Himere

pozele sunt facute de catre marcel pirosca (www.studioul.ro)

shoes for sale, own creations, leather

The cult of beauty

One of the reasons I chose luxury as my Masters subject is because above all, luxury is in my opinion synonymous to the pinnacle of beauty. I am doing a more extended project on this topic for my portfolio, so I'm going to post a few of the more intriguing pictures I have come across and a few words on aesthetics and how it resonates in luxury.

IMAGE, LOOK and STYLE are still the most influential factors that shape the way the most sophisticated and discerning customers perceive and buy into luxury brands.

The fine line between consummate craft and consummate image in building luxury brands has been challenged by Dana Thomas in her recent book, "Deluxe: How Luxury Lost Its Luster." She contends that even venerable luxury brands with a tradition of excellence are losing their grip on the tradition of craft which used to be the cornerstone of every luxury brand. As the industry moves from family-run businesses to multibillion-dollar global corporations focused on growth and profits, will the tradition of handcrafted, bespoken goods become extinct?

What impact do aesthetics and creativity have on the industry? How are creativity and aesthetics as corporate values changing? How have the most successful brands balanced craft and image to achieve global prominence? And last, but certainly not least, what has become of taste - corporate and individual - in a world of “commodified” beauty?

Forever 21 Photoshoot

Yesterday I was one of the models in a photoshoot. My friend and colleague Ning Yuan put together a shoot for her portfolio, using Forever 21 clothes, 2 models (Youdi and myself) and 3 photographers: Edward, Simon and Royd.

Here are some of the backstage photos that Edward shot, the final edited photos will not be ready until next week, so I'll post them then.

MA Diary - Richemont

My favourite luxury conglomerate is Richemont. Why? Because it owns the most prestigious jewellery groups in the world and, as far as I can tell, there is nothing more luxurious than jewels and particularly diamonds.

The Group's luxury interests encompass several of the most prestigious names in the luxury industry including Cartier, Van Cleef & Arpels, Piaget, Vacheron Constantin, Jaeger-LeCoultre, IWC, Panerai and Montblanc.



Richemont was created in 1988 by the spin-off of the international assets owned by Rembrandt Group Limited of South Africa (now known as Remgro Limited). Established by Dr Anton Rupert in the 1940s, Rembrandt Group owned significant interests in the tobacco, financial services, wines and spirits, gold and diamond mining industries as well as the luxury goods investments that, along with the investment in Rothmans International, would form Richemont.

Richemont operates in five key areas: jewellery, watches, writing instruments, leather and accessories, and clothing.

The Group is managed with the objective of growing value for shareholders over the long-term, recognising that the most important assets of the Group - its Maisons - have almost all been in existence for over a century.

Each of the Maisons has its own distinct identity that stems from its heritage and culture and it is critical that each Maison has the correct strategies and resources to be able to enhance that identity. The independence of the Maisons within the Group is fundamental to the Group's strategy for future growth.

Management, designers and craftsmen across the Group strive to keep this heritage and the traditional values of its Maisons alive through a continuous process of reinvention and innovation.

Recognising its role as a member of the global community, Richemont strives to act as a responsible corporate citizen.

Group structure and significant shareholders

The businesses in the Group operate in five main business areas: (i) jewellery, (ii) watchmaking, (iii) writing instruments, (iv) leather and accessories and (v) other products. Each of the Maisons in the Group enjoys a high degree of autonomy, with its own management group under a chief executive officer. To complement those businesses, the Group has established central functions and a regional structure around the world to provide central controlling and support services in terms of distribution, finance, legal and administration services.

Compagnie Financière Rupert

Compagnie Financière Rupert, a partnership limited by shares established in Switzerland holds 52 200 000 Richemont 'B' registered shares representing 9.1 per cent of the equity of the Group and controlling 50 per cent of the voting rights at the level of Compagnie Financière Richemont SA. Mr Johann Rupert, the Executive Chairman of Richemont, is the sole General Managing Partner of Compagnie Financière Rupert. Mr Jürgen Schrempp, non-executive director of Compagnie Financière Richemont SA, together with Mr Ruggero Magnoni and Mr Jan Rupert, both nominated to the Board of Compagnie Financière Richemont SA, were appointed as partners of Compagnie Financière Rupert in June 2006.

Compagnie Financière Rupert does not hold any Richemont 'A' shares. Trusts and other entities in the shareholding structure above Compagnie Financière Rupert have indicated to the Company that they, together with parties closely related thereto, held a total of 2 811 664 'A' shares, or the equivalent thereof in the form of Depository Receipts, as at 31 March 2010.

