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Altman on Jacobs on Dior: Fashion Through Fractals and Archives
Streetnotes (2012) 20: 90-110 90 ISSN: 2159-2926 Altman on Jacobs on Dior: Fashion Through Fractals and Archives J. Emmanuel Raymundo Abstract On February 25, 2011, the fashion luxury company Christian Dior suspended John Galliano, who had been its creative director since 1996, after his arrest over making anti-Semitic remarks at a Paris bar. Quickly following his suspension, a video from December 2010 was distributed showing Galliano hurling anti-Semitic invectives at several bar patrons. On March 1, 2011, Dior fired Galliano. At stake in the considerable interest and speculations regarding who takes over at Dior is control of a €24.6B business empire and access to a historic couturier’s archive. In this sense, its designer will influence the label’s “books” both financial and what will be stored in its physical repository as part of the brand’s creative and artistic repertoire. Despite fashion’s apparent ubiquity, the anticipation surrounding who takes over at Dior is proof that despite fashion’s professed democratization, there still exists a fashion hierarchy with Dior occupying its upper echelon. Since Galliano’s dismissal, fashion insiders have moved from breathlessly feverish in their speculations to desperately calling out for relief in the face of an unexpectedly drawn-out waiting game that is now over a year old and otherwise an eternity in fashion’s hyper accelerated production cycle. To purposely counter fashion’s accelerated internal clock, the purpose of this commentary is to keep fashion in a reflective state rather than a reflexive stance and uses fashion on film, and specifically Robert Altman’s Prêt-à-Porter (1994), to give cultural and historical context to all the online speculation and chatter. -
An Audience with Philippe Pascal – Head of Watches and Jewellery at LVMH
Industry | 73 Patrician An audience with Philippe Pascal – head of watches and jewellery at LVMH Nicholas Foulkes 1 It seems that one of the key criteria when commissioning an architect to design your luxury HQ is to infuse the project with a palpable sense of awe. Much as the medieval indigent would feel on spying the impregnable walls of a ruler’s castle; or how a pilgrim is awed into silence at the end of his journey; so, it would seem, the luxury bosses want visitors to feel when entering their lairs. Cartier is one example – a steel and glass fortress practically covering an entire city block. LVMH on the Avenue Montaigne is another. As if the building was not humbling enough, I was here to meet the man responsible for the group’s entire jewellery and wristwatch portfolio – TAG Heuer was bought by LVMH in 1999 and has quickly established itself as the world’s leading sports TAG and Zenith included. However, despite such portents of grandiosity, watch brand beneath the auspices of Pascal. Pictured is TAG’s new Golf watch (£795), designed and devel- what I found instead was a most dignified and straightforward gentleman, oped with Tiger Woods – TAG ambassador since 2003. It overcomes the problems associated with wearing a just as keen on his champagne as the brands he nurtures. watch when playing golf: weight (only 55 g), comfort (the clasp is integrated into case and the crown is at 9 o’clock) and resistance to golf swing (5,000 G of shock absorption. © QP Magazine 2007 74 | Industry Industry | 75 Pascal talks of the growth Zenith A rare audience a very important man. -
Lvmh Moët Hennessy Louis Vuitton
