Decoding the New Landscape VIRTUAL VIRTUAL
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Simon & Authentic Brands to Buy Brooks Brothers
https://nyti.ms/2DCNl47 Bankrupt Brooks Brothers Finds a Buyer The retailer is seeking court approval of a $325 million sale to a group backed by the mall owner Simon Property Group and Authentic Brands Group, a licensing firm. By Sapna Maheshwari Aug. 12, 2020 Brooks Brothers, the venerable retailer that was founded in 1818 and filed for bankruptcy last month, said it would be sold to Simon Property Group, the biggest mall operator in the United States, and Authentic Brands Group, a licensing firm. The $325 million offer for Brooks Brothers, up from a $305 million bid last month from the same suitors, is subject to court approval this week, the companies said in a statement late on Tuesday. The buyers committed to continue operating at least 125 Brooks Brothers retail locations. Before the pandemic, the company operated 424 retail and outlet stores globally, including 236 in the United States, according to court documents. The offer for Brooks Brothers came from an entity known as the SPARC Group, a joint venture between Simon Property and Authentic Brands Group. The mall owner and A.B.G. have teamed up on deals to buy other bankrupt retailers in recent years, including the teen chain Aéropostale and the fast-fashion behemoth Forever 21. SPARC has also bid on Lucky Brand, the denim company that filed for bankruptcy last month. A.B.G. is known for acquiring the intellectual property of brands like Barneys New York and Sports Illustrated, then licensing their names to other companies and earning royalties from related products. The coronavirus outbreak has toppled several storied retail brands, especially those focused on apparel, as many stores were forced to temporarily close and demand for new clothing dropped in a remote, less social environment. -
SPYDER LAUNCHES in SOUTH KOREA with All New Performance Collection in 25 Retail Locations
For Immediate Release SPYDER LAUNCHES IN SOUTH KOREA With All New Performance Collection in 25 Retail Locations Seoul & Hong Kong – September 22, 2015 / New York – September 21, 2015 – Leading ski and sportswear brand, Spyder has launched in South Korea with an all-new product line available in freestanding stores and shop-in-shops. An accelerated retail rollout is planned with twenty-five Spyder stores opening across the country by the end of 2015. “We are excited to be working with Global Brands to bring Spyder to South Korea, one of the world’s most fashion-forward and trendsetting markets,” said Jamie Salter, Chairman and CEO of Authentic Brands Group and owner of the brand. “Spyder is highly regarded and we are confident that the brand will flourish in the country.” Designed for the style-seeking South Korean consumer, both the men’s and women’s collections draw from the core DNA of the brand, fusing elements of performance and fashion. "We see tremendous equity in the Spyder brand and its ability to translate across key markets in Asia," said Bruce Rockowitz, CEO and Vice Chairman, Global Brands Group Holding Limited. "We look forward to replicating the success we have achieved in other markets to South Korea, through the roll out of a number of exciting brand and category extensions." Spyder is featured in shop-in-shops at fashion hot spots including Galleria Department Store, Hyundai Department Store, Lotte Department Store and AK Department Store. The brand also launches with freestanding stores in Seoul, Daegu, Gumi, Incheon and Sokcho. Spyder will be promoted in a 360 degree campaign that includes national Print, Out of Home, Digital, Social, and TV promotion beginning this month. -
1 Federal Register Notice DEPARTMENT of JUSTICE
This document is scheduled to be published in the Federal Register on 015/ 14/2014 and available online at http://federalregister.gov/a/2014-11056, and on FDsys.gov Federal Register Notice DEPARTMENT OF JUSTICE Antitrust Division United States v. Ebay Inc. Proposed Final Judgment and Competitive Impact Statement Notice is hereby given pursuant to the Antitrust Procedures and Penalties Act, 15 U.S.C. 16(b)-(h), that a proposed Final Judgment, Stipulation and Competitive Impact Statement have been filed with the United States District Court for the Northern District of California in United States of America v. eBay Inc., Civil Action No. 12-5869. On November 16, 2012, the United States filed a Complaint alleging that eBay Inc. entered into an agreement with Intuit, Inc., that restrained the recruiting and hiring of high technology workers, in violation of Section 1 of the Sherman Act, 15 U.S.C. 1. The proposed Final Judgment prevents eBay from maintaining or entering into similar agreements. Copies of the Complaint, as amended, Stipulation, proposed Final Judgment and Competitive Impact Statement are available for inspection at the Department of Justice, Antitrust Division, Antitrust Documents Group, 450 Fifth Street, NW, Suite 1010, Washington, DC 20530 (telephone: 202-514-2481), on the Department of Justice’s Web site at http://www.usdoj.gov/atr, and at the Office of the Clerk of the United States District Court for the Northern District of California. Copies of these materials may be obtained from the Antitrust Division upon request and payment of the copying fee set by Department of Justice regulations. -
