DOCSLIB.ORG

Copyrighted Material

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Copyrighted Material Index Page numbers in italics refer to illustrations A (Atlantic Alternative), 100. See also Anti-corruption policy (China), 19–26, 30, CO-J-A-C theory of brand evolution 41, 124 Abercrombie & Fitch, 7, 14, 180 Apparel. See also specifi c brands Absolut vodka, 51 Chinese brands, 148 Absolute luxury, 66, 67, 81, 82, 212, 222 fast fashion retailers, 13, 148. See also Fast- Accessible “core” luxury items, 44, 46 moving fashion and consumer goods Adidas, 145, 148, 152, 153, 205, 206 gifting, 22 Aelia, 136 market entry, low barriers to, 148, 179 Aesop, 84 outlet stores, 176. See also Outlet stores Aff ordable luxury items, 44, 45, 199, 221 Apple The Age of Parasite Singles (Yamada), 35 Beats by Dre, 170 Ahrendts, Angela, 201, 206 brand building, 151, 152 Air pollution, 34, 91, 189, 203, 204 as competitor for luxury talent, 91, Aldo, 28 COPYRIGHTED 201,MATERIAL 202 Alfred Dunhill. Seee Dunhill in Hong Kong, 13, 28, 29 Ali, Muhammad, 45 and luxury competition, 198, 200, Amazon, 208 201, 209 American consumers. See United States strategic partnerships, 208 American Girl, 126 warranties, apology to China for, 78 American Tourister, 104, 105 Armand de Brignac (Ace of Spades), 170 AmorePacifi c group, 81, 155 Armani, 223 Anta, 145, 153 Arnault, Bernard, 185 227 bind 227 16 July 2014 10:15 PM 228 ind e x Arnault family, 65 Brazil, 186, 187, 196, 202, 211 Art, Chinese contemporary, 157 Breeze Center shopping mall, 190 Asian Tigers, 6, 126. See also Hong Kong; BRIC countries, 186, 187, 196. See also Singapore; South Korea; Taiwan specifi c countries Asics, 152, 206 Brunello Cuccinelli, 13, 28, 29, 66, 68, Asprey, 223 212, 223 ATMs in China, 116 Budget competition, 198–204, 209 Aubry, Martine, 108 Bulgari, 27, 45, 65, 99, 150, 220 Audemars Piguet, 67, 223 Burberry Australia, 134, 135, 149 about, 221 Avatars. See also individual avatars digital marketing, 206–208 described, xix–xxiv and gift giving, 22 and mass-lux pyramid, xix in Hong Kong, 14 and true luxury, 213, 215 in Japan, 99 Azar, Karim, 28, 29 Manhattan store, 64 outlet stores, 176 Bacardi group, 170 in South Korea, 58, 127, 191 Baidu, 154 Burke, Michael, 87 Baiju, 22, 51 Bailey, Christopher, 206 C (China), 100. See also CO-J-A-C Bailian Group, 176 theory of brand evolution Balenciaga, 219 Calvin Klein, 149 Banana leaf parable, 214, 215 Cambodia, 126 Beats by Dre, 170 Canali, 134 Belin, Francis, 32 Canton Road (Hong Kong), 7, 8, 10, Bell & Ross, 14 18, 139 Bella Vita mall, 132 Cantonese, 6 Belle, 145 Carcelle, Yves, 87 Berluti, 220 Cartier Bicester Village, 176, 177 Asian market, 65 Bieber, Justin, 159, 205 brand evolution, 100 Billboards, 27 Chinese jewellers compared, 150, 151 Biostime, 147 Chinese market, 192–195 Blancpain, 20 and consumer trust, 43 Blum Leon, 108, 109 and female-driven market, 27 Bo Xilai, 22 history of and brand credibility, 62 Body Shop, 81, 154 in Hong Kong, 7, 10 Bono, 45, 77 and Indian culture, 187, 188 Boots, 84 museum exhibits, 193 Bottega Veneta, 67, 81, 82, 135, 219 “Must de Cartier” initiative, 