LVMH MOËT HENNESSY LOUIS VUITTON LVMH Moët Hennessy Louis Vuitton (incorporated with limited liability in the Republic of France) Euro 10,000,000,000 Euro Medium Term Note Programme Due from one month from the date of original issue Under the Euro Medium Term Note Programme described in this Base Prospectus (the “Programme”), LVMH Moët Hennessy Louis Vuitton (“LVMH” or the “Issuer”) subject to compliance with all relevant laws, regulations and directives, may from time to time issue Euro Medium Term Notes (the “Notes”). The aggregate nominal amount of Notes issued by the Issuer and outstanding will not at any time exceed Euro 10,000,000,000 (or the equivalent in other currencies). This Base Prospectus shall, for the purposes of Notes listed on the Official List of the Luxembourg Stock Exchange and admitted to trading on the Regulated Market (as defined below) of the Luxembourg Stock Exchange, or offered to the public in Luxembourg, be updated annually. Application has been made to the Commission de surveillance du secteur financier in Luxembourg in its capacity as competent authority under the “loi relative aux prospectus pour valeurs mobilières” dated 10 July 2005 which implements the Directive 2003/71/EC on the prospectus to be published when securities are offered to the public or admitted to trading (the “Prospectus Directive”), for the approval of this Base Prospectus as a base prospectus for the purposes of Article 5.4 of the Prospectus Directive. References in this Base Prospectus to the “Prospectus Directive” shall include the amendments made by Directive 2010/73/EU (the “2010 PD Amending Directive”) to the extent that such amendments have been implemented in the relevant Member State of the European Economic Area. -
2020 ANNUAL REPORT Passionate About Creativity
2020 ANNUAL REPORT Passionate about creativity Passionate about creativity THE LVMH SPIRIT Louis Vuitton and Moët Hennessy merged in 1987, creating the LVMH Group. From the outset, Bernard Arnault gave the Group a clear vision: to become the world leader in luxury, with a philosophy summed up in its motto, “Passionate about creativity”. Today, the LVMH Group comprises 75 exceptional Maisons, each of which creates products that embody unique craftsmanship, carefully preserved heritage and resolute modernity. Through their creations, the Maisons are the ambassadors of a refined, contemporary art de vivre. LVMH nurtures a family spirit underpinned by an unwavering long-term corporate vision. The Group’s vocation is to ensure the development of each of its Maisons while respecting their identity and their autonomy, by providing all the resources they need to design, produce and distribute their creations through carefully selected channels. Our Group and Maisons put heart and soul into everything they do. Our core identity is based on the fundamental values that run through our entire Group and are shared by all of us. These values drive our Maisons’ performance and ensure their longevity, while keeping them attuned to the spirit of the times and connected to society. Since its inception, the Group has made sustainable development one of its strategic priorities. Today, this policy provides a powerful response to the issues of corporate ethical responsibility in general, as well as the role a group like LVMH should play within French society and internationally. Our philosophy: Passionate about creativity THE VALUES OF A DEEPLY COMMITTED GROUP Being creative and innovative Creativity and innovation are part of LVMH’s DNA; throughout the years, they have been the keys to our Maisons’ success and the basis of their solid reputations. -
Annual Shareholders' Meeting Bernard Arnault
Annual Shareholders’ Meeting May 10, 2007 1 Bernard Arnault 2 Excellent performance in 2006 Despite a difficult currency environment during the second part of the year… Strong organic revenue growth of 12% with all business groups and all regions contributing Profit from recurring operations up 16% Current operating margin improved to 21% Group share of net profit rose 30% Continued reduction in debt LVMH global leadership strengthened in the luxury market 3 Highly profitable growth in 2006 across all business groups Solid growth of star brands Strong contribution from Fashion & Leather Goods Exceptional momentum of Wines & Spirits Excellent performance of Parfums Dior, TAG Heuer and Sephora Rapid development in major traditional markets and emerging countries 4 Annual Shareholders’ Meeting 5 Jean-Jacques Guiony 6 Group share of net profit increased 30% in 2006 % Change in millions of Euros 2005 2006 Revenue 13 910 15 306 + 10% Gross margin 8 909 9 825 Selling expenses (4 892) (5 364) + 10% Admistrative expenses (1 274) (1 289) + 1% Profit from recurring operations 2 743 3 