ELCID BOD (EN) CL Sent.20190726 (Final)
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Central Pattana Plc. Property Development and Investment
Central Pattana Plc. Property Development and Investment CentralPlaza Marina Pattaya Re-launch on 19 December 2016 Corporate Presentation: 3Q16 Performance Review Contents ► Our Company ► Growth ► Financing ► Looking ahead ► Appendices 2 Our company CPN at a Glance To be the most admired and dynamic regional retail property VISION developer with world-class rewarding experience Mixed-use Project Development Malls Other related business Property funds Residential Commercial Hotel CPNRF CPNCG 7 Office Buildings 2 Hotels 1 1 Residence • Lardprao CPNRF: Central City Residence • Pinklao Tower A RM2, RM3, PKO, CMA, 23 @ Bangna • Pinklao Tower B Pinklao Tower A&B 6 • Bangna • CentralWorld Tower • Chaengwattana CPNCG: • Rama9 The Offices @ CentralWorld st 30 1.6 mn sqm 93% 1 Rank 16% Shopping Malls NLA Occ. Rate Retail Developer 9M16 Rev. Growth 3 Our company Strategic Shareholders CPN is one of the flagship businesses of the Central Group (Chirathivat Family). As a strong and supportive shareholder, the Chirathivat family brings to CPN a wealth of retail-related expertise through the family‟s long record and successful leadership in Thailand‟s dynamic and competitive landscape of shopping mall developments and department store / specialty store operations. Chirathivat Family 26% Local funds 19% Free float Foreign 53% 47% funds 73% Individuals Central 8% Group 27% Source: TSD as of 30 September 2016. 4 Our company Strategic Shareholder CPN‟s strong synergy with the Central Group helps CPN to attract dynamic tenants, increase people traffic and -
The Origins of the First Italian Department Store Are in 1865
EBHA Conference DRAFT VERSION Frankfurt, 1-3 September 2005 PLEASE DO NOT QUOTE ADVERTISING AND SELLING FASHION: THE BOCCONI DEPARTMENT STORES’ MAIL ORDER CATALOGS in the 1880s Elisabetta Merlo, Bocconi University ([email protected]) Francesca Polese, Bocconi University ([email protected]) Introduction This paper investigates the early development of the Italian fashion industry by considering the specific case of Milan at the end of the 19th century. In those years the city was not only one of the most advanced industrial centers of the country, but it also boasted a quite diversified productive environment in which all actors making up the clothing and textile industry were well present. Distribution was largely made possible by the existence of a great number of artisans who manufactured and sold garments and accessories. Starting from the second half of the 19th century, these “traditional” actors were joined by large and modern department stores, the most important of which was the Grandi Magazzini “Alle Città d’Italia” founded by the Bocconi brothers (renamed La Rinascente in 1921, with a new managerial direction and property structure). The creation of a wide market for the products of the emerging fashion industry was supported not only by the attractive window displays and opulent buildings of the department stores, but also by their innovative selling methods and by their catalogs. The latter were especially important in advertising fashion products and accessories, diffusing behavior etiquettes and teaching of sewing, cutting and other techniques essential in the manufacturing process of clothing and garments. This paper analyzes one issue of the mail order catalogs published by the Grandi Magazzini “Alle Città d’Italia” at the beginning of the 1880s and compares it with other sources providing, on the one hand, information on current prices of other typologies of goods in the city of Milan, and, on the other, current wages and family incomes. -
Accessing the ASEAN Consumer Market: Toys and Games (Distribution Channels)
