It is a pleasure to have you all here with us in our birth, our barn, I'd say, where everything was born. I'll talk about our strategic planning, meaning our strategic vision. I'd like to take this opportunity to share with you how we've seen the path of our company so far and the future paths that we see. In this area, we have what actually represents Arezzo. We have our biggest asset, our legacy. If you think of it, for each news article, imagine how the company was built across these 5 decades, given the entrepreneurial spirit and hard work of Anderson. Then at 18 years of age, I started my own business. Each sample, each icon model that is here really represents a part of our legacy.
I'd like to take this opportunity to thank all our thousands of employees and the other thousands that have been through this business and are a part of this legacy. During the pandemic, I was challenged about what kind of value Arezzo & Co. could add and the differential that we had to get us through that moment. Many of you were part of all these meetings, and I was always stressed that our biggest competitive edge isn't just our business model or our brands or our omni capability. If you actually analyze this, and I'd like you to pay attention to this, we have all our directors, officers, dozens of managers, all our officers are here. Please feel free to talk to them because our biggest differential, and we can see that can be replicated, is all about our people and our culture.
We're the children of an entrepreneurial dream. We want to enchant people, making them happier. We are the siblings of a network that makes our brands breathe. That reflects in the day-to-day about the passion where we pursue our objectives and in the agility in how we adjust our plans when we see a better path. We never run from a fight. We work hard. We almost never stop. We are bold to try to understand the mind and figure out what people want. We are passionate about the new. We are proud of what we do. We don't settle with the today. We have an ambition to take our dreams to more people in the world. We are Arezzo & Co. on the path to 2154.
That was written 10 years ago, that really represents what Arezzo & Co. is all about and how we've come to this today. If you ask me how I summarize it in 1 word, I'd say passion. People work with a lot of passion and with the wish to overcome. This chart is very interesting. We were established in 1972, we have some of the main milestones here across these 40 years up to 2011. From 0 to 40 years of age, it took 40 years for us to get to BRL 1.6 billion market value. There were many different steps from creating Schutz and then the merger of Schutz plus Arezzo selling to an investment fund. Then we celebrated the actual real valuation of the company with our IPO at BRL 1.6 billion. After that, during.
From 2011 to 2019, those were the years where we had structured and implemented our strategy to become the category killer in the women's footwear and bags segment in Brazil by expanding our Schutz brand. We didn't have stores. The first temporary store was opened on Oscar Freire Street. Afterwards, we created new brands, Anacapri, the Alexandre Birman brand, and we implemented management processes that were very well structured, such as our ERP, which is SAP, and results management through the concept of managing through indicators. In these eight years, we practically went to threefold, going from BRL 1.6 billion-BRL 4 billion pre-pandemic. Then we had the pandemic, which I'd like to say with all due respect, was a milestone, and my condolences to everyone who suffered during the pandemic. I'd like to say it was the divide.
It was a tipping point in our history. This video talks a little bit about that. Imagine how the day today was hectic. Many companies disclosing their results on the same day where things change, references change. Each company has their own way to interpret the impacts of this moment on their business. In summary, about our results, we are extremely happy with the assertiveness of our actions. Even though they were very tough and difficult, they enabled our company to quickly recover our revenue levels and even improving our profitability. We truly believe, and we can truly say, and I would even say I am being a bit bold, that the impact of this crisis on Arezzo & Co is in the past for us. In August, we've achieved 87% of sell-out revenues in direct-to-customer channels in 2019.
In addition, we... bringing in the US operations in Sell In, we already expect growth in August. Q2 2020, that was our call in August 2020. You can see what we had already done in the beginning of the pandemic. Many news articles about our company that were published during that period showing that. This is a summary of our legacy, the transformations that came through the pandemic and will be long-lasting at Arezzo & Co. Without a doubt, the digital transformation, an embryonic process that after Maurício and I went to Singularity University, we had already started that.
E-commerce was very possible, but the omni capabilities that were implemented and the way how our salespeople act and sell remotely instead of just waiting for a customer to go to the store and having maintained that diligence even after stores reopen, is an example that we have for the Q3 and why we have such strong results. It's bringing together the digital sales that were implemented and strengthened during the pandemic with the increase in the flow of visits. In addition to that, B2B changed completely its dynamic. We have the showrooms. We are receiving people.
We implemented lives and sessions in sell-in. Our studio that was created during the pandemic, we created a sales system like a B2B e-commerce, where store owners can have access to our collections, and we invested so that they could have stratification of the orders and doing their own merchandising and assortment in a very accurate manner, and shortening down from 3 weeks to 2 days, being able to service over 3,000 store owners. Lastly, the biggest transformation, which is going into new markets, which came from being brave in the pandemic and taking, I'd say, a non-orthodox measure. Why Arezzo & Co invested in Reserva? Why would we go into men's apparel? The answers are out there, and we'll see that in the afternoon. Jaime will present what was done in practice so that Reserva can be...
could be as big as it is today. Going back to our timeline, here we have a famous disruption. Here we went into the flywheel effect. In summary, 4 years for the company to be valued at BRL 1.6 billion, and then 8 years to go from BRL 1.6 billion to BRL 4 billion, and just 2 years for the company to go from BRL 4 billion to almost BRL 11 billion. The company is on an exponential growth curve, and today we will show you that this. It's not just we got a tailwind because people stopped shopping abroad or because the economy opened up again, and people started buying things to go out. It's because we have a solid foundation that enables us to have continuity, and I really believe in the flywheel concept. Let me explain what this is.
The flywheel effect happens when small wins for your business build on each other over time and eventually gain so much momentum that growth almost seems to happen by itself, similar to the momentum created by a flywheel on a rowing machine. That effect, it's like the inertia. It's the speed when a business goes into that rate. It's exponential. The curve, it's like a tipping point where the company is at a whole another level. Everything that we've planted for the next 2 years is to continue to double that market value, and we'll show you how we see that. I'd also like to take this opportunity to talk about challenges, to talk about tough moments in our country. We're not sure what's going to happen. Nobody knows what's going to happen in 2023.
It's a very tense moment with every new news that we hear. Things go up and down. People's mood changes. For us, actually nothing changes. It's business as usual. Create products that turn into desire. Communicate so we get desire. Organize our stores. Train the teams. Be in digital and sell products. That's what we have to do. When you look at the absolute figures, they may be small, but when we consider percentage, we have a historical CAGR of up to 2019 of 12%. A moment where we barely had any inflation. The company is solid, and we're highlighting some more dramatic moments, I'd say, recent moments in Brazil in the economic and political scope. We always had growth. We always grew. Since the IPO, the company grew every single year in a consistent manner.
Now reaching the end, you can see the disruption of doubling, more than doubling value 2.5x revenue from 2020 to 2022. Going from 2 billion BRL-5 billion BRL, that's the plan that we have. Here you can see how all our acquisitions were accretive. You have the summary of the valuation that came up after the announcement of each acquisition, you can see that we constantly add value through acquisitions. That's to show our capability in delivering. I'm absolutely sure that Jaime, Nando, and Ronnie, and they're not silly because they are Jewish, that Reserva would sell 1.2 billion BRL in 2022. Even Gustavo didn't believe that, right? That you wouldn't sell the company for 700 million BRL. They're happy, they know it because they know how much value Arezzo & Co has added.
We doubled their profit in the past 9 months, 2022, by 55 times. Ronnie, Jaime, and Nando, they had this assumption, a paradigm, that Reserva only profited in the Q4, that from January through September, they just paid the bills, and the profit came in in the Q4. I'm like, "No way. You have to profit every single month." We set up a number of different actions, and the first one was an event calendar, having constant launches from the first week of January by using all the dates to create collabs, specific windows. You can see the result, the increase in profitability of Reserva in 9M 2022 compared to 9M 2019. Same with Vans. We multiplied by 2.5 times Vans revenue. A very big strategic consulting firm said something very interesting.
Arezzo & Co is a scaler. It has the capability of identifying talents, brands with a unique positioning and scale that. These are two examples to show that. This is public domain. I'm not gonna put the names up, but this is return on investment for shareholders. 109% of our return on our shares, and this is the average market of our peers, the addressable market for our peers here. That's reaching the end of the first part. I'd like to talk about the spider web. I'm sure that many of you know this chart. Every single investors' day, we present this chart. To us, it's the most simple way to define our growth options. We have 6 points here: brands, product categories, customer segments, positioning of social class, geography, and channels.
That's how Arezzo & Co was born when Schutz and Arezzo were merged. From then on, we were expanding based on the core that Arezzo & Co is all about. We started using this again in 2019, pre-pandemic. Arezzo & Co already had a pretty decent market share in brands, and you can see interesting advance in categories, not so much because it mainly focused on women's shoe wear and bags. Audience, mainly women. Class, same thing. You can see here on the bottom how it goes up in brands, goes up in channels because we were already strong in digital, multi-channel, owned stores, franchises, but very restricted in segment, product category, and especially social class. In geography, we expanded into the U.S. This is the same chart in 2022. Let's look at the blue dotted line.
You can see the expansion that the company has had. Achieving markets that haven't been explored before in Arezzo & Co. We went from 5 brands to over 12 brands. Here in brands, you can see that expansion. We've expanded from shoes and bags to apparel. We went into the sneaker, white soles segment with Vans. In children, embryonic still with Arezzo Bambini and Reserva Mini. Here in social class with My Shoes. Here, we're the same, still focusing on Brazil and the U.S. In channels, we've expanded through the omnichannel. That's considerable. You can see how much we have increased our total addressable market in 3 years, these 6 pillars are what governs us every single year.
At the end of the year, when we plan the next of the year, we check and balance to see if there's something new where we need to invest. Maybe we didn't have good results, for instance. This is actually our strategic planning compass. Now I'm going to zoom into each one of these. Like I mentioned, it's not strategic planning, it's strategic vision. I'm having you over into my home so I can share with you what's going on in our minds. We're not necessarily committing to a plan. We just wanna make that clear. This is an overview. This is very high level bird's eye view of what we're capable of, and then why we believe we're capable of this.
I can't I have to tell you, we want to be here in 2,154, so we will analyze, we will be very diligent to guarantee that we are sustainable. Anyways, this is very interesting. Let's take a look. We've separated on the top women, on the bottom men, and here categories. On the right shoewear and apparel. You can see that it's very crowded over here, right? Women's shoewear, we're doing good. Women's apparel pretty much doesn't exist. Sneakers, men's shoes. We have Vans and then Baw going into shoes and Reserva Go, and men's apparel, Reserva and Oficina. Now let's take a look at the categories and product segments that we have zero revenue. Beachwear, fitness, and Brazil is known for that. It's big in that. Underwear.
Putting that into numbers, the addressable market today considering AB social classes, shoe wear, bags, women and men's apparel. Apparel BRL 62 billion and footwear BRL 14 billion. That market in the product segments that we haven't explored are BRL 42 billion. That goes to show a very interesting untapped market. About geographies. There's data here that motivates us. We went from revenues of $41 million. This is data from the last 9 months, 2022. We're talking about $100 million in the U.S. operation in 2022. That number is gonna be higher without a doubt. In the last 12 months, actually not 9 months, $89 million. Addressable market. This is women's shoe wear over $100 except for sneakers in the U.S. market. $5 billion market. Fernando's gonna present that.
We did a lot of research in the market to identify the full potential of our business. We can't forget that we have 2.4 market share of women's footwear in the U.S. market. However, when we look at just two big markets, we're not even talking about Asia. The European market, a $3.2 billion market, pretty much zero share. We can go in through our current brands, through M&As or joint ventures with local operators. Here, Latam, except for Brazil, it's a market of $2.5 billion that we pretty much haven't explored, and we can do that through international franchises, licensing, master franchising. Now about social class. That's a very important topic. I'd like to make a comment here.
When we started talking about Reserva, the question was, well, Arezzo & Co understands a lot about shoe wear and women's bags, and understands that we are shoemakers here, that's what we know. What do we know about men's apparel? Nothing. What do we know about the fashion business? We understand that a little. We understand categories, separation, merchandising, line plan. We understand the retail format, focusing on planograms and product segmentation. We understand the sell-in, sell-out calendars. We understand the omnichannel and focusing on every single channel, even multi-brand, which we master. I wonder if we had talented people, successful and iconic brands, maybe would or could we generate value and add value in men's apparel? Jaime will actually present in practice all the contributions in these past two years that Arezzo & Co had to for them.
The question is: Can we add value in other social classes as well? We only looked at the market size. We're highly focused on class A in women and men's shoes, bags, and apparel. This market, BRL 24 billion. Class B is a big market. We believe that 25% of our revenues already come from class B. It's the biggest market, BRL 52 billion. Class C is a BRL 24 billion market. Once again, seeing where the brands are disseminated. On left class A, Alexandre Birman, Carol Bassi, and here on the right side, more democratic, My Shoes, Anacapri, a part of Arezzo, and touching class B. You can see a big white space in between class B and class C. We had a very interesting analysis of distribution. Here I'll focus on women's shoes and
Excluimos o digital.
bags in the market.
Vamos então pras lojas físicas.
Go into brick-and-mortar stores. We found an interesting aspect in the market. In the 1990s, when Arezzo expanded through franchises, and more recently Schutz after 2010, we have an agreement with our franchisees in exclusivity. As we grow our footprint in franchises, many cities, large size cities, we do not sell in multi-brands. Multi-brands in Brazil was resilient. Many people ask me, "Is multi-brand sustainable? Does it have the ability to compete with e-commerce? Would a customer from far away from the countryside, would they like to buy from a store in a boutique or would they prefer to buy online?" They proved that the network relationship that a multi-brand store owner has in that city is very strong. They survived. They survived COVID, and that's one of our main growth channels.
We considered our market share and separated all the mono-brand networks. In addition to the Arezzo & Co. brands, we considered Santa Lolla, Carello, Usaflex that also have mono-brand stores. We looked at our market share in all the mono-brand networks in Brazil. It's very high because it's 780 stores of women's shoes. 86% of the sales are sold in mono-brand. That doesn't include the shoe stores that are multi-brand. We're talking about mono-brand. There's a big opportunity in multi-brand that does have a high share. Multi is bigger than mono, and we only have 20%. The question is, are we gonna fight with our franchisees? Are we gonna open a multi-brand store right next to a franchise?
We're managing that with our franchises, but we do privilege distribution through mono-brand, through franchisees, so we can actually make our brand stronger. How can we go into multi-brand in a different way? My Shoes is an example. Want it or not, with just a little bit of investment, we're going to make BRL 100 million this year. We can look at the brands focusing on multi-brand. Let me show you that. This is an all-in summary. If we consider the categories that we don't work in BRL 42-43 billion, the social classes that we are not in over BRL 50 billion. Geographies focusing on Europe and LatAm where we do not operate, and the US that still has a small market share, that's BRL 16 billion or US dollars. In the multi-brand channel, BRL 6.3 billion.
It's a lot of billions. What's the full potential of Arezzo? I can't say it's infinite, but if we do our homework and if we have a good strategy, good governance, good capital diligence, an excellent, a seasoned team and strong team, we have a lot of room to grow. That's the message that I wanted to give you today with data and focusing. Regardless of the dream, so to speak, and strategic vision, our planning for 2023 is still to strengthen Carol Bassi brand. We're going to show you what we did yesterday. To me, that's a milestone in Brazilian retail. People from Rio, you should visit the Village Mall. You'll see the most incredible women's apparel store in Brazil and the world. In the inauguration, it sold 500,000 BRL.
The VPL was BRL 1.5 million per month, or the net present value, excuse me. It's an amazing business. We've planted the foundation very well structured. The rollout started yesterday. Wait and see. A lot will come from Carol Bassi. Vans, same thing. We're just gonna continue with what we're already doing. Schutz full look, we're gonna show what we've learned in 2022 and that we're prepared to the go-to-market in 2023. We started talking about the meetings we had a couple of weeks ago, and you'll see for yourselves that Arezzo & Co. did the It's not just about an acquisition, it's about a new platform called AR&Co with all its subdivisions. Some of them are already very advanced, such as Reserva and Go, and other in the embryonic stage. Go was making BRL 10 million.
This year, 250 million BRL. The ramp-up will be very fast. It's simple. We have that for Mini, Oficina, and Reserva. You'll see that with your own eyes. Those are my messages for you. To show you how Arezzo & Co has structured itself and truly has a playbook, a manual, a know-how of how to acquire companies and integrating them, knowing what we should be integrated and what shouldn't, and the timing and the people. This is just a summary that shows everything that I talked about. In the middle are our core brands and the other parts that were already growing, and all of this is based on people, culture, data, and technology. This is the first line or front line here, and our operations will follow this framework. On the left, we have our executives.
They're responsible for the platform that supports the business. Rafael Sachete, Maurício Bastos, Cassiano Lemos, and Marco Vidal. Together with Cassiano, our shoemakers, Ciço and João Fernando. On the right, the ones that are in the front, Luciana Buffara, Fernanda Calegari, and Roni in leading AR&Co as a platform. I was kind of anxious, that's why I said that twice. Renata Moro, to have you over here. I met her when I took on as CEO 10 years ago. Mr. Elie Horn recommended her. She was still at Cyrela. She was one of the most brilliant stories as an executive. I tried to hire her, but I couldn't afford her. She was making more money than I did as a CEO and dividends. We became friends, and she went to Integration Consulting. She led this project, a long project, 9 months. Yeah. It's like a pregnancy.
