Earned Second Place Overall of 120 Teams Worldwide, Top Undergraduate Team, Top Team in North America at the largest Investment Banking Competition in the world.
The document provides information about obtaining a detailed financial analysis. It suggests contacting the company for an in-depth look at finances with a professional analysis. A financial review can uncover strengths and weaknesses across accounting statements and metrics.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
Scorpio (Brand Identity) – IIM-A Case Study Solution Harinder Pelia
1) The Scorpio from Mahindra was originally positioned as a "car-plus" that offered more space, power and comfort than regular cars.
2) Key brand elements for Scorpio included the name, logo and tagline "Nothing Else Will Do" which conveyed thrill and adventure. Early TV ads featured international settings and characters.
3) Over time, Scorpio began losing its adventurous image as more SUVs entered the market. Mahindra revitalized the brand by focusing on its off-road capabilities in new ads and adding a more powerful engine.
4) Looking ahead, Mahindra will need to update Scorpio's design and target institutional
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
DRIVING THE FUTURE: HOW AUTONOMOUS VEHICLES WILL CHANGE INDUSTRIES AND STRATEGYNauman Hussaini
The document discusses how autonomous vehicles will disrupt and change various industries including healthcare. Autonomous vehicles could increase safety by reducing accidents from human error. They may also enable health monitoring of passengers and more efficient emergency response. This technology creates new demand and helps revamp industries like healthcare by providing mobility options for those with disabilities or seniors to access medical care. Autonomous vehicles represent a blue ocean strategy by entering new, uncontested markets and a disruptive strategy by appealing to new customers and creating new value.
Reliance TUP 3.0 Case Competition PPT - Campus FinalistBhargava Ram
Indoor and outdoor air pollution are major public health risks in India according to several sources. Over 70% of air quality monitoring stations across India exceed national air quality standards. In Delhi, air pollution is responsible for over 4 million children suffering from lung and respiratory diseases, and air pollution-related deaths increased 50% from 1990 to 2015. Certain plants like peace lilies, Boston ferns, and Janet Craig plants can significantly reduce indoor air pollutants like VOCs and formaldehyde.
The document outlines Chevrolet's 2014 "Purple Your Profile" marketing campaign for the American Cancer Society during the Super Bowl. The campaign goals were to highlight Chevrolet's corporate social responsibility and support cancer survivors. It utilized traditional Super Bowl advertising and non-traditional social media channels. Key metrics included over 400 million impressions reached at a cost-per-thousand of $26.55, lower than the Super Bowl average, indicating the campaign was a success. The case study demonstrates how frameworks for goal-setting, strategy, and measurement can help ensure marketing campaign effectiveness.
eHarmony Strategic Marketing Case StudyZoe Robinson
For my capstone marketing class at Western Washington we were given a case on eHarmony (from Harvard Business School) and had to decide which strategy they should use for the future.
The document provides information about obtaining a detailed financial analysis. It suggests contacting the company for an in-depth look at finances with a professional analysis. A financial review can uncover strengths and weaknesses across accounting statements and metrics.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
Scorpio (Brand Identity) – IIM-A Case Study Solution Harinder Pelia
1) The Scorpio from Mahindra was originally positioned as a "car-plus" that offered more space, power and comfort than regular cars.
2) Key brand elements for Scorpio included the name, logo and tagline "Nothing Else Will Do" which conveyed thrill and adventure. Early TV ads featured international settings and characters.
3) Over time, Scorpio began losing its adventurous image as more SUVs entered the market. Mahindra revitalized the brand by focusing on its off-road capabilities in new ads and adding a more powerful engine.
4) Looking ahead, Mahindra will need to update Scorpio's design and target institutional
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
DRIVING THE FUTURE: HOW AUTONOMOUS VEHICLES WILL CHANGE INDUSTRIES AND STRATEGYNauman Hussaini
The document discusses how autonomous vehicles will disrupt and change various industries including healthcare. Autonomous vehicles could increase safety by reducing accidents from human error. They may also enable health monitoring of passengers and more efficient emergency response. This technology creates new demand and helps revamp industries like healthcare by providing mobility options for those with disabilities or seniors to access medical care. Autonomous vehicles represent a blue ocean strategy by entering new, uncontested markets and a disruptive strategy by appealing to new customers and creating new value.
Reliance TUP 3.0 Case Competition PPT - Campus FinalistBhargava Ram
Indoor and outdoor air pollution are major public health risks in India according to several sources. Over 70% of air quality monitoring stations across India exceed national air quality standards. In Delhi, air pollution is responsible for over 4 million children suffering from lung and respiratory diseases, and air pollution-related deaths increased 50% from 1990 to 2015. Certain plants like peace lilies, Boston ferns, and Janet Craig plants can significantly reduce indoor air pollutants like VOCs and formaldehyde.
The document outlines Chevrolet's 2014 "Purple Your Profile" marketing campaign for the American Cancer Society during the Super Bowl. The campaign goals were to highlight Chevrolet's corporate social responsibility and support cancer survivors. It utilized traditional Super Bowl advertising and non-traditional social media channels. Key metrics included over 400 million impressions reached at a cost-per-thousand of $26.55, lower than the Super Bowl average, indicating the campaign was a success. The case study demonstrates how frameworks for goal-setting, strategy, and measurement can help ensure marketing campaign effectiveness.
eHarmony Strategic Marketing Case StudyZoe Robinson
For my capstone marketing class at Western Washington we were given a case on eHarmony (from Harvard Business School) and had to decide which strategy they should use for the future.
Samsung Edge Case Competition 2018 PPTBhargava Ram
The team K Bazingas consists of Bhargava Ram, Swetha C, and Pallav Bansal. The team is working together on a project. The document lists the names of the three team members for the K Bazingas team.
