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Best Fashion to Wear When You Can Dress Up Again | Instant News


In general, working from home means several things: lunch from the fridge, lots of leggings, and the end of the high-octane fashion style. But not for everyone: Some this season wants a pair of crystalline satin stilettos with a towering four-inch heel, for $ 995. The pump, from the Georgia Mach & Mach brand, is a top-selling product for fashion retailer Moda Operandi. Some are still available in black and pink – the very practical iteration of white is already sold out on the site – and, embellished with dazzling large bows, barely made to fit in the kitchen. “It won’t stop selling, and that’s glam,” said Lauren Santo Domingo, co-founder and head of the Moda Operandi brand.

This isn’t the only outfit coming out the door: According to Santo Domingo, Moda Operandi evening wear sales in January this year were 98 percent higher than for December 2020. Pieces that have been sold recently include a pink silk kaftan with a cut $ 6,900 – stylish dress from Valentino, black calf length gown from Jacquemus ($ 680) and lacy one-shoulder cocktail dress from Giambattista Valli for $ 3,510.

When the lockdown caused by the pandemic first hit, in the spring of 2020, “I feel like that, I’ll never wear my pants again,” said Sarah Hoover, director of the Gagosian gallery. “I did all my work in a bikini for a while.” Just before Christmas, however, Hoover wore a ruffled pink Valentino mini dress, worn with a tiny black bow pump emblazoned with crystals – all for a Chinese meal at home with her husband, artist Tom Sachs, and their toddler son.

She has also worn a red-and-white Rodarte tea gown that is printed with hearts and wore a fake red rose on an oversized collar. “I never thought it would be something I would buy during Covid,” he said, but added he was seduced by the excitement of the work and the idea of ​​supporting designer Rodarte, two sisters who work independently of the company’s premier fashion. “Values ​​mean very different things to me,” says Hoover, who says she also picked up a Chanel sweater with the brand’s logo in bright pink and a long black Prada skirt with a lip print, and has scoured 1stDibs for vintage Yves Saint Laurent dresses. “If I’m going to buy something I can’t wear [right now], it’s better to be an actual work of art that I can’t see myself living without. ”

Luxury stores like Bergdorf Goodman are attracted by high-end fashion offerings. “On the other side of casualization, we definitely have customers who don’t hold back,” said Yumi Shin, chief trader of Bergdorf Goodman. She says that a sole coat from the Los Angeles-based brand Libertine, which sells for $ 6,000 to $ 12,000, is on bestseller lists every week, and dresses for special occasions are still finding success, including one-off Khaite. a dress made for a shop. “Our customers are always interested in specialty items,” he said. “You can enjoy it now at home or in your garden. And then after corona, you can continue to enjoy [these pieces] for years. “

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Australia Considering New Covid-19 Quarantine Strategy: Inland Isolation | Instant News


SYDNEY – Australia relies on one of the world’s countries the most aggressive quarantine program to prevent the corona virus. Now, a leader wants to go a step further by accommodating returning travelers in Outback camps away from cities as the new Covid-19 variant threatens the country’s success.

The Queensland state premier wants to reuse the camps designed for resource workers as isolation centers in remote scrub where temperatures can reach 100 degrees Fahrenheit. It follows an outbreak of the highly contagious coronavirus at a quarantine hotel in the state capital of Brisbane, Australia’s third-largest city with a population of around 2.5 million people.

“I think with this new tension, we have to put all the options on the table and this is a sensible and rational option,” said Annastacia Palaszczuk, who was re-elected as Queensland’s prime minister in late October partly because of her center-left government. crackdown to tackle Covid-19.

The idea of ​​using remote camps illustrates how leaders in places that have contracted the virus are considering more extreme measures to protect people from a new variant of the corona virus, which emerged in Britain and South Africa and has since spread to more countries. Currently, travelers returning to Australia are housed in hotels, often close to city airports, for 14 days.

Queensland was running nearly four months with no cases of local transmission when cleaners at a quarantine hotel in Brisbane tested positive for the new British variant. More cases followed, and the 129 people in isolation were immediately transferred to another hotel and their quarantine was extended.

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Bevy Smith on What It Takes to Launch a Second Career | Instant News


The wreck of a luxury hotel in Milan while on a business trip in 1999 was what made Bevy Smith, then 33-year-old successful fashion and beauty advertising director at Vibe magazine, realize she needed to make a career switch.

Her work feels like a “Groundhog Day” movie, she says, and her frequent travel causes her to spend important moments with family and close friends.

Now host of the celebrity talk show “Bevelations” on the Andy SiriusXM Radio channel, Ms. Smith describes his journey in his book, “Bevelations: Lessons From a Mutha, Auntie, Bestie,” out January 12. Including stints as a fashion advertising executive at Rolling Stone magazine, she finally made her breakthrough in the entertainment field of her dreams at the age of 38, a late start in most industries, but especially Hollywood.