A lot of people engaged in that. We'll show you our playbooks, so you can understand all the materials. She's just gonna give you an overview to show you how Arezzo & Co is well-structured to continue its inorganic growth.
Thank you. Thank you, Alexandre. Thank you.
Thank you, everyone. Thank you.
It's a pleasure to be here with you. I'm Renata Moro. I'm a partner in Integration Consulting. I've been working in consulting for 7 years, and before that, I worked in companies that were in trans-organizational transformation, such as Santander, Ambev, and even Cyrela right after the IPO. In 7 years, working strongly in this, it's our DNA. It's organizational transformation, and especially the PMI projects, be it mergers, acquisitions, carve-outs. We have over 100 projects developed in the market, and we were chosen in a process that Arezzo was looking for a partner that could come in to systematize knowledge and pave that road on the way to 2154. When we look at the objective of the playbook, we're talking about structuring a tool that would systematize much of the knowledge that has always already been generated in the many acquisitions.
Not only that, we were able to look at what's best in the market to add to what they already did, looking at benchmarks, not only in the industry, but also in a comprehensive manner and absorbing a systematized way all this knowledge. The project was very long. The project was effectively, I'd say, a pregnancy. This says a lot about Arezzo. Many hands, Maíra in representing M&A and acquisitions, and co-with Closer in integration, people that already know about Arezzo and the rest of the market and adds a lot based on how to do things, and especially the Arezzo mentality of building something that would be the foundation to make things happen with a lot of assertiveness. The playbook is concluded. It's already been put into practice, so without a doubt, it is live. It's not a magic formula.
We'll show you that. This is not very typical. I've never shown playbooks before in such a forum like this one. Arezzo believes that the differential of the playbook is the ability that people have to make it happen. As it was built with many hands, it systematized knowledge, and the Arezzo team is fully prepared to make it happen. When we talk about the process of construction, it started off the start with a lot of participation with the companies acquired, a number of meetings to get information from them and how the acquisition process worked, talking about the many different participation. Here we have the name of people that participated and the tactic committee from Arezzo, so pillars from the integration process. We have Niara from human resources, from controllership and technology.
It's the core team that they already know how to do the integration, and even more than that, they were very open to increase the reference and not looking at the acquisitions one at a time, but instead an ecosystem that's being set up, as Alexandre mentioned, and the mission for the upcoming years. An active participation of that and validating the assumptions to guarantee the consistency of strategic vision and strategic planning and the Arezzo culture and the way of doing things, and the board validating that. Lastly, the devil is in the details, and retail is details.
Each one of the topics in the playbook were validated in a very consistent manner by all these different spheres to guarantee that we not only have just a tool, but a way to do integration and a team that's highly prepared with the mentality to advance in continuous learning. Here we're going to share with you two slides that we believe are very important and translate that essence the way that Arezzo thinks. First of all, a clear understanding that each integration is unique, but they do have typologies and learnings that can be translated into the playbook. The second one is a vision of having assumptions, which is the common ground where all the acquisitions will be based on, and understanding each one of them. Going into the typology, so you can understand, and we can give you an example of what we already have in-house.
The first awareness is that we have six different types in-house. First of all, acquisition, where we're going to acquire a brand platform, and Alexandre gave you a very concrete example of Reserva. When you see how that business unfolds, when Arezzo sees a brand and the Reserva acquisition, they see an opportunity of expanding their business portfolio, that's a type of acquisition that's very specific. From the start, when you're in a process to prospect and even structure a thesis, you already have to understand what you're bringing in-house and the role that that company will have in the ecosystem. The second one is a brand with merchandising, Carol Bassi and Baw.
When he talks about a reference store that is born in a city that's also an opinion maker in the fashion concept, it's very important to understand that you're bringing in that position of a creator, and that creator also has to have the room reserved for them in that space of creation, which is different than a brand when you're buying an intangible asset and add it to your portfolio, such as My Shoes. There's also more consolidated licensing, a case that's a reference in the market, which is Vans, doing a different process where you're entitled to sale, you have a different type of interface, and how you can absorb all of that inside the company. We've also have identified two other types of acquisitions.
The first one focused on services, which is the ability of adding to the value chain overall, they're cross services. Here we have TROC and Sunset. TROC, you'll see adding value, not just because of a unique service, but also the attribute of sustainability that's generated for the group. Lastly, the vision of productive assets, where we have Malu Calçados and HG coming in. The summary here, and for all of you that work with private equity many times, this organized vision that we're bringing into Arezzo is, I cannot ruin the toy. I'm buying something. I need to understand what I'm buying and how it can increase the potential of that instead of putting into the, just a single process. On the other hand, I have the knowledge. I know how to do it.
I've systematized that knowledge, and I have to translate that into a practice way in generating effectiveness. On the other hand, we strongly worked on the vision of the integration assumptions. I'm not gonna go into the details here, but in a summarized way, you already know. Services center is always an opportunity when we look at the business, so payroll, accounting, purchasing of products that are not connected to the core business or non-productive. The ERP, that's a differential as well, that's related to management. Another subtle word there that's very important is the awareness that the service level has to be different for those different typologies. Arezzo is getting ready to differentiate and has already put that into practice in terms of different service levels for companies and that are different.
Second point is connected to corporate. That's a clear view of maintaining the essence of Arezzo corporate from cash flow control, treasury management, and policies overall, as well as the technology strategy. Here, very much connected with the customer centricity vision, so the vision of the power of data, so maintaining the power of data of these companies and also information security. In corporate, there's always a vision of using the available knowledge, increasing that potential, and respecting differences, doing work to coordinate, orchestrate, and ensure the essence.
In culture and leadership, probably the most passionate of all, and in a very simple way, from the start, Arezzo will establish and has been establishing a common language with the acquired company, which is the management model, the review, the budget review and vision, KPIs, so that each one of the companies can manage their day-to-day and having a common contract and language. In the same way, translating this way of being to leadership so that leadership can lead each of their businesses. Brands, obviously, maintain the identity of the brand of the acquired company, especially when we're talking about platforms or brands with merchandising or licensees. In a simple way, we have the different types of acquisitions, and here we have the assumptions that guide more than the doing, but actually the mindset of how to do. In a comprehensive manner, the area of integration.
That's the question that always comes up, where do they step in? When we consider the pipeline of due diligence and going through signing, closing, and the integration per se, the integration department plays a role in many different steps. In due diligence, they start to understand the potential risk, the business model, the type, and then they go into planning, where in a structured manner, they create the integration plan and defining what centralized, when decentralized, how fast, what shouldn't be done, working together with the acquired company in that planning process. When we go from day one, managing the change as it's very important to preserve the value that that company is offering the group and bringing into the group. Lastly, managing and monitoring and the ability to embrace the reality and look at that, understand it, and adjust it.
During the flow, the integration department is acting in that very much based on the playbook that you are already seeing. The playbook is structured into two chapters, one about structure and governance, where the role was defined not only for the integration department, but all other departments and how governance works, and at what time it comes into the Arezzo governance framework. What's the profile of the professionals in that area, and how is that sized according to the acquisition pipeline going through the integration process, per se? 10 chapters. You'll see that in each chapter, there's always one page and then the details. As it was systematized based on experience, there are frames and templates that really help in this process and in the entire interaction with the company that was acquired.
To conclude here, I'd just like to stress the points that I tried to bring to you in our entire conversation and in sharing this, it's very clear to Arezzo the importance of integrating an acquired company and the respect towards who's being acquired. Not only valuing what brought us here, but also what can take us forward. Here we'd like to stress six points that are effective in this process. The first one is having a dedicated integration department. These people are ready. They're skillful, not only to put this playbook into practice, but really understand the Arezzo business and especially have the ability of co-creating with the acquired company. That's a key point that is already being carried out.
We have that team, the people, the skills, so it's a way to train people at Arezzo, not only for future businesses, but also the mentality, clarity about the strategy. When I talk about clarity in the strategy is what is going to be done, what is not going to be done, and when. That enables us to manage how the company absorbs that, and especially the next point, in having clarity with the company that was acquired. You'll see the team here from Reserva, and it's very important for them as entrepreneurs understand what the rate's going to be like, what's going to happen, and what they can count on or not. I have many examples. I remember Jaime talking about the speed in the expansion process and the vision that was given. Knowing exactly how those things fit in within very clear planning.
Understanding the culture is a continuous process. We're talking about entrepreneurs. We're talking about a company that wants to absorb or that wants to bring knowledge in-house, so investing time, and there's the rituals behind that as well. Making decisions happen, and that's already part of the DNA, but actually put that into practice. There's an executive committee monitoring that and having the capability of looking at reality, adjusting when necessary. Last but not least, maintaining the playbook live. Without a doubt, it translates the knowledge from the team. The team is ready, but managing that knowledge is ongoing, and we're always going to focus on absorbing that knowledge. I think that's what I had to say. Thank you, Alexandre, for the opportunity and the entire Arezzo team for everything that was built. Thank you very much.
To continue, and going back a little, Alexandre talked about this company's strategic vision, about where we can go and what we've already done. Renata talked about the methodology, how we established the method. I wish we had her since the first M&A in licensing. It would have helped a lot. We have an incredible team, great people. Alexandre talked about the first line that on average has been here for over 12 years, and I'll talk a little bit about my team. How we organized ourselves to get there. To close the PMI topic, we're going to talk about how we went on that path of the acquired companies.
Here I'll mention my peers, the officers that are responsible for the platform, Mauricio, João, Ciço, that take care of the platform and support me, where we structure the support platform for everything that comes into our business. Now to talk about this story. You know well, we started the inorganic movement cycle through licensing in 2019 with Vans, I have to say that it was a very challenging project. We signed a deal in October 2019, we had two months to turn around that operation, the technology, the system, inventory, purchase orders, sales orders, e-commerce. We really challenged ourselves to do that in 60 days. We did. That made us feel very confident that we have the systems, control model, operation model to be able to run that to another level.
Right after that, something even more important came, the Reserva movement, where once again, we had to integrate, and this time with a different type of integration model. Because with Vans, we didn't have the merchant and the product in-house. We had more... It was more about operations. In AR&Co, we had the merchant sizing and the product on the platform and the support there. We were able to integrate and operate that in a very efficient manner. It was a longer project, more complex. It took a year. If you go to the Reserva stores in January this year, you will see our name on the receipt of Arezzo & Co. Our long-term M&A vision is that we have two major points that we have to comply with to say that we've won that process. It's not just signing the contract.
It's capturing the synergies of revenues, because in our M&A or licensee vision, the cost synergies aren't the priority in the strategy because the brands have to have investment, they need identity, they need framework. The actual efficiencies come from synergies and revenues when we capture that by improving e-commerce, expanding the brick-and-mortar stores, all channels, multi-brands, franchises, own stores. That's the value of inorganic movement, and that's what we did with Reserva. Then there's step two, which is as important as that one, but not necessarily as urgent, is capturing revenue synergies. In that case, we mean operations integration and integrating that. It took a year at Reserva. We are done with the two steps, then we moved on to more M&As, two big industrial ones important for the business and to support the platform and the growth of Arezzo & Co.
We've always stressed to have the industrial capability, which is very important to our strategy. We did the two M&As. We've executed the necessary synergies and obviously improving products and costs so that we can sell more and better and having the operational integration. Baw, that's 100% integrated on our platform in the operation under the AR&Co umbrella, benefiting from fashion benefits within the structure of AR&Co and also the systems that we have here. We had TROC and recently Carol Bassi that are already in the integration phase. They haven't been completely concluded, but step one, the revenue synergy and applying our business model, management model, and collection matrix, calendar, and so on, has been completely implemented in both companies.
The day before yesterday, we had the official launch of the store in Rio de Janeiro, the first store implemented by Arezzo & Co. in the expansion project that we've been informed, 10 to 12 stores of the Carol Bassi stores in the upcoming two years. It's the first one. Alexandre has invited you. I'd like to stress that. That's just a reinforcement of our implementation model. About the team. I'm very proud to show a picture of my team. On this pillar, you can see how long they've been with us, on average over 10 years with me, and they're the ones that give us these results. It takes me some time to follow Alexandre in the strategic vision, but I don't actually do the work on a daily basis. I'd like to thank you all formally here. You're incredible.
Just to say what everybody does. Vicky, everybody knows. Mayara and Bianca, strategy and M&A. Silvana, purchasing. Danny of P&A. Adriano spearheading the financial and administrative department. Carina, finance. Edlaine, tax. Edlaine, audit. Kurt. Kurt hired me here 18 years ago, actually, if you don't know him. He decided that he wanted some free time. He wanted to get rid of me, and came back three years later. He came back three years ago, actually. He came back as a consultant, we had a project, and I said, "Kurt, I can't live without you. I need you permanently here." Together with Bianca and Mayara, he's based out of our headquarters, and he does the operational integration together with this entire team that you are seeing here now. Thank you all.
Now over to Mauricio, who will talk about digital transformation. Just a second. Thank you, everyone. Before I hand over to Mauricio, we have three major important financial KPIs. We are very much driven by data and results. Sometimes we have to keep it simple. We have to be loyal to some few KPIs, and these are probably the most important, and spend more time in the macro view. Grow revenues, that is a daily focus here at the company. Driving the revenue, and if we don't sell out in one day, then everybody stops to focus on that. The EBITDA margin, we have to generate a return from that. It's not just for the sake of it. We need margin and ROIC, which is return on invested capital. That's our diligence in allocating our funds, and we go down to the details. It's big.
It's store by store, assessing the ROIC. If they don't give us the ROIC that should be the minimum, we don't operate. Any project or a new brand, a new store expansion, new market, new channel has an analysis about how much will be invested, the resources or funds necessary, and if it will give us the return that we believe fair for our business model. Now over to Maurício. Thank you. Good morning, everyone. I would also like to thank Kurt. He was a great mentor in my journey here at the company, and I'm very happy that he chose me. For those who know him, the bar is high, and if I hadn't been approved, I probably wouldn't be here today, so thank you so much Kurt for the past and your contribution.
For those who don't know me, I'm Maurício Bastos. I'm the executive director in digital transformation. I've been with the company for 10 years. I started my journey very much focused on creating and expanding the Shoes e-commerce and then opening that up further with a bigger technology view, strategic view, and with Society's support, as we need a lot of support and investment in everything that we've been doing in digital. I'd like to start off with a very important statement. If we have a vision of being a house of brands, we're also a house of tech. Technology is key and increasingly more intrinsic in strategy to be able to absorb, as was mentioned in the PMI vision integration, but also simultaneously expedite all these businesses. It comes from deep work from people, team, technology.
We've been developing and piggybacking on what Alexandre mentioned in the journey that started when we went to Silicon Valley, a very integrated vision of technology and systems that can be used and absorbed by all our brands and businesses, so all of the ones that are part of the group today or that can be part of the group tomorrow. Going through this management system, store systems, e-commerce, plant, all solutions are increasingly more integrated and able to support these businesses as a platform. In that same line, we've been doing very important work because like when we talk about building a building, you need the foundation for that. The same thing happens in technology and in PMI as well.
In that sense, we have very clear steps in the playbook that you've seen about where technology plays in and where we can build those connections. That's very well designed today. All the new integrated businesses, as you can see here, some highlighted, they automatically go through being integrated in terms of control, meaning the financial, tax, management, and accounting is already part of a central control tower for the company. I always like to highlight what the master data, which is the origin of all registries. All of that is being born with a lot of quality in terms of raw material, product, customer, and supplier. When that happens, it's much easier to manage, and that's part of our work.
Equally, I would like to highlight the ability that we have today to quickly build and put up a very efficient e-commerce operation, not only technically, but also in operations. That happened with My Shoes, Carol Bassi more recently, and going back 2 years ago with the Vans brand. Vans has a bigger journey. The size of digital and e-commerce in Vans is already 10 times bigger than the business was in 2020 when we took over the operation. We set that up in 13 months. We were able to have the digital operation. About House of Brands, I have to mention something that we are truly obsessed with. The customer's wishes. As we have more businesses, we have more information, so we have a more granular view of our customers. As a management methodology, in the same way with...
that we generate in a structured way the entire layer of results, we also have a customer management layer. We have meetings and rituals to manage our customers. We've been improving a lot in all indicators, and here I'd like to highlight the growth of our customer base. We have over 12 million individual taxpayer numbers on our database, and we started to capture some other things that I mentioned last year during Arezzo Day, which is the synergy in between brands and the synergy in the closet, so to speak. When you look at AR&Co customers today in 2022, 40% have already purchased something at Arezzo & Co. and have an even bigger potential to be explored, not only in growing that overlap, Arezzo & Co. with AR&Co, but also with all the other brands.
There's a lot of room to grow in capturing that. I really like to highlight that because we don't have to invest major efforts in capturing customers in open water CAC, so in fighting over cost per click in digital marketing, because we already have a big customer base, we can work with our own base in a smarter way and increasing the lifetime value of this customer in our business. Our active base has been growing significantly, as you can see, and I'd like to highlight the growth of 25% of the omni base. Those are the customers that in the 12-month period had transactions in brick-and-mortar and digital or hybrid, which can start online and end in a store. Why is that so important? Customers that become omni customers, they're much better. They have higher frequency, higher engagement, higher tickets.
