Prada: The IPO Dilemma


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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:

Price:

Case Code : BSTA014 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

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Case Length : 14 Pages
Period : 1995 - 2005
Pub Date : 2005
Teaching Note : Not Available
Organization : Prada Group
Industry : Luxury Goods
Countries : Global

Abstract:

Since the late 1980s, Miuccia Prada and her husband Patrizio Bertelli, CEO (Chief Executive Officer) of the Prada group, have successfully built a radical image for Prada. Miuccia, the creative mind behind the design has achieved a fine blend of innovation and tradition. Bertelli, the brain behind Prada's stupendous growth has developed a vertically integrated business model, which he calls a "brand machine". Bertelli has also acquired brands like Fendi, Jil Sander and Helmut Lang. These purchases have resulted in a huge debt. Bertelli realises the need for an IPO (initial public offering), but he postpones it three times between 2000 and 2004. He knows that in a public limited company, he will have to be more accountable to investors.

At the same time, to implement the company's ambitious growth plan, Bertelli cannot postpone the IPO for long. What should Bertelli do?

Contents:

  Page No.
Introduction 1
Background Note 1
Business Model 2
Financials 7
Looking Ahead 8
Exhibits 10

Keywords:

Prada, Miuccia, Bertelli, Vertically integrated, Business model, Strategy, Luxury goods, Miu Miu, Initial public offering (IPO), Italy, Multibranding strategy, Control, Debt

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