What does ppr own

Nonetheless, LVMH also has dominance in the luxury watch and jewelry sub-segments. The success of Bulgari is a case in point. For Kering, both these segments are still areas where it is trying to establish a foothold, even though the pace of acquisitions has stepped up. Kering now owns two watch brands, Girard-Perregaux and Ulysse Nardin. In the jewelry segment, it has Boucheron, Pomellato, Dodo and Qeelin. There are important strategic differences between the operating models of both groups also.

LVMH has adopted a model where it controls percent distribution globally for all its portfolio brands, apart from the Middle East, where it still continues to work with regional distribution partner Chalhoub Group. Kering, on the contrary, does not have a percent distribution ownership across all its brands. Another key aspect that has been different between the two groups is succession planning.

Kering has had a smooth succession planning with founder Francois Pinault completely handing over the reins of the company to his son and current CEO Francois-Henri Pinault in In the case of LVMH, succession planning is still an ongoing activity. Group CEO Bernard Arnault is testing the mettle of his son and daughter by putting them in influential positions within the group, which involve spearheading the growth and future direction of key brands within the portfolio.

For LVMH, it is going to be critical to have a clear succession plan in place sooner rather than later. In spite of its dominant position in the luxury business, Kering does have some significant challenges in the near future that it needs to address. It already spends a significant additional amount annually to run distribution and production processes that have high levels of sustainability, but consequently are more expensive.

Additionally, the rapid year-on-year growth of its brands may have offset some of its sustainability improvements achieved.

Kering hence needs to constantly look for new cost efficiencies in its business processes and balance growth with sustainability to remain competitive. Kering could also realize greater efficiencies from collective sourcing of display materials. Transferability of brand communications: Another challenge specific to the Kering brand would be managing the sustainability of its brand communications.

Fundamentally, Kering needs to shift from a brand in the launch stage to the installation stage. With its value proposition in a mature stage globally, Kering now needs to turn its attention towards ensuring effective communication of this proposition across all brand platforms. One-sided mass advertising or persuasive marketing efforts are no longer sufficient to drive an effective brand.

Rather, content has to be customer-focused, relevant, and consistent with what the brand stands for. Kering has indeed displayed evidence of such strategic communications. In particular, the Cannes International Film Festival in which it is Official Partner is indeed a very smart and pivotal brand content initiative. It allows Kering to not only achieve maximum media exposure of its individual brands and products, but also to work its brand visibility on an amalgamated cultural field regarding relevant issues consistent with what the brand stands for — empowerment of women and support for the film industry.

Kering has a longstanding commitment to the empowerment of women through its various initiatives. This includes the Kering Foundation dedicated to combating violence against women, and the Chime for Change campaign founded by Gucci and led by Beyonce and Salma Hayek to raise funds and awareness for disadvantaged women.

Nevertheless, this is only a start. Kering needs to continually ensure that it can come up with such brand communication initiatives to drive greater brand impact. Hence, the challenge for Kering as well as other brands today is the need to achieve these new forms of strategic and sustainable communications which allow multiple objectives to be achieved and a balance between the three crucial goals of brands: business, socio-cultural environment and brand-building.

Manage China: Kering has adopted a risky strategy in China with some of its flagship brands like Gucci. It first launched its stores rapidly in a bid to win over Chinese luxury consumers and meet high forecasted demand.

Christopher Kane about the conditions in which the British designer could take back full control of the eponymous brand. Christopher Kane and Kering wish to continue to collaborate with the aim of achieving a gradual and harmonious transition. In June , Kering revealed that Mr. Maier remains the owner of the Tomas Maier trademark. The shift to digitalization and concentration of winning brands — which is taking place against a background of unprecedented PPR, the owner of luxury houses such as Gucci and Bottega Veneta as well as Puma sportswear, is buying Brioni from the family that founded it in The company didn't disclose a purchase price.

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