The career trajectories of the two 54-year-old men include success with Andy Cohen, the Bravo executive behind the “Real Housewives” franchise. He tapped her for a TV project and radio show on her SiriusXM channel. (Mr. Cohen’s imprint, partnership with Henry Holt & Co., published “Bevelations.”) He also faced setbacks, including the cancellation of two television talk shows he co-hosted: “Fashion Queens,” on Bravo, which ended in 2015, and the “Page Six TV,” syndication was cut in 2019.

In his book, a lifetime resident of Harlem discusses racial justice protests, his fight with Covid-19 and dealing with the death of his 95-year-old father, Gus Lee Smith, from the virus in April.

As the new year brings to mind new goals, Ms. Smith spoke with The Wall Street Journal about reinventing careers. Edited from interview:

Covid-19 has encouraged or forced some to consider changing their careers. What advice would you give for starting a new career when many of us are still at a distance?

Take advantage of social media. If you want to pivot, this is a really great tool because it can help you rebuild yourself in a completely different space. What I find on social media right now is that people really want to help other people. There are certain industries and certain people that did quite well during the pandemic, and what I’ve noticed is that those people really want to help.

What about the people who were thinking of taking on a new career before the pandemic and are now in limbo – should they hold off until the economy improves?

It really depends on how risk-averse you are. I have a very high tolerance for risk. In the book, I talk about the seven years between quitting “Rolling Stone” and getting into “Fashion Queens.” Seven years! Do you have the stuff to let chips fall where they might be and stay on track and literally do it for seven years? Because it could be that long. It could take longer.

You write about going broke between your old career and your new one. What tips would you give people about their finances when they start a new career or rediscover?

I suggest finding a financial planner who can help you. My financial plan is, “Oh wow, I have enough money to pay my rent for two years.” That far.

What tips would you give people who are miserable in their careers but still have to show up at work while they are rethinking?

I really depend on my friends. My best friend Aimee, I’ll call her every day when I’m at Rolling Stone. Every morning I would be like, “I can’t believe I have to do this.” And he’d be like, “Wait. Soon. You can do it. You can pass it. “

Share Your Thoughts

Have you dealt with the career axis? What tactics worked for you? Join the conversation below.

One of the “Bevelations” in your book is, “It Gets Greater Later.” What tips would you give people who are considering changing their careers and who care about their age?

I would suggest surrounding yourself with the young people in the space. There’s a great new thing app called Clubhouse. Go into the “room” that focuses on the industry you’re interested in. If you’re not at the Clubhouse, do it on Facebook, do it on

Indonesia.

Don’t be intimidated by the fact that they are much younger than you. What I found is, no matter what young people do, there is always something we can give them to help them make their journey a little easier. And they appreciate it.

What advice would you give people who might change their mind about their reinvention plans because they got rejected?

As a salesperson, know that this is only the beginning of the dance. You walk into the room so they can tell you no. Someone thought enough of you to say, “Yes, come in, we’ll take you to a meeting.” That’s a big problem. That means you are on the right track.

Write to Ray A. Smith at [email protected]

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The CEO Behind KFC, Taco Bell Orders Fast-Food Growth To Go On | Instant News


David Gibbs just signed

Yum brand Inc.

YUM -0.87%

the first restaurant acquisition in years and is planning a convention for nearly 1,000 fast food franchisees worldwide when the pandemic cripples the global economy in March.

The sudden crisis threatens to wipe out most of the $ 17 billion that companies and franchisees make in annual dinner sales at all KFC, Taco Bell and Pizza Hut restaurants in more than 150 countries. Mr. Gibbs, a 31-year Yum veteran who became CEO a year ago, went from advancing the company’s expansion strategy to competing with thousands of closed restaurants.

Since then, many large fast food companies mostly recovered from the early pandemic close, and Yum’s comparable US sales rose in the third quarter from a year ago. But Mr. Gibbs said he was rethinking how Yum – which has more than 50,000 restaurants, more than any other fast food chain – could serve and deliver more food to carry over the long term.

He’s planning a future where pre-ordering fried chicken online is routine, and Pizza Hut customers can get their orders placed in their suitcases without having to walk into the restaurant.

Meanwhile, hundreds of his US Pizza Hut locations, most of which do dine-in businesses, have permanently closed.

The 57-year-old Gibb spoke to The Wall Street Journal via video from Yum’s largely vacant office in Plano, Texas. Below is an edited excerpt.

WSJ: What mistakes did Yum make at the start of the pandemic and how do you learn from them?

