« HERMES, force tranquille du luxe français »
20/02/07
http://www.abc-luxe.com/
French luxury symbol, the familial company HERMES is in good health.
In 2006, its turnover reaches 1,5 billion € (+8% compared to 2005), and the most amazing is that the activities the most profitable are the secondary activities, with very important growth rates.
Historically specialised in the leather industry, HERMES has managed to diversify itself and has, today, 8 métiers: clothes, perfume, jewellery, watches, arts de la table, etc. The brands Puiforcat, Cristalleries Saint-Louis, John Lobb (bottier) are part of the group.
The success of the company is also due to its internationalisation strategy: 1/3 of its sales is made in Japan (its first market). HERMES is also developed on the Chinese, Russian and Indian markets where the demand for luxury articles is stronger than in Europe.
Created in 1837, HERMES has still been managed by the founder family. But, historic fact: in April 2006, the Direction of the group is taken by Patrick THOMAS, one of the Directors of the group, without any familial link with the founders.
Patrick THOMAS wants to go on with the actual strategy of intern growth and innovation, which has made the strength of HERMES.
The intern growth will pass by the increase of the activities on dynamic and efficient segments and the development of the internationalisation strategy will pass by opening new boutiques or by renovating existing ones.
HERMES’ objectives:
- to develop the presence of the group in emergent countries, which are very efficient and dynamic markets
- to establish the group in the USA (second market of luxury in the world) where
20/02/07
http://www.abc-luxe.com/
French luxury symbol, the familial company HERMES is in good health.
In 2006, its turnover reaches 1,5 billion € (+8% compared to 2005), and the most amazing is that the activities the most profitable are the secondary activities, with very important growth rates.
Historically specialised in the leather industry, HERMES has managed to diversify itself and has, today, 8 métiers: clothes, perfume, jewellery, watches, arts de la table, etc. The brands Puiforcat, Cristalleries Saint-Louis, John Lobb (bottier) are part of the group.
The success of the company is also due to its internationalisation strategy: 1/3 of its sales is made in Japan (its first market). HERMES is also developed on the Chinese, Russian and Indian markets where the demand for luxury articles is stronger than in Europe.
Created in 1837, HERMES has still been managed by the founder family. But, historic fact: in April 2006, the Direction of the group is taken by Patrick THOMAS, one of the Directors of the group, without any familial link with the founders.
Patrick THOMAS wants to go on with the actual strategy of intern growth and innovation, which has made the strength of HERMES.
The intern growth will pass by the increase of the activities on dynamic and efficient segments and the development of the internationalisation strategy will pass by opening new boutiques or by renovating existing ones.
HERMES’ objectives:
- to develop the presence of the group in emergent countries, which are very efficient and dynamic markets
- to establish the group in the USA (second market of luxury in the world) where
it’s under – represented. Objective: to double the sales within the next 5 years
- to develop its secondary activities insufficiently represented in the boutiques: jewels, watches, gloves, arts de la table.
Potential difficulties of a intern growth strategy :
- to limit the development of the company
- a growth always under the performances of the leaders market such as LVMH, Richemont and Gucci Group, which have managed to be offensive and to lead a politic of extern growth very efficient.
There are some rumours in the financial markets that speculate on a possible purchase of the group. The constitution, by the financial Albert FRERE and Bernard ARNAULT, of an investment found of one billion of € has participated a lot to these rumours.
But this is impossible because the capital of HERMES has been totally bolted by the founders.
The family possesses the ¾ of the capital, and she has also firmed two pacts with the shareholders that forbidden the sale of the shares during several years.
- to develop its secondary activities insufficiently represented in the boutiques: jewels, watches, gloves, arts de la table.
Potential difficulties of a intern growth strategy :
- to limit the development of the company
- a growth always under the performances of the leaders market such as LVMH, Richemont and Gucci Group, which have managed to be offensive and to lead a politic of extern growth very efficient.
There are some rumours in the financial markets that speculate on a possible purchase of the group. The constitution, by the financial Albert FRERE and Bernard ARNAULT, of an investment found of one billion of € has participated a lot to these rumours.
But this is impossible because the capital of HERMES has been totally bolted by the founders.
The family possesses the ¾ of the capital, and she has also firmed two pacts with the shareholders that forbidden the sale of the shares during several years.
From a study published by XERFI : "HERMES : Dynamique du groupe et de ses activités - Environnement concurrentiel et perspectives stratégiques", décembre 2006
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