77 Bowie, David, 77 Richemont group, as part of, 114, Brand advertising, 44, 45 115, 220 Brand ambassadors, 44, 45 watches, 20, 76, 77 Brand building, 151–157, 198 Casiraghi, Charlotte, 54, 59 Brand legitimacy and quality assurance, 38, Causeway Bay (Hong Kong), 10–12 76, 114. See also Counterfeit goods CEIC (China Economic Information Brand loyalty, 77, 79, 81 Center), 9, 112 bind 228 16 July 2014 10:15 PM Index 229 Celebrity endorsements, 44, 45, 159, 170, Silk Road, xvii, xviii 171, 205 Special Administrative Regions, 5. See Céline, 176, 220 also Hong Kong; Macau Chaddha, Radha, 190 Special Economic Zones, 15n19, 34, Champagne, 39, 40, 170, 220 118–119 Chanel, 7, 11, 67, 81, 123, 134, 221 statistics, 225, 226 Chanel, Coco (Gabrielle), 25, 31, 59, taxes. Seee Taxes 217, 221 travel, impact of on Chinese luxury Chen, Brittany (avatar) market, 184, 185. See also Travel brand interests, 125, 126 women as drivers of Chinese luxury and Chinese brands, 145, 155 market, 26, 27, 65, 66, 97 described, xxii, xxiii Xi administration, xxx, 19–26, 30, 41, 124 Europe, travel to, 124, 125 Chinese brands. See also specifi c brands gifting, 19 apparel, 148 Hong Kong, shopping in, 13 avatars’ views on, 145 Hong Kong, travel to, 9, 112 and brand building, 151–157, 159 Korean pop culture, infl uence of, 101, 102 competition with Western brands, Shanghai Tang, views on, 148 146–151, 159 shopping, views on, 18 cosmetics, 147 and understated versus fl ashy fashion, 215 health and safety issues, 146, 147. See also Cheung Kong Holdings, 6 Health and safety issues Chiang Kai-shek, 33 jewellery, 148–151 China luxury brands, 148, 149, 155–157, 179 “Bling Dynasty,” 211, 212 snacks and food items, 146 as BRIC country, 186, 187, 196 sporting goods, 152, 153 consumers in. See Chinese consumers “too Chinese” versus not Chinese as emerging market, 186 enough, 179–182 gift giving in. See Gifting trust issues, 147 Guangdong, 6n6, 15, 25, 34n4, 119 Chinese consumers. See also Chen, Brittany Guangzhou–Shenzhen–Hong Kong (avatar); Li, Calvin (avatar); Ma, Tiff any express rail, 15 (avatar); Wang, Lewis (avatar); Zhou, health and safety issues. Seee Health and Hermes (avatar) safety issues intelligent purchases, 177, 178 luxury brands, role in evolution of, Japan as inspiration for, 37 98–100 outlet centers, 176, 177 luxury market, growth of, xxiv-xxviii, 59, price awareness, 79, 96, 97, 103, 104, 112, 60, 84, 185, 186, 195, 196 113, 174–177 male domination of Chinese luxury South Korea, role of in consumer trends, market, 16–18, 26, 27, 30, 32, 36, 52 100–102, 106 middle class, xxv-xxviii, 51, 60–62, 68, 73 and ubiquity of luxury brands, 59–62, 73 as Middle Kingdom (Central State), value-for-money motivation, 166, 183, 184 175–179, 182 “one country, two systems” policy, 5, 7, Chinese National Tourism Administration, 109 34, 118 Choco Pie, 146 one-child policy, 36, 37 Chopard, 65, 223 Shanghai, 15, 97 Chow Tai Fook, 10, 43, 145, 150 Shenzhen, 15, 15n19, 34, 119, 226 Christian Dior, 27, 132, 134 bind 229 16 July 2014 10:15 PM 230 ind e x Cîroc vodka, 38, 45, 168, 170 Cotai, Macau, 121, 123 City of Dreams, 