3 June 2019 Accessing the ASEAN Consumer Market: Toys and Games (Distribution Channels) Across many ASEAN nations in recent years, the toys and game industry has continued to be affected by the increasing popularity of online shopping. This migration affects some toy categories more than others. E-commerce already dominates the baby and pre-school toys market as parents are the key decision makers in the purchase of these sorts of toys and are inclined to search for these products online to find the best deals. Despite the rise of e-commerce, bricks-and-mortar stores are still the preferred channel for some categories of toys, especially dolls, superhero action figures, board games, and science, technology, engineering and math (STEM) toys. Purchases of these sorts of toys and games are highly driven by children’s choice, and parents like to try them out with their kids before buying them. This kind of shopping activity can enhance the bond between parent and child. Going shopping together for toys is a favourite activity for many families, especially during holiday seasons. Hong Kong toymakers and suppliers eyeing the ASEAN market need to keep aware of developments in both online and offline channels in order not to miss opportunities. Toys and Games Specialist Stores Toys and games specialist stores are a one-stop shop for toys, games, parties and gifts. They remain a preferred option for many ASEAN families shopping for traditional toys for children over three years old – toys such as dolls, action figures, board games and STEM toys. However, older children and teens in ASEAN are becoming increasingly reliant on their smartphones and social media at an early age. -
Tomás Saraceno: in Orbit (In Den Umlaufbahnen)
with B&G Art Management 1istmirwichtig.de Overall strategic concept development and consulting for Concept of the online cometition and casting of jury members Allianz‘ marketing-accomanying major campaign Overall art consultancy for th advertising campaign 1istmirwichtig.de Introduction of photographer and blogger Foster Huntington in connection to Foster Huntington an the arts in Germany for Allianz Germany Planning and execution of exhibitions in Berlin and Munich, Organization of the artist‘s road trip through Germany, including including exhibition concept - and - architecture, curatorial work, productions interviews (galleries, artists), coordination with film production and co-ordination, public relations and opening event with B&G Art Management Tomás Saraceno: In Orbit (in den Umlaufbahnen) Overall consultancy for this enormous site-specific work, installed at 28 meters height Finding sponsorship for the renowned museum K21 in close collaboration with the artist and museum team with B&G Art Management Christmas window display at La Rinascente, Milan Briefing and concept development with artist Olafur Eliasson Production mangement with team in Berlin and Italy Re-Briefing sessions with marketing team at La Rinascente in Milan Public relations and press conference Overall project management Organization and construction of 6 pop-up kiosks for Little Sun in off-grid locations Project development including budgeting Head Registrar of the Berlin Biennale transport of „key of return“ from the refugee camp in Bethlehem/Palastine, including -
Annual Report
ANNUAL REPORT 2016 ROBINSON DEPARTMENT STORE PUBLIC COMPANY LIMITED WWW.ROBINSON.CO.TH ANNUAL REPORT 2016 CONTENTS 05 Vision and Mission 10 Message from Chairman and President 18 Financial Highlights 44 21 Dividend Policy 5 Years Major Development 45 23 Organization Chart Structure of the Company and Its Subsidiaries 46 Management Structure 111 55 Statement of Corporate Governance the Directors Responsibility 79 112 Board of Directors and Connected Transactions Managements 117 99 Management Discussion 26 Corporate Social Responsibility and Analysis Nature of Business 105 120 34 Internal Control Independent Auditor Report Risk Factors and Risk Management and Financial Statements 41 108 207 Shareholder Structure Report of the Audit Committee General Information TO PUT OUR CUSTOMERS, EMPLOYEES AND SUPPLIERS AT THE HEART OF OUR BUSINESS DECISIONS Vision To profitably grow our market share Mission To put our customers employees and suppliers at the heart 1 of our business decisions To be locally relevant in our merchandising 2 offering and our shopping experience To increase sales by attracting new customers, expanding 3 our customer base and increasing customer spend 4 To make retail more than just shopping 5 To invest in the future growth of our stores and people A Professional and Entrepreneurial 6 approach by our management team Attracting, retaining and growing the most 7 talented people in the Retail Industry Exceeding the expectations of our 8 shareholders, customers and employees AIN RETAI MORE THAN UST SHOPPING And with the rise of prevalent health trends, health and sport enthusiasts will find delight in our Fitbo - the latest trendy fitness center which is well - equipped with a team of professional trainers. -
