave, holding on for dear life, and then trying not to completely mess up. So, that responsibility and the opportunity to do something about it was incredibly inspiring. Maximilian Bittner, Vestiaire Collective’s CEO. Then you wake up one day, and you have nothing to do, which is very sad. I’ve kept that connection to the U.S. over the years, being in summer camp almost every summer from the age of six and seven onward until I went to University, I guess, as a camper, and then as a counselor in training, and then as a counselor itself. Maximilian Bittner was born on month day 1809, at birth place, to Franz Joseph Bittner and Maria Francisca Bittner (born Graf). Some of these younger team members also don’t know some of the other founders, so you start having that one-degree of separation, and they don’t understand that drive, that mission, that vision that you’re trying to achieve. I think you cannot start early enough as a founder and as an entrepreneur to practice that because when you get into this growth period of 100%+, you so fast become reactive versus being proactive because things are flying at you at a million miles per hour, and you’re just reacting; you’re defending; you’re trying to keep everything together. : It was the most incredible experience, and especially the way we launched the business. My roadmap of things to fix, even at the time, 18 months ago, was two to four years out. I understand that one of those investments led to your next chapter, and that’s with Vestiaire. Then what were the terms of the deal that were announced? At this point, you were already making some investments in other startups. LinkedIn. : Was anyone in your family into business, or did that love for. They actually looked at e-commerce from a fashion side and kind of Zalando’s Apps kind of company. It all fit together amazingly. M.Sc. Aujourd’hui, les femmes représentent 60 % de notre main-d’œuvre. Once you take the pill and experience that real life, it’s very hard to go back. : Absolutely. Paul Maximilian Bittner. Maximilian Bittner has a Bachelor of Science in History and Economics from University College London in 2001 and a Master of Business Administration from Northwestern University - Kellogg School of Management in 2007. L’entreprise ambitionne également d’atteindre la neutralité carbone d’ici 2026 et d’obtenir la certification B-Corp, un label exigeant qui certifie les entreprises privées engagées dans le business for good. . But it made a lot of sense at the time. : Amazing. We succeed if we make people more sustainable, and that’s what we’re trying to do. The second thing which helped me is I was a bit older. I think it was my second grade in school at the age of six or seven, which was an amazing experience just to be exposed to a different culture and different mindsets. I think the main one is being very clear why you’re building the business. Most of them were in England. Hello everyone, and welcome to the. There’s always a bit of a stick and carrot. People leap from the whole desktop era, and I felt that building something around this engagement and around the gamification could be a great opportunity in Europe. Consultez les profils des professionnels dénommés “Maximilian Bittner” qui utilisent LinkedIn. Read More: Taejun Shin On Raising $100 Million To Provide 100 Million People Access To Microfinance Solutions. Like I said, we’ve been through three or four incredibly wild years, and the ability to get support and some stability, experiences having people you can learn from, getting technical support, getting financial support. While that is obvious, and as a founder, you know that for yourself, and even your co-founders and the early teams all know that because they interact with you from day one.
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