The base of those customers grew 25%. As you can see on the right, the revenues that these customers generated at Arezzo & Co. plus AR&Co up to September grew 51%. It grew much more than the base alone. The more omni customers we have, the better, because the more growth we'll offer the business, and we continue to grow significantly in improving all the indicators when working closely with the brands. About customer and data, both are extremely connected. We've been investing a lot, and we'll continue with that investment priority and already giving you the drivers for 2023 in our data strategy.
In a new perspective, and I mentioned this as a new moment, a house of brands that's becoming increasingly bigger, where we have a 360-degree core strategy when we talk about data, so that we can actually generate value of all the volume of information that we have. The product that is currently ongoing is to redesign that architecture, a technological layer to redesign the architecture to bring in an integrated view of all the businesses and perform more. Having reports and intelligence with much more speed. Another word comes up, which is the data literacy or data culture. We've been adding a lot of energy not only into the technical side, but also the cultural side. It's no use to have information and technology if the team at the end somehow does not use it.
That has been one of the things we've been focusing on a lot. Now considering the last quarter in 2022, we're also taking this data to the salesperson's app and their targets and their personalized targets, so increased tickets or number of bags per customer and not just shoes. That adds value to all sides of the company. Our management cycle, which is one of the characteristics of the solidity and robustness of our business, is already going through the data tools that we have more frequently. We've seen that it's been gaining traction and value, and we have a lot of strong interaction. Even getting on the commercial team, if I had a different vision to look at this at every hour and an indicator closer to conversions and performance store by store.
That really shows data being used to add value, and we have strong sales looking forward. We talk about digital revenues. I always like to highlight this because it's much more than e-commerce revenue. Digital influenced sales in many different ways, and one of them is that we have many weapons in technology in our sales app. At Arezzo & Co, we call ZZ App. At AR&Co, it's Now. It's a technology that's already been used in an integrated manner. There's a CRM and relationship strategy for our salespeople, and it generates an influenced revenue where a salesperson can close the deal and sell on the app or start the journey, and then it will end in a sale later. That has been growing a lot, as you can see here.
Growing the influenced revenues of 2021 versus 2022 is 76%. When you look at the brands, Arezzo & Co and sell-out share is already 30%, so almost or 1/3 of the sales on the store floor were influenced by digital. We've been investing in special products and using technology to expedite sell-out with a geolocation strategy, social media. There's a big layer in that sense. When we talk about e-commerce, which is no longer e-commerce, it's omni-commerce, the vision of everything, because the connection of supply and demand in a more efficient manner. We created a big project that's still ongoing in its final deliveries of redesigning our technological architecture. What we did in data, we did that in e-commerce. We've redesigned in the past 12 months, and we started that last year.
We're changing all our sites, over 10 new sites, new apps for those who don't have the experience of using them or apps that can be downloaded. It's not just a technological advantage or called headless or microservices, but it's a separation of managing code versus what's on top, which is the user experience to gain more agility, scalability and more safety and security in our applications. We're redesigning the user experience. All of the sites are being launched with new experience that's been generating new value in navigation time and conversion have been very relevant as well. When we talk about revenues, before mentioned by Alexandre, we've been growing solidly and consistently, and the main takeaway is that we still see big growth in digital.
When here we're talking about it doesn't matter if it went through the store or the distribution center in sales. Here, the CAGR from 2017 to 2021, growing faster than the e-commerce segment in Brazil, almost 70% growth year-over-year compared to 35% e-commerce growth. Another relevant news is that in the pandemic, as you can see here, we were able to expedite that growth of the channel by almost 2.5 times. In 2021, based on a strong base, we grew 30%. The good news is that in 2022, we're growing more than 2021. If I could highlight something here, the consolidated from January to September, if we consider October, we've already exceeded the results of 2021. Now we have the biggest months of sales in e-commerce, which is November, Black Friday, and Christmas.
Another aspect is constant growth in visits because e-commerce is not just what converts into sales, but the entire brand exposure. Over 170 million visits, we have customers that connect to brands and products and launches, enchantment in using digital as catalog for a transaction that can happen in an own store, franchise, or even in a multi-brand channel. Our apps have been exponential in that growth with increasingly higher participation. Schutz and Arezzo, it's practically 50% of the sales are through the apps, and we've been investing more and more in some special projects that use digital to deliver experience because we believe that a simple delivery of the product is coming from a connection of the store being closer to customers. In digital, we can create other experiences, and this is an example, which is SCHUTZCIETY. It's like a club.
It works with a monthly subscription model. Every month, the customer that's part of the club, she gets a surprise box at home, It creates significant enchantment and engagement. We have a waiting list for over 40,000 people to be a part of the club, We're seeing that it's not just about the subscription, but the customers that are part of that service, they have recurrence and frequency that's 6 times higher than a regular customer. Getting closer to them and this relationship leads to bigger engagement and expands that lifetime value relationship that I mentioned before. When we talk about house of brands, I have to talk about ZZ Mall. ZZ Mall, our fashion platform, launched in 2020. It's the center of consumption for all our brands.
All the Arezzo & Co and AR&Co brands are on ZZ Mall. You have one single app and site that you can consume all of these brands in an integrated manner. We turned things around this year in focusing ZZ Mall on one B layers, on our own brands, instead of looking for other brands outside our company. Since we're the best house of brands, we can service our customers with a full look. We've been growing consistently in revenue, in visits. We also have a payment portfolio, ZZ Pay, that's increasing their recurrence. Relevant information is that ZZ Mall is already in operation with break-even. Even though it was recently launched, it's already positive and is growing sustainably and healthy as all our other brands.
Many avenues that we're exploring through this platform that go from connections of ZZ MALL through partnerships with manufacturers and multi-brands and influencers, ZZ influencers that can set up their store and offer a brand portfolio or even ZZ MALL as a corporate offer and taking Arezzo & Co and Z's in AR&Co brands to your company. What's company? What are their priorities looking at the 2023 cycle under the technology perspective? Here focusing technology connected to the core and efficiency, in data usage, it will be prioritized and connected to a very important project SCR and Cassiano will tell us about, which is a new way to replenish and replenish again our network in B2B.
All of that is related to a new distribution center that will be more efficient in B2B and B2C channels, and technology will be the foundation to support that big transformation that starts happening as of 2023. Starting to evolve in our sites and apps closer to a look of a layer that's putting into practice in customization, so offering segmented products to users and understanding the geographic specificities of each customer in each access. We have to consider the looking at the operation at the end and our franchisees and how we can service these transactions even more when they're crossed. Last but not least, we continue with innovation. We have a very close building, and I invite you to come here, which is called ZZ HUB. It's a building focused on technology, where we have experiences and startups.
We're already launching our second program for startup acceleration. We'll be trying to understand and follow retail tech solutions. All the technology work is already happening in an integrated manner with all companies in the group with a very strong partnership with AR&Co, as you can see here. We're developing all the solutions, and we have an alignment of this technology pipeline in a way that it's agnostic. What does that mean? It means that any solution developed from Reserva, Baw, Arezzo, Schutz, Carol Bassi can automatically be used by any peer in the group and in the ecosystem. That creates a lever and opportunity for synergy and addressing and expediting technology in a significant manner, bringing in solutions that are easily integratable and at the same time scalable.
That's a summary of our technology and priorities agenda for 2023, and I'm at your disposal during the day to take a deeper dive into any of these topics. Now I'd like to call up Cassiano, João Fernando to the stage to continue this.
Thank you. Good morning, everyone. It's a great pleasure to be here with you today at Campo Bom. This is my 10th Investor Day. My 1st was in 2013. It was here in Campo Bom. I talked to some of you who were back at the meeting in 2013, and without a doubt, you can compare and see the differences of Arezzo & Co in these 9 years. The roots and the framework is exactly the same. I have João Fernando Hartz.
He's a great partner, he's opened the doors in Vale do Sinos for Arezzo back in the 90s. With the integration and incorporation of Sunset and HG to Arezzo & Co this year, he's completely dedicated to developing sourcing and costs. On this journey with us, we have our great shoemaker, Cícero Klass, over 40 years of experience. He's the master, and we learn things from him every single day. When we look at the past 2.5 years, the supply chains all over the world, they went through a lot. In this context, our business model with verticalization and the entire model that you'll see during the day was an even bigger differential.
Arezzo was born 50 years ago as a plant, as a factory. In these past years, it has developed as a business model in symbiosis between retail and the industry with a fast reading of what's happening at the end and a lot of implementation and adapting that in the entire chain. This space that you've already seen here in Campo Bom, we internally call it a shoe software plant, where the idea becomes a drawing, and that turns into a sample. There's product engineering to achieve the smartest way to produce that product at the right price. That is enabled when we bring three things together. First of all, the ability to develop products in-house. Second, integrated management, which is close to the supplier network.
Third, a model that's sellout driven, reading the sales fast and feeding back into the process fast. The core aspect of that is that it's cost plus. We have fixed margins where all the people engaged in the process, stylists, merchandising, partners, and plant, everybody speaks the same language, which is the, what is the sales price of that product at the store. The supply chain is constantly evolving, and we've divided that into three major fronts of transformation. The first one is merchandising and supply. Always reviewing the processes to build the collections, which has been increasingly more collaborative with the network, a structured use of data in supporting the assortment information and also managing time in managing per se.
The second front is production and distribution, so sourcing and logistics with the major objectives and always in syncing the demand with the production capacity and logistics delivering fast and integrating channels and having full integration between stores and online. To talk about the main sourcing movement that we've recently carried out, João Fernando Hartz.
Good morning, everyone.
For those who I haven't introduced myself yet, I'm João Fernando Hartz, and I'm responsible for sourcing. I'm going to give you a quick overview about our suppliers and the important movements that we've had in 2022. About our suppliers, today we have currently 70 suppliers in shoes and bags. It's important to mention that almost 80% of our production is done in just one-third of those 70 suppliers. An important thing that happened in the past years is diversifying the map of our production. Historically, our production was always very much concentrated in Rio Grande do Sul and Vale do Silos area. To support our fast growth in the past 2 years, we've diversified a lot our production in the country.
Another important aspect that I'd like to highlight, something that we are very proud of, is that by the end of this year, all our suppliers will be certified by Livitex. About the important movements in 2022, the first one is own plants. We have 3 important movements in our own plants, and one of them was reopening a sneaker plant in the city of Veranópolis, 2 hours away from here. That happened at the end of last year, but it actually structured itself. It gained momentum this year. We've produced 6,000 pairs per day, and given the labor that we have in the region, we have a good potential to grow. The second movement was buying this plant in the city of Alagoinhas in the state of Bahia.
It used to be a Malu plant with a huge potential for growth given the quality of labor. We're already producing 7,000 pairs of shoes per day. The third one is an on-demand plant in Rio de Janeiro from AR&Co. Second movement, incorporating Sunset. It's an export agency company and not only producing but developing shoe wear for the U.S. and Europe. Sunset, in the past years, has been responsible for approximately 50% of the Arezzo & Co. shoes and 100% of the bags. What does this acquisition mean? Increasing the sourcing capacity, strengthening our product culture, and a huge possibility in expanding exports. The third movement is incorporating HG, our bag plant, where we're well advanced in developing the prototyping plant, which will be the bag software plant, giving us the verticalization in P&D...
Excuse me, in research and development of bags and more agility and efficiency in bag production. That's what I had to say. Thank you. Great, João. What we see is that the sourcing movement is done to support the possibilities to grow the brand. Each one of these movements is done to service the needs to grow the brands, and there's opening up a possibility of exports. We're very excited in building this bag software plant. Now about logistics. The mission of logistics: to deliver fast with as much efficiency as possible. Our current logistics operation is in three different places. The biggest one is Cariacica, state of Espírito Santo, where we distribute to all plants and stores for Arezzo & Co. In Rio de Janeiro, we have a similar operation that distributes to stores and e-commerce for Arezzo & Co.
In Rio Grande do Sul, dedicated to exports. About the logistics movements, there are two main movements. The first one is to expand our operating capability and the second to evolve our distribution model. In March, we inaugurated a new distribution center for Arezzo & Co. in Rio de Janeiro. In the 1st quarter of 2023, we'll operate a new distribution center in the state of Espírito Santo, which is a reason for pride. I'd like to share with you a video showing these two operations. Those are the main movements that we had in production and distribution, in sourcing and logistics. That's the path we're taking. I'd like to go back to the previous front, which is merchandising and supply.
We have a product management model, a platform that has been used and improved for many years, supported by many tools, and especially the E-showroom, which is a model that we like to say that it's a true plug-and-play, and we have many examples. One that I'd like to highlight is Reserva Go, that's accessories and shoe wear for Reserva, that up to 2021 it was done through licensing. We've changed that to our new model, creating a collection calendar with more frequent collections and reviewing the way to do our sell-in and implying the showroom with an integrated management of the plans and reacting fast to sell out and learning from sales and adding that to assortment. In the first year, we achieved an objective that we had established for 2022. In 2021, we achieved the objective for 2022.
In these first nine months, we're doubling sales at Reserva Go in all channels compared to nine months last year. The model is solid and well consolidated. At Arezzo & Co, we're always challenging the status quo of things because we know that something that works today very well may not be the ideal for the future. Within that spirit, in 2021, we started this project and called it SCR, a new model of supply and relationship, where we have challenged our entire model. Something that we did from the start was to assess the purchases of each franchisee, understanding their assertiveness level and what they would predict in sell-in about what they would have in sell-out, to identify patterns and see that if it was a recurring pattern.
A discovery that we had is that for fashion items and items that have never been in stores before, and that would be most of our products because we want to awaken desire, and more assertiveness is from a group of them. The theory of crowd says that the best estimate is the average of a large number of people. We observed that across decades, we have developed a group of hundreds of buyers that are the multi-brands that really understand their cities, and that the group of those orders has a high assertiveness level, but individually they aren't the best orders. The challenge that we had to take advantage of our potential of being a larger network wouldn't be to eliminate the sell-in step. That was one of the things we considered.
Instead of that, finding new ways to use the knowledge from the network in that network in favor of a better result. We've split those changes into three major pillars. First of all, about the purchases. In our business process, and this is a pilot always in the Arezzo brand and franchisees, we have a step. Because after we present the collection in the showroom, we get the orders, and we know what was well bought and what was not that well bought. We created a methodology and a tool so that we can turn that global order into better individual orders. Within that front, other movements were developing the models for the orders and then behavior in size, and all of that would be incorporated into the interface in our showroom.
The second major front in trying to take advantage of the network is replenishment. Here at the company, our program for continuous replenishment of timeless products is already well organized and can account for 15%-40% of volume sold that are part of that continuous replenishment program. We also saw a huge opportunity so that in certain products in the collection to have an operation that services centralized inventory for all stores and e-commerce first where the demand takes place first. The third one, relationship with franchisees. We know that the channel integration depends on aligning the interests and excellent execution, so we implemented a program of excellence in omnichannel. Technology is the means for all of that to happen.
We're piloting and developing these tools and integrating them in a big platform that has four modules, one dedicated to planning and other decisions of assortment and automatic replenishment. Fourth, the our management replenish what's being selling, repromote what needs more, reprice when turnover is not adequate, and recollect and reactivate. All of that is being developed based on the interface at the end with the two tools that exist, the E-showroom and ZZ Net for the entire management part. In terms of results, we're piloting these tools in an isolated manner, they're in different stores, and we test, learn, correct before we scale. The first results have been very positive. The stores that have implemented these tools in the winter had not only better gross margin, but less leftovers at the end.
The specific operator in São Paulo, we implemented more of these tools and had sell-out 4% higher than extrapolated in the Arezzo franchisees that would represent BRL 50 million in a year. Regarding the implementation plan, in the winter, we had a lot of proofs of concept developing tools we're unfolding in the summer. Q1, 2023, there's a lot of way to develop the new distribution model, and we'll do that during the year, and we're always testing on the Arezzo franchisee network. Those are the main takeaways in the supply chain area. Now I'd like to ask Marco Vidal to come up and talk about our ESG initiatives. Thank you. Good morning, everyone. I'm Marco Vidal. For those who don't know me, I've been with Arezzo & Co for 9 years.
First year and a half still as a Falconi consultant, then after that, as an executive and partner at Arezzo & Co. It's a pleasure to have you here. This is our home, our headquarters here in Rio Grande do Sul. Welcome. I'm responsible for people management, sustainability, expansion, and institutional relations. Today we're going to talk about people and sustainability. Starting off with people, we are a house of brands, but as Mauricio mentioned, we are a house of tech and a house of people. After all, people are our biggest asset. We're not a company of a lot of plant, property, and equipment. At the core of our organizational structure, you can see that our purpose is to interpret trends and awaken desire, interpret trends and behaviors. That can't be done through machines or setting up or efficient algorithms, but instead of that, through people.
