Hublot and the Great Eight
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Jean-Claude Biver LVMH Group, President of the Watches Division TAG Heuer, CEO Hublot, Chairman of the Board Jean-Claude Biver I
Jean-Claude Biver LVMH Group, President of the Watches Division TAG Heuer, CEO Hublot, Chairman of the board Jean-Claude Biver is one of those rare men who have genuinely left their mark on Swiss watchmaking. Born in Luxembourg on September 20th 1949, his family moved to Switzerland when he was ten years old. He attended the Collège de Morges, obtained his maturité at the Lausanne Business School and completed his studies at the University of Lausanne. Having obtained his HEC (University of Lausanne Business School) diploma, he settled in Le Brassus. His time spent in the Joux Valley, the cradle of fine watchmaking, had a decisive impact on his life. He took up residence next to a farm, which in later years became the headquarters of Blancpain. He seized the unique opportunity of a year's "all-rounder" training offered to him by Audemars Piguet in 1975, after which he concentrated on sales and marketing. During that year, he was immersed in all aspects of the business, which enabled him to acquire a deep knowledge of the watchmaking art. This is how he developed his passion for watchmaking and watchmakers. In 1980, he left Audemars Piguet to join Omega as gold products manager. In this position, he learnt the rules and constraints inherent in working for a big international brand. In 1982, feeling nostalgic for the watchmaking culture of the Joux Valley, he and his friend Jacques Piguet bought the Blancpain name which had been dormant since 1961. Using the slogan "Since 1735 there has never been a quartz Blancpain, and there never will be", he quickly revived the company and increased the turnover to 50 million Swiss francs. -
The Deloitte Swiss Watch Industry Study 2020 an Accelerated Transformation the Deloitte Swiss Watch Industry Study 2020 | an Accelerated Transformation
The Deloitte Swiss Watch Industry Study 2020 An accelerated transformation The Deloitte Swiss Watch Industry Study 2020 | An accelerated transformation About the study This report is the seventh edition of the Deloitte study on the Swiss watch industry. It is based on an online survey and interviews conducted between mid-August and mid-September 2020 with 55 senior executives in the watch industry. The study is also based on an online survey of 5,800 consumers in China, France, Germany, Hong Kong, Italy, Japan, Singapore, Switzerland, the United Arab Emirates, the United Kingdom and the United States. The year 2020 marks 175 years of Deloitte making an impact that matters. Today Deloitte is a thriving global organisation, which has grown to more than 300,000 people proudly carrying forth a legacy of connection and collaboration. We’re not trusted because we’ve existed for 175 years. We’ve existed for 175 years because we’re trustworthy. That’s our legacy. That’s our future. 02 The Deloitte Swiss Watch Industry Study 2020 | An accelerated transformation Contents 1. Key findings 04 2. Industry overview 05 2.1 COVID-19: Unexpected and unprecedented 05 2.2 Quartz watches: Continuing drop in exports and sales 07 2.3 China: Key for recovery and growth 09 3. Looking ahead 11 3.1 Beyond the pandemic 11 3.2 The Far East and high-end are vital for growth 12 4. Challenges remain 13 4.1 External risks: Protests and politics 13 4.2 Smartwatches: Industry missed the boat 14 5. Business strategies 18 5.1 Digitalising for a ’consumer first’ world 18 5.2 The pre-owned market heats up 23 5.3 Sustainability: The future is green 25 6. -
Shea Weber ? Frédéric Daigle Shea Weber De La Ligue Nationale Un Grand Défenseur De Hockey
0.3075 pouce Frédéric Daigle Qui est RACONTE-MOI Shea Weber ? Frédéric Daigle Shea Weber de la Ligue nationale Un grand défenseur de hockey Un athlète dont les tirs au but peuvent atteindre 170 km/h Un double médaillé d’or aux Jeux olympiques Toutes ces réponses ! Comme beaucoup de Canadiens, Shea Weber a joué au hockey dès son plus jeune âge. C’est sur les conseils de son père qu’il est devenu défenseur et Shea Weber qu’il s’est entraîné assidûment. Ses efforts l’ont mené jusqu’à la LNH et au sein de l’équipe nationale - du Canada. Découvre la carrière de cet athlète, reconnu comme un leader dans sa discipline. MOI RACONTE 30 AUTRES TITRES DE LA COLLECTION Raconte-moi 30 – Carey Price – P. K. Subban – Marie-Philip Poulin – – Max