Consumer & Retail
CONSUMER & RETAIL Industry Snapshot | March 2021 Table of Contents 1. About Configure Partners 3 2. Industry Debrief 4 3. Macroeconomic Indicators 5 4. Subsector Performance 6 5. Public Comparables Analysis 7 6. Recent Bankruptcy Activity 8 This message and any attachment(s) is intended only for the use of the addressee(s) and may contain information that is PRIVILEGED and/or CONFIDENTIAL. If you are not the intended recipient(s), you are hereby notified that any dissemination of this communication is strictly prohibited. If you have received this communication in error, please erase all copies of the message and its attachments and notify us immediately. Although we attempt to sweep e-mail and attachments for viruses, we do not guarantee that either are virus-free and accept no liability for any damage sustained as a result of viruses. Securities transactions offered through our affiliate, Configure Partners Securities, LLC, member FINRA/SiPC. Principals of Configure Partners, LLC are registered representatives of Configure Partners Securities, LLC. Configure Partners, LLC and its affiliate are (a) not a law firm and do not provide legal advice and (b) not a CPA firm and do not provide audit or public accounting services. Configure Partners, LLC and its affiliate do not provide tax advice, and nothing contained in this communication (including any attachments) is intended or written to be used, and cannot be used, for the purpose of (a) avoiding penalties under applicable tax code or (b) promoting or otherwise recommending to another part any transaction of matter addressed of referenced herein. Copyright © Configure Partners, All rights reserved. -
Snap, Crackle
ALL JUSTICE’S DOLLED AFTERMATH 18 PEOPLE NAMED UP FOR THEIR ALLEGED INVOLVEMENT IN BARBIE GETS OUTFITTED… FRESH APPROACH HICKEY FREEMAN GETS A FACELIFT FOR SPRING. PAGE MW1 THE RANA PLAZA AS LAGERFELD. PAGE 7 TRAGEDY. PAGE 2 BACK ON THE TABLE Internet Sales Tax Bill Gets Push From Senate By KRISTI ELLIS WASHINGTON — Retailers’ efforts to close the Internet sales tax loophole just found new life on Capitol Hill. A group of senators, led by Sens. Dick Durbin (D., Ill.) and Mike Enzi (R., Wyoming), have introduced THURSDAY, JULY 17, 2014 ■ $3.00 ■ WOMEN’S WEAR DAILY legislation that combined their own bill enabling WWD states to collect sales taxes from out-of-state online sellers with a House-passed bill extending a perma- nent ban on states taxing Internet access. The new combined legislation is designed to equalize the ground rules for brick-and-mortar retailers. Retailers have led the fi ght to close the Internet sales-tax loophole for more than a decade without resolution, but the new legislation gives fresh mo- COLLECTIONS mentum to the effort. Retail groups in Washington lauded the revived legislative effort, which had been stalled this year. BERLIN “The National Retail Federation applauds the in- SPRING 2015 troduction of this bipartisan piece of legislation that seeks to level the playing fi eld between local, brick- and-mortar merchants and online retailers without Snap, creating or raising taxes,” said David French, senior vice president for government relations at the NRF. “The retail industry has rapidly evolved over the last two decades with e-commerce and mobile commerce, and it is time for Congress to eliminate the sales tax disparity, which disproportionately impacts commu- Crackle.. -
The Abg Difference
“AS ABG CONTINUES TO BUILD OFF ITS SUCCESS AS AN INTELLECTUAL PROPERTY LICENSOR, THE COMPANY IS CHANGING THE FACE OF THE LICENSING GAME. WE’RE GOING BEYOND THE TRADITIONAL BRANDED PRODUCT APPROACH AND WE ARE CREATING EXPERIENCE BASED OUTLETS WHICH BUILD AUTHENTIC BRAND LOYALTY. ” THE WORLD IS FULL OF IDEAS. SOME ARE GROUND BREAKING, BUT HAVE Nick Woodhouse NO STRUCTURE. President & CMO WE ARE IDEA NAVIGATORS + WE TAKE BRILLIANCE AND POINT IT TOWARD SUCCESS COMPANY PROFILE WE ARE A BRAND DEVELOPMENT, We are backed by one of the nation’s preeminent private equity firms LICENSING AND ENTERTAINMENT with over $15 billion of private equity capital raised since inception. The COMPANY. IN CONJUNCTION WITH firm, founded in 1989, has invested in over 70 companies with aggregate value of over $88 billion. LEONARD GREEN & PARTNERS, OUR Leonard Green & Partners’ current and past portfolio includes numerous MANDATE IS TO ACQUIRE, MANAGE leading retailers such as Neiman Marcus, Whole Foods Market, Lucky Brand, Topshop/Topman, The Container Store, J.Crew, Bergdorf Goodman’s, AND ELEVATE THE LONG-TERM VALUE Equinox, PETCO Animal Supplies, The Sports Authority, Tourneau, David’s IN CONSUMER, CELEBRITY AND Bridal and Rite Aid. MEDIA BRANDS. ABG’s mission is to build a global portfolio of world-renowned brands and to further enhance brand equity by partnering with industry leading brand licensees. Our portfolio of brands span the celebrity, media and entertainment, luxury apparel, action sports, home and consumer electronics segments. This vast footprint enables us to develop partnerships with key accounts across retail channels from high-end department and specialty stores to mid-tier and mass retailers. -
