Asics is restructuring its portfolio by spinning off Onitsuka Tiger into OT Group, a wholly owned subsidiary, effective January 1. The strategic separation enables faster decision-making for the heritage sneaker label, which functions as a key profit driver within Asics' broader operations. By operating as an independent unit, Onitsuka Tiger gains operational autonomy while remaining financially tethered to its parent company, a structure designed to unlock growth potential in the competitive sneaker market.
Separately, Chanel appointed Marie-Laure Cérède as head of jewelry design, reinforcing the French luxury house's commitment to its accessories division. Cérède's appointment signals Chanel's intention to sharpen its jewelry offering during a period when accessories represent crucial revenue for legacy luxury brands navigating economic uncertainty.
The Asics move reflects broader industry trends toward brand autonomy within conglomerate structures. Heritage sneaker brands like Onitsuka Tiger, launched in 1949 as Tiger Shoes and acquired by Asics in 2005, operate most effectively when freed from corporate bureaucracy. The subsidiary model preserves brand identity while accelerating product cycles and market responsiveness. This mirrors similar moves across the sector, where parent companies recognize that legacy labels thrive with independent leadership.
Cérède's hiring at Chanel underscores the house's prioritization of jewelry as a growth category. The appointment follows years of emphasis on handbags and leather goods as primary profit centers. By elevating jewelry design leadership, Chanel positions itself to compete more aggressively in a segment where brands like Hermès and LVMH subsidiaries command substantial market share.
Both announcements reflect calculated strategic pivots. For Asics, decentralizing Onitsuka Tiger optimizes operations around a brand that attracts younger, design-conscious consumers willing to pay premium prices for