UCLA Electronic Theses and Dissertations
UCLA UCLA Electronic Theses and Dissertations Title Exporting Mrs. Consumer: The American Woman in Italian Culture, 1945-1975 Permalink https://escholarship.org/uc/item/2kv6s20v Author Harris, Jessica Lynne Publication Date 2016 Peer reviewed|Thesis/dissertation eScholarship.org Powered by the California Digital Library University of California UNIVERSITY OF CALIFORNIA Los Angeles Exporting Mrs. Consumer: The American Woman in Italian Culture, 1945-1975 A dissertation submitted in partial satisfaction of the requirements for the degree Doctor of Philosophy in History by Jessica Lynne Harris 2016 © Copyright by Jessica Lynne Harris 2016 ABSTRACT OF THE DISSERTATION Exporting Mrs. Consumer: The American Woman in Italian Culture, 1945-1975 by Jessica Lynne Harris Doctor of Philosophy in History University of California, Los Angeles, 2016 Professor Brenda Stevenson, Co-chair Professor Geoffre W. Symcox, Co-chair “Exporting Mrs. Consumer: The American Woman in Italian Culture, 1945-1975” examines the development and growth of a mass consumer-based society in Italy after the Second World War. Employing a gendered and transnational approach, the dissertation puts women at the center of the analysis by specifically focusing on American female consumer culture’s influence on Italian women’s lives from 1945-1975. This study, in contrast to existing literature on the topic, provides a more comprehensive understanding of the nature of the models and messages of American female consumer culture in Italy during this period, how they influenced Italian women, and the extent of this culture’s influence. Furthermore, the analysis of the intersection of the modern “American woman” (the white middle-class suburban American ii housewife), consumerism, and Italian female culture and identities provides new insight into the unique cultural relationship between the United States and Italy following the Second World War. -
Central Retail Corporation: Nascita E Sviluppo Del Marchio Globale “La Rinascente”
Corso di Laurea in Economia e gestione delle aziende In Management delle imprese internazionali Tesi di Laurea Central Retail Corporation: Nascita e sviluppo del marchio globale “La Rinascente” Relatore Ch. Prof. Stefano Micelli Laureando Massimiliano Tondato Matricola 831593 Anno Accademico 2012 / 2013 INDICE INTRODUZIONE……………………………………………………………..4 CAP.1 L’INTERNAZIONALIZZAZIONE DELL’ATTIVITA’ IMPRENDITORIALE ATTRAVERSO IDE 1.1 Principi generali d’internazionalizzazione dell’impresa…………………...........11 1.2 Gli investimenti diretti esteri…………………………………………………....15 1.3 La gestione delle dinamiche relazionali tra casa-madre e controllate……..........18 1.4 L’internazionalizzazione delle imprese del dettaglio……………………….......19 CAP.2 LA NUOVA FONTE DI SUCCESSO NEL RETAIL: LA SHOPPING EXPERIENCE 2.1 Il marketing esperienziale……………………………………………………….24 2.2 L’ambiente di vendita come leva di marketing…………………………………30 2.2.1 La struttura…………………………………………………………………….31 2.2.2 L’assortimento………………………………………………………………...33 2.2.3 I servizi………………………………………………………………………...34 2.2.4 Le interazioni in-store…………………………………………………………35 CAP.3 CENTRAL GROUP OF COMPANIES: DAL MANDARIN ORIENTAL A PIAZZA DUOMO 3.1 Le colonne societarie……………………………………………………………39 3.2 Central Retail Corporation: acquisizioni ed evoluzione del best retailer in Asia- Pacific……………………………………………………………………………………....47 2 3.2.1 Central…………………………………………………………………………52 3.2.2 Zen…………………………………………………………………………….53 3.2.3 Robinson………………...…………………………………………………….54 3.3 I servizi al cliente………………………………………………………………..55 3.4 -
Outward Foreign Direct Investment and Upgrading by Emerging Market Firms in Global Value Chains