Other significant shareholders

Public Investment Corporation Limited (‘PIC’), Pretoria, South Africa notified the Company on 22 February 2008 that accounts under its management held Richemont South African Depository Receipts equivalent to 32 633 436 ‘A’ shares in Compagnie Financière Richemont SA. At that date, PIC’s holding indirectly represented 3.13 per cent of the voting rights at the level of Compagnie Financière Richemont SA.

On 19 May 2009 Richemont Employee Benefits Limited, an indirectly held subsidiary, notified the Company that it had acquired shares and the right to acquire further shares equivalent to 31 705 935 ‘A’ shares or 3.04 per cent of the voting rights at the level of Compagnie Financière Richemont SA. The shares were acquired to hedge liabilities arising from the Group’s stock option plan.

The Company has received no other notifications of current shareholdings representing in excess of 3 per cent of the voting rights. Significant shareholdings are systematically reported to the SIX Swiss Exchange. This public information and can be accessed via the following link.

Cross shareholdings

Richemont does not hold an interest in any company which is itself a shareholder in the Group.

MA Diary - PPR

Continuing the series of most powerful luxury groups in the world, I will make a short presentation on PPR.

Established in 1963 by François Pinault in the timber and building material businesses, the PPR group positioned itself in the middle of the 1990s in the Retail sector, in which it soon became a major player.

The purchase of a controlling stake in Gucci Group in 1999 and the establishment of a multibrand Luxury Goods group marked a new stage in the development of the Group.

In 2007, the group seized a new growth opportunity with the purchase of a controlling stake in Puma, a world leader and reference in Sportlifestyle. PPR thereby continued to develop its activities in the most buoyant markets, through strong and highly reputed brands.

Today, PPR has entered a further phase of its expansion and intends to become a leading group of global brands, representing a universe of “personal goods” that encompasses apparel, footwear and accessories. These powerful brands are to be positioned both in the Luxury and Consumer Retail markets.

Thus, by the side of the Luxury branch – one of the most prestigious and top performing global leaders -, PPR Group is gradually reorienting its Retail branch to focus on sports lifestyle brands with a more international profile; brands conveying values that endow them with genuine legitimacy above and beyond their mere stylistic component, and all sharing a common concern for ultimate quality combined with an ongoing quest for innovation.

PPR is therefore spreading out into more international activities, better distributed throughout the world in order to prevent any dependence on any specific economic area. Backed by a more coherent structure, the Group will then have the ability to benefit from new synergies derived from complementary consumer universes and from pooled resources, to be leveraged in the service of all Group companies.

Last but not least, the business expansion takes place in full respect for the communities residing close to the companies’ theaters of operation. All PPR branches and companies share a similar concern to ensure optimum quality and reliability for all business processes, while fully complying with the commitments set forth in the PPR Code of business practices.

The Group’s commitment in Corporate and Social Responsibility is a prerequisite in terms of ethics and corporate responsibility in view of the common challenges facing the entire world. But it is also a major business challenge: indeed, sustainable development constitutes a genuine business opportunity, along with a source of innovation and cost cutting.

PPR ’s strong entrepreneurial culture has embraced the principle of decentralisation for a long time. The Group’s structure creates a balance between five different operating branches, Gucci Group, Puma, La Fnac, Conforama and Redcats, each of which enjoys extensive autonomy within a set framework, and a light-touch holding company responsible for the Group’s strategic direction.
This organisational model empowers all employees with a sense of responsibility and initiative, and optimises value creation for PPR. Everyone is fully engaged in the growth of their respective companies, and feels responsible and accountable for their performance.
On the ground, the branches have the executive power they need to run their businesses. Being close to their markets and customers, they are charged with developing strategy for the brands and companies and setting the direction for each business as well as taking all operational decisions. They are backed as needed by nimble, flexible and interconnected management structures. Such freedom of action for the operating teams helps keep employees committed and loyal to the Group. It also draws out the best talent.
The holding company defines PPR ’s high-level strategy and ensures the interests of the Group’s various stakeholders remain aligned. It manages performance in all Group entities through streamlined systems for orientation, regulation and control. It also manages certain areas that come under its exclusive remit for the Group as a whole, including mergers and acquisitions, treasury and finance, shareholder relations and Group corporate governance. In addition, it fulfils leadership, management, support and coordination roles in other areas within the Group.

PPR looks to pool resources and facilities wherever this will add value for the branches and improve performance. It applies cross-functional policies to optimise specific key processes for the Group as a whole, notably talent management.

Sharing of knowledge and expertise throughout the Group as well as dissemination of best practice is systematically encouraged. This helps drive creativity, innovation and excellence in processes, optimising the use of resources and to cut costs.
The PPR corporate culture relies in particular on values of consultation, freedom of speech and conviviality that federate and cement the Group, serving as a genuine catalyst of solidarity. This mindset is reflected among other in simple, fluid and authentic systems of exchange and communication.
This unique management style lies at the heart of the Group’s functioning and performance.