“She believed that a shoe told you more about a person or culture than any other object.”
In 1946, Sonja Bata married the heir to a Czech shoe manufacturer. Fifty years later, their company was selling a million shoes daily all over the world.
As her Financial Times obituary explains, this growth came from dissatisfaction: “Not content to be just the boss’s wife… she studied every aspect of the business.”
From their postwar headquarters in Ontario, Ms. Bata rebuilt – and then expanded – the brand:
Over time, she took over responsibility for product development and marketing, while her husband managed operations and personnel. She proved a talented trend spotter. Anticipating a switch in style from square to pointed-toe shoes in the postwar years, she convinced the company to re-tool its production ahead of rivals. Later, she led efforts to standardise Bata stores around the world, well before other retailers did so, designing a standard store that could be shipped in modules and assembled anywhere in the world.
Her devotion to shoes extended beyond their production and sale; she was an avid collector, and founded the Bata Shoe Museum to display footwear from the past 4,500 years.
Under Mrs. Ferragamo’s leadership, first as president and later as head of the board of directors, the firm grew from producing 6,500 pairs of shoes a year to more than 10,000 pairs a day.
Wanda Ferragamo also married before she was 20 years old. Her husband, a cobbler, had found success in America making shoes, but wanted more. According to her Washington Post obituary, “his goal was to move beyond shoes and make the family business a full-fledged fashion house.”
His wife set to work:
One of the first things she did was to introduce handbags to match the shoes… Other items soon followed, including scarves, men’s shoes, jewelry, eyeglasses and ready-to-wear clothes. Boutiques bearing the Ferragamo name opened in New York, Hong Kong, Seoul and other cities.
And although she ran a family business, Ms. Ferragamo was no pushover:
One of the rules she established was that each child would receive the same salary. Another was that no in-laws were allowed to work for the company.