Our biggest investment, without a doubt, is in our team. For that, we need the best professionals in the market with us. That's not enough. We have to be sure that they are engaged and connected to our culture, and we have learning and stress this even more. The pandemic was a period where we reinforced that with a lot of clarity in-house. When we take a look at our principles that are commandments that are non-negotiable, so six challenge, transparency, passion, union, engagement, and flexibility, we are very transparent with them from the time of recruitment and selection and the continuous work of reinforcing them when we're developing our team. Without a connected team, we know that's not how we're going to deliver the best results.
About developing people and our cultural aspects, the big differential in our business is how our culture, how our management model and governance connect. We have a management model and a way to treat and develop and handle our house of brands that existed way back when our organic growth was happening, and we've replicated that to inorganic movements that have been taking place in the past 3 years. It was our thesis that this management model will also be replicated, and that has shown to be true. I'm going to talk about that now, Jaime will talk about that in the afternoon. What I'm saying is, everything that is face to consumer, meaning what the consumer resonates with us and what we're working on to create loyalty regarding each one of our positionings is the responsibility of the leadership of those brands.
We're talking about product development, marketing, and merchandising in our channels. Everything we call common ground, meaning it's not face to consumer, it is a non-negotiable aspect in our business. All of that should follow in that support platform to support the business, and Sacchetti showed us in the organization chart on the left that are people that are presenting here today. What do I mean by common ground and non-negotiables? The principles and values of our business, our code of conduct, customer-centric, like I mentioned here that the brands work on focusing on consumers, our sustainability policy, compliance, management model focused on results, and obviously the synergy and operating efficiency of everything that the customer is not in contact with or doesn't necessarily have the perception of added value.
The model that we worked on our house of brands with the organic movements, we've replicated it to the inorganic, and that's how we plan to continue with the new ones if they happen, as Alexandre showed us, as we are aware of all market opportunities. Still in management and governance, our management team is really there with our board of directors. How does that work? All committees that support the board of directors have at least one member or one person from management as a part of that.
That ensures that the analysis of opportunities and strategies and defining those strategies is done with assertiveness and practical knowledge of how our business works, consequently unfolds and quickly is applied to our business, to our team, and the tranquility and the confidence that the what is being delivered and how is being delivered within the excellence and compliance model that the board of directors expects from company management. I'm going to show you a video that shows some of the KPIs for people that we've been working on and the image of some of these leaders that have been spearheading these 7,400 employees, direct employees that are Arezzo & Co. Among the officers, directors, 50 employees, and we have 3 that were hired in those positions, the rest of them were internal growth.
That shows the investment and priority that we have to develop our team. Now to talk about sustainability. This is not new to us, but new in the sense about how we work. If I could give you two examples of why I'm saying it's not new, it's that because in the beginning of the 2000s, there was already a big concern spearheaded by Anderson in industrial aspect, which was formally undeveloped to work on disposing industrial waste to avoid that they affected the environment. Another one is the transparency in the pricing process from producers up to the end at distribution, a transparent process that to this day works in the same way. The involvement of the entire chain with care and the guarantee, and everybody knows how that works. To guarantee the feasibility of all the different businesses that exist across our chain.
The new thing is how we structure and organize that today. Today, we have a formal department led by an executive manager and a team with over 10 people leading the structuring of our sustainability topic and how that will be developed and unfold into the company. As a standard, we have sustainability, and our mantra is sustainability as a standard with a level of differentiation between the brands organized into three major pillars. Responsible production, healthy environment, and empowered people. Each one of these pillars with many different fronts implemented and launched, and some public commitments that you can follow on our annual report. Many KPIs where I will highlight four that are part of the variable compensation of our executives, especially C-level. All of C-level, but some company directors as well.
I'll open each one of these pillars to give you some highlights of each of them. First of all, responsible production, where without a doubt, our major concern is social and environmental compliance of our chain, knowing that one of the biggest competitive advantages for us to guarantee that is that 97% of our production is in Brazil. 90% of shoes and bags produced in the area of Vale dos Sinos. In-house, in our territory, where we know we're close to our manufacturers, and we can guarantee and identify opportunities, training, and monitor audited, and audits and certification. As João Fernando mentioned, our target is 100% certification through ABVTEX. We already have 91%. Here we have leadership in the sustainable seal certification. We already have the diamond seal here at the plant, our role is much more important than that.
We are leading the movement here in the Vale dos Sinos area to not only make our plant, but also our direct employees and the entire valley here certified with or sustainable origin, making this region the first region in the world with a guarantee of 100% certified shoe wear that come from materials from sustainable origin, in addition to the sustainable seals that from ABVTEX. It goes deep into the environmental aspects. If you'd like to learn more about that, let us know. We can talk too. Also under responsible production is the origin of our leather. It shouldn't come from deforestation areas. We have two certifications that we've been working in the past 3 years to guarantee that all the companies are certified by internationally recognized certifications, and 95% of the leather that we use already has that certification.
That's not enough for us. We are already the first company in the world that produces leather products implementing blockchain technology for the traceability of the origin of our leather. We started that project this year. The entire chain has been mapped. 75% of the APIs have been concluded. 7% of production is already tracked. 20% of total shoe wear production by the end of this year will be tracked. By 2030, 100% of our shoe wear production bags will have traceability down to the production farm. If you'd like to know more about that project, contact us. About the healthy environment, our public commitment by 2024 to have 40% of materials with a lower environmental impact. We're currently at 27% on average with our brands. This is QR code.
If you'd like to learn more about the list of attributes available for our production team for product development. As an alternative, you can see the depth and the size of the opportunity that we have to work on that topic. In that same pillar, we have greenhouse effect gases. 100% of scopes 1 and 2. Emissions of scopes 1 and 2 have already been neutralized in the past 2 years. Scope 3 mapping has already been done. The Global Compact and Business Ambition have been signed, knowing that next year our target will be based on the SBTi criteria. 100% carbon neutral in OMI and T-shirts as well. In the circular economy, our circular platform truck using our breadth of brand share. We have places for collection and all of that using our network of almost 1,000 stores available for customers.
In circular economy, reverse logistics with points in 12 Arezzo & Co stores and 8 AR&Co stores. About empowered people, now I would like to highlight diversity and inclusion, specifically race. We held a very deep census to handle all diversity and inclusion aspects. Our priority, without a doubt, is to ensure the advance. As you can see, 37% of our audience is already Black. That's an advance. The target was 35%. Training for over 2,000 people in diversity and inclusion. Affirmative action program, it's an internship program that started off last month with over 25 youth, Black, that will be developed in the company. They're interns. In the census, we found that 85% engagement of the audience, 25,000 qualitative answers. You can see the size of the mass and raw material that we have to work on this topic.
As affirmative action, bags specifically developed for people that are Black. Diversity and inclusion manual, there's a QR code here if you'd like to see that. That's what we use for training and developing the entire team and distribution network. Social responsibility, this is an important example of maintaining the cultural aspects that we have for what's faced to consumer. The Reserva Group has been working on something since 2016, and now we do it, which is fighting hunger in Brazil. It's the 1 P, 5 P for 1 piece of clothing, 5 meals are offered, and that's exponential because by November 2020, 40 million meals were offered, and we pretty much doubled that in 2 years. It's a geometric projection. It's our commitment to fighting hunger in Brazil. Some of the recent acknowledgments that we received.
The Sistema B that was promoted this year, 18-month work. For those who know the certification, they know how deep it is and how you have to prove everything. The main highlight here for the Sistema B is integrating the sustainability teams from Reserva and Arezzo & Co. Another important aspect of synergy between the M&A movements. Reserva was already Sistema B certified, and by integrating the teams, it made it easier to have that in record time. Without a doubt, another advantage that we have through the inorganic movements. To conclude, I'd like to show a video of our positioning, of our sustainability pers that's promoted internally. After that, the QR code for those who didn't have access to the annual report that's on our IR website. You can also download it with the QR code. How can you make fashion more sustainable?
How can you take new steps in the world without leaving a negative impact in the world? Here at Arezzo & Co, we ask ourselves every single day. The answer is more than just words. The answer is action. We act with determination. The entire life cycle of our products matter, from choosing responsible raw material up to understanding where that product is going after being disposed of, always encouraging the circular economy. Our target is to lower and neutralize greenhouse effect gases, in addition to working to decrease waste and residue generation and disposing them correctly. How do we generate value to society? We believe that based on developing an ethical, responsible, safe, and sustainable chain, everything starts with transparency. We commit to a production chain that is certified and can be traced. That's why we're recognized for sustainability practice.
Our brands are made of people, by people, for people. We want to provide an inclusive, safe, and prosper environment for everyone. We invest in developing employees and partners, in addition to acting with social responsibility in the surrounding communities. The journey for a better world has only started, we're proud to be able to build that path. Arezzo & Co wants a more conscientious tomorrow, responsible and diverse. How about you? Join us. Great. Thank you, Vidal, Suellen, the entire sustainability team. We're reaching the end of this first block. We're gonna open to the Q&A session. Just to recap, we had the opening with the strategic vision, a vision of all addressable markets, everything that we've done so far from establishing the company and generating sustainable value that we had.
Renata from Integration showed us how we've implemented the playbook and ready for any type of integration and acquisition. Sacchetti showed how our shared services area and legal and finance and other areas work together with all our acquired companies. Maurício showed the house of tech. You can see that sometimes it's mandatory for a company, but sometimes companies suffer with that, have some trouble in that. Here it was much better. We didn't have any issues with that. Castor showed us an integrated Value Chain, our supply chain from merchandising to sourcing, and especially our investments in distribution and logistics. After that, we had Vidal showing our entire vision of people management and important data about our employees. Now we're going to listen to you during the Q&A session.
I'd like to invite everyone who presented to take a seat here. We have some cheese puffs from the state of Minas, although we're down south. We're running a little late, let's begin our Q&A session. Sacchetti, Maurício, take a seat, please. Carol Bassi, Caio. We just inaugurated the Carol Bassi mega store in Rio. We're gonna show everybody a video of that. If you're from Rio, you should go there. It's awesome. Let's start with Daniella over here. Can someone hand her a microphone, please? Thank you for taking my question. This is Daniella from XP. It's very clear about how you're ready to do the integrations, and you've done that well in these many different movements. The playbook stood out to me because it seems to me like you want to continue to do this, and not just a little.
Even when you showed us the cyber web chart, Alexandre, and all the opportunities out there. I'd like to hear your updates on prioritizations. I believe there may be many opportunities, many sizes, many complexities. If you could tell us about your mindset when you see all these opportunities, where would you focus more? Even the ability to manage all of that or even digest all of that in the sense that after all of these, because you've done one and then another one and then maybe a smaller one, are you ready to do some simultaneous movements depending on their size? Thank you. Thank you, Dani. Excellent question. On the way to lunch, I think all of us will be here, right? There are 25 and 12 executive coordinators and the managers about 50. We have something really good here. Everybody works hard.
You know what? They wanna work more. People are kind of crazy around here. Everybody wants to do something. When you give them a challenge, right? They want more challenge, they want more, they wanna do more. The most important aspect is people. Once I was with Beto Sicupira in 2014, we were dreaming about the international acquisition. I had lunch with him. First thing he asked, "Do you have people for the acquisition?" I said, "No." "Okay, then give up." Now we're exploding. You saw the numbers here. People, how long they've been with us, our synergy as a team. We have a lot of people here, good people at the company, and they wanna do more. That's the first attribute. The second is our ability to operate, how we learn. That integration work is amazing. It's clear.
The rights and duties, how to integrate. Kurt, with all his experience here at Arezzo & Co, dedicated to that. Today, we have a department of 14 people that don't work in the operation, but they're on our case for leveraging the data, right, Sacchetti? We have 14 people that are ready for the integration of all area, tax, systems and other areas with a lot of will and appetite. From the founder, the controlling family, and we wanna be here in 2154. In Italian, they say, "Piano, piano, si va lontano." The north is clear, and it's about continuity. Mayra's department is very well-structured. Bianca is awesome. She's the youngest in Sacchetti's team in the sense that with us, she's been here for a year. She comes from a big company that had a lot of acquisitions.
The banks, when they see our model, they're like, "Did you set up an IB?" Because what we do internally today, I probably talked to about 30 companies, and I have to say that we have an MOU that's signed. We should announce an acquisition in January. Not that big. It's an add-on. Focusing on distributing our channels... On improving, excuse me, distribution of channels. We've done on average 3 acquisitions per year. About the size of the acquisitions, company is ready. There are some things that you just can't control.
If I want to implement a distribution center in Canasvieiras for 50 square meters, I can hire a company that's gonna do a build to suit, and an automation company can hire a WMS company, hire people, train, set up a schedule, and it's up to me, you know, to follow that schedule, and it's gonna happen in 12 to 18 months. In acquisitions, it's not like that. There's a lot of things behind that. You really need to see if there's engagement, if there's the will and the synergy, not about the number, but about the vision and the purpose. That's fundamental. At the end, I listed focus on 2023. If nothing happens, we have Carol Bassi. We're gonna open up her second store in Belo Horizonte in December, 3 or 4 next year. They're gonna be awesome. We have the continuity of Reserva.
We're gonna show what the AR&Co ecosystem is today. We have organic growth of Arezzo & Anacapri. We have the U.S. operation. There's a lot to be done in organic. 50% growth in 2022, that's very high growth. We're gonna go over 5.2 billion BRL. You can write this down. We're gonna go over 6 billion in organic alone next year. We're already a much bigger company than we were pre-pandemic, and we're ready to continue on that inorganic growth, but in a very careful, structured, diligent manner. The company has an owner with control. Everyone here is a partner. All of us, we'll care for the continuous valuation of our shares, and we don't give up on cash generation.
That should be more analyzed when our peers are compared to us because we haven't learned how to not generate cash. Okay, there may be a period where we pay less dividends or because of an acquisition or COVID in 2020, but there's a rule, BRL 1 of dividend per share, as if you're counting on that money in your account as a shareholder, right? Every quarter. You have to consider all that. Leverage is something that's another case. There was the follow on. Pre-follow on, we paid the acquisitions. We grew a lot. We put in 20% of the growth into working capital. We increased BRL 1.6 billion in our revenues. 26% is working capital. That's BRL 320 million plus BRL 250 million that we bought for the acquisition, BRL 150 million for CapEx.
We are willing to continue in a very diligent manner to maintain that because if I don't, I'm gonna lose you guys. That's what people want. Testosterone is skyrocketing here. That's the path. Hi, Alexandre. Thank you for taking my question. Great presentation. I'd like to explore, especially with Mauricio, the data side. You mentioned about the closet synergies. What can you tell us about what's on your radar and maximizing LTV over CAC looking forward? Okay. Thank you for your question. As I mentioned, I placed a lot of emphasis on that. That's a priority for our strategy. We've seen that we were very happy in the integration process. In AR&Co, there are this data strategy that was well built. What we're doing now is in a central architecture. It's centralized.
We have all the data of all companies encompassing the entire business chain, sell in, sell out data, customer data, even navigation data. What I can say about that is we're already starting to extract value, as I mentioned. We had a significant volume of AR&Co customers that are now consuming in the Arezzo & Co. brands, but the potential is still big. We've been increasing the metrics and lowering CAC and increasing LTV, but the potential is still much greater. When we look at the whole thing, we see a potential of at least doubling the relationship between the brands, and we start to activate that because if we consider all the data that I mentioned here and use it that in cross-marketing strategies. At the end of the year, November and Christmas, you will potentially see and being activated by those changes.
It's about there's compliance and safety, the Brazilian Data Privacy law, LGPD. I can't start off with initiatives in the entire base, but I can use the ones that we have and invite another one and cross-sell between the brands. At the end of the year, we'll do much more. We've been working on that new architecture that will start coming in with a layer that's not that significant today in the more predictive side, looking at data and pointing out strategies and future behaviors so that we can be more effective in segmentation. That would obviously bring in more revenues, being faster and adding to data.
The change that we made that's part of the evolution and learning process of ZZ Mall to be 1P, where you're gonna work in data edification, 'cause we're gonna have customer data for multi-brand. About what Alexandre mentioned about ZZ Mall, not only cross data from brands, it has to be a very interesting source of information. We start to understand who consumes Arezzo, Reserva, if it's Oficina, what it is. You should... 40% of Arezzo & Co customers buy at AR&Co. There's a huge potential to be explored, and we've been able to extract a lot of intelligence.
Something else that I didn't show here, and we've been seeing that in part of our strategy, that we've been capturing new customers for the Arezzo & Co base 'cause we're bringing in younger communication, using networks such as TikTok and use the database that are still not buying Schutz and Arezzo, but that's generating new users. Through the platform, we can connect them. Maybe the percentage of sales that ZZ Mall has on the app that's higher than the average in all the programs that are gonna be launched for loyalty and cashback by ZZ Mall. Yeah. As Alexandre mentioned, in the ZZ Mall app, we have a sales volume that reach almost levels of 80%. It's very much driven by apps. It's funny. From TikTok site. TikTok doesn't exist. It's mobile or the app.
We've been going into some of the fronts, and one of them has been expanding in scale, but it's running for a while, which is the portfolio that I mentioned for payment. Everything that you consume in the AR&Co and Arezzo & Co brands lead to a benefit to continue to consume. If I buy shoes from Schutz, I can have credit, and I can use it at Reserva. I use at Reserva, I can get a benefit, and I can use it on another one. You make the gears turn in a more strategic and intelligent way, and that increases the potential of the assets that we already have in-house. Hi, Alexandre. Congratulations on the event. It was great. On my side, I'd like to explore the potential new markets that you've mentioned, especially on the format side.
