Discussion: The State of Kering

[proseccotabis]

The top executives should be scrutinized and eventually fired for not being able to recover the group from a systemic bust

And yet they still have their jobs with their beautiful salaries for what while lots and lots of employees who aren’t at senior level just lose their jobs..crazy times we live in

 

[PDFSD]

hum, there is only one CEO.

Name `em Name `em ....lol

 

[blueorchid]

Yeah, I'm sure these giant failures are all the fault of one person... in a huge corporation. Makes sense.

 

[PDFSD]

Yeah, I'm sure these giant failures are all the fault of one person... in a huge corporation. Makes sense.

nope a group of top incompetent leaders :-)

 

[yslforever]

Name `em Name `em ....lol

View attachment 1375507

François-Henri Pinault.
He's the one who picked all the brands CEO, approved Ancora then Demna.
If you change the group head, obviously the brands CEO will be changed then too.

 

[LadyJunon]

François-Henri Pinault.
He's the one who picked all the brands CEO, approved Ancora then Demna.
If you change the group head, obviously the brands CEO will be changed then too.

The issue is that the Pinault family owns Kering, so FHP isn't going to relinquish his position so quickly.

 

[PDFSD]

François-Henri Pinault.
He's the one who picked all the brands CEO, approved Ancora then Demna.
If you change the group head, obviously the brands CEO will be changed then too.

his taste is cheap and he got lucky few times with cd´s at his brands rest i keep to myself 🤐

 

[proseccotabis]

his taste is cheap and he got lucky few times with cd´s at his brands rest i keep to myself 🤐

He and his teams used to do much better
back in the Michele heyday.

Additionally Cantino & Bellettini…. These people are supposedly seasoned leaders in the industry…. I know PR kiddos fresh outta college that can do a better job than them

 

[proseccotabis]

@PDFSD Susanna is on fire on linkedin lol ...girl is on fire eh


--------
Dear Monsieur Pinault,
Some of the press is virtually asking your “head” as the CEO of Kering because of the disappointing results of the group. I disagree on this.
This might come as a surprise for some, but I am a brand and business strategist, not a "shooter" as some lazy commentator can define me. I embrace critical analysis to highlight issues that need to be solved as soon as possible before they turn a pebble into an avalanche. On Kering I have been openly very critical on the strategy since 2015 and I was right on all the key points highlighted. I have also worked for Kering and we crossed paths.
The Group results are weak since too long. We are in very challenging times but, at this point, a captain and major shareholder cannot and should not leave the boat. This could be a very negative message to the markets and the stock exchange.
What Kering should do, then?
The "brand elevation" strategy announced in 2024 didn't work, also because it was not clear nor precisely executed, despite the stellar rankings scored by Gucci following some research agencies...
First things first is to secure the group and keep it standing in 2025.
At the same time a full assessment by external professionals with no conflict of interest on organization, financials and most of all group brand portfolio is a must. Kering executives team has been unable so far to support the business, how can they do it now when it is nosediving? The first line of managers needs to be re-assessed, based on the facts and figures I learned from Jean-Marc Duplaix and Alexis Babeau. That was a great school to me: facts and figures. Yes/no. Patience is not a key asset in these days, markets and stock exchange have waited for too long.
A statement showing awareness of the issues and the will to set up a committee working with you personally to re-write the history of the group is necessary. This is the message that is expected. Not that you are leaving.
This is the only way to start re-creating trust: showing real actions that are part of a global strategy.
The hashtag#fashion and hashtag#luxury industry cannot bear a collapse of Kering and the group's crisis puts the entire system at risk.
Kering under your guide can become the laboratory for the business model of the industry of the near future, instead. But action must be quick to rebuild trust and credibility.

Being open to admit mistakes, working with external professionals focusing on the real state of the business, taking full accountability of the case and setting up clear plans, actions and leverages will give oxygen to the markets that need to be reassured in a different way from the past.

We want Kering (I was at the group ceremony at La Conciergerie for the launch of "Kering", I know what it means) to survive and thrive. It takes courage, vision and assertiveness to drive this chapter. And different managers with long term growth mindset.
It's not a mission impossible but radical change has to be put in place urgently
Yours truly
S.

 

[PDFSD]

she went on further lol

That Gucci could have recorded negative results for 7 quarters in a row putting at risk the survival at Kering?

And we are discussing a -14% of Q1 for Kering and -25% for Gucci WITHOUT THE US TARIFFS in place.