121, 122 Counterfeit goods, 15n19, 25, 34, 37, 113, City Plaza, 12 114. See also Brand legitimacy and City Super, 28, 29 quality assurance Clinique, 155 Cristal, 170 CO (Continent of Origin), 98, 99. See also The Cult of the Luxury Brandd (Chadha), 19 CO-J-A-C theory of brand evolution Cultural Revolution, 5, 33, 119 Coach Customer service, 114 about, 221 Customized products, 55 as aff ordable luxury, 45, 61 Chinese market, 61, 68, 178, 179, 199, 200 Dafoe, Willem, 171 in Europe, 100 Daks, 80, 81 and evolution of luxury brands, 99 Danone, 147 “going lifestyle,” 86–89 Daphne, 145, 148, 189 in Japan, 37, 99 David and Goliath (Gladwell), 55 outlet stores, 168, 176 David Yurman, 125 production in China, 79 Deneve, Paul, 201 training programs for Chinese staff , 114 Deng, Xiaoping, 5, 34, 36, 211 value for money, 45, 68, 81, 179, 199, 221 Desirability of brand, 38, 39 Cognac, 22, 37, 40, 41, 50, 51, 99, 138, 170, DFS (Duty Free Shoppers), 8, 98, 121, 122, 172, 220 129, 136–140, 220 Cognac D’Ussé, 170 Diageo, 38, 39, 170 CO-J-A-C theory of brand evolution, Diaz, Cameron, 171 98–100, 126 DiCaprio, Leonardo, 171 Combs, Sean (P. Diddy), 45, 170 Digital marketing, 206–208 Conformity, 32, 153–154. See also “Fitting Din Tai Fung, 145 in” as reason for luxury purchases Diptyque, 13 Confucianism, 33, 153 Discretionary spending, competition Congés payés, 108, 109 for, 198–204, 209 Connery, Sean, 45, 77 Doctoroff , To m , 32 Constans, Jordi, 87 Dolce & Gabbana, 223 Consumer awareness, 77, 78 Dom Pérignon, 220 Consumer profi les, 36, 37. See also Avatars Dominion Diamond Corporation, 65 Consumption tax (China), 23, 24, 79, 113 Donna Karan, 66, 149 Converse, 152 Doriano, 149 Cook, Tim, 201 Douglas, 84 Corporate gift giving, 18–26 Dr. Dre, 169, 170 Corruption, 19, 20, 25, 26. See also Anti- Du, Juan, 149 corruption policy; Guanxi Dufry, 136 Cosmetic surgery, 202 Dunhill (Alfred Dunhill), 13, 100, 180, 199 Cosmetics. See also specifi c brands Duty Free Shoppers (DFS), 8, 98, 121, 122, in Asia, 84 129, 136–140, 220 Chinese market, 147 Duty-free markets in South Korea, 127, 128 consumption tax on (China), 24 in Japan, 35 Eames, Charles, 214 in Korea, 80, 81, 102, 149 Eames, Ray (née Kaiser), 214 retail stores, 84–86 Economies of scale, 86–88, 91 bind 230 16 July 2014 10:15 PM Index 231 850C, 189 and DFS, 137 Eight Musts (Xi8), 21 everyday luxury, 44, 45 1881 Heritage building, 10 LVMH group, 66, 220 Elements mall, 14, 15 as “mass-tige” products, 55 E-mart, 78 as part of “going lifestyle,” 86, 88 Emerging markets, 40, 49, 166, 168, France 185–187 Champagne, 39, 40. See also Champagne Emperor group, 11 Chinese travel to, 125 The End of Men and the Rise of Women Cognac, 51. See also Cognac (Rosin), 27 “French paradox,” 55, 56 Entry price points, 81, 82. See also Value limited workweek and travel, 108, 109 for money L’Occitane, 84, 85 Escada, 223 luxury market in, 171 Eslite Taipei bookshop, 12 Paris, 7–9, 47, 113, 124, 125 Esprit, 180 social reforms and travel, 108, 109 Estée Lauder group, 85, 147, 155 “the third offi ce,” 47 Etude House, 81, 102 Free individual travellers (FITs), 139 Europe.