172 + 16% Other income and expenses (221) (120) Operating profit 2 522 3 052 + 21% Net financial income (expense) (143) (53) Income taxes (718) (847) Equity investment income 7 8 Net profit 1 668 2 160 + 29% of which minority interests 228 281 Group share of net profit 1 440 1 879 + 30% 7 Profit from recurring operations increased 16% in 2006 in millions of Euros 2005 2006 % Change Wines & Spirits 869 962 +11% Fashion & Leather Goods 1 467 1 633 +11% Perfumes & Cosmetics 173 222 +28% Watches & Jewelry 21 80 +281% Selective retailing 347 400 +15% Others & Eliminations (134) (125) - LVMH 2 743 3 172 +16% 8 Profit from recurring operations increased 19% at constant currency - In millions of Euros Operational Currency improvements + 526 -97 impact * 3 172 2 743 2005 2006 * inc. -
LVMH 2017 Annual Report
2017 ANNUAL REPORT Passionate about creativity Passionate about creativity W H O W E A R E A creative universe of men and women passionate about their profession and driven by the desire to innovate and achieve. A globally unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 145,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced product presentation, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy: passionate about creativity LVMH VALUES INNOVATION AND CREATIVITY Because our future success will come from the desire that our new products elicit while respecting the roots of our Maisons. EXCELLENCE OF PRODUCTS AND SERVICE Because we embody what is most noble and quality-endowed in the artisan world. ENTREPRENEURSHIP Because this is the key to our ability to react and our motivation to manage our businesses as startups. 2 • 3 Selecting leather at Berluti. THE LVMH GROUP 06 Chairman’s message 12 Responsible initiatives in 2017 16 Interview with the Group Managing Director 18 Governance and Organization 20 Our Maisons and business groups 22 Performance and responsibility 24 Key fi gures and strategy 26 Talent 32 Environment 38 Responsible partnerships 40 Corporate sponsorship BUSINESS GROUP INSIGHTS 46 Wines & Spirits 56 Fashion & Leather Goods 66 Perfumes & Cosmetics 76 Watches & Jewelry 86 Selective Retailing 96 LVMH STORIES PERFORMANCE MEASURES 130 Stock market performance measures 132 Financial performance measures 134 Non-fi nancial performance measures 4 • 5 LVMH 2017 . -
LVMH COP 2017 Global Compact B
United Nations Global Compact Communication On Progress 2017 About main facts and best practices for the year 2016-17 201 6-17 see more particularly informations linked to the pictogram : The other informations (policies, processes,…) are always available and pursued by LVMH. - 2 / 121 - Summary Statement from the CEO 3 Implementing the Ten Principles into Strategies & Operations : Criterion 1 : The COP describes mainstreaming into corporate functions and business units 6 Criterion 2 : The COP describes value chain implementation 10 Robust Human Rights Management Policies & Procedures : Criterion 3 : The COP describes robust commitments, strategies or policies in the area of human rights 30 Criterion 4 : The COP describes effective management systems to integrate the human rights principles 33 Criterion 5 : The COP describes effective monitoring and evaluation mechanisms of human rights 42 integration Robust Labour Management Policies & Procedures : Criterion 6 : The COP describes robust commitments, strategies or policies in the area of labour 44 Criterion 7 : The COP describes effective management systems to integrate the labour principles 46 Criterion 8 : The COP describes effective monitoring and evaluation mechanisms of labour principles 54 integration Robust Environmental Management Policies & Procedures : Criterion 9 : The COP describes robust commitments, strategies or policies in the area of environmental 59 stewardship Criterion 10 : The COP describes effective management systems to integrate the environmental 71 principles -
2018 Annual Financial Report 1 01 VA V2 24/06/2019 15:19 Page2
