LVMH 2012 — ANNUAL REPORT BUSINESS REVIEW CONTENT — Group’s profile 03 06 09 10 11 CHAIRMAN’S MESSAGE FINANCIAL HIGHLIGHTS INTERVIEW WITH THE GROUP MANAGING DIRECTOR GOVERNANCE EXECUTIVE AND SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship
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company - especially in China, he says. -- BUSINESS TIMES FILE PHOTO It's a fairy tale that has seen two brothers go from Ang Mo Kio to Paris. Charles & Keith, the once-humble local shoe retailer, is now partly owned by French luxury giant Louis Vuitton Moet Hennessy (LVMH). The Wong brothers, who own the company, have sold a 20 per cent stake to L Capital Asia, the private equity arm of LVMH, for more than $30 million, sources told The Sunday Times. The deal, which values the company at close
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of those high and stable BAT dividends, as the world’s luxury goods industry struggles with its biggest challenges in decades. Demand has tumbled virtually across the globe with no clear sign of recovery. Manufacturers from LVMH Möet Hennessy Louis Vuitton, the world’s biggest luxury goods group, to Italy’s Bulgari, find themselves saddled with stubbornly high costs, leaving little room for manoeuvre. Even beauty has proved vulnerable, contrary to the common claim, as figures for L’Oréal and others
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City University of Seattle Bachelor of Science in Business Administration City University of Seattle Bachelor of Science in Business Administration 10-12-2015 10-12-2015 INDIA’S MARKET AUDIT INDIA’S MARKET AUDIT Carolina Fernandez, Mariana Felix, Ramiro Garcia, Rocio Lopez, Sarahi Montano, Fernanda Salgado Carolina Fernandez, Mariana Felix, Ramiro Garcia, Rocio Lopez, Sarahi Montano, Fernanda Salgado Outline Introduction 2 Executive Summary. 2 Environment. 3 SWOT Analysis
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S VEJA: SNEAKERS WITH A CONSCIENCE w 9B10M089 Kim Poldner wrote this case under the supervision of Professor Oana Branzei solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without
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Table of Contents Executive Summary 3 Industry Success 3 Coach Strategy 3 Company and Industry Overview 4 Company Overview 4 Industry Overview 5 Apparel and Accessories Industry 5 Luxury Products Industry 5 Michael Porter’s five forces model 8 Competitive Force 1: Rivalry among Competing Sellers (Moderate) 9 Competitive Force 2: Threat of New Entrants (Low-Moderate) 9 Competitive Force 3: Threat of Substitute Products (Moderate-High) 10 Competitive Force 4: Bargaining Power of Suppliers
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Overview COMPANY OVERVIEW Burberry Group plc (Burberry or 'the group') designs, produces and sells luxury products across women’s and men’s apparel and accessories, and beauty categories. The group operates in Asia Pacific, Europe, Middle East, India and Africa (EMEIA), and the Americas. It is headquartered in London, the UK and employs around 10,000 people. The group recorded revenues of £2,329.8 million (approximately $3,702.8 million) in the financial year ended March 2014 (FY2014), an increase
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operations in emerging markets through Internet and e-commerce. The future outlook of this industry is optimistic. The competitions in the luxury goods industry are pretty intense. Many competitors of Coach are from France and Italy such as Louis Vuitton, Hermès, Gucci, and Prada. Having superior brand recognitions and strong impacts on global luxury goods market make them become dangerous rivals of Coach, Inc. Even though Coach Inc. has come up with good strategy, it still suffered from harsh
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insights into a whole new culture. India is known as the melting point of different cultures, each one unique in its own respect from the art, food, religion, language, lifestyle and politics. When I was 15 years old, my father, who is an accountant by profession, accepted a job offer to work for KPMG India. The KPMG branch was located in Bangalore. My parents, originally from Bangalore, moved to Canada in the 1980’s. They were thrilled by the opportunity to visit India and my relatives after a very
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and which allows us to gain market share, even when times are difficult. Bernard Arnault Chairman and CEO EXCELLENT PROGRESS FOR OUR GREATEST BRANDS The performance of the great brands which are at the heart of our business was excellent. Louis Vuitton saw further growth and its new products, which accounted for 18% of the year’s sales, are objects of infatuation. Parfums Christian Dior saw numerous successes and Hennessy continued to gain ground in the United States (with volumes up 11% in 2001)
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