Front-Back Model
THE FRONT-BACK MODEL: HOW DOES IT WORK? JAY GALBRAITH November 2005 The front-back structure, when it works, rests on three strong legs. First, there is a strong front-end focused on customer relationships, shopper insights and mastery of channels. Second, there is a strong global back-end based on products and brands, user insights and a global product development process. Less obvious and equally essential is strong leadership – the third leg linking the front and the back. Hewlett-Packard lags IBM because the company has not had the strong leadership to make the front-end an equal partner to the product lines. Carly Fiorina tried to be the link by herself, despite Board requests for a COO. Similarly when Procter & Gamble went to its Organization 2005, Jager tried to bridge the GBU-MDO gap by himself. He failed. He supported the GBUs, increased R&D spending and the MDOs were overwhelmed with new product launches. When Lafley took over, he immediately expanded top management capacity by adding a Vice-Chairman in charge of the MDOs. Driven in part by succession issues, Lafley has created four Vice-Chairmen in charge of clusters of GBUs (15 in total) and MDOs (7 in total). Jim Kilts, who is leading the P&G-Gillette integration, is the fifth Vice-Chairman. The result is sufficient enterprise management capacity to link the front and the back. The means by which this leadership is exercised is through the management processes and personal networks. The management processes are necessary because the front-back model is an interdependent system of profit centers. -
Digital Media Solutions, Inc
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549 SCHEDULE 14A (Rule 14a-101) INFORMATION REQUIRED IN PROXY STATEMENT SCHEDULE 14A INFORMATION Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 (Amendment No. ) Filed by the Registrant ☒ Filed by a Party other than the Registrant □ Check the appropriate box: □ Preliminary Proxy Statement □ Confidential, For Use of the Commission Only (as permitted by Rule 14a-6(e)(2)) ☒ Definitive Proxy Statement □ Definitive Additional Materials □ Soliciting Material Pursuant to §240.14a-12 Digital Media Solutions, Inc. (Name of Registrant as Specified in Its Charter) (Name of Person(s) Filing Proxy Statement, if Other Than the Registrant) Payment of Filing Fee (Check the appropriate box): ☒ No fee required. □ Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11. (1) Title of each class of securities to which transaction applies: (2) Aggregate number of securities to which transaction applies: (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): (4) Proposed maximum aggregate value of transaction: (5) Total fee paid: □ Fee paid previously with preliminary materials: □ Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the form or schedule and the date of its filing. (1) Amount previously paid: (2) Form, Schedule or Registration Statement No.: (3) Filing Party: (4) Date Filed: Digital Media Solutions, Inc. -
P&G 2016 Annual Report
P&G 2016 Annual Report FINANCIAL HIGHLIGHTS (UNAUDITED) NET SALES ($ BILLIONS) Amounts in billions, except per share amounts 2016 $65.3 2015 $70.7 2016 2015 2014 2013 2012 2014 $74.4 Net sales $65.3 $70.7 $74.4 $73.9 $73.1 2013 $73.9 2012 $73.1 Operating income 11.0 13.9 13.1 12.5 13.4 OPERATING CASH FLOW ($ BILLIONS) 2016 $15.4 Net earnings attributable 7.0 11.6 11.3 10.8 to Procter & Gamble 10.5 2015 $14.6 2014 $14.0 Net earnings margin from 2013 $14.9 % 11.7% 14.3% 14.0% 12.1% continuing operations 15.4 2012 $13.3 Diluted net earnings per common share from $ $2.84 $3.63 $3.50 $2.97 DILUTED NET EARNINGS (PER COMMON SHARE) continuing operations(1) 3.49 2016 $3.69 Diluted net earnings per 2.44 4.01 3.86 3.66 2015 $2.44 common share(1) 3.69 2014 $4.01 2013 $3.86 Dividends per $ $2.59 $2.45 $2.29 $2.14 common share 2.66 2012 $3.66 2016 NET SALES BY BUSINESS SEGMENT(2) 2016 NET SALES BY MARKET MATURITY Grooming 11% Baby, Feminine 28% and Family Care Health Care 11% Developing 35% 65% Developed Markets Markets Fabric and 18% Beauty Home Care 32% 2016 NET SALES BY GEOGRAPHIC REGION Europe 23% North America Greater China 44% 8% Latin America Asia Pacific India, % Middle East % 8 & Africa (IMEA) 9 8% (1) Diluted net earnings per common share are calculated based on net earnings attributable to Procter & Gamble. -
Boutique Appeal: Against the Backdrop of Department Store Consolidation, Retailers and Investors Seek Specialty Shops
