Francois-Henri Pinault Magic To Play A Century Luxury Stores

< p > in the past 20 years, the two key words that affect the global luxury industry are "acquisition" and "listing" respectively.

< /p >

The trend behind P is collectivization and capitalization.

After a wave of surging waves, Kering (Kai Yun) group (formerly Paris spring group, Pinault Printemps-Redoute, referred to as PPR), LVMH group (MOET & CHANDON Hennessy LV group, Louis Vuitton Mo t Hennessy) and Richemont (calendar) group emerged as the three most rapidly expanding territory.

< /p >

M & amp; P, like the classic MBA textbook, is the sharpest double-edged sword. It can be instant success or dull.

How can the head of a group integrate and manage the acquired brand and business, how to maintain the inheritance of the acquired brand and promote innovation, and how to maximize the synergy effect of the whole group?

< /p >

< p > especially, they are faced with hundreds of years of fashion houses and their successors, masters of design, a group of the most fastidious and most intoxicated traditional top consumers, as well as harsh investors.

< /p >

< p >, so some people build their own luxury kingdom in the way of "tyrant".

Only when money is spoken, does not consider the feelings of the acquired brand controller, after the acquisition, the founder of the brand is driven away, and the commercial returns are the sole yardstick for directly interfering in the brand design and ideas, and sometimes even compete with the Group brands.

< /p >

< p > some people use "magician" as a way to promote change. He does not want to be regarded as a master in the capital field, but he is more interested in how to run a good company, especially to let those hundred years old shop glow and youth, so that the fine qualities of minority brands will be loved by more people and make these brands form a harmonious territory of cooperation.

< /p >

< p > Mr. Francois-Henri Pinault, chairman and CEO of Kai Yun group, is the most prominent representative of the latter.

In his hands, the group, which can be traced back to centuries and was founded in 1963, has always maintained its vitality and freshness.

< /p >

< p > for example, will be officially renamed in June 18th.

This is the fifth time since the listing of the world's a target= "_blank" href= "http://www.91se91.com/" > clothing /a and accessories market since its listing in 1988.

"This represents our pformation from a multinational group with a variety of businesses in the past to a highly cohesive global company specializing in the production of clothing and accessories."

Francois-Henri Pinault told reporters.

< /p >

< p > now, the open cloud banner not only manages 11 luxury brands, such as Gucci (Gucci), Betty Wyneda (Bottega Veneta), Saint Laurent (Yves SaintLaurent), Paris family (Balenciaga), PERREGAUX (Girard-Perregaux), etc, but also has sports and lifestyle brands including Puma and Volcom.

< /p >

< p > many of these brands are Francois-Henri Pinault inherited from their father Francois Pinault.

In a CNN report, the ceremony was described.

At the weekend of April 2003, when they were having dinner at a Ami Louis pub in Paris, Mr. Francois Pinault took out 3 gold rings, engraved Francois on the first ring, and he founded the company in 1962-20031962 years; second rings written on Henri 2003, and third rings left blank.

Passing the ring, the inheritance is completed immediately.

< /p >

< p > next Monday, all of my father's things are moved out of the office. Francois-Henri Pinault can begin to pform and manage according to his wishes.

< /p >

< p > Francois-Henri Pinault thinks that she was chosen because she was the only one among 4 brothers and sisters who studied business, though this reason made him feel humorous.

In fact, from the HEC business school in France to the Business School of Stanford University after graduation, I was recalled to my family in 1987. I learned from the most basic apprentices and went through various experiences at various companies and at all levels.

He has always shown his diligence and talent in business.

< /p >

< p > "Francois-Henri Pinault is very imaginative, but he is more rational and analytical.

He's very pragmatic and likes numbers. "

Former PPR CEO Serge Weinberg, who had worked closely with the father and son of two people, was evaluated in an interview by CEO.

< /p >

< p > the combination of imagination and rational operation is not the key to a successful performance of a magician. So the magic moment has begun.

< /p >

< p > first is the integration and pformation of Gucci, the most important brand of the group.

Francois-Henri Pinault also confessed to this reporter that this is the most challenging and successful story he has ever experienced.

< /p >

In 1999 P, as a key player, he presided over the acquisition of 42% of the Gucci company that was then thrived and coveted.

In 2004, after several twists and turns, mergers and acquisitions were finally completed, and Gucci was completely under its banner.

He quickly adjusted or accurately promoted brand positioning.

On the basis of maintaining the brand's long inheritance, more fresh colors are applied. This rapidly expands the product consumption crowd, from commodity design to advertising, and adds new elements of youth, fashion and personality.

< /p >

At the same time, he observes that the luxury consumer market is no longer a "small circle" game in Europe and the United States. Flat information and market globalization make the emerging markets such as Japan and Southeast Asia more potential, such as China and Brazil. The magic of P is a step ahead.

As a result, from Hongkong to Beijing, from Dubai to Rio De Janeiro, double "G" LOGO stores occupy the most upscale retail lots, and the rich product lines made up of more new categories have moved the fanatical new rich people.

< /p >

< p > from 2002 to 2012, the income of Gucci brand jumped from 1 billion 540 million euros to 3 billion 640 million euros.

Today's Gucci brand enjoys a more high-end market positioning and exclusivity, especially in emerging markets, which has gained more and more knowledgeable, but obsessed with high-end customers who rely on brands.

< /p >

< p > Gucci became the magician's housekeeping program of Francois-Henri Pinault, a luxury industry.

However, his skills are not limited to this.

Just as the fashion magazine "W" once said, Mr. Francois-Henri Pinault likes to buy small brands that are not so popular, making it a popular product.

This is another magic stick for him.