I'd like to understand if in the company strategy you move forward as a franchise, women's apparel and Schutz in the future or is there a difference in the shoe operation, women's class A shoe wear operation to class B or C or even apparel that would make sense to have own stores or only use multi-brand as you mentioned? Yes, there is. If you analyze the Arezzo story since 2000 when we grew, it was a business that was highly focused on franchises. Schutz that was multi-brand, focused on that. Up to 2016, 2017, franchises were at least 50% of our revenues. There was the organic growth, but some channels like digital, they've been growing more than the franchise business. Mainly based on franchise for our business is Anacapri and Arezzo.
Schutz has own stores, e-commerce and multi-brand which is higher. We want to increase the number of own stores for Schutz. You're right in that sense. Some brands we believe add on to each other because the places where we've opened franchises and consequently mono brand, we're not servicing multi-brand. That would add on in that sense. The Barra stores that are opening now, 2 have opened, 3 more will open. The Barra store is a big success inaugurated last week in Rio de Janeiro. The style and size would make sense for a franchise, there's not a one-size-fits-all rule. Each brand has its own reality. Carol Bassi is 100% own stores. Alexandre Birman, 100% own store because of the CapEx and the control that we have to have.
We even studied that with Carol Bassi to use the strength of local ambassadors because there's networking work that's very strong. They can formally hire these ambassadors which would receive commission, for instance, but they wouldn't be the store owner. We thought of giving them a share in the store, but at the end of the day it would be too complex. Each brand has their own reality. Vans had a bigger exposure for own stores than franchise, especially because of the margin and how it makes sense. If you look at it in a more comprehensive manner, the percentage of franchises will continue to remain stable or decrease. We'll grow the number of own stores, multi-brand stores and the pace of e-commerce. In November, even a very high base, we have same-store sales of almost 30%. Right, Maurice? More than that even.
Good morning, everyone. Thank you and congratulations on your presentation. This is Soares from Citi. That's an important aspect. Yesterday in the call, we talked about growth in the medium term, right, of legacy brands, and you mentioned the historical growth of those brands as a proxy. Piggybacking on that channel mix and expand in multi-brand and own brands, considering the legacy brands, where do you see the biggest opportunities among the brands that you have? Where do you think you can expand further? Where do you think multi-brand could be a big traction strength?
Well, let's start with the legacy brands and the Arezzo brand. The result that explains that success of Arezzo in 2022, in addition to strengthening the brand and making it younger and with a different customer base, there's also a matter of the digital strength of Arezzo.
I would say that it wasn't explored enough. In addition to strong digital growth and positive same-store sales of the brick-and-mortar stores took Arezzo to the 38% level growth. What's the capacity and size of continuous growth in digital? That's a great question because every month we are surprised by the power that Arezzo has in digital. The number of access on the Arezzo website alone. Give me an average number month. Arezzo average month, about 10 million visits. It's a lot. 0.8 conversion. It depends on the period. Approximately that, yeah. For our industry, it's an okay conversion. 1% is good, right, for our industry. There's room to grow. If you take the 0.2 on top of 10 million, that's a lot of sales. Arezzo digital has a potential for growing.
The number of Arezzo stores expansion should achieve 450 stores. The increase of the size of the same stores is not a reality. On average, there's a good size for the stores. When we start renovating the stores to improve the experience in the bag category, but it's work that it's not exponential growth from that. Revitalize and see an opportunity to grow Arezzo multi-brand. There's the exclusivity that was given in the past, and we maintain that with a lot of loyalty. It's a partnership work. We have very old franchisees, low turnover. They're partners. We've been with them for a long time. We don't want to get to any discomfort and focus on multi-brand and affect them. Anacapri multi-brand growth, there's a lot to be done.
Expanding the profile to more democratic stores has been bringing on good results. Investing more in marketing, you need more awareness. In high summer campaign with Juliet, many of you were part at BTG with a lunch where Anacapri was the only brand that wasn't highlighted. I said in the second half, things are gonna turn around. There's product category. Anacapri was too casual. It came into the fashion, moved into dressy and more shine, and we created the platform. We invested a lot more in marketing, not only for having Juliet, but everything we had behind that. There's multi-brand. Schutz at this time, that multi-brand is very strong. There's the Schutz stores. How apparel will work compared to shoe wear, we might have to buy back some franchises to have an own store experience. Like the other question, we don't have one single answer, so we're ready to understand the specificity of ea ch brand.
Good morning, everyone. Congratulations on the event. Felipe from Goldman. Among the new verticals, I'd like to explore the hidden part of the operation, so sourcing. If you have 50 years of experience and establishing a supplier chain in shoe wear and bags, right? In shoes and bags. When you look at apparel, especially for women's apparel, which is a huge assortment, what are you thinking in that sense? Does it make sense to internalize a part of production? Would it make sense to have acquisitions in that sense? What are you thinking in that sense?
I can start and Jaime, if you want to. Jaime, you can start. Caio, sourcing and Carol Bassi, we've tripled the volume for Carol Bassi in the second half of 2022, and we've done that well. A while back, Cassiano supported that. Women's apparel, it's a point of attention that we had, but we did invest a lot in that. Jaime can talk about Reserva all the investment that was made, and Cassiano is the maestro. You can start.
First of all, thank you for your question. When we talk about developing for a new business, and for us, Schutz apparel is new. Sourcing is just one of the challenges, and it's not the first. The first one is developing a product mix and get the models right, the modeling right, and styles right, and materials, and balance, and how that's going to work.
Obviously, to make that work, it's very important to have sourcing behind that. When you're still learning all of that, it's more important to have the ability of making that feasible, even if not with the best margin because the volume is too low and for the next step, 'cause then you're gonna structure the production chain. What we've done since the beginning was we've set up a studio for Schutz lifestyle where we have style, merchandising, product engineering. They all work together. It's very much in the beginning when we compare to the software plan for Shoeware. We're looking to create that magical form and getting the right stylist and product, and then we distribute that together. Partners have finished goods in some product lines when we have other types for other products.
There's a huge exchange with the Carol Bassi team because leadership in both businesses is with Mileni, she bridges that. It's a lot of learning with Reserva in Rio de Janeiro, which from the start we were trying to bring in all the processes and even the harder part in systems and how to control all of that in production, fashion productions. We learned that from Reserva. We already have very important partners in development, each one specialized in their own product category. The first challenge is to really get that right. When we do that, then we can scale with margin gains. Hi everyone. Good morning. At Carol Bassi in 2022, I can say that we're flying high. We really grew our production by at least, well, doubled. I don't think it tripled 'cause we were conservative.
We knew that these stores would be mainly for the last quarter. We've been learning a lot with Cassiano, and we were at the Reserva offices to understand how they do this so well. Our case was a bit easier because we already had production. Production plants that are already making for Carol Bassi, but at lower volumes because we only had one store. We didn't have e-commerce. These suppliers like to work with us because we gave them challenges of making very noble products with very sophisticated raw material. Now for them it's good because we've increased the orders and they're ready to increase the volume. That's my side. Thank you everyone. Just to add, I'm back here. What Cassiano and Caio mentioned, we have a lot of integration, and technology is very similar of what we do for apparel. That's your question.
Not for men, but also for women. Women is a bit more complex, women's apparel. What Mauricio mentioned on integration, and we'll talk more about this in the afternoon, what we had best in both systems. We had systems that were ready. The studio that we have at Schutz, we also have one at the Botafogo office that's also used for Reserva. That's the women's line at Reserva, and it also helps Schutz in apparel and also loans intelligence to Carol Bassi. When we buy raw material, we can mitigate the risk of inventory if we postpone production. This is the end of the first block. One more? One more. Okay, one more. Then after that I'll explain what we're going to do after the Q&A.
Real quick, Joseph from JPMorgan, congratulations on the event. My question is about the acquisitions you have MOU signed for services. When you look at the ecosystem for Arezzo & Co. and AR&Co, we see logistics and supply chain, AR&Co being stronger. Thinking in the more comprehensive manner, what do you think is the biggest need to take off the growth in customer base and much more than that, the omni customer that seems to me like it's double than average, right?
To create that loyalty. The MOU is for a brand, actually. It's a brand. A more specific, it's a niche brand, but a very interesting brand that will add onto our portfolio. About increasing the customer base, we have 12 billion customers, over 4 million active, 6 million active. For our target audience, our customer base is very substantial. Through investments, you can tell from what we've been doing to especially to improve experience, not to capture customers. That's a reality in the U.S., here in Brazil, it's more about converting and retaining. It's about the churn than actually new customers.
Perfect, Alexandre. What Alexandre, last thing he mentioned. Growpath is one of the startups that was accelerated by our program, ZZ HUB, the acceleration program. It's an ad tech, we invested and became partners of the company. The objective is to train talents and developers in technologies. It's a strategic partner in that process to improve experiences and journeys. As Alexandre mentioned, even though we continued to capture new customers. There's an opportunity given the size and breadth of the brands. We want to focus more on working more on the clients that we already have. How do we do that?
One of them is cross-selling between brands. Brands are communicating in a cross way with these customers. In another way, where we have some deep work that will increase even more, is offering a directed or targeted and personalized offer. All the data and experience that we have been creating with ZZ Mall, the subscription club, all the fronts that we've been building help us to better understand customers. When we do that, we can bring in strategies and more assertive proposals, and that increases conversion a lot. On average, it could be lower. When we look at clusters, we have different type of conversion, and it's a cycle where we see a lot of opportunities. There's a lot of value that can be unlocked in that sense.
To conclude your first question, you'll see with your own eyes now, you've seen the more theoretical part, so to speak. We have a business system that's completely unique by controlling R&D, which is shoe software with a multi-channel platform, own stores, and franchises that is really the differential to add on new brands and even in shoes. The Ambev management model and efficiency in plans, that's something that we have in our reality as well of efficiency in the fashion business. Reserva will show what it was before Arezzo & Co. and now after. Based on that spirit, we are ready to make these acquisitions that add on to each other, but at the end, we'll add. Differently than a player that would make these companies more like satellites, here we have this threshold of what can be integrated and what Renata created for us, which is like a mantra.
Thank you. Thank you for the first step, and now Flavia will explain. This is a very long part, and this is the nicest part. Here you've seen our collection. That's nice. Now you're gonna see the product and the plant. You're gonna see the show happening. I hope everything works how we set this up. Flavia will tell you in listening, Milena will take on the position of the guides. We have some restrooms there. We have 5 minutes, and then we're gonna have a route here to follow. Flavia will explain that. Don't forget that we're running 15 minutes late. We have a 5-minute break.
We'll continue visiting the Alexandre Birman and Schutz plant. If you have a blue bracelet, go with Milena. Milena, blue bracelet. You'll go to the Schutz plant. If you have a white bracelet, you'll visit the Alexandre Birman plant first, then we'll switch. Our other directors and officers will be a part of the visit. Enjoy. Thank you, everyone. First step is over. Thank you.
Good afternoon. It's not gonna be easy to compete against the barbecue and especially with this AR&Co mall. We're very proud. It's the first time that we can bring together all the AR&Co brands. We talked about this before, that it's much beyond Reserva. It was born there and went to go BRL 250 million. Oficina has less than 10 stores. All the other initiatives will be go in the future. This benchmark of BRL 250 of million is what we're seeking about in the AR&Co platform. It's very gratifying to see the quality of brand and product. Imagine this at the mall. That's what makes a difference. Let's hear about the brands.
This morning was very intense about our strategy, our support platform, our technology, logistics, people, management, sustainability, and then the Arezzo & Co universe. You breathe in shoes and glue. We're focused on product above all. Luciana Wodzik is going to give a brief presentation about Arezzo & Anacapri. Lu, you have the floor.
Good afternoon. I caught you at a great moment. First, I would like to thank the presence of each and every one of you. For those of you who don't know me, my name is Luciana Wodzik. I'm executive director of the core brands, Arezzo, Anacapri, Fiever, Alme, and Brizza Arezzo. I've been with the company for 26 years. That means that I have a lot of knowledge about this company, and we've been doing a great work. Arezzo brand this year in September just celebrated its 50th anniversary. I'm gonna show you the video that I think conveys a giant that turned 50, that had the results of a startup with exponential growth. Let's watch our video. With 2 bestsellers, revenue BRL 1 billion, 45% growth, accounting 31% of Arezzo & Co's revenues. 38% in 3Q22. 2.9 million pairs of shoes.
26% growth sellout. 127%. BRL 50 million in sales confirming as a nominee brand. BRL 235 million revenue on the web. Franchising 53% of total Arezzo revenue. 47% growth year-to-date. Summer 2023. Cruise. Summer campaigns. Arezzo 50. Bringing back the brand's trajectory. Being careful with our next steps. Celebration book that records the story of the greatest shoe brand in Brazil. Gallery. The first brand temporarily remodeled as a new experience. 5 decades of looking to the future. Left our legacy, we celebrate it, continue writing our story with women. 55 decades of designers. Launching e-commerce and ZZ App. New visual identity, new shopping experience, personal shopper online. Collaboration of October. Joining of brands with strong communication and identification with women. Attended New York Fashion Week. 122,000 shoppers.
BRL 57.4 million in revenue. Arezzo Fiever. Opportunity to stay in the sneaker category. The only collection inspired in streetwear. Reserva Rising the Temperature. Reserva joins one of the largest beachwear brands in Brazil. Coming high summer 2023. Arezzo. Two powerful influences in fashion. Reserva Brazil, Silvia Braz. Reserva Arezzo. Two great Brazilian celebrities, Bruno Marquezini and Anitta. 2154. What's next? Wow, the great news that I have for you is that we already started our winter collection. You saw in the showroom, we're already starting our selling with a very expressive growth, growing 40% in the Arezzo brand. 2023, despite all the challenges, but with the team that continues to struggle, and even in uncertain times, Arezzo is very resilient, and it surprises us always. We're very much ready for a great 2023.
Now we're gonna talk about our uncomplicated brand, Anacapri, that had a brilliant year. Working on three pillars. Brand, we have a new brand book positioning ourselves even better as Anacapri with a young and uncomplicated DNA. Product. We raised the bar of flats with the platforms with great results and Juliet, a celebrity that brought awareness and visibility with very expressive results. Let's watch the Anacapri video. 31% in 3Q21. BRL 2.8 million. Summer 2023 full of novelties. Great success already in the first days after launching. New sneakers, pupets, handbags, were hits of the season. Let's go out resort. Resort 90% turnover. For the great launching of summer 2023, we announced a new star of our campaign, Juliet. Instagram celebrity with greatest engagement. Third place in global ranking of engagement. Impacts on Instagram. 25 million impressions. 20 million.
To celebrate the success of this launching, we conducted an exclusive show with Juliet. Strong presence of influencers, press, customers, franchisees. 330,000 pairs sold. Best seller products of the collection. Anacapri summer 2023. Great novelties. We rose to the heights without losing comfort of a flat. It doesn't stop there. We join fashion and technology. Our sneaker, Ayla Bleu, exposed to sunlight changes color. We're part of the greatest house of friends event in Brazil. Great launchings of the new collection for franchisee and influencers. We have a lot to tell. Collab joining fashion and sports. Check out our launchings in our stores and e-commerce. Anacapri and Caloi. Launching high summer 2023. Wow. Just like Arezzo, the great news of Anacapri is today. We had great growth of sell-out, 40%.
The pre-fall sell-in that shows how prepared we are for 2023 with strong growth. We have two very important levers for Anacapri, the expansion of franchise in a very robust year and a multi-brand and digital channels. Anacapri isn't that strong in digital, it's a pillar for growth for Anacapri in 23. I would like to invite to the stage
My colleague and friend who is going to continue with the presentation.
Thank you, Lu. It's a pleasure to talk to you in person. I hope you enjoyed and learned during the tour. Having the possibility of being here at the plant changes the vision you have of our work, and we're very proud to have you here. My brand portfolio, I'm responsible for the international brands. Today, we have three. Schutz, ahead of me. I'm also responsible for the global marketing. I'm co-founder of the Alexandre Birman brand that will celebrate its fiftieth year next year. We're gonna show you the results of this brand. I just started working with Caro and Caio on a brand that has the potential to become a global brand. That's why it's here with these other two international brands. Talking about Schutz, I think you're all curious to know about the novelties. In fact, Schutz underwent a huge transformation.
The last time I was with you I had the opportunity to share with you the strategy of launching this new category and even more, the go-to-market strategy for this category. The fact is we're very happy with the results. We have been operating this category, by itself as a test, as a standalone. We have two owned stores, one in São Paulo, one in Rio, and e-commerce. Due to the change and revamping e-commerce with an amazing experience, was able to receive this new category. The results are very promising. One of the assumptions of our project was the fit with our customer, with the active base of Schutz lovers. They have been responding very well to our category with a lot of feedback. We constantly redo the polls that I showed you last year. We're very confident for the next steps.