Pacioretty – Les Canadiens – Les Nordiques – – Jean Béliveau – Didier Drogba – Lance Stroll – tine Hébert : Chris ISBN 978-2-89754-098-2 Illustré par Josée Tellier Illustration de la couverture : Jean-François Vachon Design graphique Raconte-moi Shea Weber_44888.indd All Pages 2018-02-23 14:43 À Leslie-Anne, qui rend tout possible Raconte moi Shea Weber.indd 7 2018-02-23 14:42 8 Raconte moi Shea Weber.indd 8 2018-02-23 14:42 Préambule Los Angeles, le samedi 28 janvier 2017. Shea Weber se tient le long de la rampe du Staples Center, domicile des Kings de Los Angeles. Il par- ticipe à la compétition du tir le plus puissant lors du week-end du Match des étoiles de la Ligue na- tionale de hockey (LNH), et il attend le moment de s’exécuter. -
Peak Performance and Contract Inefficiency in the National Hockey League
PEAK PERFORMANCE AND CONTRACT INEFFICIENCY IN THE NATIONAL HOCKEY LEAGUE A THESIS Presented to The Faculty of the Department of Economics and Business The Colorado College In Partial Fulfillment of the Requirements for the Degree Bachelor of Arts By Scott Winkler April 2013 PEAK PERFORMANCE AND CONTRACT INEFFICIENCY IN THE NATIONAL HOCKEY LEAGUE Scott Winkler April 2013 Economics Abstract The purpose of this study is to determine what age National Hockey League (NHL) players have their best seasons and how this relates to their contract earnings. The hypothesis is that NHL players have their peak performance at age 27, which indicates that long-term contracts that exceed this age create inefficiency. The study will examine player productivity by taking 30 NHL players and evaluating their performance in the years leading up to age 27 as well as years that follow. Performance measures include average point production and the highest average ice-time per game. The study will also use two OLS (Ordinary Least Squares) regressions where the dependent variables are average time on ice per game and capital hit, both good indicators of how valuable a player is to his team, as well as several statistical independent variables such as points, games played and most importantly age. By gaining knowledge of peak performance, NHL organizations could better manage their teams by limiting long-term contracts to players and as a result lessen the inefficiency that exists in the market. KEYWORDS: (National Hockey League, Performance, Age) TABLE OF CONTENTS ABSTRACT 1 Introduction………………………………………...…………………………… 1 2 Literature Review……………………..………………………………………… 5 3 Theory……………..……………………..……………………...……………… 11 4 Data and Methodology…………………………..……………………………… 17 4.1 Data Collection……………………………………………………………… 18 4.2 Dependent and Independent Variables……………………………………… 18 5 Results and Analysis……………………………………………….…………… 25 6 Conclusion……………………………………………………………………… 44 6.1 Limitations………………………………………………………..………… 46 6.2 Future Study…………………………..…………………….………………. -
Employees' Performance Variation Over Fixed-Term Contracts
Tulane Economics Working Paper Series Employees’ Performance Variation over Fixed-Term Contracts - Evidence from the National Hockey League Furmaco, L. Longley, N. Palermo, A. Department of Economics Department of Business Institute for Labour Law and and the Murphy Institute Nevada State College Industrial Relations in the Tulane University European Union IZA GLO [email protected] Rossi, G. University of Birkbeck London Working Paper 2107 May 2021 Abstract We investigate whether employees vary their performance during fixed-term contracts. We follow National Hockey League players’ performance over ten seasons. We use a two-stage least square fixed effect model to address empirical limitations in previous studies. We find that players’ performance varies at the end of the contract depending on ability, tenure, and (geographical) willingness to move. In particular, long-tenure and low-ability short-tenure workers vary their performance, depending on their continent of origin; these results might be due to different willingness to move, at different stages of players’ career. Keywords: fixed-term contracts, incentives, shirking behavior, strategic behavior JEL codes: D82, J24, J33, M52, Z22 Employees’ Performance Variation over Fixed-Term Contracts - Evidence from the National Hockey League Fumarco, L.,1 Longley, N.,2 Palermo, A.,3 Rossi, G.4 1 Department of Economics and the Murphy Institute, Tulane University, IZA, GLO 2 Department of Business, Nevada State College 3 Institute for Labour Law and Industrial Relations in the European Union 4 University of Birkbeck, London Abstract. We investigate whether employees vary their performance during fixed-term contracts. We follow National Hockey League players’ performance over ten seasons. -