LVMH has gradually increased its stake in Hermes to 23.1% through equity swaps without declaring share purchases. Hermes leadership wants LVMH to halve its stake due to concerns over losing control. LVMH CEO Bernard Arnault states he only wants to be a long-term shareholder and hopes to boost Hermes' profitability. However, Hermes is wary of LVMH trivializing its brand and introducing cheaper products. The future of LVMH's investment in Hermes remains uncertain.
Harrah Entertainment needs to decide how to maintain its competitive advantage in attracting, retaining, and regaining customers. Competitors have invested heavily in facilities and copied Harrah's strategies. Harrah relies heavily on customer relationship management (CRM) to understand customer needs better and target promotions cost-effectively. Analysis shows modest offers generate more gambling and focusing on top customers who generate most revenue is important. Harrah should continue leveraging its IT and consider investing in differentiating customer experiences based on analyzing the impact on revenue.
This document provides an overview of the global automotive industry and opportunities for GM. It summarizes that auto sales are growing steadily in the US but EV sales are growing faster globally and in China. It rejects acquiring Tesla due to overvaluation and regulatory issues, and instead recommends GM take a minority stake in NIO to gain a foothold in China's growing EV market. The Chinese market is a major focus as household incomes and luxury car sales are rising significantly there.
The merger between HP and Compaq in 2002 was one of the largest in IT history at $25 billion. While management argued it would improve innovation, leadership, and financial benefits through scale, critics argued the integration risks were substantial and HP's strategic position may not improve. After the merger completed, HP struggled for years to integrate the companies and realize the projected synergies.
Case Study of Metro Cash & Carry on Business EnvironmentSandeep Patel
Metro Cash & Carry is a German wholesale retailer operating in 30 countries. It has over 120,000 employees and different store formats ranging from 10,000-16,000 sqm for classics stores to 2,500-4,000 sqm for ECO stores. Metro focuses on business customers like hotels and restaurants and sources 90% of stock locally through efficient procurement and supply chain networks. However, expanding into new markets requires consideration of political, economic, social and technological factors in the local business environment that could impact operations.
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
Asian Paints Canvas 2018 Case Competition - Campus FinalistsBhargava Ram
This document discusses potential promotional strategies that could reach 41 lakh or 4.1 million unique users per month. It notes the large reach of over 4 million monthly unique users but provides no other details on the strategies, their costs, or other relevant information. The document is brief, simply stating the potential monthly reach without further context.
Coffee Wars in India examines the competition between global coffee chain Starbucks and Indian chain Café Coffee Day in India's growing coffee shop market. Café Coffee Day has over 1,400 outlets across India but faces competition from Starbucks' expansion. While Café Coffee Day targets young Indian customers and positions itself as an affordable hangout, Starbucks targets upper middle class customers and positions itself as providing a great coffee experience. Both chains differ in their store formats, pricing, promotion strategies, and customer service quality as Starbucks and Café Coffee Day battle for dominance of India's coffee shop market.
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Hitting the crm jackpot(harrah's entertainment)Hằng Trần
Harrah's Entertainment uses a customer relationship management (CRM) strategy that gathers customer data through their Total Rewards loyalty program to gain customer insights and improve the customer experience, allowing them to provide personalized service and outpace competitors by continuously innovating their CRM systems. Their extensive customer data collection and analysis through over 80% of customers using the Total Rewards card gives them a significant advantage over other casino companies with less developed marketing information systems.
EMC initially took an aggressive "take it or leave it" sales approach but faced issues as customers were unhappy with lack of support. When Mike Ruettgers joined, he changed EMC's approach to be highly customer-centric, focusing on understanding customer needs and providing excellent ongoing support. EMC implemented processes to gather customer feedback, rapidly respond to issues, and position themselves as a strategic partner rather than just a product seller. These changes transformed EMC's fortunes and made them the world's most customer-centric company.
The document discusses the potential for a new wave of productivity gains and economic growth through the emergence of the "Industrial Internet". It argues that advances in computing, analytics, sensors and connectivity are enabling the convergence of physical machines and industrial systems with digital networks and intelligence. This could drive major improvements in areas like manufacturing, transportation, energy and healthcare. Key points:
1) Intelligent machines, advanced analytics and connecting people at work are combining to create new opportunities across industries.
2) Even small efficiency gains like 1% improvements could yield huge economic benefits - over $10 trillion could be added to global GDP over 20 years.
3) The US could see incomes rise 25-40% if productivity increases 1
Ajanta Packaging is one of the top suppliers of glass bottles in India with over 50 employees and $100 million in annual revenue. However, the glass bottle industry faces stiff competition from other packaging materials and options that have entered the market in recent years. With many companies shifting to PET bottles, tetra packs, and flexible packaging to reduce costs and improve durability, Ajanta's revenue comes 95% from glass bottles, making it highly dependent on a saturated market.
This is a project that I did while on exchange in Paris, France. The project is an analysis on the Luxury Goods Industry and the Globalization opportunities/challenges it is facing.
The document provides an analysis of LVMH's international strategy as a multi-brand luxury conglomerate. It discusses how LVMH manages its portfolio of brands through both acquisitions and organic growth. LVMH focuses on rapid international expansion through strategic acquisitions of star luxury brands and increasing its retail network for organic growth. However, managing such a diverse portfolio of brands creates challenges around coordination and ensuring attention to all brands.
Samsung Edge Case Competition 2018 PPTBhargava Ram
The team K Bazingas consists of Bhargava Ram, Swetha C, and Pallav Bansal. The team is working together on a project. The document lists the names of the three team members for the K Bazingas team.