In 2023, we will activate the multi-branch hub. We will sell the collection that you saw at Schutz HQ. In June, we're going to launch the digital. It accounts for a large part of the Schutz revenue. It's part of the active modern client that is connected to the world. The greatest test that we were going to do was the business model. How we were going to operate stores with this new category? The learning was that isolating it from a full potential store for shoes and handbags wasn't ideal. I'm going to show you the new face of Schutz, the stores that will receive clothes in a way that will depend on the size of the store.
We're looking at each store from our chain so that we can apply this new concept and this project, so we can receive this category that will change Schutz, I'm sure. You saw how ready the team is. I would like to share with you, this is the look of new Schutz. It's a concept store, beautiful, modern, current. The product is still... plays a leading role. It will be sectorized, so it will have a shoe section, a handbag section, and apparel. The rollout is going to happen very gradually. Our idea is that in 2023, we have 3 owned stores. We're in the final phase of approving this project. It's still being refined. After we understand the receptiveness of our clients, we will roll out the full potential to the whole network.
It's a beautiful store, very clean, that will really change Schutz because it deserves to be part of Brazilian women in a full manner. Based on that, I share with you the results of Schutz. Highlights of growth and innovation. BRL 872 million global revenue. BRL 322 million global revenue. BRL 590 million of revenues in Brazil. Year to date, BRL 230 million 3rd quarter. 25% growth on web year to date. 2 million downloads of the Schutz app. 80% of visits. 60% revenue. BRL 21 million in sales of OME. 29,680,000 clients impacted. We dress the greatest influencers with a Schutz look. 36.4% growth in sell-out. 2.6 million pairs of shoes sold. 44,000 handbags. SCHUTZCIETY summer is coming. International supermodel, Candice Swanepoel. Star of our high summer. With an impacting campaign. Full of wishful products.
Wonderful. Congratulations to the entire Schutz team. Now speaking of the second brand that I'm very proud of, Alexandre Birman. I'm very happy we get to celebrate 15 years of a brand that strategically was launched in North American soil. It is at the same level as international brands. I know you were all impressed by the production capacity we have and the level of product that this brand requires. I'm very proud it's a brand that consolidated itself in the domestic market. We have 12 own stores in 2022. We're gonna open a few more. The first outlet of the brand. Brazil already accounts for a large volume of the brand's revenue, and it's ready to embrace and fly to new markets. Alexandre showed the international addressable markets. I'm sure that Alexandre Birman is the first brand ready to go to those places.
I'm gonna share the results for this year for Alexandre Birman. Taking luxury of the design authentically Brazilian. Joining innovation, refinement, conveyed in manual labor that reflect. January to September, BRL 157 million global revenue, 70% year-over-year, BRL 77 million of revenue. This Q3, BRL 54 million global revenue. BRL 29 million, 40% share in the domestic market of the brand. New strategy to expand the brand. Opening 4 stores in Brazilian territory. development in Belo Horizonte, Recife and Goiânia. 55,000 clients on their global base. 100 global doors. 670 shoes made from the beginning. 440,000 global followers on Instagram. 6.7 million accounts reached on Instagram. In 2023, we will celebrate the brand's 15th anniversary.
Congratulations, Alexandre Birman. These 15 years celebration promise a lot. Last but not least, the brand that is our darling. It's ready to be plugged into our playbook. We're in the integration phase. It's a brand with clients very loyal. You can see by the revenue of we could do in one day of sales. Alexandre mentioned that we sold BRL 500 thousand. I'm gonna show Carol and Caio to tell us about our strategic plans for 2023. Consolidation of the brand as a reference in the Brazilian luxury market in women's apparel. October 2022, record in sales, BRL 9.6 million. Begin the expansion plan, opening new store in Rio de Janeiro. BRL 400 thousand in sales at the store. Two new stores by December 2022. Launching e-commerce. Expanding the brand to all regions of the country. More than 160 thousand customers.
I would like to invite Carol and Caio to the stage so they can share with you what we have planned and organized for the Q4 and 2023.
First, I would like to thank you. I was talking to Maida. One year ago, I was with a world with emotions. It was one of the most touching parts of my life with the acquisition. I thought it was the worst, but the most challenging year, I'm telling you from the bottom of my heart, the happiest year of my year is this year. I've never worked so much because Alexandre really puts me to work. I thought I worked a lot before. You have a new boss, right? They added a boss in my life. I have many bosses. I'm tough, I like to work, and I'm very happy.
We're experiencing a wonderful moment. I wake up full of adrenaline, very willing. The results are coming. I would briefly like to tell you that people ask me what has changed. People, my customers, my followers on Instagram, they ask me what changed. I think that what Arezzo has that is most amazing, and Alexandre told me this the first time I sat with him in his room, and I knew we were gonna sell the brand to Arezzo, and we would join him. I was kind of trying to trick him. In Arezzo, people are specialists. That's what he said when he talked about governance. Having a team of people that make things happen, each one in their field. That's wonderful. I'm learning every day. I'm experiencing amazing things. I'm a person from sales. I'm a seller. I'm a great seller.
It's what I do best. In Instagram, at Carol Bassi's fitting room, and now my challenge is to be in several fitting rooms as we expand it. It was great. I wanna share one moment with you. We sold BRL 1.4 million in 5 hours in 1 store at Itaim Bibi when we launched Maria Uchyt on August 14th. It was Alexandre's birthday, and he said, "I want BRL 1 million." I said, "Okay." I delivered BRL 1.4 million. I'm gonna let Caio speak now. I'm a good speaker like Carol, and I don't look as good as her. I wanna talk about 2023. The expansion plan for Carol Bassi is well-built. We are thinking of having a store like the one in Rio de Janeiro that you saw in the video in each region of the country, the northeast, midwest, and south.
We're mapping through our data intelligence and Arezzo's intelligence to choose the best cities where we will open a store. The store in Rio has 600 square meters, and the other store has 400 square meters, and bringing the full experience of Carol Bassi to these capitals is key for the project's success. About 2022, until October 30th, same time as last year, with a 49% growth between sell-in and sell-out. I hope we can continue. Same story, yes, because we just opened Rio. We have e-commerce that is 3 months with great results. I hope we continue on the rise in 2023. Yes, let's shine. Well, the moment we're waiting for, I think we have a video, but I'm gonna call him to the stage to spearhead until the end.
A lawyer, for those who don't know, responsible for the deal. Gustavo, Sachete get along very well. I think he's the most easygoing person that I know, and he really spearheads everyone. He is the boss of AR&Co, Rony Meisler. How are you guys?
Good afternoon. We already spent the afternoon together just to reiterate. I would like to thank you for being here at our house. I already feel at home here. I'm sorry. Guys, forget everything I said. He's so excited. There's so much to talk about from Reserva. We have a person who came straight from New York to introduce the platform that he set up with João Pacheco. He will continue showing each store. Everything is 25% off. Let's talk about the United States first. Before going deeper, just want to talk about the timeline of our international business.
Starting in 2012.
Opening our store at Avenue, Madison Avenue. We had a lot of learning until 2019. A lot happened during the pandemic. We have from a plant that we opened for Alexandre Birman to have expansion growth outside of Brazil. We learned how to operate wholesale in the US, how to choose where we should have stores, and a lot about consumers. The greatest learning and the turnaround happened during the pandemic that allows us to make great changes. Before the pandemic, we had a structure of specialists in the United States, all based in New York. Almost 50 people in office. During the pandemic, we had a change. You saw in our office, 80% today of our people are based in Brazil. We adapted the hybrid structure.
Working from home is part of our day today, working from here, Europe, or the U.S. This was very important during the pandemic, so we could minimize the risk of purchase from the retailers. The American market works in a six-month cycle, so we adapt. We sell them with a six-month lead time, but offer our DTC. Those who can buy fast, we sell. Those who buy in the North American calendar, we offer the products then too. Distribution, we changed our focus, which was opening stores. We had nine stores at one point in the U.S. We had to do additional only because we were completely closed there. Now digital is a priority where we scaled our business. Had 30% of our revenue. Now it's 50% with wholesale. It grows even more.
2022 was a year not just to structure this last pillar, but also improvements in systems. A platform 100% integrated and connected. Logistics from 1 warehouse in New Jersey to stores that work as fulfillment centers and 3 warehouses throughout the country in the U.S. with a leadership team established in the U.S., sales and marketing with local knowledge based on the pillar of R&D and supply. It's important to say that our fixed cost was in 15.9% of our revenue. Today, it accounts for 5%. This savings allows us to leave losses, go to break even, and have money to invest in what matters: sales and marketing, customer acquisition cost. With all this done, integrated platform, logistics well-established, R&D, and supply, we have a team capable of expanding and track Alexandre Birman outside of Brazil.
Now we're structuring our international team based in New York, which allows us to take our next steps. Our numbers, our revenue in the 9 months of the year, BRL 351 million half B2C, and BRL 180 B2B. A lot of our B2B is online, so the white part of the pie is digital. Saks, Nordstrom, Bloomingdale's also sell online, and a lot of their sell-out revenue is from online. Our B2C, almost 90% is online and where we grew the most, 80% year-over-year. Another question that is asked are moments. It's very challenging. There are several headwinds, but we are totally capable to react. This is what we do well in Brazil.
The first crisis or first challenging moment, we have new products that aren't working, take them out and focus on our core, postpone deliveries, we don't have an over-inventory of the retailers, they don't mark down, and partnerships to outlet and out price. We have to do this well and carefully. We have to be careful, though. To support the headwind of multi-brand, we have an online growth, 37% year-over-year with a difference. July and August are sales months with a lot of markdown. The highest CAC, especially in marketing. The average ticket at a lower price, reduces our margin a little bit, but it's necessary, but we don't have inventory left and have too much product left. We target the markdowns. We offer deals to the customers and maintaining the NPS. The NPS is still high.
Customer satisfaction is increasing. We're still investing in CRM, media, and growth for a sustainable growth. Parallel to all that, a difficult macro moment and what do we have to do in terms of branding to continue to grow? We have to continue. We're creating a brand in a new market. Shows, gains visibility internationally. It's been 10 years that we're in America. We celebrate that. The media is recognizing this brand asset. Revolve no Coachella, New York Fashion Week and lifestyle and music events. In October, we launched the campaign of Image Makers. Forçando a qualidade Re-strengthening the quality of the brand, which is very successful. We're gonna see some products pre-fall in Brazil. E aí, acho que o Brasil é sempre o sonho, é um sonho que a gente vai passando à realidade.
A gente tá construindo cada vez mais esse sistema, essa plataforma que pode fazer muito por nós. Esse ano foi um ano de preencher também não só desenhar planos e estabelecer sonhos e métricas, mas aprender muito com o sistema. Vou convidar o Jean, Diretor Comercial, Diretor de Novos Negócios Internacionais. Então, um ano de tá na prancheta, pegar muito dado, transformar tudo em informação. O que que a gente fez? Não é de hoje que a gente faz planejamento estratégico. Eu já vim pra Arezzo, já fiz uns dois, enquanto eu tava aqui, desde o IPO. O processo é sempre bem dado e bem feito, e ele aplicou aqui nos United States.
A gente pega dados, transforma isso em informação para poder entender: "Tá bom, qual caminho estratégico a gente quer seguir?" Aprende muito bem quais são as competências que a gente pode portar, que é diferente do competidor americano que tem, o que a gente pode fazer melhor. Estuda o processo de multi-canal de mercado, aí traça caminhos que a gente realiza.
First, it's a pleasure to be with all of you. It's the first time that I'm speaking at Arezzo Day. I've been with the company for a little over six years. I worked here working with Mauricio, my first mentor, then Sachetti. I've been with the U.S. operations for four years with Fernando. I spearhead new businesses outside of Brazil.
I brought some snapshots of the process that we conducted in terms of market size, addressable market, price ranges that we can position ourselves in. Competition, what is the size of our competition and what is the market share they have in the local market? Geographic distribution in the U.S. to help us what we make sense if we're gonna grow or not in the future in wholesale. What retailer in each region of the U.S. can be the one to develop local market for us? We conducted a qualitative brand survey of brand health with 4,000 consumers in several parts of the U.S. to help us understand about the brand. Alexandre showed at the beginning of the day the size of the addressable market, $5 billion. It's a North American market is stable. It recovered from the pandemic.
Half of the shoes sold are the ones that interest us, which is fashion. One-third is already sold online. In any other place in the world after the pandemic, the online penetration increased significantly. Wholesale is very important part of the pizza. 60% of the shoes sold in the U.S. are through wholesale. Wholesale has different sub-channels. 44% is a full-price department store. It's a dealers, Bloomingdale's. You have an off-price like Fernando mentioned, is one-third of the shoes sold in the U.S. on outlets or wholesalers focused on off-price. 25% focus on the shoes chains like Famous Footwear. It's a mix of full-price and off-price stores. In terms of price, the distribution strategies sell-out. The data bank is, after markdown, after discount.
Half of the shoes sold in the US are below $41, which is not our target market. Fernando showed this slide in 2020 in Arezzo Day, we can clearly see where Schutz was positioned on target close to $200. It's a small market. Our addressable market is close to 25% of the North American shoe market. Schutz and Alexandre Birman combined $3.5 million and $1.5 million. About our competitors, the greatest message is a very fragmented market, there are two large economic groups. One is Steve Madden as a brand that is similar to what Arezzo is in Brazil. They have several other brands under them, it's a multi-brand group. The other brands of Steve Madden are more in wholesale. We have Famous Footwear and Naturalizer journey collection, for example.
Schutz is already reasonably relevant compared to these historical players that always focused on the wholesale. Our approach with the mix of wholesale and DTC. This is what I was talking about, the geographic distribution. Our reference in the U.S. is California or New York. Yes, definitely they are the two largest markets. 15% of shoe sales take place on those two states. Texas and Florida are two other large ones. This is a very important area for us, not just because of our open shoes, but also because it adheres to the Latin culture, which is the type of shoes we offer. We also studied the product to try to understand how our brands are balanced. Those products that will be leaders in market share or sub-categories that can...
For example, Tory Burch's sandals can generate $6 million in sales in the U.S. Lastly, what I mentioned in the brand health with Provokers to generate insights, not only the quantitative, but also qualitative about the actual consumer's perception about all the shoes brands that are relevant in the U.S. including shoes. When we look at all this detail and data, information helps us to create a path, but we have to know where we want to go, what we want to do, what is our dream and our purpose. With the company's vision and mission, we have a mission and vision for the U.S. and we have a challenge 100% aligned with the American with the Brazilian DNA. We created a manifest similar to what we have in Brazil, but for the international market.
The statements and commitments for the long term and the mid-term. Strong presence in the U.S. We want to recreate or create the house of brands that we made in Brazil in the U.S. Sustainable growth. Breakeven is not the purpose, it's just part of the path. We want to be profitable, and we have a way to do that. To operate in a global scale, we have to be a great place to work. International presence is not just the U.S., Canada, Europe, and in the future, Asia. We create our strategic planning similar to what we have in Brazil. It's important to say that what we're creating there is based on five pillars: people, tech, product and brand, customer, and ESG. Each one of them, we're just starting to structure. These are continuous investments.
If we want to compete with the first league of Europe and the US, our solutions aren't ready. The market is discovering how is to be customer-centric, change the mindset of your team as a brand. There's a lot to do. Specific example of e-commerce. We have to be better. I think this challenge belongs to all of us in customer acquisition. It became harder. New LGBT rules, cookies from Google, this makes customer acquisition to be more expensive. We want to be a powerhouse of customer acquisition. CRM. We have to have loyal customers, but have to have them loyal. Growth is to be able to convert 1% to 1.2%, 1.4%, and some benchmarks are able to achieve 2%. Consolidating what we just said.
U.S. as a platform in terms of the work we did in the past years, consolidating the logistics system. All the sell and sell-out channels are connected to the same architecture system. Everything is online, be it on our e-commerce or with partners, which gives us some competitive advantages with a good difference compared to American players. 50% of our orders are delivered in 24 hours because today we have 3 warehouses, one in each main region of the U.S. and 6 stores. The 6 stores fulfill 30% of our e-commerce sales, which should be from store that we also have here in Brazil. Once we have this platform ready, there are a few paths we can go down. New geographies besides the U.S., new categories besides shoes, new channels besides e-commerce, store and wholesale.
We're talking about live commerce, marketplace, and new brands. The new brands can be our own brands that we have in Brazil, but other brands that can be use this platform created to minimize the cost of entering the U.S. We're gonna talk about the luxury market. This is an example of how other brands can leverage on the platform that we created in the U.S., and also the global scale of the company. Using the luxury market as an example, there are many emerging brands, and very few consolidate on the top quadrant of the chart. We have very few blockbusters on the range of less than 10 years and below $100 million in revenue. If we put a time lapse here, we would have several names on the bottom part there. They would come up and disappear.
In our opinion, when we look at the luxury market and break it down, we have the consolidated brands in the global context. They work on geography represent a very strong awareness. They are the emerging consolidating brands, so they are very strong in one geography, but they're not in a global scale. They have awareness in some places, but not all around the world. There are emerging brands, new brands that I mentioned that arise and sometimes disappear. How can we use the US operations to speed up those brands of the last quadrant? How can we use brands that are focused in one specific geography like Europe, and can use our operations in the US in terms of logistics, entry, and the company's global scale? For that, internally, we need very clear criteria, which are five.
