Education

A HAVAN Não É Só Uma Loja! O Negócio de Luciano Hang Que Poucos Entendem

by Gestão de Negócios

📚 Main topics

Havan’s operational efficiencyLázaro do Carmo attributes Havan’s strong margins to Luciano Hang’s purchasing power, negotiating ability, logistics, and management of the company’s product portfolio. He notes that operating from a single distribution center in Brusque may support that efficiency. 0:31
Product margins and scaleApparel may account for roughly 20–30% of revenue, with gross margins around 40%. Reaching those margins likely depends on massive buying scale and exclusive or vertically integrated production. 1:33
Stores as destinationsThe conversation suggests Havan functions not just as a retailer but as a mall and local attraction, drawing visitors who may come to spend time there as well as shop. 2:05
Retailers as media companiesCarmo argues that retailers could sell advertising inside their stores and through other channels, rather than focusing mainly on trade marketing and supplier payments for shelf space. 2:35

✨ Key takeaways

Buying power shapes profitabilityLarge-scale purchasing and strong supplier negotiations can help a retailer maintain competitive margins, even in a difficult market. 0:31
Portfolio management mattersPrioritizing products by margin and volume, while encouraging consumption, may be an important part of Havan’s business model. 1:02
Physical locations have added valueA store’s ability to attract visitors can create opportunities beyond direct product sales, including advertising and other commercial uses. 2:35

🧠 Lessons learned

Treat audience as an assetRetailers with substantial customer traffic may be able to sell meaningful advertising inventory, potentially reaching audiences comparable to or larger than those of some television outlets. 3:06
Look beyond trade marketingSelling shelf space and collecting supplier payments may leave a larger media opportunity untapped, both inside stores and through out-of-home advertising. 3:37

🏁 Conclusion/next steps

Explore retail media opportunitiesCarmo’s central suggestion is for retailers to consider building media businesses around their stores, customer traffic, and digital channels. The discussion presents this as an opportunity, not a confirmed part of Havan’s current business. 3:06

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Transcript excerpt

0:00 Hey Lázaro, let me ask you about the " Old Man of Havan." Uh-huh. >> What do you think Havan has that's different from the struggling retailers , considering they're set to make 5 billion in profit this year? >> Man, let me tell you something. I don't know Luciano personally, but I take my hat off to the guy, seriously. Retail is a mess. The guy has incredible margins. I look at that structure and I think, " Man, the CTO for that place must be crazy to pay for, you know?" And when I look at the profit, I think,

0:31 "The guy is just too good, right?" Tell the truth, tell it like it is. Damn it, retail is getting screwed. Fine, that must be part of it. Look, this is just my outside opinion, okay? I don't know Luciano. He manages his portfolio well. He must have a massive opportunity cost center for purchasing, huge buying power . >> Just one single distribution center. >> But here's the thing, >> Brusque, >> it's with >> one center, one DC in Brusque. The guy has one DC. >> Exactly. Opportun...This guy must have a gigantic negotiating and purchasing firepower. He is operational excellence

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