01_VA_V2 24/06/2019 15:19 PageI Translation of the French “Rapport financier annuel” Fiscal year ended December 31, 2018 01_VA_V2 24/06/2019 15:19 PageII 01_VA_V2 24/06/2019 15:19 Page1 Contents Management Report of the Board of Directors – Financière Agache group 3 1. The Financière Agache business model 3 2. Business overview, highlights and outlook 7 3. Business and financial review 27 4. Ethics and responsibility 43 5. Environment and sustainability 69 6. Attracting and retaining talent 85 7. Corporate philanthropy 101 8. Financial and operational risk management and internal control 107 Management Report of the Board of Directors – Financière Agache SA 121 1. Results of Financière Agache SA 122 2. Information regarding the Company’s share capital 123 3. Membership of the Board of Directors 123 Board of Directors’ report on corporate governance 125 1. List of all corporate offices and positions held by company officers 126 2. Summary of existing delegations and financial authorizations and use made of them 128 3. Authorizations proposed at the Shareholders’ Meeting 129 4. Information on the related- party agreements covered by Article L. 225- 37- 4 2° of the French Commercial Code 129 Consolidated financial statements 131 1. Consolidated income statement 132 2. Consolidated statement of comprehensive gains and losses 133 3. Consolidated balance sheet 134 4. Consolidated statement of changes in equity 135 5. Consolidated cash flow statement 136 6. Notes to the consolidated financial statements 138 7. Statutory Auditors’ report on the consolidated financial statements 202 Parent company financial statements: Financière Agache 207 1. Balance sheet 208 2. -
Christie's Jewels Announces Global Sales Calendar for June & July 2020
PRESS RELEASE | WORLDWIDE | 16 JUNE 2020 | F O R IMMEDIATE RELEASE CHRISTIE'S JEWELS ANNOUNCES GLOBAL SALES CALENDAR FOR JUNE & JULY 2020 OVER 1,000 JEWELS OFFERED ACROSS NINE LIVE AND ONLINE SALES AUCTIONS IN GENEVA, HONG KONG, LONDON, NEW YORK, AND PARIS JEWELS ONLINE FINE JEWELS MAGNIFICENT JEWELS NEW YORK, 16-30 JUNE 2020 PARIS, 8 JULY 2020 HONG KONG, 9 JULY 2020 BROWSE SALE BROWSE SALE BROWSE SALE SPECTACULAR DIAMOND RING OF 28.86 RARE KASHMIR SAPPHIRE AND DIAMOND RING FANCY INTENSE BLUE/IF DIAMOND RING CARATS, D COLOR, VVS1 CLARITY, TYPE IIA OF 5.57 CARATS, VERDURA OF 12.11 CARATS US $1,000,000-$2,000,000 € 270,000 - 300,000 HK$65,000,000 - 95,000,000 MAGNIFICENT JEWELS MAGNIFICENT JEWELS IMPORTANT JEWELS GENEVA, 22 JULY 2020 NEW YORK, 29 JULY 2020 LONDON, 30 JULY BROWSE SALE BROWSE SALE BROWSE SALE TWIN-STONE DIAMOND RING BY REZA, DIAMOND PENDANT NECKLACE OF 115.83 CARATS, EARLY 20TH CENTURY DIAMOND TIARA, 5.34 CARATS, FANCY VIVID BLUE/IF, F COLOR, VVS1 CLARITY ATTRIBUTED TO CARTIER, CIRCA 1910 5.37 CARATS, D COLOR/IF US $5,000,000-7,000,000 £200,000-300,000 CHF 8,000,000-12,000,000 Worldwide – Christie’s Jewels announces the global sales calendar for June & July 2020 to include live and online auctions in all major sale sites spanning Geneva, Hong Kong, London, New York, and Paris. A total of nine auctions are planned, five live and four online, beginning with Jewels Online in New York (16-30 June) and ending with Important Jewels in London (30 July). -
Conference Call LVMH Reaches Agreement with Tiffany &
Conference call LVMH Reaches Agreement with Tiffany & Co. Paris, November 25, 2019 Further to today’s announcement of LVMH’s agreement with Tiffany & Co., a conference call was held today at 3 pm (Paris time). At this time, a presentation, including further information, was put on the LVMH website. The replay of the conference call is equally available on the website in the Shareholders / Events section via this link. LVMH LVMH Moët Hennessy Louis Vuitton is represented in Wines and Spirits by a portfolio of brands that includes Moët & Chandon, Dom Pérignon, Veuve Clicquot Ponsardin, Krug, Ruinart, Mercier, Château d’Yquem, Domaine du Clos des Lambrays, Château Cheval Blanc, Colgin Cellars, Hennessy, Glenmorangie, Ardbeg, Belvedere, Woodinville, Volcán de Mi Tierra, Chandon, Cloudy Bay, Terrazas de los Andes, Cheval des Andes, Cape Mentelle, Newton, Bodega Numanthia and Ao Yun. Its Fashion and Leather Goods division includes Louis Vuitton, Christian Dior Couture, Celine, Loewe, Kenzo, Givenchy, Pink Shirtmaker, Fendi, Emilio Pucci, Marc Jacobs, Berluti, Nicholas Kirkwood, Loro