Gucci in 2004

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Case Details:

Case Code : BSTA010
Case Length : 12 Pages
Period : 1990 - 2005
Pub Date : 2005
Teaching Note :Not Available
Organization : Gucci; YSL (Yves Saint Laurent)
Industry : Luxury Goods
Countries : Europe and USA

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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.

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Excerpts Contd...

The Takeover Attempt

Nearly half of Gucci's operating profits came from Asia. So its stock fell steadily in the midst of the 1997 Asian financial crisis, from around $70 in February 1997 in to $30 in October 1997 before bouncing back to around $40 in January 1998, where it remained throughout most of 1998...

Turning Around YSL

Gucci acquired YSL in December 1999 for $ 1 billion. After the takeover, Ford focused on building YSL's brand image, while Sole closed franchised stores, duty-free outlets and shops-within-department to maintain the brand's exclusivity...

The Exodus

Even as speculation mounted over whether De Sole and Ford could enjoy enough autonomy under PPR to justify the renewal of their contracts, De Sole's fears were confirmed. Both he and Ford left the group in April 2004, when it became clear PPR was having the final say in major business decisions...

The Road Ahead

As December 2004 drew to a close, Polet's much awaited strategy was not yet tabled. Apart from sustaining the magic created by Ford and De Sole for individual brands like Gucci and YSL, Polet had to decide if Gucci's future really lay with multibrand groups or with focused, single-brand companies- the highly successful model that Gucci had followed earlier...


Exhibit 1: Gucci Group Portfolio
Exhibit 2: Men's Break up of Revenues
Exhibit 3: Gucci's Brands
Exhibit 4: Gucci's Financials


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