STUDIES IN TRADE, INVESTMENT AND INNOVATION NO. 94 OUTWARD FOREIGN DIRECT INVESTMENT AND UPGRADING BY EMERGING MARKET FIRMS IN GLOBAL VALUE CHAINS The shaded areas of the map indicate ESCAP members and associate members.* The Economic and Social Commission for Asia and the Pacific (ESCAP) is the most inclusive intergovernmental platform in the Asia-Pacific region. The Commission promotes cooperation among its 53 member States and 9 associate members in pursuit of solutions to sustainable development challenges. ESCAP is one of the five regional commissions of the United Nations. The ESCAP secretariat supports inclusive, resilient and sustainable development in the region by generating action-oriented knowledge, and by providing technical assistance and capacity-building services in support of national development objectives, regional agreements and the implementation of the 2030 Agenda for Sustainable Development. *The designations employed and the presentation of material on this map do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. B Studies in Trade, Investment and Innovation No. 94 Outward Foreign Direct Investment and Upgrading by Emerging Market Firms in Global Value Chains STUDIES IN TRADE, INVESTMENT AND INNOVATION NO. 94 OUTWARD FOREIGN DIRECT INVESTMENT AND UPGRADING BY EMERGING MARKET FIRMS IN GLOBAL VALUE CHAINS Studies in Trade, Investment and Innovation No. 94 Outward Foreign Direct Investment and Upgrading by Emerging Market Firms in Global Value Chains i Studies in Trade, Investment and Innovation No. -
DCL IT 0514 Mise En Situation Et Dossier Documentaire
DCL IT 05/14-04 ! Mise en situation et dossier documentaire ! Page 1 sur 8 DCL ITALIEN Diplôme de Compétence en Langue Session du mercredi 21 mai 2014 !!!!! Mise en situation et Dossier documentaire Support de la phase 1 Mise en situation Page 2 La Rinascente ! Document 1 Page 3 extrait de: http://it.wikipedia.org/wiki/La_Rinascente Lione ! Document 2 Page 4 extrait de: www.lavoroinfrancia.it/lione.php Strumenti di fidelizzazione ! Document 3 Page 5 extrait de: http://www.programmadifidelizzazione.it/strumenti_di_fidelizzazione.php Il welfare aziendale in Italia ! Document 4 Page 6 extrait de: http://www.vita.it/social-innovation/il-welfare-aziendale-in- Italia.html Nuove strategie di vendita dei Grandi Magazzini giapponesi ! Document 5 extrait de: Page 7 http://www.infomercatiesteri.it/highlights_dettagli.pht?id_highlights=911 http://it.wikipedia.org/wiki/File:Map of Italy-it.svg Negozi ! Document 6 Page 8 Tiré de : http://negozi.veraclasse.it/negozi-marca/la-rinascente/ http://it.wikipedia.org/wiki/File:Map of Italy-it.svg DCL IT 05/14-04 ! Mise en situation et dossier documentaire ! Page 2 sur 8 Mise en situation Vous êtes Claude Bianchi, responsable marketing auprès de la société de conseil en gestion «Bianchi & Dupont », basée à Lyon. Vous avez été sollicité(e) par le bureau du directeur international de la chaîne de grands magasins « La Rinascente » afin de réaliser une étude sur la faisabilité et les conditions d’ouverture d’un nouveau grand magasin à Lyon. Après avoir étudié les documents en votre possession, vous contacterez téléphoniquement la directrice pour l’Italie du Nord du groupe « La Rinascente », Mme Valentini, ou son adjoint, M. -
Missoni E La Grafica
Missoni e la Grafica Una dozzina di anni fa, incontrai per la prima volta Ottavio Missoni. Parlammo di arte, moda e mille altre cose, e mi venne spontaneo, a un certo punto, chiedergli perché non si fosse mai misurato - secondo un percorso autonomo dalla sua abituale attività creativa, s’intende - con gli strumenti della pittura o della grafica. Ricordo che egli allora si schermì, con affettuoso distacco, professando improbabili inadeguatezze. Quando, alcuni mesi dopo, egli si convinse al grande passo, realizzando la sua prima serie di serigrafie, mi capitò di pensare che, forse, un pochino di merito fosse anche mio e di quella pulce che gli avevo messo nell’orecchio: anche perché Missoni volle che fossi io a scrivere il saggio introduttivo per il catalogo. Potei dunque annunciare che un personaggio come lui, che aveva veduto le proprie