Boutique Appeal: Against the backdrop of department store consolidation, retailers and investors seek specialty shops By Allison Collins November 8, 2013 To protect themselves from fickle consumers and uncertain economic times, retailers are using acquisitions of specialty shops as a form of insurance. Deals such as Gap Inc.’s (NYSE: GAP) $130 million purchase of retail chain Intermix Holdco Inc. in January allow middle-market companies to break into new segments of the market. (For more, see the video below with Hadley Mullin of TSG Consumer Partners.) Through September, 2013 has been a big year for department store deals, with about $9 billion in deal value according to data from Dealogic and provided by investment bank Robert W. Baird & Co. The year through September has seen nearly $21 billion in total retail M&A activity, which includes department store deals. The third quarter was especially strong for U.S. retail and consumer transactions, rising 112 percent from the same quarter in the previous year, according to PwC. “I see more opportunities in the specialty retail space than I do in the department store space,” says Al Ferrara, a partner at BDO USA LLP. Deals are coming from private equity firms that bought a retailer three to five years ago and are looking to exit, or the stores themselves, which may be looking to move into a specialty niche through acquisition, Ferrara says. Gap’s Intermix purchase underscores that idea. By buying Intermix, a group of clothing stores that sell women’s luxury apparel, the company enters an entirely new space. -
The Annual Report on the World's Most Valuable Cosmetics Brands April 2017
Cosmetics 50 2017 The annual report on the world’s most valuable cosmetics brands April 2017 Foreword Contents steady downward spiral of poor communication, Foreword 2 wasted resources and a negative impact on the bottom line. Definitions 4 Methodology 6 Brand Finance bridges the gap between the marketing and financial worlds. Our teams have Executive Summary 8 experience across a wide range of disciplines from market research and visual identity to tax and Full Table 12 accounting. We understand the importance of design, advertising and marketing, but we also Understand Your Brand’s Value 13 believe that the ultimate and overriding purpose of How We Can Help 14 brands is to make money. That is why we connect brands to the bottom line. Contact Details 15 By valuing brands, we provide a mutually intelligible language for marketers and finance teams. David Haigh, CEO, Brand Finance Marketers then have the ability to communicate the What is the purpose of a strong brand; to attract significance of what they do and boards can use customers, to build loyalty, to motivate staff? All the information to chart a course that maximises true, but for a commercial brand at least, the first profits. answer must always be ‘to make money’. Without knowing the precise, financial value of an asset, how can you know if you are maximising your Huge investments are made in the design, launch returns? If you are intending to license a brand, how and ongoing promotion of brands. Given their can you know you are getting a fair price? If you are potential financial value, this makes sense. -
2.2.9. Procter & Gamble
1 Dirty recyclables of a Procter & Gamble brand Credit: Les Stone P&G has made no commitments regarding collection, and neither calls for legislation in this area nor mentions support for DRS. It high- lights different targets on its US environmental sustainability webpage6 than on its UK equivalent.7 At the time of writing, there was no reference to the development of reuse-and-refill delivery models for P&G products on their UK site;8 on its US site, however, the company highlights its 2019 participation in test programmes with TerraCycle’s Loop project in New York and Paris,9 in which its brands Pantene, Gillette and Venus were included.10 When it comes to reduction of virgin-plastic use, P&G states alternative materials will only be used ‘when it makes sense’, and that lightweighting, increasing recycled content and moving towards more concentrated products will take priority.11 However, this does not appear to involve an absolute reduction in the total number of single-use plastic-packaging units. It is also unclear what instances the company will consider using alternative materials in, and which types of materials. In another document on the company’s brand criteria for 2030, it states it will achieve ‘a meaningful increase in responsibly-sourced bio-based, or recycled or more resource efficient materi- als’;12 however, this commitment is nebulous because it does not include an actual target, timeframe or more detail on what ‘responsi- bly-sourced’ means. When it comes to minimum recycled content, P&G talks about ‘continuously innovating with recycled plastic’,13 and, according to As You Sow, has a recycled-content target of 8% for 2025.14 This is a very modest increase – from 6.3% in 2018.