LV New Leader Less Than A Month Health Emergency Bvlgari Competent Rescue

< p > "safety card" Michael Burke emergency rescue < /p >

Less than P Jordi Constans health emergency left office, safety card group veteran quickly, steering helm Dior, Fendi, Bvlgari brilliant achievement < /p >

< p > < strong > < a > href= > http://sjfzxm.com/news/index_f.asp > > LV < /a > the candidate of the manager is a wave of ups and starts.

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< p > last year, Bernard Arnott, CEO of LVMH group (Bernard Arnault), excavated Jordi Constance (Jordi Constans) as the LV president from Danone fresh milk department, and the outside world was in an uproar.

There is widespread concern that Constance, who has never had the experience of < a href= "http://sjfzxm.com/news/index_c.asp" > luxury goods industry "/a", is competent.

But a spokesman for the LVMH group stated that the only criterion for LVMH in personnel allocation is to find out the most suitable talents for job vacancies.

This seems to give Constans a shot of a strong heart.

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< p > < strong >, however, Constans took office just a month ago, dramatic story happened.

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< p > December 18th, luxury goods supplier MOET & CHANDON Hennessy Louis Weedon [micro-blog] group announced that the Jordi Constans, who took office under Louis Weedon CEO for less than a month, will quit because of serious health problems. Michael Bock, head of Bvlgari business, will be pferred to Louis Weedon's chief executive.

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< p >, Arnott also confidently said: "I believe that he (Michael Burke) will be the correct leader of Louis Weedon's future.

He will continue the initiative issued by Jordi Constans to bring new vision and impetus to Louis Weedon's continued leadership in the luxury sector. "

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< p > such a rapid change of high level is rare, but if Constance's health problem is really serious, there is no difference between them. Besides, this successor Michael Burke has already proved Arnott's choice with his own ability.

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< p > < strong > < a href= "http://sjfzxm.com/news/index_h.asp > > Dior < /a >" vitality "/strong > /p >

< p > we must admit that Bernard Arnault has a special charm. His appearance is low-key and mild, but his heart is full of wolves. The tension formed by this contrast is attracted by a magnetic field as a group of people.

Michael Burke is the typical representative of these people.

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< p > 1980, Michael Burke entered the first job of the society was employed by Arnott. At that time, Arnott was still running his own family real estate business. Michael Burke was sent to the United States to take part in the real estate business when she first entered the office.

Over the past 5 years, Burke has learned two very important things: first, you need a good team; second, you need to learn to take risks.

It is in the real estate industry full range of experience, which allows Burke in the future luxury industry has capitalized capital.

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In 1984, the 36 year old Bernard Arnault complacent and mortgaged her family business to buy Dior group, which is twice the size of the family business. Since then, he has made his first step in the luxury empire.

At that time, Dior group almost declined. Arnault, however, brought Dior back to life in two years by virtue of its excellent management wisdom. This old brand not only maintained its own tradition, but also added international color.

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Michael Burke is also an important part of Dior's P.

In 1985, Arnault promoted Burke to join Dior brand and took charge of Dior's work in the US division.

At this time, Dior has only an agent, without its own shop or manufacturer.

This is the most difficult period for Burke. He once told foreign media: "Arnault buys Dior's parent company. We want to make some changes, but change can not be made overnight. We must be patient.

For a while, we had to continue to use agents.

However, if you have a long-term plan, you are clear about the direction and confidence, you will be patient.

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During the waiting process, Boke repositioned the brand and reorganized the channel, which changed from the form of license to the form of P distribution.

This led Dior to succeed in the following years.

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Bok was well promoted in 1993 P, and was appointed chairman and chief executive officer of North America in Louis Weedon.

This time, he did not let Arnault down: he successfully increased the turnover of the company to three times, and bought Marc Jacobs International to LMVH group.

In 1997, he returned to Paris to become the managing director of Dior global.

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< p > < strong > controlling FENDI, turning losses into profits > /strong > /p >

< p > in the world fashion industry, FENDI, with its reputation as fur a target= "_blank" href= "http://www.91se91.com/" > dress < /a >, was founded in Rome in 1925. In 1954, the founder of Eduardo Fendi died. The operation of FENDI completely fell on AI Lai and her daughters: Paula is in charge of fur industry, Anna is responsible for leather accessories, Franck is responsible for customers, Cara is in charge of business coordination, Alda is in charge of sales department.

So far, the family business of FENDI has stepped into the third generation.