LVMH has gradually increased its stake in Hermes to 23.1% through equity swaps without declaring share purchases. Hermes leadership wants LVMH to halve its stake due to concerns over losing control. LVMH CEO Bernard Arnault states he only wants to be a long-term shareholder and hopes to boost Hermes' profitability. However, Hermes is wary of LVMH trivializing its brand and introducing cheaper products. The future of LVMH's investment in Hermes remains uncertain.
Harrah Entertainment needs to decide how to maintain its competitive advantage in attracting, retaining, and regaining customers. Competitors have invested heavily in facilities and copied Harrah's strategies. Harrah relies heavily on customer relationship management (CRM) to understand customer needs better and target promotions cost-effectively. Analysis shows modest offers generate more gambling and focusing on top customers who generate most revenue is important. Harrah should continue leveraging its IT and consider investing in differentiating customer experiences based on analyzing the impact on revenue.
This document provides an overview of the global automotive industry and opportunities for GM. It summarizes that auto sales are growing steadily in the US but EV sales are growing faster globally and in China. It rejects acquiring Tesla due to overvaluation and regulatory issues, and instead recommends GM take a minority stake in NIO to gain a foothold in China's growing EV market. The Chinese market is a major focus as household incomes and luxury car sales are rising significantly there.
The merger between HP and Compaq in 2002 was one of the largest in IT history at $25 billion. While management argued it would improve innovation, leadership, and financial benefits through scale, critics argued the integration risks were substantial and HP's strategic position may not improve. After the merger completed, HP struggled for years to integrate the companies and realize the projected synergies.
Case Study of Metro Cash & Carry on Business EnvironmentSandeep Patel
Metro Cash & Carry is a German wholesale retailer operating in 30 countries. It has over 120,000 employees and different store formats ranging from 10,000-16,000 sqm for classics stores to 2,500-4,000 sqm for ECO stores. Metro focuses on business customers like hotels and restaurants and sources 90% of stock locally through efficient procurement and supply chain networks. However, expanding into new markets requires consideration of political, economic, social and technological factors in the local business environment that could impact operations.
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
Asian Paints Canvas 2018 Case Competition - Campus FinalistsBhargava Ram
This document discusses potential promotional strategies that could reach 41 lakh or 4.1 million unique users per month. It notes the large reach of over 4 million monthly unique users but provides no other details on the strategies, their costs, or other relevant information. The document is brief, simply stating the potential monthly reach without further context.
Coffee Wars in India examines the competition between global coffee chain Starbucks and Indian chain Café Coffee Day in India's growing coffee shop market. Café Coffee Day has over 1,400 outlets across India but faces competition from Starbucks' expansion. While Café Coffee Day targets young Indian customers and positions itself as an affordable hangout, Starbucks targets upper middle class customers and positions itself as providing a great coffee experience. Both chains differ in their store formats, pricing, promotion strategies, and customer service quality as Starbucks and Café Coffee Day battle for dominance of India's coffee shop market.
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Hitting the crm jackpot(harrah's entertainment)Hằng Trần
Harrah's Entertainment uses a customer relationship management (CRM) strategy that gathers customer data through their Total Rewards loyalty program to gain customer insights and improve the customer experience, allowing them to provide personalized service and outpace competitors by continuously innovating their CRM systems. Their extensive customer data collection and analysis through over 80% of customers using the Total Rewards card gives them a significant advantage over other casino companies with less developed marketing information systems.
EMC initially took an aggressive "take it or leave it" sales approach but faced issues as customers were unhappy with lack of support. When Mike Ruettgers joined, he changed EMC's approach to be highly customer-centric, focusing on understanding customer needs and providing excellent ongoing support. EMC implemented processes to gather customer feedback, rapidly respond to issues, and position themselves as a strategic partner rather than just a product seller. These changes transformed EMC's fortunes and made them the world's most customer-centric company.
The document discusses the potential for a new wave of productivity gains and economic growth through the emergence of the "Industrial Internet". It argues that advances in computing, analytics, sensors and connectivity are enabling the convergence of physical machines and industrial systems with digital networks and intelligence. This could drive major improvements in areas like manufacturing, transportation, energy and healthcare. Key points:
1) Intelligent machines, advanced analytics and connecting people at work are combining to create new opportunities across industries.
2) Even small efficiency gains like 1% improvements could yield huge economic benefits - over $10 trillion could be added to global GDP over 20 years.
3) The US could see incomes rise 25-40% if productivity increases 1
Ajanta Packaging is one of the top suppliers of glass bottles in India with over 50 employees and $100 million in annual revenue. However, the glass bottle industry faces stiff competition from other packaging materials and options that have entered the market in recent years. With many companies shifting to PET bottles, tetra packs, and flexible packaging to reduce costs and improve durability, Ajanta's revenue comes 95% from glass bottles, making it highly dependent on a saturated market.
This is a project that I did while on exchange in Paris, France. The project is an analysis on the Luxury Goods Industry and the Globalization opportunities/challenges it is facing.
The document provides an analysis of LVMH's international strategy as a multi-brand luxury conglomerate. It discusses how LVMH manages its portfolio of brands through both acquisitions and organic growth. LVMH focuses on rapid international expansion through strategic acquisitions of star luxury brands and increasing its retail network for organic growth. However, managing such a diverse portfolio of brands creates challenges around coordination and ensuring attention to all brands.
This case study analyzes Elie Saab's competitive positioning in the luxury fashion industry. Elie Saab primarily competes in the haute couture and high-end luxury segment against other luxury fashion houses. It targets super wealthy customers, especially celebrities and royalty. While haute couture is its core business, Elie Saab has expanded into ready-to-wear, accessories, and other luxury products. It uses various modes of entry internationally including licensing, partnerships, and company-owned stores. The growing Asian luxury market, especially China, presents opportunities for future growth. Elie Saab must balance maintaining its luxury brand image while expanding into more accessible and higher volume product lines.