Dear Monsieur Pinault,
Some of the press is virtually asking your “head” as the CEO of Kering because of the disappointing results of the group. I disagree on this.
This might come as a surprise for some, but I am a brand and business strategist, not a "shooter" as some lazy commentator can define me. I embrace critical analysis to highlight issues that need to be solved as soon as possible before they turn a pebble into an avalanche. On Kering I have been openly very critical on the strategy since 2015 and I was right on all the key points highlighted. I have also worked for Kering and we crossed paths.
The Group results are weak since too long. We are in very challenging times but, at this point, a captain and major shareholder cannot and should not leave the boat. This could be a very negative message to the markets and the stock exchange.
What Kering should do, then?
The "brand elevation" strategy announced in 2024 didn't work, also because it was not clear nor precisely executed, despite the stellar rankings scored by Gucci following some research agencies...
First things first is to secure the group and keep it standing in 2025.
At the same time a full assessment by external professionals with no conflict of interest on organization, financials and most of all group brand portfolio is a must. Kering executives team has been unable so far to support the business, how can they do it now when it is nosediving? The first line of managers needs to be re-assessed, based on the facts and figures I learned from Jean-Marc Duplaix and Alexis Babeau. That was a great school to me: facts and figures. Yes/no. Patience is not a key asset in these days, markets and stock exchange have waited for too long.
A statement showing awareness of the issues and the will to set up a committee working with you personally to re-write the history of the group is necessary. This is the message that is expected. Not that you are leaving.
This is the only way to start re-creating trust: showing real actions that are part of a global strategy.
The fashion and luxury industry cannot bear a collapse of Kering and the group's crisis puts the entire system at risk.
Kering under your guide can become the laboratory for the business model of the industry of the near future, instead. But action must be quick to rebuild trust and credibility.

Being open to admit mistakes, working with external professionals focusing on the real state of the business, taking full accountability of the case and setting up clear plans, actions and leverages will give oxygen to the markets that need to be reassured in a different way from the past.

We want Kering (I was at the group ceremony at La Conciergerie for the launch of "Kering", I know what it means) to survive and thrive. It takes courage, vision and assertiveness to drive this chapter. And different managers with long term growth mindset.
It's not a mission impossible but radical change has to be put in place urgently
Yours truly
S.

Exceptional times ask for exceptional management and leadership.

It’s time to stop delegating and to take the reins of the governance in firm hands, instead.

The markets cannot stand:

• uncertainty and lack of clarity of the Group brand portfolio strategy. Last year Brand Elevation was never highlighted in its details and anyway it never worked effectively. So what’s next?
• the wait for new creative directors to join the Brands: too many delays. Gucci, Balenciaga, Bottega Veneta. And in the meantime?
• the loss of customer focus in general within the group. Too much focused on creative directors, merchandisers, press, influencers, buzz
• the lack of a contingency plan. Many know that I have been married to a military pilot turned long haul captain of an international airline, I learned many things along the way on military strategy, the skills needed to fly a plane in war operations areas and so on before divorce, but the first and foremost is that you always must have an emergency plan for a safety landing in case of issues. Always. And it has to be clear and well design and updated, and it must be done by the captain and the second in command. It’s a no brainer. And what I learned from my divorce is that everybody needs to drive their own life, same for an entrepreneur with his own company: delegate the execution, not the long term strategy.

Yesterday I crossed at La Rinascente one of the top bosses of the Group, he looked at me, and he seemed unbothered.

I wonder how one can sleep well in this situation. But this is me.

And that’s why I chose to do other things than being a brand top executive.

At the end, to survive today there, you must to adapt like a bonsai to a crushing life being slave to social ambitions and impossible expectations. And if you have strong values you will be forced to painful compromises.

A’ chacun sa tâche.

 

[yslforever]

The issue is that the Pinault family owns Kering, so FHP isn't going to relinquish his position so quickly.

Of course but he is not the sole heir; he has 3 siblings, and his father is still alive, so they’re 5 and they might all not be very happy with what’s happening, with they dividends and net worth melting like a penguins nest in the middle of the Sahara.

Heck even my great-grand mother ousted her own brother from their oil mega-company.

 

[proseccotabis]

she went on further lol

That Gucci could have recorded negative results for 7 quarters in a row putting at risk the survival at Kering?

And we are discussing a -14% of Q1 for Kering and -25% for Gucci WITHOUT THE US TARIFFS in place.

Dear Monsieur Pinault,
Some of the press is virtually asking your “head” as the CEO of Kering because of the disappointing results of the group. I disagree on this.
This might come as a surprise for some, but I am a brand and business strategist, not a "shooter" as some lazy commentator can define me. I embrace critical analysis to highlight issues that need to be solved as soon as possible before they turn a pebble into an avalanche. On Kering I have been openly very critical on the strategy since 2015 and I was right on all the key points highlighted. I have also worked for Kering and we crossed paths.
The Group results are weak since too long. We are in very challenging times but, at this point, a captain and major shareholder cannot and should not leave the boat. This could be a very negative message to the markets and the stock exchange.
What Kering should do, then?
The "brand elevation" strategy announced in 2024 didn't work, also because it was not clear nor precisely executed, despite the stellar rankings scored by Gucci following some research agencies...
First things first is to secure the group and keep it standing in 2025.
At the same time a full assessment by external professionals with no conflict of interest on organization, financials and most of all group brand portfolio is a must. Kering executives team has been unable so far to support the business, how can they do it now when it is nosediving? The first line of managers needs to be re-assessed, based on the facts and figures I learned from Jean-Marc Duplaix and Alexis Babeau. That was a great school to me: facts and figures. Yes/no. Patience is not a key asset in these days, markets and stock exchange have waited for too long.
A statement showing awareness of the issues and the will to set up a committee working with you personally to re-write the history of the group is necessary. This is the message that is expected. Not that you are leaving.
This is the only way to start re-creating trust: showing real actions that are part of a global strategy.
The fashion and luxury industry cannot bear a collapse of Kering and the group's crisis puts the entire system at risk.
Kering under your guide can become the laboratory for the business model of the industry of the near future, instead. But action must be quick to rebuild trust and credibility.

