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Abstract(s)
Esta dissertação é um estudo de caso sobre o turnaround da Gucci, uma marca da
indústria de luxo, pertencente à Kering. O objetivo deste estudo é entender como uma
empresa de luxo com um portfólio de marcas identifica e aproveita oportunidades de
crescimento.
Um turnaround, envolve a recuperação de um negócio em dificuldades ou com
problemas. Uma compreensão clara do conceito de tunaround, no contexto de business,
pode permitir que as empresas aprendam com os casos de sucesso e erros de outras
entidades.
A Gucci já é conhecida na indústria pelos seus poderes de turnaround, portanto,
destaca-se de outros competidores, conseguindo melhorar drasticamente o seu
desempenho duas vezes na sua existência, em uma indústria tão peculiar quanto a de luxo.
A Kering começou a implementar uma estratégia de reformulação na marca em
2014, quando substituiu a administração anterior da Gucci e promoveu Marco Bizzarri e
Alessandro Michele aos cargos de CEO e Diretor de Criação da Gucci, respetivamente.
A sua dinâmica trouxe mudanças muito necessárias para a marca, em termos de
design e abordagem estratégica para o mercado. Em 2018, a marca registou um
crescimento de vendas de quase 50%, no período de um ano.
Portanto, este estudo utiliza perspetivas teóricas de liderança, as peculiaridades da
indústria de luxo e a dinâmica das empresas multimarcas, a fim de explicar o desempenho
estelar da Gucci sob a gestão e a relação entre o CEO da Kering - François Henri Pinault
- e a equipa de sonho da Gucci - Marco Bizzarri e Alessandro Michele.
This dissertation is a case study about the business turnaround of Gucci, a brand in the luxury industry, owned by Kering. The objective of this study is to understand how does a luxury company with a brand portfolio identify and seize opportunities for growth. A business turnaround involves reviving a distressed or failing business. A clear understanding of the concept of business turnaround, can allow companies to learn from other firm’s success cases and also to learn from other firm’s mistakes. Gucci is already known in the industry for its turnaround powers, therefore, it stands out from other players, by achieving to improve its performance drastically two times in its existence, in an industry as peculiar as the luxury one. Kering started to implement a revamping strategy in the brand in 2014, when it replaced Gucci’s previous top management and promoted Marco Bizzarri and Alessandro Michele to the roles of CEO and Creative Director of Gucci, respectively. Their dynamic brought much needed change to the brand, in terms of design and strategic approach to the market. In 2018, the brand reported a sales growth of almost 50% in a one-year period. Therefore, this study uses theoretical perspectives of leadership, the peculiarities of the luxury industry and the dynamic of multi-brand companies, in order, to explain the stellar performance of Gucci under the management and relationship between Kering´s CEO – François Henri Pinault – and Gucci’s own dream team – Marco Bizzarri and Alessandro Michele.
This dissertation is a case study about the business turnaround of Gucci, a brand in the luxury industry, owned by Kering. The objective of this study is to understand how does a luxury company with a brand portfolio identify and seize opportunities for growth. A business turnaround involves reviving a distressed or failing business. A clear understanding of the concept of business turnaround, can allow companies to learn from other firm’s success cases and also to learn from other firm’s mistakes. Gucci is already known in the industry for its turnaround powers, therefore, it stands out from other players, by achieving to improve its performance drastically two times in its existence, in an industry as peculiar as the luxury one. Kering started to implement a revamping strategy in the brand in 2014, when it replaced Gucci’s previous top management and promoted Marco Bizzarri and Alessandro Michele to the roles of CEO and Creative Director of Gucci, respectively. Their dynamic brought much needed change to the brand, in terms of design and strategic approach to the market. In 2018, the brand reported a sales growth of almost 50% in a one-year period. Therefore, this study uses theoretical perspectives of leadership, the peculiarities of the luxury industry and the dynamic of multi-brand companies, in order, to explain the stellar performance of Gucci under the management and relationship between Kering´s CEO – François Henri Pinault – and Gucci’s own dream team – Marco Bizzarri and Alessandro Michele.
Description
Keywords
Turnaround Luxo Liderança Business turnaround Luxury Leadership Portfolio