Three conferences organized by Noah Berlin aim to connect capital with entrepreneurs, connect European digital champions and challengers, and connect Israel's startups with large corporates and investors. The conferences will take place in London, Berlin and Tel Aviv in 2018 and 2019. Noah Advisors is a leading European internet corporate finance boutique with deep industry knowledge and connections. It has successfully completed over 30 transactions and brings banking, M&A, and entrepreneurial experience.
Metro Cash & Carry is a German wholesaler founded in 1964 that has expanded internationally. It operates 750 stores in 30 countries under various retail banners. Metro uses a business-to-business model, selling to commercial customers like hotels, restaurants, and small shops rather than individual consumers. The presentation discusses Metro's history of expansion across Europe and into other regions since the 1960s. It also provides an overview of Metro's various retail formats, operations in over 30 countries, and business strategy focused on growth, innovation, and improving margins.
Students should be able to:
Understand the characteristics of this market structure with particular reference to the interdependence of firms
Explain the behaviour of firms in this market structure
Explain reasons for collusive and non-collusive behaviour
Evaluate the reasons why firms may wish to pursue both overt and tacit collusion
Javelin Group is a consulting firm that helps retailers plan and implement omni-channel strategies, including international expansion. They have expertise in strategy, operations, and technology transformation. International expansion is a strategic priority for retailers seeking growth opportunities. Javelin Group assists retailers in all stages of expanding internationally, from strategic market selection to optimizing existing performance in new markets. Key considerations for retailers evaluating international expansion include each market's ecommerce growth and penetration, regulations, infrastructure, and the strategic fit of the retailer's brand. Javelin Group uses a scorecard approach to systematically assess markets' attractiveness based on these factors to help retailers determine the best opportunities and approach.
Small World is a global financial technology company that has expanded rapidly since 2005. It has headquarters in Madrid and New York and has completed 10 acquisitions. Small World has transferred over $10 billion and is backed by private equity funds. It has a partner network in over 188 countries and offers direct bank deposits in over 80 countries through correspondent relationships. Small World provides a convenient, rapid, and low-cost money transfer service with a globally trusted brand.
Small World is a global financial technology company that has expanded rapidly since 2005. It has headquarters in Madrid and New York and has completed 10 acquisitions. Small World has transferred over $10 billion and is backed by private equity funds. It has a partner network in over 188 countries and offers direct bank deposits in over 80 countries through correspondent relationships. Small World provides a convenient, rapid, and low-cost money transfer service with a globally trusted brand.
Markeplace: welcome to the new era of e-commecenrequillart
All you need to know about marketplace and the way they reshaped e-commerce landscape
this white paper aimes btoC & Bto Retailer, brands, whoelsalers and any merchants which are looking for additionnal and quick onlien sales.
Ecommerce & Retail - Presentation by Romain Voog, CEO of Global Fashion Group at the NOAH 2015 Conference in London, Old Billingsgate on the 13th of November 2015.
The document summarizes a discussion by the Consumer Discretionary team about their sector and investments. The sector has been significantly impacted by coronavirus concerns as it relies heavily on Chinese and Asian consumer demand. One of their investments, Kering, is down about 6%. LVMH is analyzed in more depth, including its revenue, shareholder structure, competitors, DCF valuation, ESG commitments, and SWOT analysis. The rationale provided for an investment focuses on LVMH's proven track record, market share, diverse product range, and undervaluation relative to peers despite near-term impacts from coronavirus.
Carrefour is a French international hypermarket chain and the largest retailer in Europe, operating 11,000 stores across over 30 countries. It employs over 495,000 people and had sales of 112.245 billion euros in 2010. Carrefour operates various store formats including hypermarkets, supermarkets, convenience stores, and cash & carry wholesale outlets.
Louis vuitton - strategic process managementYasmina Rayeh
Louis Vuitton (LV) is a luxury brand owned by LVMH that was established in 1854. LV's purpose is to profitably provide luxury leather goods, clothing, and accessories. Its mission is to represent Western art de vivre globally with elegant and creative products. LV has a decentralized structure with brands operating independently, but centralized production and distribution control. Its objectives are to increase profits and strengthen brands through innovation. A SWOT analysis found strengths in brand recognition and distribution channels, while weaknesses included high prices and imitation. PEST analysis showed opportunities in growing Asian markets but threats from environmental concerns and economic uncertainty. LV uses Kotter's change model to initiate environmental sustainability programs across levels to address these threats.
Stella Artois Class Presentation - Harvard Case ReviewFamy
- Interbrew traces its origins to a brewery founded in Brussels in 1366 and expanded significantly through acquisitions in the 20th century.
- By the late 1990s, Interbrew had operations in over 80 countries across Europe, Asia, Africa, and the Americas.
- Interbrew pursued a strategy of decentralization and local branding while also aiming to strengthen its global brand portfolio and controlled brands' positions internationally through further acquisitions and expansion in growth markets.
Ecommerce - Presentation by Daniel Raab, Managing Director of Seven Ventures at the NOAH Conference London 2016, Old Billingsgate on the 10th of November 2016.
This document provides an agenda and overview of LVMH (Louis Vuitton Moet Hennessy), a luxury goods company. It discusses LVMH's business diversification strategy across its portfolio of brands, and its core competencies of quality, innovation, and training. Key factors in LVMH's strategy include diversification, quality, branding, and controlled distribution. The document evaluates LVMH's strategy using Porter's Five Forces and a value chain analysis. It also outlines business issues, a SWOT analysis, and recommendations.