Being open to admit mistakes, working with external professionals focusing on the real state of the business, taking full accountability of the case and setting up clear plans, actions and leverages will give oxygen to the markets that need to be reassured in a different way from the past.

We want Kering (I was at the group ceremony at La Conciergerie for the launch of "Kering", I know what it means) to survive and thrive. It takes courage, vision and assertiveness to drive this chapter. And different managers with long term growth mindset.
It's not a mission impossible but radical change has to be put in place urgently
Yours truly
S.

Exceptional times ask for exceptional management and leadership.

It’s time to stop delegating and to take the reins of the governance in firm hands, instead.

The markets cannot stand:

• uncertainty and lack of clarity of the Group brand portfolio strategy. Last year Brand Elevation was never highlighted in its details and anyway it never worked effectively. So what’s next?
• the wait for new creative directors to join the Brands: too many delays. Gucci, Balenciaga, Bottega Veneta. And in the meantime?
• the loss of customer focus in general within the group. Too much focused on creative directors, merchandisers, press, influencers, buzz
• the lack of a contingency plan. Many know that I have been married to a military pilot turned long haul captain of an international airline, I learned many things along the way on military strategy, the skills needed to fly a plane in war operations areas and so on before divorce, but the first and foremost is that you always must have an emergency plan for a safety landing in case of issues. Always. And it has to be clear and well design and updated, and it must be done by the captain and the second in command. It’s a no brainer. And what I learned from my divorce is that everybody needs to drive their own life, same for an entrepreneur with his own company: delegate the execution, not the long term strategy.

Yesterday I crossed at La Rinascente one of the top bosses of the Group, he looked at me, and he seemed unbothered.

I wonder how one can sleep well in this situation. But this is me.

And that’s why I chose to do other things than being a brand top executive.

At the end, to survive today there, you must to adapt like a bonsai to a crushing life being slave to social ambitions and impossible expectations. And if you have strong values you will be forced to painful compromises.

A’ chacun sa tâche.

I mean she’s NOT wrong, not even slightly
Very alarming the top execs are acting like everything is fine
They need to act fast

In my opinion allowing fresh talent to enter the scene can fix this situation generally speaking but they keep boiling in the same cauldron with the same people over and over again …

 

[FashionPower]

The way they Did Not disclose actual Balenciaga performance ti avoid Further bashing at Demna...so shady

 

[PDFSD]

she wrote more lol

Kering Q1 2025 down 14% and Gucci down 24%...En attendant Godot...
Nobody is talking about it. The fashion industry is frozen in denial
Should the establishment be fired for poor business performance? Yes
Bellettini was appointed at Kering as Deputy CEO almost two years ago and she oversees the Fashion Brands and she has been YSL CEO as well until a few months ago…we can call it unsuccessful management, clearly it was not easy to arrive after Bizzarri and all the pump up the volume management that led to today crisis, but it's also true that several key decisions that have been taken and/or delayed didn't help the group recovery.

Cantino arrived at Gucci one year ago chosen by Bellettini. A newly appointed CEO who has never been in that role and specialized in communications having to drive a very heavy turnaround.
One of the few interviews/statements released is the one about the windows concept on WWD. Defying gravity. (Puppet CEO)

YSL very bad results…despite Vaccarello big shoulders unflattering women suits so beloved by the pointless fashion crowds.
Other brands including Balenciaga very bad results and weak or ruined and never restored reputation.
The Beauty division and Creed acquisition investment mystery
The lay offs, the supply chain on its knees, the real estate sold. After imposing to shut down Le Castiglione one of the historical places of Rue Saint Honore’...
The procrastination…the "we will be better soon" or "we need time"
The not yet appointed creative directors
The appointments made in a rush or “within friends and family”
And shows without creative directors

And the establishment is still there, set in stone, unflappable, still attending the last week celebrations à la Gatsby in a French chateau, still organizing Cruise shows without the designer, still "as long as the boat goes" mood, still not replacing creative directors at Balenciaga, still lacking brand portfolio recovery strategy...
In a loop, in a short circuit without safety tools
Still there being paid millions of euros...
Self-inflicted wounds are the worst to recover from...
It's a sad day.


so shady but true lucienpages music title for these 2 ex prada new gucci BFF´s

 

[proseccotabis]

The lay offs, the supply chain on its knees, the real estate sold. After imposing to shut down Le Castiglione one of the historical places of Rue Saint Honore’...
The procrastination…the "we will be better soon" or "we need time"
The not yet appointed creative directors
The appointments made in a rush or “within friends and family”

Gosh she really hits the nail on the head doesn't she
Certain brands doing a 200km h on layoffs and only keeping nepo people is crazy... not news but insane