< /p >

< p > Balenciaga is a typical example.

When he decided to buy Paris in 2001, it was a popular brand in the fashion circle, but its brand was lacking in recognition among the public. Its annual turnover was only 12 million euros.

Pinat uses the group's channels, logistics, supply chain and other high-quality resources to help Balenciaga increase the exposure of its products, so that it frequently appears in fashion magazines, and invites celebrities to shoot advertisements.

Subsequently, Balenciaga entered the world boutique department stores, opened its own boutique.

< /p >

After P took over 4 years, Balenciaga achieved profitability.

Its sales increased by 11 times between 2002 and 2011.

Its brand value is now close to 1 billion euros.

< /p >

Behind P's magic case is the Francois-Henri Pinault's exclusive thinking and strict execution of business rules and rules.

< /p >

< p > it seems to him that the first thing to make the acquired brand reborn is not how to do it after purchase, but how to pick it before takeover.

In an interview, he told reporters, "when we purchase, we should consider three main criteria, both for luxury goods and for others.

The first is the high quality of the product; the second is its price and price subdivision; the third is the fashion of the product itself.

According to these three standards to ensure that the brand will not fight and compete internally.

< /p >

< p > acquisition and integration is not a separate task.

Otherwise, the synergy effect of the group is empty talk.

For example, his combination of Kering (Kai Yun) group jewelry brand reflects the planning ability of the layout.

< /p >

< p > with the continuous expansion of business, the magician extended the magic wand of stone to gold in the field of "hard" luxury goods. He continued the principle of positive change and put the year-end strike in China in 2012. He announced the acquisition of Hongkong Kirin jewelry company (Qeelin) in December 2012. This is the first Chinese brand and even Asian brand acquired by Kai Yun group.

Then, in April of this year, he announced an agreement with RA.MO S.p.A to acquire the majority interest of Italy jewellery Pomellato group, a synonym for creativity and personalities in the international jewelry industry.

Pino told reporters that this is a perfect "meet the open cloud brand strategy" of a takeover.

< /p >

< p > "Kai Yun wants to invest in the jewelry industry, so we have been paying attention to these jewellery brands for a long time.

We used to have a Boucheron under the jewellery brand, which belongs to the most high-end and belongs to the three market. However, we are short of the first and second price jewellery, and the Pomellato jewellery brand that acquired Italy just fills the vacancy.

In December last year, we acquired the "kylin" of China.

Considering the strong strength of China in hand jewelry making and the strong culture of handmade jewellery, this brand has a great development space in China.

The three jewellery brands are complementary to each other in terms of product, design style and price. "

He explained his composition in detail.

< /p >

< p > it can be said that when Francois-Henri Pinault is guiding the group to respond to opportunities and challenges, it first pays special attention to the diversification of brand aggregation. Secondly, it pays attention to the multi-level brand structure and adapts to the rapidly changing market demand. At the same time, it pays attention to coordinate the relationship between < a target= "_blank" href= "http://www.91se91.com/", the designer "/a" and the brand, the brand lines within the brand, and the brands within the group.

< /p >

< p > "I am very proud of our brand strategy, management philosophy and style of doing business that are understood and attracted by these enterprises.

Our motto is "encourage creativity", our brand encourages initiative, stimulates creativity, and pushes them to focus on further goals instead of existing ones.

All Kering brands have strong potential growth potential. Kering can provide ideal equipment to help its brands, whether in emerging countries or mature countries, to achieve their global grand blueprint. "

< /p >

< p > Francois-Henri Pinault has always believed that achieving the "two wheel drive" balance of luxury brands and sports lifestyle brands is very important. He advocates "balancing company performance and brand innovation. They are independent and do not take a single shot to do things."

< /p >

"P" is a matter of time. The high growth figures are beginning to appear on the financial statements of the group.

In the first quarter of 2013, the group's sales of luxury goods were 1 billion 523 million euros, up 6.4% from the same period, but the sales of sports lifestyle brands dropped by 2.5%.

In 2012, group sales amounted to 9 billion 736 million euros, an increase of 20.8% over the previous year.

Net profit reached 1 billion 48 million euros, an increase of 6.3% over the previous year.

In the declining trend of global luxury sales, it remains stable.

< /p >

< p > how to realize the 2020 group Pinault revenue increased to 24 billion Euro 3 years ago by Francois-Henri Pinault, of which 60% of its revenue comes from the goal of luxury brands, which has become a deliberate development direction of the open cloud group in the past two years.

< /p >

< p > it is particularly important to continue to invest and harvest new global markets.

In 2012, Gucci chose mainland star as the endorsement of a product line for the first time. At the same time, the asian designer Alexander Wang, who was less than 30 years old, entered the house of Paris.

< /p >

< p > the company's 2012 earnings report also confirms this adjustment.

Sales outside the euro area increased by 11.6%, while the proportion outside the euro zone accounted for 77.9% of the total sales of the group, rising from 78.6% in 2011 to 78.6%. The group's sales in emerging market countries increased by 13.7%, which accounted for 37.6% of the group's total sales.

At present, sales of group's brand 25% are achieved in the Asia Pacific region except Japan.

In the 1 quarter of this year, sales in the Chinese market maintained a growth of 10%, compared with 3% in Europe.

< /p >

< p > Francois-Henri Pinault is confident that her "magic" will be amazed in more emerging markets.

He told the magazine that in the past few years, the Asia Pacific market has indeed become the driving force of Kai Yun group's luxury brand and industrial development, and led by the Greater China region.

"The strategy of our group is to make full use of the growth of the Chinese market and continue to expand and expand its business. We trust China and will invest in it for a long time."

< /p >