Walmart The Nation Of Domination WAL mart strategies in chinaguest86aa80
Walmart entered the Chinese market in 1994 and has since grown to over 200 stores across China. It focused on localized strategies like sourcing 95% of products locally and using Chinese employees. However, it faced challenges from high costs and competition from local Chinese retailers and other foreign competitors like Carrefour that grew more rapidly through acquisitions. Local competitors also replicated Walmart's strategies and supply chain, threatening its edge in China.
The document discusses global strategies and issues companies face when expanding globally. It provides examples of motivations for pursuing a global strategy such as achieving synergies, economies of scale, and accessing new markets. The document also examines factors such as standardization versus customization, different modes of foreign market entry, and challenges companies face managing brands globally. Key learnings highlighted include considering interdependencies between international operations and understanding local versus global scale when expanding to new countries.
Similar to 2018 Global Case Competition at Harvard, 2nd in World, Top Undergraduate Team (20)
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
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2018 Global Case Competition at Harvard, 2nd in World, Top Undergraduate Team
1. Joe Braun | Garret Markey | Morgan Rice | Noah Slade | JacobWhite
Miami University: Farmer’s Five Forces
HARVARD
GLO B AL CAS E COMPETITIONAT
2018 CASE
M&A–LVMH
2. 2Global Case Competition at Harvard – LVMH M&A
Industry Overview
FinalThoughts
Company Overviews
Hermes Due Diligence
Alternative Investments
Appendix
Setting the Scene 3
5
10
14
23
38
41
Table of Contents
4. 4Global Case Competition at Harvard – LVMH M&A
Brief History of Case
LVMH Grows Stake Hermes Pushes Back
• Moët Hennessy LouisVuitton began buying shares in 2008 and
has grown its position to 23.1% by July 2014
• Total cost of minority stake was €1.45 Billion
• Position was built through the use of equity swaps, allowing
LVMH to continuously grow their influence without declaring
their share purchases
• LVMH is currently being investigated by French authorities for
violation of disclosure laws
• Hermes Chairman Bernard Puech called for the 23% stake to be
halved
• A limited partnership holding company has been set up,
controlling roughly 50% of Hermes, to make it impossible for
any outside influence to gain control against their wishes
• The bylaws allow Hermes to issue new shares to existing
shareholders in case of a hostile bid, and also give
shareholders who have owned shares for more than four
years a double vote
LVMH Responds What’s Next?
• Bernard Arnault, CEO of LVMH, has repeatedly stated that he
wishes only to be a long term shareholder and his actions are not
malicious
• He stated that he hoped the acquisition of Bulgari, an
Italian watchmaker, would show strength of potential
partnership
• Believes he can greatly boost Hermes’s profitability under
his roof
• Size of stake has executives at Hermes concerned, despite talks of
peaceful intentions
• Hermes CEO PatrickThomas said that the push against control
is a cultural fight, not a financial one
• Luca Solco, Bernstein Research – “Hermes is afraid
LVMH would trivialize the brand and introduce cheaper
products”
• Arnault is said to admire Hermes and wants to acquire them so
that a competitor doesn't
• Has a history of takeovers with companies in turmoil,
like Chateau d’Yquem (dessert wines) and Boussac
(furnishings)
Sources: Bloomberg, Harvard Case Packet
6. 6Global Case Competition at Harvard – LVMH M&A
Luxury Goods Industry Highlights
Business Segments
Industry Overview
• Highly concentrated industry with 48.1% of the market
controlled by the top 10 companies
• Historically outperforms the market as a whole, but saw single
digit growth for the first time in 3 years in 2013 at 2.4% down
from 10.4% in 2012
• GenerationY individuals and Millennials increasing luxury
goods purchases
• Reporting revenues largely dependent on currency fluctuations
and discretionary income
Luxury Goods Companies by Sales
Rank Company
Country of
Origin Sales (US$m) Profit Margin ROA
Sales
CAGR
1 LMVH France $23,297 19.90% 11.40% 3.50%
2 CF Richemont SA Switzerland 13,217 12.80% 6.50% 4.00%
3 Estee Lauder Inc. United States 10,780 10.10% 13.30% 2.90%
4
Luxottica Group
SpA Italy 10,172 8.40% 6.70% 3.90%
5 The Swatch Group Switzerland 9,223 16.30% 11.10% 5.90%
6 Kering SA France 8,984 5.50% 2.30% 4.30%
7 Chow Tai Fook Hong Kong 8,285 8.60% 9.10% 5.70%
8 L'Oreal Luxe France 8,239 15.00% 19.10% 5.50%
9 Ralph Lauren United States 7,620 9.20% 11.50% 4.70%
10 PVH Corp. United States 6,441 5.30% 4.00% 21.40%
CAGR 5.7%
Fashion & Leather
Goods
Wine & Spirits Perfumes & Cosmetics Selective Retail
CAGR 0.8% CAGR 11.3% CAGR 5.0%
Watches & Jewelry
*New Segment
Sources: Bain, Bloomberg, Deloitte, EY
7. 7Global Case Competition at Harvard – LVMH M&A
6.50%
7.00%
7.50%
8.00%
8.50%
9.00%
9.50%
10.00%
10.50%
11.00%
11.50%
12.00%
0.00% 2.00% 4.00% 6.00%
WACC
LTGR
Tumi
Chow Tai Fook
Salvatore Ferragamo
Kering
LVMH
Hermes
Moncler Luxottica
Luxury Goods IndustryTrends and Drivers
NotableTrends and Influences
• Ubiquity v. Exclusivity – Luxury brand reluctance to sell
products online conflict with need to deliver efficient shopping
experience
• Omnichannel – Internet is radically altering customer purchase
path
• Tourism’s Boost on Sales – Industry depends on tourism for