We can't speak of brands that are in the turnaround phase. We want to use brands that are fresh, recently launched 6-8 years, that have products, clearly icons, like we have Clarita, Alexandre Birman. We can expand the assortment to grow the brand. Brands that have a target similar to the women that we know how to communicate with. It's not a shoe style, like growthings or. That is not fashion. It has to be similar to the women that we know how to communicate with, because then we would be able to add value. European brands can be a differential in this vision because our long-term vision, Europe, can be a new opportunity to grow besides the West. Being associated to European brand can help us to enter Europe.
Many European brands don't have business in the West, so we can create synergy. The next steps for the U.S. operations is to continue to grow our core through shoes and Alexandre Birman, bringing new brands, either our own or third parties, adding to the ecosystem that we created, addressing new channels, new geographies, and new categories as well. Always in the asset-light, low investment cost. 2023 is very promising. Now, I will bring back Jaime. Sorry to interrupt you. Just to add, because I just talked about acquisition. Just to give you an idea of size. The revenues are $5 million-$10 million, in dollars per year. You don't look at global tide. Maybe one day. Not yet. Jaime, now it's you.
I'm back. I was thanking you all. I feel at home. I'm very happy to be here.
Thank you all for coming. It was a great opportunity to give a little bit more flavor behind the numbers, you can meet the entire team. We brought a large team with us, putting all the brands together is very cool. It looks beautiful. Before we start, there's a video of a friend of ours, a childhood friend. We know him for 35 years. Dear friends from the market, unfortunately, today, I couldn't be with you because I had a wedding in Europe and I had to come here, and I couldn't be at the Investor Day. Nothing is by chance in life. On the other hand, we have a huge opportunity for you to meet each one of the leaderships that give us the great results of AR&Co. Delivers since we joined this amazing group that was created by joining Arezzo & Co with Reserva.
At the end of the day, I'm the leadership that provides the vision and that comes after them. Chief broom officer. They point the direction and sweep all the problems that can be in front of us, all the red tape, so that the leadership can go faster. The everyday tasks is made by people that are there with you today presenting their stores that are beautiful, by the way, in Campo Bom or on stage with Jaime and the entire team. It's also so important to say that right now we're celebrating the second year of this partnership, amazing partnership with Arezzo & Co. The market, us, we were full of concerns not knowing if Roni was gonna get along with Alexandre, if the cultures would mesh.
After two years, I think we're all sure that we went beyond those problems, and we're gonna be able to surf great waves. We're much stronger and more resilient together. This was one more quarter of wonderful results and that again we're delivering. The results come together with very relevant news, which is the fact that Arezzo & Co became a B company, providing the certainty to our consumers and markets that our company delivers through this very complex international certification that we deliver the highest level of compliance, accountability, both social and environmental. We're never gonna be perfect, but we're always going to struggle to be very much aware and honest so we can deliver value to all our stakeholders. This said, I know I talk a lot.
I pass the floor back to Alexandre and Jaime who are there representing AR&Co and the wonderful team that will be able to present our business in the best way possible. Enjoy this great event that was made with a lot of love and care so that we could have each one of you at our Campo Bom. Thank you, let's go forward.
Boom.
Roni already gave an overview. Since it's the first time that we're gonna talk about AR&Co in detail, Roni spoke about it conceptually before. We have to start with our essence, our values, our purpose. This is what we do every day. This culture that we practice every day religiously with the team of people, this is our most important asset. All the rest is a consequence. I think you've seen this before. This is why we wake up every morning, and it's important, all of us. This is our capacity of attracting people that share the same wish, that make theirs our dream. We have a great team that shares this dream. It's the practice of purpose is based on three values. They're easy, so you can all memorize. We have a small ritual.
Every meeting of the management, we start with these slides. We choose someone to talk about the values and the purpose and how they use it in practice because it has to really not be just a beautiful text. It has to happen. I'm not gonna go into each of these values, but a large and good dream. Alexandre and Roni, since we signed this, our goal is not just to be bigger in Brazil. We want to be the best and, as a consequence, be the largest. This is for everything. Open Mind is another value that is very important both in retail with our level of growth. What you do in one year becomes obsolete in the next year if you don't have an open mind to adapt and change quickly. You won't make it. Also Commitment with Results and People.
This is also very important. We could spend hours talking about this. We already talked about this this morning. What really shows that we practice this is this Sistema B certification that Reserva already had in Arezzo & Co. on Monday. They really look at if the company can generate value to other stakeholders and not just the shareholders. It states that the financial sustainability, which is important but with social and environmental responsibility and transparency.
Not by chance, the purpose, values, and culture goes hand in hand with this picture that we celebrated the 2 years of our group. It took place 2 weeks ago. If the months immediately after signing the agreement, we would say so far so excellent. After 2 years, Sacchetti and his team and myself worked together from the beginning, it already worked. M&A is kind of hard in fashion, yes. In 2 years we can say that it worked. This is a success case. It's undeniable. If anyone was afraid, and people would ask us about these concerns of culture and autonomy was preserved because of everything that we said, not just the playbook. The playbook came later. This was conducted very close and generated inputs for the playbook. It's being well cared for. All our agreements were met.
We were always treated with respect. When I say that I feel at home here at Grupo Boma, we're very at ease with all this. Something you ask us when we're alone, our deal was growth and complement cultures and businesses, both contributing, not imposing models, but sharing and complementing each other. This was done perfectly. I'm gonna stay a bit longer on this slide. An entrepreneur always thinks big, always aware of the potential we had. We had excellent partners in our journey, joint investment with Luciano Huck, Dynamo, Gustavo, it's here, Edu, Lula. Pedro Damasceno, who unfortunately is not here. Joá, it went beyond the investment. We have a great friendship with the two funds that helped us a lot. The contribution that a strategic partner like Arezzo gave us was huge. It brought exactly what was missing. We were growing well.
We would do things intuitively like entrepreneurs do. Arezzo brought the contribution of being more rational, to go deeper, to plan, prepare, to seek excellence. We could see this in practice. We knew, but we were able to see that the team is excellent. Arezzo helped us. Throughout the presentation, we're gonna mention things that were already mentioned this morning, and this is a microcosmos that we live in. We had many contributions, like corporate, like business model, working in a more rational manner. There is an organization chart. They helped the launchings. Seasonality, we broke that. We diluted the seasonality with more launchings. Cacilda showed us in the first visit the three streams we already implemented, end-to-end planning, like source, supply, logistics, store. Think about the store in a functional manner.
We thought it more aspirationally, a schedule, exposure, merchandise. Go was a huge contribution. We knew it had potential. We had strong apparel, we decided to make shoes. We weren't running any risk of inventory, we internalized that operation in 2 months. It was very fast and well done. I took longer on this slide because it's important. Now, this is a little bit about numbers, how we were before the deal and now after the deal. I excluded 2020 because of the pandemic, it doesn't distort the numbers. 2019, BRL 251 million in revenue in the year to the 3rd quarter. Today, we have BRL 745 million revenue until September, very high, 82% growth compared to 2020 year-over-year, and 195% compared to 2019.
Selling and sell out, we have BRL 526 million revenue till September, with 75% year-over-year and 1 million of active base consumers. Breaking down the sell out, we have BRL 374 million in the brick-and-mortar stores. It's not just opening stores, it's a very high same store. I'm gonna try to measure Arezzo's distribution many times because it's important to show that we maintain our autonomy and culture, but this is fully integrated operationally with a lot of contribution. 65%, many of that is due to the change in the architecture of the store. It's not by chance that we have 65% of growth. It has to do with product assortment, merchandising, and this is important information. Gonna be a bit faster. 37% revenue affected by the store.
Because of the sellers, we have a system that is called Now. Like a clientele with a post-sale that we can practice mixed sale, not reducing CSC and reducing needing to have people going to the mall. More important than the tool is the use culture. The technology here is a tool. It's not an end in itself. What led us to these figures is the culture of using the tool, of seeking sales outside of brick-and-mortar store. We have e-commerce for some time. This happened naturally, and this saved us during the pandemic because people would say, "No, this is genius." No, it wasn't. We did things during the pandemic when all the stores closed. We already had the culture of the seller seeking sales, but with the stores closed. It was already part of our culture. Going now to the selling.
There's a huge contribution of Arezzo here. If it weren't for Arezzo, we probably wouldn't have these figures. BRL 238 million of revenue. This is revenue. I'm not talking about future orders. 3.2 million points of sale. 35% increase. Gaining depth and capillarity. About the selling, there's still a lot of space. We did a full potential plan and Integration. It's a very complete plan that we just kicked off. All the growth didn't capture what we have in the plan yet. This summarizes what is the AR&Co ecosystem with the Reserva brands, Mini, Oficina, Go, and the new initiatives that complement each other. More to the target audience or because of occasion of use. I'm gonna go into detail, but this is what we look at.
Everything that we do has to be in some way included here. Gonna talk in detail about Reserva Go, Mini and Oficina, the new initiatives. This is a chart that we look at a lot. Some people might say we do a lot, but they all complement each other, and they're strategically aligned. It's not by random. About capillarity, in 2021 we had 81 owned stores, 57 franchise, and 2.4 million points of sale multibrands. In 2022, 94 owned stores, 63 franchise, 3.2 million PDV. We grew in capillarity, but our revenue grew even more. This table is an idea of the presence of our brands in our ecosystem spread out throughout the country. We're gonna start talking about what we did throughout the year. Gonna be brief also because this was already discussed in other presentations.
I'm just gonna talk about the impact of all this in AR&Co. All the strategic initiatives. At the beginning of the year, we establish what we have to do, what are the initiatives we have to deliver, and I think we did this well. We had AR&Co 2.0, the project to integrate and incorporate Reserva and Arezzo & Co, like Sacchetti mentioned, the invoices. They really helped do the playbook for the next M&As. We discussed not doing anything specific for Reserva. Everything that we did left a legacy for the next businesses. I think we were wise, and we discussed this at length myself, Sacchetti, of decide the hard decisions quickly in the M&A. You're doing the management, meaning you're there, but when things start not going well, it's harder to hold things together.
We got everything that was complex and did it quickly. Otherwise, you leave it for later, and you don't do it.
We created a systemic hub.
A gente teve a criação de um hub sistêmico, o Maurício falou isso, a gente pegou o que os dois, né, a gente não só integrou nível de sistema, a gente pegou a arquitetura de sistema e o que tinha os dois de melhor e juntou com tudo que foi criado aqui. Já era legado para qualquer operação que a gente vai fazer. A Tarabas já se beneficia disso, a Baw já se beneficia disso, o Main Shoes, etc. Tudo que a gente vai fazer, isso aqui é legado, isso aqui é um ativo nosso, é, não foi feito só para corporar Reserva. Estrutura de governança e gestão, a gente fez espelhado, inspirado no que a Arezzo já tinha, que era muito mais robusto e detalhado. A gente faz um modelo de gestão para AR&Co funcionando super bem, customizado para essa cultura.
A estrutura organizacional, a gente conseguiu fazer isso e espelhado no que a gente vê que todo mundo que faz, a gente consegue rapidamente se achar, né? Andar e os Arezzo se achar e falar a mesma língua, né? Outra iniciativa super importante nossa, novidade, o David um pouco já falou bastante, vou dar só um pouquinho de cor. O P5P que a gente já falamos, é um statement de marca pra gente, não é só um projeto, é um status do nosso negócio, são 7 anos de projeto. A recertificação da Reserva, e a Reserva teve que ser recertificada por causa da mudança de controle, então foi uma obrigatoriedade.
Eles nos impôs quando mudou o controle, falou assim: "Cara, a gente quer ver se vocês vão se certificar de novo, que é uma mudança de controle", é um trigger pra necessidade de recertificação. A gente fez 2 processos ao mesmo tempo, é muito complexo a certificação de Arezzo e a recertificação da Reserva, que é do grupo Marcam. E esse, eu quero colocar isso aqui, porque esse mostra a capacidade de sinergia. Muitas vezes, né, a gente fala M&A e sinergia. Isso aqui é sinergia pura, porque a gente trabalhou junto, né, os 2 times completamente juntos, como se fosse a mesma certificação, e a gente conseguiu fazer isso de forma muito rápida. A primeira tentativa da Arezzo não conseguiu. A gente, por exemplo, demorou 4 ou 5 tentativas pra conseguir. Aqui mostra já a sinergia do deal.
E a parte diversidade, equidade e inclusão, também a gente teve momento, é, significativo na porcentagem de liderança diversa, lideranças negras. Teve os programas de aceleração e, é, treinamento pra todo mundo de diversidade. Treinamento de diversidade pra todo mundo. Isso aqui, vou passar, mas vou lendo aqui. Teve a mudança do CD, que também superimportante, Cassiano já falou. Não vou me estender aqui, só falar que o nosso WMS, né, puxando um pouco, é um proprietário também, um sistema novo, superimportante pro abastecimento de loja. A entrega da Elétrica eu já Aqui, é, a gente vai falar de omnicanalidade. Eu vou lendo pra focar aqui pra não confundir vocês. Na parte de já tá dando essa CD permitiu a gente ter uma visão multicanal mais preparada.
E a gente entendeu, no ano passado, o Black Friday, que a gente teve problemas no Black Friday passado, que o tempo de entrega é chave para aumento de vendas no e-commerce. Hoje a gente tem um prazo médio de entrega de 2 dias e meio. A gente descentralizou o stock para operação de São Paulo e dessa operação, o tempo em São Paulo já tem 2 e meio de prazo de entrega, vai diminuir. Também superimportante. E esse 55% de entrega, das vendas de e-commerce são feitas por modalidade Omni. Tá prejudicando vocês, né? Tudo bem. Vamos passando aqui. O On Demand é outra iniciativa estratégica nossa.
O Cassiano mostrou um videozinho, mas é super importante falar que o On Demand são 8 impressoras digitais que fazem a impressão da T-shirt, e isso é aplicado em 3 tipos de negócio. A customização de camisetas, que é o Do It Yourself, a INK, que é uma coisa que a gente vai falar daqui a pouco. Isso é muito importante para mitigação de risco de estoque, uma das perguntas que alguém fez hoje. A gente consegue armazenar a camisa fechada, a camisa só de shirt, só de errado estampado, e muitas das estampas que estão no site não tem estoque, a gente estampa na hora. Esse On Demand é uma modalidade super importante. Agora sumiu para mim aqui também, vai no improviso. Não. Nada, tranquilo.
Vai, vai, vai dando, vai dar, vai dar. Só vai. Olha, vamos lá. Falando muito de operação, falar um pouco de marca. Aqui a gente deu uma reunida, como a AR&Co tem muitas marcas, aqui são 4 alavancas que a gente fez, acho que muito bem feito esse ano e potencializou aí o resultado das marcas, muito daquele resultado que a gente mostrou tem aqui. A gente começou a investir muito em mídia, né? Puxado muito, a gente pega Jean que falava muito que tem que investir em mídia, mas não só investir em mídia, investir de forma completa, né? 360, pensando exposição de loja, exposição de e-commerce, lançamento pro mercado, lançamento pro multimarca, sortimento, pirâmide de preço, de maneira ampla.
A gente teve aí algumas, e atreladas à venda, não só a campanha por si só, né? Tivemos algumas ações emblemáticas, a gente falou de multiculturalismo, inclusão social, de idosos, Copa do Mundo. Deu muito certo, a gente botou a Copa do Mundo agora, a gente tá com uma venda muito expressiva, o Leon Marchesi tinha associado à venda direto e 360. Vamo passar aqui.
Another lever that we created were the new categories. It's important it doesn't generate noise. These are not new businesses or brands, new categories that we're working in an integrated manner. We already had underwear, beachwear, jeans, fragrances, sunglasses, we're working 360, inspired by Arezzo with all the planning. Nando is taking care of that. Considering planning, the website, at the store, increasing media, we started to really get good results.
We always had swimwear, we had one or two references. Now we're thinking about it as a collection. The jeans brand were weak. We started looking at that. We are selling jeans a lot. We were never recognized as a jeans brand. As a sub-label, it has impressive sales. People might think that it's just opening brands and growth. We get what we already have in the store and doing better. We always had beachwear, never acknowledged for it. Pedro is there. We have a specific corner for beachwear with, like, board shorts, shirts, towels. It was a great lever that we're using in all our brands. Mini and Oficina, the same. I'm gonna talk about this now. This is another thing we've always done. It gives a lot of good results, and it turns into sales.
We can bring to the store customers that not necessarily know the brand. With the NBA, that happened a lot. I had friends that didn't go to Reserva, not because they had anything against it, but they love NBA. They start being customers. They're capsules, small collections to generate exclusivity. It's not to be perennial, but it has the whole marketing. Flamingo is also a success case. Colab is a seed that will turn into a business in the case of Flamingo. Flamingo already shared Adidas contract. They're gonna focus on sports, we're gonna focus on lifestyle. It's gonna be a premium Flamingo brand, and it opens the path to other teams and other businesses. The idea is to have small collabs. We had Peaky Blinders also at Oficina. Innovation and technology, another lever. We usually talk about innovation after technology.
