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Speed of execution and operational flexibility
sme stories
Famed for its beautifully crafted, jewel-like jeans, with 28 individual production steps and suitable for any outfit, Jacob Cohën was founded by Adolfo Bardelle, a textile entrepreneur from Chioggia with a vivid imagination and a great flair for business. Already managing one of the first casual wear brands in Italy, Americanino, with outstanding success, in 1985 he had a brilliant idea: to create a luxury jeans brand, turning the symbol of casual wear into an icon of beauty.
"The name," recalls Luca Roda, CEO of the company, "was born from an alchemy of tradition and creativity. Jacob is a tribute to Jacob Davis, partner of Levi Strauss and inventor of the textile rivet. And Cohën is simply another Jewish name, chosen to resonate with the leading brand in the sector, as an alternative to the widely established Levi..."
Due to fierce competition combined with the general economic crisis of 1992-1993, Adolfo Bardelle needed to focus on protecting his main brand, and as Jacob Cohën entered a period of decline, it faded into obscurity. However, this phase has been overcome with a significant recovery, allowing a steady and confident acceleration despite the setbacks experienced.
A star reborn thanks to the acquisition of Jacob Cohën Industries, previously owned by Sinv, it now forms part of a single international group, present in over 60 countries. The group includes Jacob Cohën Company, Blue Service, which comprises a tailoring factory and a clothing workshop, Jacob Cohën France with its three boutiques in Paris, Courchevel, and Saint-Tropez, and Jacob Cohën USA Corp, which is set to establish a presence soon in Long Island, New York. Not to mention the e-commerce venture, a newly explored frontier, promising great success in global markets.
A company that aims to become a comet by continuing to set itself challenges and great ambitions, in which there is certainly a lot of creativity, but there is also a very lucid strategic and industrial vision, determined to grow further. Integration represents a leap in quality, combining creativity and production, making the entire system more flexible and responsive, opening the way to multiple developments.
“We are strong, yet we are still like an uncut diamond, with so much potential to be realised,” summarises President Jennifer Tommasi Bardelle. "Where and how do I see Jacob Cohën in ten years? The answer is that vertical integration will help us establish our identity in the market. By constantly overseeing the product from A to Z, we will become the point of reference for all those who see luxury as a way of life, not just a lifestyle."
The involvement of illimity as a financial partner proved crucial for the realisation of the aforementioned strategic integration. The bank provided Jacob Cohën with the necessary resources to acquire JC Industries, the factory that was producing JC-branded products under license. This operation allowed the company to internalise production, thereby achieving vertical integration between the creative, commercial, and marketing divisions and their industrial supplier. This has made the entire system more flexible and responsive to innovations, enabling consolidation in the global market.
