From The Acquisition Of Valentino Valentino To See The New Trend Of The 2012 Luxury Industry

In fact, there were many mergers and acquisitions in the fashion industry in the first half of this year. According to statistics, in the first 4 months of the world, there were 62 acquisitions in the fashion, footwear and retail sectors, involving an amount of $3 billion 660 million.

Although the number is flat compared with the same period last year, the amount is double that of last year.

The gold masters from the Middle East and East Asia are not only strong in capital, but also have different intentions in choosing brands.

Middle East Capital loves high definition

In this acquisition boom, the middle east capital is most eye-catching.

As early as 2010, the Qatar royal family spent 2 billion 200 million US dollars on the acquisition of the famous British Harrods (Harold department store).

In addition, it also owns 1.03% of LVMH group, 5.2% of Tiffany, 26% of British supermarket Sainsbury and 12.8% of French media group Lagard re re.

Although the acquisition of Italy landmark

It has always been associated with losses (not until nearly one or two years ago), but the oil owners themselves are loyal customers of advanced customization: it is highly valued by both sides that they do not ask for too much business.

Compared with Qatar's march forward, Istithmar World (Dubai Investment Group), also from the Middle East, chose to withdraw.

In 2007, it bought high priced Barneys Istithmar World and Barneys main lending Perry Capital and The Yucaipa Cos at a high price of 942 million US dollars.

A restructuring agreement was made to reduce Barneys's debt from 590 million US dollars to US $50 million. Perry Capital became a major shareholder in debt to equity swap, while Istithmar World became a minority shareholder with only one board seat.

Dubai may be the future of Qatar now, but it is good for the Middle East conglomerates backed by oil resources.

Buy

(especially Gao Ding) may be just matching their global influence.

East Asian buyers prefer small cards.

Compared with the heavy middle east capital, from East Asia, or precisely, China's capital is not big, and the acquired brand is not big enough.

In May of this year, Hongkong YGM acquired the AQUASCUTUM which applied for bankruptcy in the UK and finally gained the brand's control over the world.

In the previous April, Trinity of Li Feng group bought the old British men's brand Gieves & Hawkes for $51 million 600 thousand, while the other fund of the group bought 80% of the French designer brand Sonia Rykiel, and IDG capital also went to the Moncler that was originally planned to go public.

Obviously, the capital from China is quite pragmatic to the acquisition and stock placement of foreign fashion brands: the objective return on investment always comes first.

On the one hand, it comes from the consumption potential of the Chinese market itself, and on the other hand, the value return brought by the brand promotion.

However, many analysts are worried about the brand building ability of Asian companies.

For example, with the production of YGM and the acquisition of Guy Laroche in 2004, the brand has not improved much. The rejuvenation of Aquascutum will require more capital. The key question is whether China understands how to successfully operate a brand in Europe and the United States.

Just like the owner of Aquascutum, Japanese company Renown has never had a global strategic consideration of the brand.

Their business experience came from Renown in Japan in the 70s and 80s of last century.

Rapid growth, but since then, its management ideas have remained unchanged since 90s.

So Aquascutum, the brand that once had a reputation with Burberry, finally went bankrupt in the West.

Europe and America resist risks by mergers and acquisitions

The third purchasing power comes from Europe and the United States itself.

Although the US economy is not bad, there are many problems in Europe.

Therefore, the expansion of acquisitions did not appear, but instead, they chose to sell non core assets.

PPR group sells its African retail network CFAO. It also plans to sell bookstores and electronic chain stores Fnac and mail order business Redcats, allowing the group to focus entirely on luxury, sports and lifestyle.

Nike determines the core status of four brands of Nike, Jordan, Converse and Hurley, and the two brands of Cole Haan and Umbro are planned to be sold by May 31, 2013.

More European companies choose to buy complementary brands that complement the company's business development to meet future uncertain economies.

LVMH group's acquisition of Paris brand Arnys aims to make use of its studio's production process and the global expansion of its staff's brand Berluti.

France's Galeries Lafayette (after the acquisition of Royal Quartz and Louis Pion two watch chains) took the jeweller Didier Gu RIN and wanted to buy more high-end fashion and accessories brands.

As more and more high-end brands are taking their own retail business routes, the large department store groups in Europe and the United States will buy more small and medium-sized brands or launch their own brand product lines.

It is not hard to predict that in the second half of 2012, the Middle East oil capital will continue to look for opportunities to acquire top brands, while Chinese capital hopes that the traditional brands will fall into the bottom, and the best understanding of their European and American capital will be on the small and medium-sized brands whose Asian capital has not yet noticed.