When the CEO Dominic created gorgeous achievement--made the brand stand on the very top once again from losing money and became the third largest brand of luxury goods of the world. Damn!! Consultants all Want tiffany and co After that, he has been replaced by Gucci Group. The Trendiest for Sale, Find the One for You! Robert Polet, a CEO who once made his fortune by selling ice-cream overtook his place.
In 2003, this seemed a outrageous decision to many people, particularly the eastern entrepreneurs. It is so crazy to substitute an irrelevant person with a business backgroud that is totally different for a most authoritative "insider"!
However, Gucci Group changed the embarrassing situation that one top brand supported of other nine top brands. By the end of 2006, the turnover has grown to €4 billion from €2.5 billion in 2003, and profit margin to 16% from 10%. All its brands, except YSL, have begun to profit.
Is it a fluke for this desperate decision? No! It is an inevitable result according to the logic of business.
We admit that Domenico is a brilliant manager of the single brand. However in 2003, Gucci is no longer a company with single brand but a multi-brand company. With the development of group, the diversity of brand, the horizontal of oriented management platform and the complex of organizational structure, the past heroic ability structure has become a bottleneck restricting further development of the Group. Gucci thought only to objectively assess short board resources facing the enterprise in growth phase and to get a replacement can make the enterprise survive. Has such a simple decision logic, the Gucci Group withstand luxury sector, the fashion industry's cynical, chosen Robert Bolet He is a CEO who is good at multi-brand management, with the background of Unilever. The facts show that the stuffing logic meets the demand of the management.
The development of enterprise is a match of ability and opportunity. It is also a dynamic course with the need of opportunity, continuous construction of ability and the updating opportunity with the rising ability. Therefore, if a company wants to grow, it should know the answers for following questions. Namely, what kind of chance should they seize? What ability is needed to seize this kind of chance? And what kind of talent is needed for the requirement of this kind of ability?
Only by this consideration, can the company finds the appropriate talents and wins the future. In this way, enterprises could find the breakthrough, and ways of graft viability, and then have the evolving capacity of the stack to encourage enterprises to continue to move forward before in trouble. Having only based on the employment logic, enterprises can avoid detours and the ability to quickly grafting; and the enterprises can be to capture the new era of opportunity, as industry consolidator, instead of being integrated.