This is a real family business, and the 11 children of the five FENDI sisters have joined FENDI to take charge of the sports series and the accessories series called Fendisimme.

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< p > in addition to the whole family's concerted efforts in the development of FENDI, the unique vision of the family is also admirable. In 1962, FENDI hired famous German a target= _blank href= http://www.91se91.com/, the designer /a /a Karl Lagerfeld as its brand designer.

At that time, although Carle did not have the status of the current Godfather class, it was brilliant.

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< p > Lagerfeld will double F as a brand logo, so that FENDI is more popular among people. This is the double letter logo of the fashion world after the double C letters of Chanel and the double letters of Italy GUCCI.

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Carle P, who is well versed in design, has made FENDI's products shine, but how to manage it is obviously his shortcoming, and FENDI even loses money.

Until 2003, Michael Burke came to be the FENDI global president and managing director, and became the Savior of FENDI.

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Under P Burke, FENDI has also undergone a major reform from a simple international brand to an international luxury fashion company with a tight production and distribution system.

FENDI further established a long-term partnership with the design master Karl Lagerfeld. The new headquarters of Palazzo FENDI, which was set up in Rome, also opened in May 2005.

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< p > < strong > Bok brings FENDI not only innovation in channel and system, but also a break from convention in marketing way.

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Before P, 2008, although FENDI has entered China for more than ten years, it has opened 11 stores in ten major cities in China.

But unfortunately, the development of FENDI in China has always been mild.

In 2007, the "the Great Wall show" that made FENDI a hit in China.

In October of that year, Carle led his model army to display the carefully designed FENDI2008 spring and summer dresses in the the Great Wall of Chinese culture.

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< p > this fashion show cost US $10 million, but it is of great significance. In the past, FENDI's show was confined to luxurious Palazzo. This the Great Wall show may announce that LVMH's most potential luxury brand FENDI will expand its market in China.

Arnault answered why he chose the Great Wall as a show ground. "Because in the next 25 years, this will be the fastest growth point of the world economy, and Fendi hopes to have a place in this country."

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< p > in the history of fashion show, this "the Great Wall show" is unique and unmatched. Its shock and impact still remain unsurpassed, and behind it is Carle, the Burke behind the scenes.

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< p > this success makes Burke more inclined to look for creative, even adventurous venues as a showcase. In 2011, Burke was once again an eye opener. He moved FENDI to the Seoul artificial floating island in the autumn and winter fashion show in South Korea.

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"P > at the day's conference, Burke said:" we will not show for fashion shows, we will not repeat the Milan fashion show.

If we want to hold a fashion show, it must be noble, novel, creative, and sometimes even a bit risky.

We like it.

Without risk, there is no creativity.

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In addition to this, in 2011, Burke also ventured to test the children's wear series, further expanding the fashion map of FENDI.

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< p > < strong > holding Bvlgari has a strong growth trend < /strong > < /p >

< p > June 2011, the 127 year old Italy famous jewellery brand Bvlgari officially went to LVMH group. LVMH group plans to acquire Bvlgari50.4% stake in the stock exchange paction. In the future, it will acquire the remaining shares in the future, and the total paction amount will exceed 3 billion 700 million euros.

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< p > this acquisition has greatly increased the strength of LVMH's watch jewelry business. Compared with PPR and Li Feng Group, watches and jewellery have been short boards of LVMH, and Bvlgari's joining has greatly enhanced the group's all-round advantages.

And Arnault let Burke, a Burke of its own, serve as the CEO of the company.

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< p > Burke once again took no responsibility. In the semi annual report published by LVMH in the first half of 2012, it showed that the revenue of watches and jewellery was 1 billion 343 million euros, a 133% increase over the same period last year.

This is mainly due to the acquisition of Bvlgari at the beginning of the year, but without Bvlgari, the high-end jewellery and watch department only grew by 13%.

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The addition of Bvlgari has brought 170 retail outlets to the LVMH group's watch and jewelry department, and Bvlgari's all jewellery series has grown strongly.

Burke has made a good start in Bvlgari, but it has not lasted for a long time. Only in Bvlgari's 10 months' Burke, it had to be pferred to LV rescue field by Arnott. Instead of Jordi Constans, she was the CEO of LV. After all, LV was the top priority of the whole group.

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The succession of < p > Burke seems to be popular. After all, he has made remarkable contributions to Arnault and has followed the group to grow together.

Arnott may not want to make any further mistakes in playing this safety card.

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