Mr. Gibbs: If I look back before the pandemic, I wish we had moved faster for Pizza Hut to be more delivery, run business and less dependent on on-site dining. We’ve talked about it for years. Sometimes large organizations can become bureaucratic. But I think we may be impressed even with ourselves in how fast we’ve spun.


“ I didn’t know that normal appearance was exactly like before the pandemic. Consumers may be more aware of cleanliness in restaurants, and we are looking for new ways to provide a safe environment. ‘


– David Gibbs, CEO of Yum Brands

WSJ: Drive-through has helped many fast food chains stay busy during a pandemic. How does that affect your development plans?

Mr. Gibbs: We’re working on a design that has multiple drive-throughs. The Australian business began building several test units with five drive-throughs in one building.

But the other part of the story is the roadside execution. You see it not only in the restaurant industry, but also in retail. This is good because of our peak drive-through constraints. No matter how hard you ride, you can still fit only X cars in a row.

WSJ: Should the front line workers get food and restaurant early access to vaccines?

Mr. Gibbs: We are very excited about this vaccine. When it’s my turn, I’ll be in line to get it. We hope all our employees get it. But we do know that there are others, such as frontline healthcare workers, who are ahead of us in the queue.

“We support the national minimum wage, and we will work under the minimum wage set by the government,” said Gibbs.


Photo:

Trevor Paulhus for The Wall Street Journal

WSJ: Once a vaccine is more universally available, will you ask employees to get it or have your franchisor consider it?

Mr. Gibbs: We are studying the matter right now and haven’t made any decisions yet. It is important to remember that 98% of our stores are run by these franchisees. So it’s more complex than we just mandating that every store needs to get a vaccine.

WSJ: Even when vaccines start rolling out, it’s unclear when life will begin to return to normal. When did you anticipate this to happen in fast food?

Mr. Gibbs: I didn’t know that normal appearance was exactly like before the pandemic. Consumers may be more aware of cleanliness in restaurants, and we are looking for new ways to provide a safe environment.

WSJ: What management actions have you taken that will survive the pandemic?

Mr. Gibbs: One of the biggest lessons I learned is the power of authentic communication versus the formal written memos someone might send. We bring together various groups of franchisees, corporate teams from around the world in video calls. We get hundreds of questions via the chat function – real time, without filters. We learn from that.

WSJ: Do you support a $ 15 minimum wage at the federal level and for your employer and franchisees?

Mr. Gibbs: We support the national minimum wage, and we will work under whatever minimum wage the government makes.

Mr. Gibbs said he hoped Yum “had moved faster for Pizza Hut to be more than a delivery, running business” when the pandemic hit.


Photo:

Joe Raedle / Getty Images

WSJ: How do you expect the dynamics between the CEO and the White House to shift in the new government?

Mr. Gibbs: We are excited to work with the Biden government and share their goal of building back better especially on the economy and fighting inequality. We have been in more than a hundred countries around the world for decades – we have operated in any political environment.

WSJ: The pandemic’s theme is menu simplification, but some customers say Taco Bell went too far in removing options. Were you surprised by the commotion when Taco Bell removed Mexican Pizza?

Mr. Gibbs: I’ve never been surprised by the passion our customers – especially Taco Bell – have for our iconic products. We can always bring back the Mexican Pizza at some point if the request is there.

WSJ: What is your pandemic tranquillizer?

Mr. Gibbs: I often pass through Taco Bell drive-throughs. We introduced grilled cheese burritos during a pandemic, and that’s the definition of a product that was so coveted for me and my college son.

Write to Heather Haddon at [email protected]

Copyright © 2020 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

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Fashion Retailer Express Taps Adviser, Seeking Financing to Live Longer from Covid | Instant News


Fashion retailer Express Inc. has hired investment bank Lazard Frères & Co. to help raise enough financing to get the company through the Covid-19 pandemic, said CEO Timothy Baxter.

A workwear retailer based in Columbus, Ohio, wants to strengthen its finances, says Baxter. He said Express was not considering bankruptcy “and continues to take decisive and appropriate action to manage liquidity during this prolonged pandemic.”

With so many Americans working from home, the pandemic has dealt a devastating blow to Express and other retailers focused on clothing designed for the office. The company wants to increase its cash reserves to keep it afloat until enough of the US population is vaccinated against the coronavirus to allow for the resumption of direct spending and office work, according to people with knowledge of the matter. Without additional financing, which can come in the form of first-in-last-out facilities, companies could face cash shortages, people said.

Mr. Baxter said Express “has several possible options for increasing liquidity as it enters 2021.” Earlier this month, the company reported a comparable 30% drop in sales last quarter and said it would cut 10% of its company staff to help save cash.

Consumers who are stuck at home are spending more of their money on casual wear and sports, said Burt Flickinger, managing director of Strategic Resources Group, a consulting firm that focuses on retail and consumer companies.

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