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. -
Press Release 2021 LVMH Prize for Young Fashion Designers: 8Th Edition Call for Applications
Press release 2021 LVMH Prize For Young Fashion Designers: 8th edition Call for applications Paris, 11th January 2021 The applications for the 8th edition of the LVMH Prize will open starting Monday 11th January 2021. They must be submitted exclusively on the Prize website: www.lvmhprize.com. Applications will close on Sunday 28th February 2021. It should be noted that, as a result of the health crisis that has imposed certain restrictions, the semi-final will this year, as an exception, take the form of a digital forum, to be held from Tuesday 6th April until Sunday 11th April 2021. This forum will enable each of our international Experts to discover and select on line the competing designers. Driven by a “passion for creativity”, LVMH launched the Prize in 2013. This patronage embodies the commitment of the Group and its Houses in favour of young designers. It is open to designers under 40 who have produced at least two collections of womenswear or menswear, or two genderless collections. Moreover, the Prize is international. It is open to designers from all over the world. The winner of the LVMH Prize for Young Fashion Designers enjoys a tailored mentorship and receives a 300,000-euro endowment. The LVMH teams mentor the winners in many fields, such as sustainable development, communication, copyright and corporate legal aspects, as well as marketing and the financial management of a brand. The winner of the Karl Lagerfeld / Special Jury Prize receives a 150,000-euro allocation and also enjoys a one-year mentorship. Furthermore, on the occasion of each edition, the Prize distinguishes three young fashion school graduates. -
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. -
Set Name Card Description Team City Team Name Rookie Auto
Set Name Card Description Team City Team Name Rookie Auto Mem #'d Base Set 251 Hampus Lindholm Anaheim Ducks Base Set 252 Rickard Rakell Anaheim Ducks Base Set 253 Sami Vatanen Anaheim Ducks Base Set 254 Corey Perry Anaheim Ducks Base Set 255 Antoine Vermette Anaheim Ducks Base Set 256 Jonathan Bernier Anaheim Ducks Base Set 257 Tobias Rieder Arizona Coyotes Base Set 258 Max Domi Arizona Coyotes Base Set 259 Alex Goligoski Arizona Coyotes Base Set 260 Radim Vrbata Arizona Coyotes Base Set 261 Brad Richardson Arizona Coyotes Base Set 262 Louis Domingue Arizona Coyotes Base Set 263 Luke Schenn Arizona Coyotes Base Set 264 Patrice Bergeron Boston Bruins Base Set 265 Tuukka Rask Boston Bruins Base Set 266 Torey Krug Boston Bruins Base Set 267 David Backes Boston Bruins Base Set 268 Dominic Moore Boston Bruins Base Set 269 Joe Morrow Boston Bruins Base Set 270 Rasmus Ristolainen Buffalo Sabres Base Set 271 Zemgus Girgensons Buffalo Sabres Base Set 272 Brian Gionta Buffalo Sabres Base Set 273 Evander Kane Buffalo Sabres Base Set 274 Jack Eichel Buffalo Sabres Base Set 275 Tyler Ennis Buffalo Sabres Base Set 276 Dmitry Kulikov Buffalo Sabres Base Set 277 Kyle Okposo Buffalo Sabres Base Set 278 Johnny Gaudreau Calgary Flames Base Set 279 Sean Monahan Calgary Flames Base Set 280 Dennis Wideman Calgary Flames Base Set 281 Troy Brouwer Calgary Flames Base Set 282 Brian Elliott Calgary Flames Base Set 283 Micheal Ferland Calgary Flames Base Set 284 Lee Stempniak Carolina Hurricanes Base Set 285 Victor Rask Carolina Hurricanes Base Set 286 Jordan -
LVMH Files Countersuit Against Tiffany the Conditions to Close the Acquisition Are Not Met
LVMH files countersuit against Tiffany The conditions to close the acquisition are not met September 29th, 2020 LVMH filed yesterday its countersuit against Tiffany in Delaware Chancery Court. LVMH continues to have full confidence in its position that the conditions necessary to close the acquisition of Tiffany have not been met and that the spurious arguments put forward by Tiffany are completely unfounded. LVMH’s filing details the Company’s position on these matters and, among other things, outlines: • A Material Adverse Effect has occurred. The notable absence of a pandemic carveout in the definition of a Material Adverse Effect in the Tiffany Merger Agreement is clear. It was common before COVID-19 for