Piana, RIMOWA, Patou and Fenty. LVMH is present in the Perfumes and Cosmetics sector with Parfums Christian Dior, Guerlain, Parfums Givenchy, Kenzo Parfums, Perfumes Loewe, Benefit Cosmetics, Make Up For Ever, Acqua di Parma, Fresh, Fenty Beauty by Rihanna and Maison Francis Kurkdjian. LVMH's Watches and Jewelry division comprises Bvlgari, TAG Heuer, Chaumet, Dior Watches, Zenith, Fred and Hublot. LVMH is also active in selective retailing as well as in other activities through DFS, Sephora, Le Bon Marché, La Samaritaine, Groupe Les Echos, Cova, Le Jardin d’Acclimatation, Royal Van Lent, Belmond and Cheval Blanc hotels. -
Case No COMP/M.6212 - LVMH/ BULGARI
EN Case No COMP/M.6212 - LVMH/ BULGARI Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 29/06/2011 In electronic form on the EUR-Lex website under document number 32011M6212 Office for Publications of the European Union L-2985 Luxembourg EUROPEAN COMMISSION Brussels, 29.6.2011 In the published version of this decision, some information has been omitted pursuant to Article C(2011) 4823 final 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and other confidential information. The omissions are PUBLIC VERSION shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. MERGER PROCEDURE ARTICLE 6(1)(b) DECISION To the notifying party: Dear Sir/Madam, Subject: Case No COMP/M.6212 - LVMH/ BULGARI Commission decision pursuant to Article 6(1)(b) of Council Regulation No 139/20041 1. On 24 May 2011, the European Commission received notification of a proposed concentration pursuant to Article 4 of the Merger Regulation by which LVMH Moët Hennessy – Louis Vuitton Group ("LVMH", France), controlled by Groupe Arnault SAS (France), acquires within the meaning of Article 3(1)(b) of the Merger Regulation control of the whole of the undertaking Bulgari S.p.A ("Bulgari", Italy) by way of purchase of shares.2 LVMH and Bulgari will be hereinafter referred to as "the parties". I. THE PARTIES 2. LVMH is active in the production and sales of luxury goods (wines and spirits; fashion and leather goods, including accessories; perfumes and cosmetics; watches and jewellery; selective retailing as well as the luxury yachts industry). -
MEDIA KIT 2021 “France-Amérique Magazine TOTAL FOOTPRINT AUDIENCE HIGHLIGHTS
MEDIA KIT 2021 “France-Amérique Magazine TOTAL FOOTPRINT AUDIENCE HIGHLIGHTS is the ultimate resource for DIGITAL lovers of everything French. 840.000 NUMBER 1 Unique visitors Publication for Francophiles We’re offering something that in the world, 70% Americans, 30% French or French- you won’t find anywhere else: PRINT READERSHIP Americans. a truly intercultural perspective, 120.000 filled with cultural insights, Monthly readers 15M stunning design, and France-Amérique’s affluent SOCIAL visitors wield over $15 millions in total buying power. independent journalism.” 40.000 Followers 840.000 France-Amérique reaches GUENOLA PELLEN, 133.047 online users globally. Director of Publication 60% Over half of the France-Amérique audience is made of Millennials (24-39) and Generation X (40-55). OVERVIEW Founded in New York in 1943, France-Amérique Magazine is the leading bilingual French-English print publication in North America and France. Designed for Francophiles and Francophones everywhere in the world, this premium magazine is focused on French art de vivre and is aimed at international readers who love France. Every month, France-Amérique Magazine offers a compilation of profiles, essays, and interviews to inspire thought and debate, combined with an elegant design and exceptional imagery. The publication analyzes French life and offers a unique connection to the French cultural scene in America. Published in a bilingual format in French and English, France- Amérique Magazine appeals to anyone interested in French culture and French-American friendship. It attracts students of French and English who use the magazine to improve their reading comprehension in both languages. COVERS Since January 2021, France-Amérique Magazine’s covers have been illustrated by French artist Thomas Hayman who creatively adapts an editorial theme from each issue into an artistic cover illustration.