Load more

Recommended publications
  • Devoir De Vigilance: Reforming Corporate Risk Engagement
    Devoir de Vigilance: Reforming Corporate Risk Engagement Copyright © Development International e.V., 2020 ISBN: 978-3-9820398-5-5 Authors: Juan Ignacio Ibañez, LL.M. Chris N. Bayer, PhD Jiahua Xu, PhD Anthony Cooper, J.D. Title: Devoir de Vigilance: Reforming Corporate Risk Engagement Date published: 9 June 2020 Funded by: iPoint-systems GmbH www.ipoint-systems.com 1 “Liberty consists of being able to do anything that does not harm another.” Article 4, Declaration of the Rights of the Man and of the Citizen of 1789, France 2 Executive Summary The objective of this systematic investigation is to gain a better understanding of how the 134 confirmed in-scope corporations are complying with – and implementing – France’s progressive Devoir de Vigilance law (LOI n° 2017-399 du 27 Mars 2017).1 We ask, in particular, what subject companies are doing to identify and mitigate social and environmental risk/impact factors in their operations, as well as for their subsidiaries, suppliers, and subcontractors. This investigation also aims to determine practical steps taken regarding the requirements of the law, i.e. how the corporations subject to the law are meeting these new requirements. Devoir de Vigilance is at the legislative forefront of the business and human rights movement. A few particular features of the law are worth highlighting. Notably, it: ● imposes a duty of vigilance (devoir de vigilance) which consists of a substantial standard of care and mandatory due diligence, as such distinct from a reporting requirement; ● sets a public reporting requirement for the vigilance plan and implementation report (compte rendu) on top of the substantial duty of vigilance; ● strengthens the accountability of parent companies for the actions of subsidiaries; ● encourages subject companies to develop their vigilance plan in association with stakeholders in society; ● imposes civil liability in case of non-compliance; ● allows stakeholders with a legitimate interest to seek injunctive relief in the case of a violation of the law.
    [Show full text]
  • Press Release 05.06.2021
    PRESS RELEASE 05.06.2021 REPURCHASE OF OWN SHARES FOR ALLOCATION TO FREE SHARE GRANT PROGRAMS FOR THE BENEFIT OF EMPLOYEES Within the scope of its share repurchase program authorized by the April 22, 2021 shareholders' meeting (14th resolution), Kering has entrusted an investment service provider to acquire up to 200,000 ordinary Kering shares, representing close to 0.2% of its share capital as at April 15, 2021, no later than June 25, 2021 and subject to market conditions. These shares will be allocated to free share grant programs to some employees. The unit purchase price may not exceed the maximum set by the April 22, 2021 shareholders' meeting. As part of the previous repurchase announced on February 22, 2021 (with a deadline of April 16, 2021), Kering bought back 142,723 of its own shares. About Kering A global Luxury group, Kering manages the development of a series of renowned Houses in Fashion, Leather Goods, Jewelry and Watches: Gucci, Saint Laurent, Bottega Veneta, Balenciaga, Alexander McQueen, Brioni, Boucheron, Pomellato, DoDo, Qeelin, Ulysse Nardin, Girard-Perregaux, as well as Kering Eyewear. By placing creativity at the heart of its strategy, Kering enables its Houses to set new limits in terms of their creative expression while crafting tomorrow’s Luxury in a sustainable and responsible way. We capture these beliefs in our signature: “Empowering Imagination”. In 2020, Kering had over 38,000 employees and revenue of €13.1 billion. Contacts Press Emilie Gargatte +33 (0)1 45 64 61 20 [email protected] Marie de Montreynaud +33 (0)1 45 64 62 53 [email protected] Analysts/investors Claire Roblet +33 (0)1 45 64 61 49 [email protected] Laura Levy +33 (0)1 45 64 60 45 [email protected] www.kering.com Twitter: @KeringGroup LinkedIn: Kering Instagram: @kering_official YouTube: KeringGroup Press release 05.06.2021 1/1 .
    [Show full text]
  • PUMA Relay 2014 Annual Report 2014 Puma Timeline Our Highlights in 2014
    PUMA RELAY 2014 Annual Report 2014 PUMA TIMELINE OUR highlights IN 2014 JAN FEB MAR apr maY june julY aUG SEP oct noV DEC evoPOWER Launch “PUMA Lab” Roll-Out World Cup Kit Launch Lexi Thompson’s First Major PUMA Village Closure FIFA World Cup™ in Brazil Arsenal FC Kit Launch “Forever Faster” Campaign Retail Business Relocation Becker OG Release F1-Championship for Hamilton New Global Ambassador Rihanna PUMA introduces its most Together with Foot Locker PUMA reveals the new COBRA PUMA golfer Lexi PUMA continues to optimize The FIFA World Cup™ in PUMA becomes the official kit PUMA’s global ”Forever With the finalization of the PUMA reissues the Becker Lewis Hamilton of PUMA PUMA and Rihanna powerful football boot USA, PUMA starts rolling national kits for its eight Thompson becomes the its organizational setup Brazil proves to be a great partner of top English Premier Faster” campaign, relocation of its Global and OG, the classic mid-top partnered MERCEDES AMG announce a new multi- to date, the evoPOWER. out its “PUMA Lab” retail national football teams second-youngest major – with the closure of the stage for PUMA’s innovative League club Arsenal FC. The the biggest marketing European Retail Organiza- shoe that 17-year-old PETRONAS F1 team wins year partnership, starting Inspired by barefoot concept in over 125 doors heading to the World Cup winner in LPGA Tour PUMA Village Development kits and eye-catching partnership kicks off with the campaign in the company’s tion from Oensingen, Swit- Boris Becker wore during his second drivers’ World January 2015.