transactions to contain a pandemic carveout. In the course of the negotiation, Tiffany sought and received carveouts for highly specific events, such as “cyberattacks”, the “Yellow Vest” movement and the “Hong-Kong Protests”. Yet Tiffany did not obtain a carveout for public health crises or pandemics. In contrast, hundreds of other merger agreements executed in the decade preceding the Merger Agreement contained express pandemic or epidemic carveouts. The pandemic, whose effects are devastating and lasting on Tiffany, has irrefutably caused a Material Adverse Effect. This clause alone would be enough to prevent the closing, but there are other arguments included below that reinforce LVMH’s position. • Tiffany breached its covenants to operate in the Ordinary Course of Business and to preserve its business organizations substantially intact. Tiffany’s mismanagement of its business constitutes a blatant breach of its obligation to operate in the ordinary course. For instance, Tiffany paid the highest possible dividends while the company was burning cash and reporting losses. -
PARIS Cushman & Wakefield Global Cities Retail Guide
PARIS Cushman & Wakefield Global Cities Retail Guide Cushman & Wakefield | Paris | 2019 0 Regarded as the fashion capital of the world, Paris is the retail, administrative and economic capital of France, accounting for near 20% of the French population and 30% of national GDP. Paris is one of the top global cities for tourists, offering many cultural pursuits for visitors. One of Paris’s main growth factors is new luxury hotel openings or re-openings and visitors from new developing countries, which are fuelling the luxury sector. This is shown by certain significant openings and department stores moving up-market. Other recent movements have accentuated the shift upmarket of areas in the Right Bank around Rue Saint-Honoré (40% of openings in 2018), rue du Faubourg Saint-Honoré, and Place Vendôme after the reopening of Louis Vuitton’s flagship in 2017. The Golden Triangle is back on the luxury market with some recent and upcoming openings on the Champs-Elysées and Avenue Montaigne. The accessible-luxury market segment is reaching maturity, and the largest French proponents have expanded abroad to find new growth markets. Other retailers such as Claudie Pierlot and The Kooples have grown opportunistically by consolidating their positions in Paris. Sustained demand from international retailers also reflects the current size of leading mass-market retailers including Primark, Uniqlo, Zara brands or H&M. In the food and beverage sector, a few high-end specialised retailers have enlivened markets in Paris, since Lafayette Gourmet has reopened on boulevard Haussmann, La Grande Épicerie in rue de Passy replacing Franck & Fils department store, and more recently the new concept Eataly in Le Marais. -
2021 Nhl Awards Presented by Bridgestone Information Guide
2021 NHL AWARDS PRESENTED BY BRIDGESTONE INFORMATION GUIDE TABLE OF CONTENTS 2021 NHL Award Winners and Finalists ................................................................................................................................. 3 Regular-Season Awards Art Ross Trophy ......................................................................................................................................................... 4 Bill Masterton Memorial Trophy ................................................................................................................................. 6 Calder Memorial Trophy ............................................................................................................................................. 8 Frank J. Selke Trophy .............................................................................................................................................. 14 Hart Memorial Trophy .............................................................................................................................................. 18 Jack Adams Award .................................................................................................................................................. 24 James Norris Memorial Trophy ................................................................................................................................ 28 Jim Gregory General Manager of the Year Award .................................................................................................