nearly half of sales
• Custom Product Initiatives – Customization allows companies
opportunity to retain exclusivity while still broadening client
base
M&A Drivers WACC & LTGR by Luxury Company
• Globalization – Growing population of wealthy and upper
middle class in emerging markets pushes companies to increase
international presence
• Value Chain Integration – Successful value chains are desirable
targets to help ensure brand-appropriate quality control
• Consolidation as a Growth Strategy – Mature brands like LVMH
too to use expertise and large scale to build smaller brands,
leveraging production facilities and operating systems to achieve
greater market share and cost efficiencies
Luxury Companies
Market Capitalization
(in Euro) WACC Beta LTGR
LVMH €65,304 9.00% 1.01 2.30%
Richemont 39,688 9.00% 1.21 3.10%
Hermes 24,528 8.30% 0.72 3.60%
Luxottica 18,865 7.60% 0.5 3.10%
Kering 18,000 9.60% 0.96 2.60%
Prada 13,657 8.70% 0.83 2.70%
Chow Tai Fook 12,268 10.50% 1.17 3.60%
Salvatore Ferragamo 3,657 9.50% 0.66 3.10%
Moncler 3,217 8.30% 1.01 3.20%
Tumi 1,139 10.40% 1.64 5.4%*
Average 9.15% 0.96 3.05%
Median 9.20% 1.01 3.10%
Richemont
Prada
Sources: Bloomberg, Deloitte, EY
8. 8Global Case Competition at Harvard – LVMH M&A
Luxury Goods Industry Macroeconomic Trends
Travel Retail Sales Growth
• MarketValue $63.5B in 2014 and estimated to
grow to $85B by 2020 with a CAGR of 8.4%
• Asia-Pacific region represents largest share of the
travel retail market at 38.6%, followed by Europe
at 32.2%
• 58% of purchases are made in airports, 5 of 7
airports boasting sales greater than $1B are
located within APAC
Asia-Pacific Market Potential Compound Annual Growth by Region
• Market potential in emerging markets in Asia and the Middle
East due to tourism and growing middle class in China
• Japan among top most appealing markets due to increased local
and touristic consumption of luxury goods
• Increase in travel to and from APAC due to democratization of
travel and budget airline booms
Shanghai (PVG)
Hong Kong (HKG)
London (LHR)
Dubai (DXB)
Singapore (SIN)
Bangkok (BKK)
1
2
Seoul (ICN)
4
5
6
3
7
London (LHR)
Dubai (DXB)
Singapore (SIN)
Bangkok (BKK)
0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0%
Middle East & Africa
Asia
Latin America
North America
Eastern Europe
Australia
Western Europe
CAGR
Sources: Coresight Research, Deloitte, Generation Research
9. 9Global Case Competition at Harvard – LVMH M&A
Luxury Goods Historical Industry EV/EBITDA
- -
2.0x
4.0x
6.0x
8.0x
10.0x
12.0x
14.0x
16.0x
2006 2007 2008 2009 2010 2011 2012 2013 2014
Commentary
Average: 10.2x
• Industry average EV/EBITDA multiples are composed of the luxury goods peer set, included in the peer set are Hermes, LVMH, Moncler,
Christian Dior, Burberry, Prada, Richemont, Luxottica, Kering, Salvatore Ferragamo andTumi
• The luxury goods industry multiples have seen multiple expansion since the 2008 financial crisis
• Industry average EV/EBITDA multiples have continued to rise at a steady state since 2012
Sources: Bloomberg
11. 11Global Case Competition at Harvard – LVMH M&A
LVMH Company Analysis
5Year Price Movements Strategic Focus
• Major player in all five industry segments:
• Wine & Spirits (Dom Pérignon)
• Fashion & Leather Goods (Givenchy)
• Perfumes & Cosmetics (Dior)
• Watches & Jewellery (Hublot)
• Selective Retailing (Sephora)
• LVMH drives growth in new and emerging markets primarily
through acquisitions
• Main core of consumers reside in the high income segment
(higher level of purchasing power)
History Synergistic Impact
• Founded in 1987 through a merger between Moët Hennessy and
LouisVuitton
• Combined legacy of both brands stretches as far back as
1593
• Mission is to drive innovation in the luxury goods space through
elegance and creativity
• Managed since 1989 by Bernard Arnault
• Stock value has increased over 1000% since the genesis
of his work with LVMH
• Diversified portfolio of luxury goods allows for significant
technology transfer between companies
• Implementation of historically effective operational strategies
• Major marketing power and widespread branding influence
through three main avenues:
• Press and television advertisement
• Catwalk
• Presence in events
Sources: Bloomberg, LVMH 10-K
€40
€50
€60
€70
€80
€90
€100
€110
€120
€130
€140
Link to financial statements
12. 12Global Case Competition at Harvard – LVMH M&A
LVMHValuation
Implied EnterpriseValue of $94,213 M
Sources: Bloomberg, LVMH 10-K, Team Projections
$70,000.00 $95,000.00 $120,000.00
DCF EBITDA Exit Multiple
DCF Perpetuity Growth
2014 EV/EBITDA Comparables
2014 EV/Revenue Comparables
2013 EV/EBITDA Prescedents
Link to valuation methodologies
13. 13Global Case Competition at Harvard – LVMH M&A
S W
O T
LVMH SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
• Expansion of holdings to cover new
regions and markets
• Consistent sourcing of creative and
visionary talent
• Cross branding between holdings
• Increased presence in online retailing
• Specific geographic trends
• Too much focus on powerhouse brands
• Global currency fluctuation
• Brand deterioration
• Over focus on a specific consumer
markets
• Prestigious brand known worldwide
• Diverse brand portfolio stretching across
multiple industries
• Ability to share operational resources
across brands and companies
• Celebrity marketing and approval
• Low cost imitations
• Intense competition among other
luxury brands
• Global economic and political climates
• Acquisitions among major competitors
Sources: Bloomberg, LVMH 10-K, Team ProjectionsLink to acquisition success