    [Show full text]
  • Kering – a Path Towards Sustainable Luxury
    Kering – A path towards sustainable luxury Carolina Fernandes Dissertation written under the supervision of Patricia Amaro Machado Dissertation submitted in partial fulfilment of requirements for the MSc in Management with Specialization in Strategy and Entrepreneurship, at the Universidade Católica Portuguesa, 4th January 2019 Abstract Dissertation Title: Kering - A path towards sustainable luxury Author: Carolina Fernandes Keywords: strategic change, dynamic capabilities, firm performance, sustainability, luxury goods Organizations are affected by exogenous shocks such as changes in consumer preferences through time, making it crucial to face these challenges in a way that will lead to a competitive advantage, as well as long-term survival. In order to overcome these situations, firms need to actively change their strategy to successfully adapt to the external environment, by altering, for instance, its technology, structure and processes. Scholars have studied the importance of strategic change, as well as dynamic capabilities, in firm’s success, highlighting the impact of an active process of change and its positive effect on performance. This dissertation focuses on showing a real-life example of a company that changed its processes in order to increase its fit with the external environment. The teaching case focuses on Kering’s path towards becoming a luxury leader in environmental sustainability, transforming its governance structure as well as operational practices. The luxury conglomerate used dynamic capabilities successfully in order to adapt, not to a crisis, but to a gradual change in consumer preferences. This case is a clear example of how important it is for companies to sense potential changes in the external environment, and to take action in order to address those situations in a way that will improve performance in the long-run.
    [Show full text]
  • Mise En Page 1
    WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 TABLE OF CONTENTS CHAPTER 1 Kering in 2017 3 CHAPTER 2 Our activities 15 CHAPTER 3 Sustainability 57 CHAPTER 4 Report on corporate governance 139 CHAPTER 5 Financial information 201 CHAPTER 6 Risk management procedures and vigilance plan 363 CHAPTER 7 Additional information 377 This is a free translation into English of the 2017 Reference Document issued in French and is provided solely for the convenience of the English speaking users. WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 2017 Reference Document ~ Kering 1 WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 2 Kering ~ 2017 Reference Document CHAPter 1 Kering in 2017 1. History 4 2. Key consolidated figures 6 3. Group strategy 8 4. Kering Group simplified organisational chart as of December 31, 2017 13 WorldReginfo - 8abd55dc-f279-4f41-ad6a-48394863a352 2017 Reference Document ~ Kering 3 1 KERING IN 2017 ~ HISTORY 1. History Kering has continuously transformed itself since its inception 1999 in 1963, guided by an entrepreneurial spirit and a commitment • Acquisition of a 42% stake in Gucci Group NV, marking to constantly seek out growth and create value. the Group’s entry into the Luxury Goods sector. Founded by François Pinault as a lumber and building • First steps towards the creation of a multi- brand Luxury materials business, the Kering group repositioned itself on Goods group, with the acquisition by Gucci Group of the retail market in the 1990s and soon became one of Yves Saint Laurent, YSL Beauté and Sergio Rossi. the leading European players in the sector.
