Exclusive extracts from this 26-page-long report:
- Who is the player?
Founded in 1963 by François Pinault as a timber and building materials company, Kering entered the retail market in 1990 and developed the business into what is today a world leading luxury apparel and accessory company. [...]
- What are the player's strategies?
2015 marked the turnaround in sales at Gucci, Kering's main luxury house, following several years of challenges. While it closed 2016 on a high note, with sales rising in the double-digit range year on year, driven by growth in most regional markets, Kering is looking to further improve Gucci financials through the implementation of a holistic strategy centred around products, distribution, digital marketing and communications. It is closing down non-profitable stores in China and elsewhere (Milan, New York, etc.), cutting the number of doors across wholesale channels (in 2016, Gucci retail sales accounted for 83% of the brand's total revenue, compared to 70% in 2009) and gradually rolling out its most modern store concept, launched in September 2016 in Monte Napoleone. […]
- What are the player's strengths and weaknesses?
A successful turnaround of Gucci after several years of poor results
Strong Yves Saint Laurent sales
Balanced geographical coverage (1,305 directly operated stores across the globe)
Gradual decline in profitability since 2012
A marked decline in 2016 sales at the Bottega Veneta label, which accounts for 14% of net sales […]
- What is the player's financial position?
The financial indicators included in the report include: Consolidated net sales, Consolidated operating income and margin, Breakdown of luxury sales by product type, Number of stores, Sales by segment, Sales performance by segment, Sales by region, Profitability ratios, Liquidity ratios, Solvency ratios, Free cash flow and Capital expenditure.