geniali invenzioni cromatiche nelle sale dei più importanti musei del mondo, che aveva esercitato un’enorme influenza sull’evoluzione dell’estetica e del costume del nostro tempo, che era stato ed era amico di tanti maestri della pittura internazionale, si era finalmente deciso a convertirsi da “pittor di fibre” a “pittor di carte”. La rivoluzione era stata in verità tanto naturale da stupirsi semmai che non fosse avvenuta prima. Missoni seguitava a cantar la luce, con il proprio tocco inimitabile, pure attraverso la serigrafia, e gli esiti risultavano parimenti efficaci. Apparivano, anzi, così emblematici e riassuntivi del suo percorso da poter essere definiti una summa degli stilemi-chiave dell’autore. La conferma è nelle nuove opere che qui vengono proposte. In esse, come e forse ancor più che nelle precedenti, l’uso del colore si accompagna all’avvicendarsi di precisi codici e libere esplosioni formali, associando le macchie ed altre espressioni segniche basilari secondo collaudati canoni di equilibrio. -
Center of Life Strategy
CENTER OF LIFE Investor Presentation CPN Head Office February 2018 Bangkok, Thailand Central Pattana Public Company Limited Agenda Topics of Discussion Company Overview CPN Strategy 2018-2022 Business Update 2018 Guidance Prepared by CPN Investor Relations Company Overview Page 2 CPN at a Glance The largest mixed-use property developer in Thailand 11th 1.7m 92% 4 Largest PCL Total Net Leasable Average Consecutive years in Thailand* Area (NLA)** Occupancy Rate** member on DJSI “To be the most admired and dynamic regional retail property developer with world-class experience” 2 32 Holistic Mixed-use Development Iconic Shopping Centers Strategic Investments 1 Residential 7 Hotels 2 27% 8 Retail, Office and Central City Residence Offices Hilton Pattaya Hospitality Projects @ Bangna Centara Udonthani Lardprao Pinklao Tower A & B Bangna 25% CentralWorld Chaengwattana Rama 9 The Offices at CentralWorld * Market capitalization as of 29 December 2017 ** Includes areas owned by CPN and CPNREIT Prepared by CPN Investor Relations Company Overview Page 3 CPN Shareholding Structure Strong support from major shareholders: The Central Group Central Group, the leader of retail industry in …brings forth a collective haven in retail Thailand, as the main pillar of CPN… and commerce solutions to the market Local Institutions/ Retail/Others Central 12% Store Group Marketing 26% Department 1 Mgt Resort Hotel & & Hotel Property Foreign 35 4,488 Dev & Institutional million shares Investors % 1 Chirathivat Group 27% Group Restaurant Family Food Retail 2 Market -
Central Retail Corporation CRC
Initiate coverage Thu, Mar 11, 2021 Central Retail Corporation CRC Central Retail Corporation Bloomberg CRC TB Public Company Limited Reuters CRC.BK Tactical: OUTPERFORM The year for an earnings turnaround (3-month) While CRC’s 2020 earnings were hit hardest in the commerce sector (of those Stock data under our coverage), with the sector’s largest contraction in SSS and dip in Last close (Mar 10) (Bt) 38.00 rental income, we like CRC for its 2021F turnaround story, off the low base Target price (Bt) 47.00 Mkt cap (Btbn) 229.18 (COVD-19) and gradual return in economic activities. We expect core profit Mkt cap (US$mn) 7,472 to turn up to Bt4.2bn in 2021F from -Bt909mn in 2020, backed by revived revenue and margin, store and plaza expansion and business adjustment. Beta L We initiate CRC as Outperform with a next-12-month DCF TP of Bt47. Mkt cap (%) SET 1.28 Sector % SET 9.80 Strategic direction for long-term growth. Thailand and Vietnam will be key Shares issued (mn) 6,031 growth areas, as both undergo economic recovery, since it has a strong footprint Par value (Bt) 1.00 in both. Food and hardline businesses will be key segment growth drivers for 12-m high / low (Bt) 40 / 20.7 Avg. daily 6m (US$mn) 16.07 expansion, while the fashion business will focus on store transformation and Foreign limit / actual (%) 49 / 13 rejuvenation. To support long-term growth, CRC plans to accelerate business Free float (%) 52.5 Dividend policy (%) ≥ 40 expansion of the high-growth hardline business in Thailand and the hypermarket business in Vietnam.