    [Show full text]
  • INTERNATIONAL PROGRAMME MANAGER About the Kering
    INTERNATIONAL PROGRAMME MANAGER About the Kering Foundation Launched in 2009, the Kering Corporate Foundation combats Violence Against Women. To enhance its global impact, the Foundation focuses on one cause in each of the following three regions: ⁻ Sexual Violence in the Americas ⁻ Harmful Traditional Practices in Western Europe (France, Italy, United-Kingdom) ⁻ Domestic Violence in Asia The Kering Foundation supports NGOs’ projects, social entrepreneurs and awareness campaigns while involving the Group’s 38,000 employees. To reach a greater impact, the Foundation favors an approach based on consultation or co- construction with its partners. It supports a limited number of programmes mostly with local organizations for a minimum of 3 years, and promotes active collaboration with these organizations as well as with other funders who share the same goals and can magnify its impact to the benefit of women. About Kering A world leader in apparel and accessories, Kering develops an ensemble of powerful Luxury and Sport & Lifestyle brands: Gucci, Bottega Veneta, Saint Laurent, Alexander McQueen, Balenciaga, Brioni, Christopher Kane, McQ, Stella McCartney, Tomas Maier, Boucheron, Dodo, Girard-Perregaux, JeanRichard, Pomellato, Qeelin, Ulysse Nardin, Puma, Volcom and Cobra. By ‘empowering imagination’ in the fullest sense, Kering encourages its brands to reach their potential, in the most sustainable manner. Present in more than 120 countries, the Group generated revenues of more than €11.5 billion in 2015 and had more than 38,000 employees
    [Show full text]
  • Sustained, Well-Balanced Growth Across All Houses
    PRESS RELEASE October 24, 2019 SUSTAINED, WELL-BALANCED GROWTH ACROSS ALL HOUSES Consolidated revenue in the third quarter of 2019: €3,884.6 million up 14.2% as reported up 11.6% on a comparable basis “We achieved another strong quarter, and all our segments contributed to our solid top-line gain. Our progress, on top of considerable expansion in the past two years, is healthy and well balanced across all Houses. We are consolidating our growth trajectory, and carrying out continuous, targeted operating investments. We live in an increasingly complex world, but we are fully confident in our capacity to deliver sustained performances over time.” François-Henri Pinault, Chairman and Chief Executive Officer • Very strong quarter at Gucci (up 10.7% on a comparable basis), delivering on its ambitions against a persistently high comparison base. • Very solid sales growth at Yves Saint Laurent (up 10.8% on a comparable basis), driven by all regions. • Excellent reception of the new Bottega Veneta collections and highly encouraging sales growth (up 6.9% on a comparable basis). • Very strong progress of Kering’s Other Houses (up 16.3% on a comparable basis), powered by Balenciaga and Alexander McQueen. Robust growth of Watches and Jewelry. Press Release October 24, 2019 1/6 WorldReginfo - 2d4e9c46-60a3-4cf2-bbc1-f7bd2d9414ea Revenue Q3 2019 Q3 2018 Reported Comparable change change (1) (in € millions) Total Houses 3,777.8 3,318.2 +13.9% +11.3% Gucci 2,374.7 2,096.0 +13.3% +10.7% Yves Saint Laurent 506.5 446.9 +13.3% +10.8% Bottega Veneta 284.3 258.9 +9.8% +6.9% Other Houses 612.3 516.4 +18.6% +16.3% Corporate and other 106.8 83.8 +27.4% +24.8% Kering 3,884.6 3,402.0 +14.2% +11.6% (1) On a comparable Group structure and exchange rate basis.