15. 15Global Case Competition at Harvard – LVMH M&A
Hermes Company Analysis
5Year Price Movements Strategic Focus
• Hermes has been a dominant player in the luxury goods space,
choosing time and time again to emphasize quality of product
over mass production
• Stuck to core businesses while repulsing attempts to stuff
additional brands under the same label
• Willing to sacrifice potential growth for the sustained
legacy of their offerings
• Core pillars for FY14 are continued operational expertise,
expansions in distribution towards new markets, and realistic
increases in production capacity
History Serious Resistance
• Hermes began in 1837 as a harness maker, evolved into saddles,
and then in 1920 introduced accessories and wider range of
leather goods
• 85% of products sold in stores are made by the 3,500
craftworkers under employ
• Products are sold in 313 exclusive stores and 21
worldwide outlets
• Beginning a pronounced shift into home furnishings - new Paris
store built as a destination to experience luxury, not just shop
• Hermes family shareholders (Puechs, Guerrands, and Dumases)
hold about 73.4% of shares
• Hermes shareholders at large have indicated interest in
selling their positions, given significant interest and
suitable compensation
• Many indexes have dropped their Hermes shares due to a lack of
liquidity – could spur selloffs in remaining shares
• Fear of destabilization from LVMH stake may tip the
scales for many investors
Sources: Bloomberg, RMS 10-K
€50
€100
€150
€200
€250
€300
Link to financial statements
16. 16Global Case Competition at Harvard – LVMH M&A
Hermes Strategy
Impactful Synergies LVMH ROI
• Pricing power would be highly beneficial to this merger - as two
of the largest players in the luxury goods market, they will be able
to create more brand awareness
• Expansion in the emerging markets is very important to the
future of luxury goods
• With a combined company, research and analysis will be
much simpler and less expensive
• The combined entity will have more bargaining power and more
experience with streamlining costs and improving production and
distribution
• This is an opportune time for LVMH to sell their stake in
Hermes and earn a significant return that they can put to use in
acquiring a smaller company that will offer them ideal synergies
Overvalued Bad Blood
• Hermes is overvalued compared to their peers as of 06/30/2014
• 2014E P/E: RMS 33.7x vs. Peers 22.9x
• 2014E EV/EBITDA: RMS 19.6x vs. Peers 13.3x
• This merger would not make sense at this point in time because
Hermes is overvalued
• We recommend LVMH selling their shares and looking
into different acquisitions that are fairly priced and will
add value for LVMH shareholders in the years to come
• From the beginning there has been noticeable hostility between
the two parties over LVMH’s acquisition methods
• This will only continue to get worse as Hermes continues to
launch lawsuits against LVMH
• Emotions from both sides could cause skewed judgement in the
takeover process and lead to serious gridlock
• Mr. Arnault has continue to acquire smaller brands and build
them into well known brands under the LVMH umbrella while
maintaining stellar profit margins
Sources: Bloomberg, RMS 10-K
2010 2014 ROI
$2,019 $6,238 209.0%
2014 2018 IRR
$27,383 $38,054 9%
Hostile Takeover
Sell Stake
Equity Value
Equity Value
Link to investor returns
17. 17Global Case Competition at Harvard – LVMH M&A
Hermes Valuation
Implied EquityValue of $27,383 M
$15,000 $20,000 $25,000 $30,000 $35,000
2014 Revenue Comparables
2014 EBITDA Comparables
2014 Net Earnings
2013 EBITDA Precedents
EBITDA Exit Multiple Method
Sources: Bloomberg, RMS 10-K, Team Projections
19. 19Global Case Competition at Harvard – LVMH M&A
Hermes PrecedentTransactions
EBITDA Margin TV/LTM EBITDA
Valuation Commentary Implied EquityValue
• Based off recent M&A activity we derived an implied equity value
for Hermes between $27,369 - $30,175 M
• The averageTV/EBITDA multiple was used to generate the bull
case for the equity value of Hermes
• Equity value was calculated by finding enterprise value and then
subtracting net debt
• The average transaction value is $1,612 million
• The average LTM EDITDA is $99 million
• The average LTM revenue is $567 million
- - 5.0x 10.0x 15.0x 20.0x 25.0x 30.0x
Loro Piana SpA
Handsome Co.
Volcom
HUGO BOSS
Heilan Home Garmet
Camaieu International
RMS 2013 EBITDA $1,753
EV/ EBITDA Multiple 14.1x ---------------- 16.1x
Enterprise Value $24,723 ---------------- $28,230
Implied Equity Value $26,142 ---------------- $27,895
- - 5.0% 10.0% 15.0% 20.0% 25.0%
Heilan Home Garmet
Camaieu International
Loro Piana SpA
Handsome Co.
HUGO BOSS
Volcom
Average: 16.1xAverage: 18.1%
Sources: Bloomberg, RMS 10-K, Team Projections
20. 20Global Case Competition at Harvard – LVMH M&A
Hermes Comparable Companies Analysis
2014E EnterpriseValue/Revenue 2014 E EnterpriseValue/EBITDA
2014 E Price/Earnings Valuation Commentary
• Hermes is overvalued compared to their peers based on relative
industry multiples
• LVMH would be poorly advised to purchase Hermes at this
point in time due to their overvaluation compared to their peers
• The majority of Hermes equity is owned by family members and
is currently in a holding company
• This would cause the acquisition of Hermes to be quite
pricey as LVMH would have to pay a premium for each
share
Average: 3.5x Average: 13.3x
Average: 22.9x
Sources: Bloomberg, RMS 10-K, Team Projections
- - 1.0x 2.0x 3.0x 4.0x 5.0x 6.0x 7.0x 8.0x
Hermes
Michael Kors
Prada
Tiffany & Co.