Innovation can come from other processes, people, and ideas. Others come from technology. I talked about Now, our post-sale system. We have a digital printer that, on demand, has 3 times the capacity of a regular app. We created business with Pedro to generate brand awareness and see what we can integrate to our business. Our app, there's a lot of innovation, even some that are not related to technology. Now, about each brand. Everything we said generates results for the brands. I'm gonna talk a little bit more about the brands. Reserva. Everything that we did... Reserva has 60% revenue growth year-over-year in 131 stores. Reserva today is spearheaded by Pedro. He's at the kiosk. It's worth going there. You can have a look.
It's important to say that the entire team here representing the stores are brand managers, most of them have been with us for a long time. Pedro had a program of notables. It's a stock option that we did 15 years ago when it was a private company. Pedro is a partner. He came from that program. Reserva is casual men's apparel, 131. We can double that number. Less than one-third are renovated and the same stores delivering 40%. There's a lot to capture in growth. Mini. Carol is there also, has been with us for a long time, more than 10 years. She's a partner brand. Mini is a huge hit of those who go to kids' parties know it has a huge lever for growth. We couldn't focus on Mini. There's only 15 stores. We imagine 60, 70 stores delivering huge growth.
There's a lot to do at Mini. We've been doing collabs. There's Carol. Mini has a huge growth path. We never were able to give the due attention to Mini, and now we can.
Reserva Go.
Indo pra Reserva Go. Aqui é muito crescimento.
This is huge growth.
A Jô tá ali. A Jô virou, né, quase a presidente do Campus.
Jô is almost the president of Campus. She also started with us a long time ago.
A Jô é um lutador também, conheço o Campus há muito tempo, e fez essa imersão em Arezzo. Ela turou aqui no Campus.
She did an immersion of Arezzo with Cassiano.
Teve uma indução, Jô cresceu no Campus muito rápido, o que a gente tinha de estacionamento. Hoje, a gente tem na Reserva duas lojas só. Esse crescimento todo, 103% é bacana mesmo.
At Reserva Go, we have only two stores, and 103% is basically selling.
Né, a gente tem aí, Barra, abriu no centro da Barra, e Belém, depois de amanhã.
We're opening one in Barra and Bela Cintra the day after tomorrow. We're going to have two more stores.
Já são, né, mais two lojas na base.
Huge growth.
Crescimento muito grande, virou uma febre. A Jô já viu o pezinho do Brasil, vários Reserva Go.
I've seen many of you wearing Reserva Go, so there's a lot to do.
Tem muita coisa pra fazer. A gente imagina 70, 80 lojas também com tranquilidade, da Go.
70-80 stores easily.
A Go ainda cabe, franquia dessas lojas. A gente vai preparando alguns pra franquia também. Muita força no atacado.
Go also will offer franchise. We're preparing it for that and strong in wholesale.
Go. Oficina.
Oficina. Gabriel is there.
A gente fica bem com o Oficina. Gabriel também.
Gabriel is not a notable yet.
O Gabriel não é um nome notável.
He had a small business that we called Social Tailor.
Gabriel tinha um negocinho que a gente chamava, se chamava Social Tailor. Era uma camisa sob medida. Não sei se alguém aqui teve experiência.
With tailor-made shirts.
É, tivemos vários erros de fazer na camisa sob medida, não esbarra.
We had a lot of oh, in there.
O Gabriel, a gente acabou comprando esse negócio Social Tailor. Foi quase uma modalidade de acqui-hire. A gente fez uma aquisição muito mais pelo empreendedor e pelo conhecimento do que pelo negócio que tava posto, porque o negócio era pequeno.
It was almost like acquiring, because of the entrepreneur, and he brought all his partners.
O gerente, todo o recursos da então Social Tailor colocou no Oficina.
He put Oficina to work.
A gente brinca que se a Reserva é um português do Damás, a Oficina é um tsunami. Muito bem, né, é um fenômeno.
Oficina is a, to me, it's a surge wave. It's beautiful.
Chegou em São Paulo, tem hoje o corner tá lindo. A gente convidou, a todo mundo lá conhecer.
I encourage you all to go check it out.
A gente tem 10 lojas, 240% de crescimento sobre 2021.
10 stores, 240% growth year-over-year.
Vai abrindo ainda 3 lojas esse ano. Morumbi, BH, DiamondMall e Brasília.
We're opening three more stores. DiamondMall, Belo Horizonte, Brasília.
Abre 3 lojas ainda esse ano. A grande crescimento é gigante. Pegou no Rio, né? Pegou em São Paulo, em BH, com certeza. Um volume e venda alta de e-commerce.
Huge growth. It's a hit in São Paulo and Rio. High sales in Belo Horizonte and e-commerce. High average ticket.
Preço médio alto, uma venda por loja altíssima também. Venda por loja é em torno de BRL 700,000 por mês. O preço médio é de BRL 500-BRL 600. O negócio está muito animado.
BRL 800,000 per month. The average ticket is BRL 500-600. We're very excited.
Mostrando aqui as lojas. Mostrando aqui, não sei se todo mundo conhece as lojas, mas passando aqui, loja da Reserva. Chamou todo mundo aí pra ir conhecer fisicamente se alguém tiver lá.
Just a little bit of our stores. I don't know if you've seen our stores.
A loja da Mini, que já sai em novembro com produtos e projetos vencedores no irmão.
I would invite you all to go visit one, a mini store.
Só a parte inspiracional, mas a parte operacional da loja. Isso que é muito importante falar.
These are the new architectures with winning, successful projects.
Go. Essa aqui, se eu não me engano, é do Leblon.
Go, I think this is from the Leblon shopping mall.
Não só do Leblon. É super bacana também. E a Oficina. Essa aqui é a Oficina.
Oficina at Consolação Street, São Paulo.
Da Consolação em São Paulo. Agora vou dar uma pincelada muito rápida na novas iniciativas.
I'm gonna talk briefly about our new initiatives.
É isso que a gente, muitas vezes, a gente vai fazendo, sem a.
Some of the things we're gonna do without the intention.
A intenção de nascer grande. Só nascer grande.
Starting big.
Novas iniciativas que.
They have huge potential, but we experience-.
Que obviamente tem muito potencial, mas que a gente vai experienciando o negócio. Começando a falar da INK. Que tal o Arturo? O Arturo também foi uma modalidade acqui-hire. O Arturo tinha um negócio chamado Putzi. A gente adquiriu, né, a parceria da empreendedora dele pelo conhecimento do negócio.
INK, Arturo was also, he had a business called Putzi and we bought it because of his entrepreneurship and knowledge of the business.
INK é uma plataforma de fulfillment, e-fulfillment, que estimula o empreendedor.
INK is a full commerce fulfillment platform.
Cê pega lá todo aquele assist de impressores digitais e né, e tá plugado ali. A gente faz todo o trabalho. O cara que, né, o designer que usa, influencia e tal, quer fazer uma marca. Muita gente quer ter uma marca de roupa e viver disso. A gente consegue, a gente faz todo o trabalho. Ele só tem que fazer o marketing de influência. Só isso. Todo o resto a gente faz. Desde o site dele, produção da camisa. Ele não corre risco de estoque, a venda, a logística, a gente faz tudo. Ele só faz o marketing de influência.
They work with the designer or warrior or influencer that wants to create a brand. Many people want to do that, and we do all the work.
É um negócio, né, modelo de Software as a Service. Com receita recorrente, a gente tem hoje 2,500 lojas na plataforma pagando mensalidade. Isso é uma receita recorrente muito alta. A receita vem da mensalidade das lojas e da venda do produto.
From the website, producing their shirts. Let's just say all they have to do is their influencer marketing.
Um mix grande de roupa, moletom, camiseta, polo. Tem várias, e vai abrindo. A gente tem lenda, a gente tem boné.
With T-shirts, sweatshirt, polo shirts.
Outra forma de utilizar essa plataforma da INK são DNVBs com parceiros de influenciadores que são naturalmente influenciadores por ter essa capacidade. Então a gente usa também. Vendas corporativas. Vou acelerar aqui.
I think we're gonna have hats as well.
Reversa. Camila tá ali.
Reversa. Camila is there. She's been with us for one year.
Camila entrou há um ano. A Reversa acho que teve muita experiência com o mercado feminino.
Wide experience in women apparel.
Importante.
Reversa is not a new brand. It's Reserva's women's apparel line.
Reversa não é uma nova marca. É a linha feminina da Reserva, né. A gente já vai também educando os clientes. Tem potencial enorme, mas é um negócio que é o feminino Reserva.
It has a huge potential.
A gente abriu a primeira loja, eu mostrei aqui, primeira loja no Shopping Leblon semana passada. Teve uma venda altíssima. Primeiro mês, BRL 400 mil de vendas. Já é uma começo bacana pra gente, mas, de novo, começando. Entendendo como é a loja não vai ficar enrolada no celular. Dá pra entender. A cliente forma 260 e aprendendo com o negócio. Depois colocando em Araras, já tem 10 corners da Reserva.
We opened the first store at Leblon Mall last week with high sales. BRL 400,000 the first month, it's a great start. Understanding how it is. It's not gonna be a fast roll out. We're gonna learn with the business and have to put them on the shelves.
Simples. Gabriel também tá ali representando a Simples. A gente contratou um executivo
An executive from the market who also came in-house is a new and aggressive market. Basic, democratic. Another price point. A huge market that we call Blue Ocean. With a huge capacity. Very similar to our business, so we can do this quicker. We're gonna start with 3 to 5 stores next year, and also going to franchise and multi-brands. It's gonna be a winner in franchise and multi-brand. We're learning about it in September, so it's very new. Baw. Everyone there, Bruno, Lucas, Karra, Fernando, Riguel. Riguel started as an intern at Reserva, and now he's spearheading the interface with Baw. The founders of Baw. We're doing with them what Arezzo did with us, so they're gonna be able to talk more about that. We opened at Barra last week.
We spent a whole year understanding the business, working on price pyramid, product margin planning. It's a younger audience, which adds to what we have. Very little cannibalization. I'm very excited with BAW. Going towards the end. In Rio- Just recapping. Good and big dream. To continue to strengthen culture and people, advance the ESG agenda, expanding stores and digital penetration, strong selling rollout, consolidating new initiatives, and expanding on demand. Just a little bit of things.
Thank you, Jaime. Congratulations. What a wonderful job. I'm gonna be brief. Just recapping to see the initiatives that Reserva has that is much beyond what Reserva was. We just have to roll out Mini Oficina and go. New initiatives start very well. Simply Reserva Ink and BAW.
This morning I showed the inorganic and organic growth shows how Arezzo is ready to be a consolidator and grow through acquisitions. We showed our support platform with finance, logistics, digital people. You learn about our Disneyland of product development, collaborative, a wonderful lunch, and Jaime gave us a great presentation about AR&Co. Also a snapshot of our four brands and the first 11 months of Carol Bassi. I'm very proud after one year of Arezzo day making the company grow almost 50%, BRL 5 billion in revenue. We should look at December 2021. What was the expectation? We're gonna go beyond BRL 650 of EBITDA. I confess that I set the bar high, and that's what we need. We have to set the bar high. We're gonna get there.
With so many brands and so many channels, so many junks, it will be impossible to have all of them growing every quarter. What matters is not just revenue and EBITDA, but generating cash. The solid company pays dividends and also attracts and maintains great talent. It's a pleasure to be here at this Investor Day in front of the team. I have to leave in 21 minutes, so let's get the questions ready. We're gonna be very straightforward. I'm gonna ask our speakers to join the panel, and I'm gonna conclude with our guidance of store opening for 2023. Every year for the past 11, we reached 100% of our guidance. Gonna start with ladies first.
I want to ask a question that I asked last year at the last Investor Day. Many initiatives were created. I want to understand what are the three main fronts that you're prioritizing and to Jaime as well. AR&Co has several initiatives. Alexandre said that BRL 250 million per sub-label. What are the main focus points? It's a challenge doing many things at the same time. We need a certain priority. It's for Alexandre and for AR&Co.
For 2023 was a year of consolidating the culture of integration. We hired integration. We did everything empirically, this year will be a year to structure the company to flow well and ready for new moments. More acquisitions in 2023. We didn't acquire any brand in 2022, just infrastructure and sourcing. We didn't acquire any brand. I think it's time. As I said, we're going well in some segments. Strengthen the licensed business. 2023, we worked. 2022, we worked strong, but when we were signing the contract, we had some things that prevented us from bringing a brand that we really wanted to Brazil. We went to California last week. We came back with other perspectives.
In Arezzo & Co's core, strengthen the repositioning of shoes as a lifestyle brand, especially with the new concept of the architecture having hybrid stores for shoes and apparel. I think those are our main goals. You asked for three, maintaining our operations in the U.S. and expanding to other markets, especially Europe, look at these strategic M&As overseas. Those are my points of attention for 2023, Jaime.
I'm gonna be brief. I think I already mentioned, Reserva digital penetration, wholesale and in-store renovation. Mini, similar to Reserva, opening more stores. Oficina, opening new stores. There's a lot to capture. Oficina is at a wonderful moment. Go as well. Start thinking about wholesale. Sorry. That's right. I don't want to create expectations on the initiatives.
It seems like a lot, but the structure is big, and there's a lot of people to work on that. This is what we do. It seems a lot when we put them into each silo. One thing that is the opening of our new distribution center in the first half of 2023. Very high investment of our company. It aims at not only increasing capacity, but mainly being able to operate 2 million pairs of an open grade, B2B. Our e-commerce has a separate inventory just on the online channel, and we're changing the WMS. One to B2B, and the open sizes. WMS of the e-commerce works differently. We're in the process of starting the process in December. In March, we can define how it's gonna work for the systems, so that in May or June, we can operate in... Sorry.
We have the STU. When they get the order, they're gonna invoice to one pair per person, an individual, or to a company using the same track and shipping. That feature for me is key for our business efficiency. It's a year in which since August, one of our budget assumptions to streamline our budget for 2023. 2022, we grew a lot. For 2023, our focus is improving our profitability margin. We're working strongly on that as well. João. Benefiting from the order of the speakers. About the U.S. You talked about what happened in the U.S. and the change, especially during the pandemic, and it seems like you're looking for sustainable knowledge with profitability. In the 3-5 year horizon, without including acquisition, how much do you think you can achieve of growth with this level of profitability?
Saying numbers is complex. Let's think about our core business. About growth avenues. I'm gonna give you some large figures. If we take handbags in the U.S., brands that have consolidated handbags, we don't address sneakers in the U.S. 20% that we address today. Things that we could do with competitive price to take there. We don't do that yet. In our current business, our margin is very healthy. We're talking about 10% to 20% of bottom line. What happened in Q2 was a markdown. It happens Q4. We continue to grow. Our presence is very strong in New York, in Florida, and California. This accounts for 45% or less of the U.S. We have Texas. We have a lot of room to grow through the wholesalers of retail, DTC, and in stores.
We're gonna be thinking about the best place to place them. In three years, I think that will happen. We have growth. Alexandre Birman goes beyond the U.S. Europe is waiting just for us to press the button to arrive there, and there's a lot of things to do in the U.S. as well. The team that was hired with local marketing will be able to see wider steps, especially online. Wholesale accounts for 70% of the brand, and the average ticket is higher. We're gonna grow online with great stores with a high average ticket. Maybe double in three years. I think that could be one of our targets. It's a huge market, we have categories, geography, new brands. We can do all that for 2025.
Jaime, looking at the core brand, Reserva men's apparel, what level of maturity is that business in the ecosystem? How much growth can you get? I think we're going to the second half of growth. We have 130 stores in our opinion. We can have 250, and with wholesale the same. Reserva is a brand that we think we're gonna reach the ceiling, but the ceiling just gets higher and higher. A lot of what we say about working on the category is a way to grow the brand. We're going to the second half. Which is to double, right? Any other questions? I'm concerned about the time we have to leave. I would like to thank you all again. Growing through expanding stores is important to increase our category.
We have Vans and Reserva as the expansion vectors. Anacapri also and some Arezzo stores. Schutz will be more renovation than expansion. Those are our priorities. Baw, a few stores, but not in a larger scale. Alexandre Birman wants to open 5 stores. We're gonna end with 12, but we have the potential for 4 or 5 more stores. We're not gonna have 1 store that will head our expansion. Reserva with Oficina will be that. We're gonna finish 2022 achieving our guidance. We're gonna have 1,000 stores by December 31st. 1 store of Carol Bassi could count as 10, but it's only 1 company. For 2023, our guidance is to keep the same pace of opening stores, 70 new stores, and end 2023 with 1,070 stores in Brazil. 30% of our sales come from e-commerce.
It's very with strong e-commerce, more than 4,000 multi-brand points of sale. Our penetration and share of wallet and market share of mono brand is high. We want to grow even more in multi-brand. The guidance for 2023 is in line to what we're designing for our budget for organic growth. This is my job today. I have very high-level executives, which allows me to look to the future and be more strategic in my leadership. Although I'm the Chief Shoemaker Officer, I have Ciço in front of... I love to be here, smelling the glue and making shoes. My strategic focus in the company is huge. Thank you for being part of our twelfth Investor Day, celebrating 2022. There's a lot to happen yet.
We have the World Cup, Christmas, and I'm sure that we're gonna end the year in line with our most optimistic expectations. A round of applause to the entire team.