    [Show full text]
  • Worldreginfo - 8B0df382-Fc9a-418E-8874-B6b567b62f86 Worldreginfo - 8B0df382-Fc9a-418E-8874-B6b567b62f86 01 VA V4 18/02/2016 17:11 Page1
    WorldReginfo - 8b0df382-fc9a-418e-8874-b6b567b62f86 WorldReginfo - 8b0df382-fc9a-418e-8874-b6b567b62f86 01_VA_V4 18/02/2016 17:11 Page1 TABLE OF CONTENTS CHAPTER 1 Kering in 2015 3 CHAPTER 2 Our activities 15 CHAPTER 3 Financial information 57 2015 Financial Document ~ Kering 1 WorldReginfo - 8b0df382-fc9a-418e-8874-b6b567b62f86 01_VA_V4 18/02/2016 17:11 Page2 2 Kering ~ 2015 Financial Document WorldReginfo - 8b0df382-fc9a-418e-8874-b6b567b62f86 01_VA_V4 18/02/2016 17:11 Page3 Chapter 1 Kering in 2015 1. History 4 2. Key consolidated figures 6 3. Kering Empowering Imagination 8 4. Kering Group Simplified Organisational Chart as of December 31, 2015 14 2015 Financial Document ~ Kering 3 WorldReginfo - 8b0df382-fc9a-418e-8874-b6b567b62f86 01_VA_V4 18/02/2016 17:11 Page4 1 KERING IN 2015 ~ HISTORY 1. HISTORy The Kering group was founded by François Pinault in 1997 1963, as a timber and building materials business. In the • Takeover by Redcats (Kering’s home shopping business) mid-1990s, the Group repositioned itself on the retail of Ellos, the leader on the Scandinavian mail order market and soon became one of the leading players in market. the sector. • Creation of Fnac Junior, a concept store for children The acquisition of a controlling stake in Gucci Group in 1999 under 12. and the establishment of a multi-brand Luxury Goods group marked a new stage in the Group’s development. 1998 • Takeover of Guilbert, the European leader in office In 2007, the Group seized a new growth opportunity with supplies and furnishings. the purchase of a controlling stake in PUMA, a world • Acquisition by Redcats of 49.9% of Brylane, the fourth- leader and benchmark in Sport & Lifestyle.
    [Show full text]
  • Gucci V. Alibaba: a Balanced Approach to Secondary Liability for E-Commerce Platforms Esther A
    NORTH CAROLINA JOURNAL OF LAW & TECHNOLOGY Volume 17 Article 5 Issue 5 Online Issue 5-1-2016 Gucci v. Alibaba: A Balanced Approach to Secondary Liability for E-Commerce Platforms Esther A. Zuccaro Follow this and additional works at: http://scholarship.law.unc.edu/ncjolt Part of the Law Commons Recommended Citation Esther A. Zuccaro, Gucci v. Alibaba: A Balanced Approach to Secondary Liability for E-Commerce Platforms, 17 N.C. J.L. & Tech. On. 144 (2016). Available at: http://scholarship.law.unc.edu/ncjolt/vol17/iss5/5 This Notes is brought to you for free and open access by Carolina Law Scholarship Repository. It has been accepted for inclusion in North Carolina Journal of Law & Technology by an authorized administrator of Carolina Law Scholarship Repository. For more information, please contact [email protected]. NORTH CAROLINA JOURNAL OF LAW & TECHNOLOGY 17 N.C. J.L. & TECH. ON. 144 (2016) GUCCI V. ALIBABA: A BALANCED APPROACH TO SECONDARY LIABILITY FOR E-COMMERCE PLATFORMS Esther A. Zuccaro* This Recent Development discusses the future of secondary liability for e-commerce platforms whose users sell counterfeit goods in the wake of the ongoing Gucci v. Alibaba litigation. Should the plaintiffs prevail, e-commerce platforms will be held accountable to cooperate with brand owners by removing infringing listings in a timely fashion and sanctioning users who sell counterfeits in an effective manner, resulting in a more brand- protective environment than that under the current Tiffany v. eBay standard. Such a result will compel e-commerce platforms to share the burden of policing counterfeiters with trademark owners, working together to combat trademark infringement.
    [Show full text]
  • Mise En Page 1
    Reference document 2016 1_VA_V4 04/04/2017 13:21 Page1 TABLE OF CONTENTS CHAPTER 1 Kering in 2016 3 CHAPTER 2 Our activities 17 CHAPTER 3 Sustainability 57 CHAPTER 4 Corporate governance 141 CHAPTER 5 Financial information 221 CHAPTER 6 Share capital and ownership structure 367 CHAPTER 7 Additional information 379 This is a free translation into English of the 2016 Reference Document issued in French and is provided solely for the convenience of the English speaking users. 2016 Reference Document ~ Kering 1 1_VA_V4 04/04/2017 13:21 Page2 2 Kering ~ 2016 Reference Document 1_VA_V4 04/04/2017 13:21 Page3 CHAPter 1 Kering in 2016 1. History 4 2. Key consolidated figures 6 3. Group strategy 8 4. Kering Group simplified organisational chart as of December 31, 2016 15 2016 Reference Document ~ Kering 3 1_VA_V4 04/04/2017 13:21 Page4 1 KERING IN 2016 ~ HISTORY 1. HISTORy The Kering group was founded by François Pinault in 1963, 1997 as a timber and building materials business. In the mid- • Takeover by Redcats (Kering’s home shopping business) 1990s, the Group repositioned itself on the retail market of Ellos, the leader on the Scandinavian mail order market. and soon became one of the leading players in the sector. • Creation of Fnac Junior, a concept store for children The acquisition of a controlling stake in Gucci Group in 1999 under 12. and the establishment of a multi-brand Luxury Goods group marked a new stage in the Group’s development. 1998 • Takeover of Guilbert, the European leader in office In 2007, the Group seized a new growth opportunity with supplies and furnishings.
    [Show full text]
  • Kering Eyewear Acquires the Danish Luxury Eyewear Brand Lindberg
    PRESS RELEASE July 8, 2021 KERING EYEWEAR ACQUIRES THE DANISH LUXURY EYEWEAR BRAND LINDBERG A family-owned Danish eyewear company, renowned and awarded for its exceptional titanium optical frames, design, innovative and patented technology and impeccable craftsmanship A brand with a unique positioning and solid growth prospects Fully complementary with Kering Eyewear Kering Eyewear and the Lindberg family have signed an agreement for Kering Eyewear to acquire 100% of the share capital of LINDBERG. Founded in 1969 in Denmark by optician Poul-Jørn Lindberg and his wife as an optical store and turned into a multinational company by their son Henrik, LINDBERG is a high-end manufacturer of design-oriented, lightweight, and customizable optical frames with a specialization in titanium. The company’s reputation has been built on its made-to-order capabilities, offering customers the possibility to create their very own bespoke pair of LINDBERG glasses through an extended modular system which contains billions of combinations, in a wide array of materials from titanium to acetate, buffalo horn, wood or precious metals. LINDBERG has developed and patented manufacturing techniques and innovations such as hypoallergenic, multi-adjustable and screwless frames that are key differentiating factors in the high-end eyewear market. As a pioneer, LINDBERG holds a unique positioning in the luxury eyewear industry, resulting in a powerful combination of a sizeable and very profitable company with strong growth potential. This acquisition is an important milestone in the successful expansion of Kering Eyewear and perfectly fits with its development strategy. Since its start in 2014, Kering Eyewear has built an innovative business model that enabled the company to reach a critical size in the market with close to €600 million wholesale external revenues pre-Covid (FY2019).
    [Show full text]
  • Press Release 25.04.2013
    Press Release 25.04.2013 First-quarter 2013 revenue ∞ Comparable revenue up 3% ∞ Luxury Division performance up 6% on a comparable basis (up 8% in directly operated stores) ∞ Further headway in Group transformation In the first quarter of 2013, Kering recorded €2.4 billion in revenue, up 3.1% on a comparable Group structure and exchange rate basis and up 1.0% on first-quarter 2012 as reported. Revenue for the Luxury Division advanced 6.4% on a comparable basis and 4.5% on a reported basis, with growth in all geographic areas. The Sport & Lifestyle Division reported a drop in revenue of 2.5% on a comparable basis and 4.9% as reported. François-Henri Pinault, Kering Chairman and Chief Executive Officer, commented: “Kering’s sales activities since the beginning of 2013 have been powered by our Luxury Division, which has continued to make headways in all regions of the world. In Fashion and Leather Goods, our robust performance above and beyond the very high base of comparison established last year confirms the tremendous appeal of our brands. In a jumpier environment, notably in Europe, sales of our Sport & Lifestyle Division contracted somewhat in the first months of the year. Following the appointment of its new CEO, Björn Gulden, Puma will step up the pace of implementation of its transformation plan. In this context, we remain firmly focused on controlling costs and preserving our gross margins. The unique strengths of each of our brands, combined with the energy and imagination of our teams, reinforce our confidence in the future and in our ability to further improve our performances in the full year.” Reported Comparable Q1 2013 (in € million) change change(1) Luxury Division 1,523 +4.5% +6.4% Sport & Lifestyle Division 842 -4.9% -2.5% Kering – Continuing operations 2,365 +1.0% +3.1% (1) Constant Group structure and exchange rates.
    [Show full text]