Hugo Boss
Salvatore Ferragamo
Burberry
Kerig
- - 5.0x 10.0x 15.0x 20.0x 25.0x
Hermes
Michael Kors
Tiffany & Co.
Salvatore Ferragamo
Hugo Boss
Kerig
Prada
Burberry
- - 5.0x 10.0x 15.0x 20.0x 25.0x 30.0x 35.0x 40.0x
Hermes
Michael Kors
Tiffany & Co.
Salvatore Ferragamo
Burberry
Prada
Hugo Boss
Kerig
21. 21Global Case Competition at Harvard – LVMH M&A
S W
O T
Hermes SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
• Strong brand name and global presence
• Markets their products across the world in
315 exclusive stores, 200+ of which are
directly operated
• Large portfolio of products allows for quick
pivots alongside emerging trends
• Long term relationships with suppliers
allow for expedited distribution processes
• Limited ecommerce presence with high
up-front costs
• Replenishment of quality raw materials
can be costly
• High exposure to Asian currency
fluctuations
• Utilize LVMH’s extensive resources to build
a burgeoning ecommerce platform to
compete with direct competitors
• Expand brand presence in emerging
countries
• Growing distribution network into new
locations and markets
• Intense competition in the luxury goods
industry
• Widespread online sales due to
ecommerce that could harm retailer stores
• Sensitive to large-scale economic shifts
outside of company control
Sources: Bloomberg, RMS 10-K, Team Projections
22. 22Global Case Competition at Harvard – LVMH M&A
LVMH would have to pay a
hefty premium to acquire
shares from the family
Management ego would cause
discrepancies in acquisition
talks
LVMH would be overpaying
for Hermes at their current
valuation
Hermes KeyTakeaways
Why
Hermes
is not the
Answer
Sources: Bloomberg, RMS 10-K, Team Projections
24. 24Global Case Competition at Harvard – LVMH M&A
Moncler as a Potential Target
1. Moncler offers long term value to the LVMH brand with strong revenue growths
❖ Moncler has enjoyed solid revenue growth (CAGR 2007-12) of 35%
❖ Double-digit growth performance was recorded in all international markets for
2013 providing strong evidence for international sales in the future
❖ 31.3% of Sales from Asia and other emerging markets
2. Moncler shows promise for new market and product line expansion
❖ During 2013 there were 24 directly operated stores opened in diverse market places such as
Paris, Milan, Shanghai and Hong Kong, allowing for increased global market share
❖ Expansion into new product markets such as knitwear and handbags provides confidence for
brand growth in the specialty apparel industry
3. Commitment to sustainability in line with LVMH goals and values
❖ Moncler directly purchases the sustainable high quality raw materials used in its garments, and
uses independent third parties to audit sustainability measures pursuant to a corporate
Sustainability Plan
4. Synergistic Benefits: Cost Reduction and Brand Outreach
❖ Combined fur, leather, and down supply chains for overall reduced costs
❖ Moncler US-based marketing initiatives would increase brand awareness for LVMH in the
United States
5. Brand alliance and LVMH mentorship
❖ Moncler is looking to increase retail sales to become more in line with top luxury goods
companies, something LVMH could help achieve
Sources: Bloomberg, MONC 10-K, Team Projections
25. 25Global Case Competition at Harvard – LVMH M&A
€0
€200
€400
€600
€800
€1,000
2010 2011 2012 2013 2014 2015 2016
Retail Wholesale
About Moncler
Company Overview Sales Breakdown by Distribution
Brand: Moncler’s brand merges high fashion and high
performance using top quality sustainable materials
Business Segment Focus: Apparel & Accessories
Products: High-end down outerwear, shoes, bags and
suitcases, hats, scarves, gloves, eyewear, and other specialty
goods
Highlights: Excellent Operating Margin (28.7%) and
EBITDA Margin (32.0%), High CAGR 2007-12 of 35%
Est. 1952 in France.
Began by producing
quilted sleeping bags, a
single model of a lined
hooded cape and tents
In 1954 Moncler developed
the first down jackets
protecting wearers, including
those on the Italian expedition
to K2, from the harshest of
climates
By 1968 Moncler was chosen as
the official supplier for the
French down hill ski team in the
Winter Olympics allowing the
company to gain a worldwide
following
The 1980’s brought
heightened change in the
duvet jacket industry
including fur trim, satin
and reversible fabrics.
In 2003 Moncler
was acquired by
Italian entrepreneur
and fashion visionary
Remo Ruffini
By 2009 Ruffini transforms
Moncler into a staple of French
fashion staple with the launch of
the Gamme Rouge and Gamme
Blue collections
In 2010 Moncler
revitalized its down
jacket beginnings with
an urban
contemporary take
On December 16th
2013 Moncler went
public on the Borsa
Italiana at $13. 85 per
share
Sources: Bloomberg, MONC 10-K, Team ProjectionsLink to financial statements
26. 26Global Case Competition at Harvard – LVMH M&A
Moncler Valuation
Implied EnterpriseValue of $2,991 M
$2,000 $2,500 $3,000 $3,500
DCF EBITDA Exit Multiple
DCF Perpetuity Growth
2014 EBITDA Comparables
2013 EBITDA Prescedents
Sources: Bloomberg, MONC 10-K, Team ProjectionsLink to valuation methodologies
27. 27Global Case Competition at Harvard – LVMH M&A
- - 5.0x 10.0x 15.0x 20.0x
Volcom
HUGO BOSS
Jones Group Inc
J Crew Group
True Religion Apparel
The Gymboree
Pacific Brands
Fiberweb
Moncler Market Based Multiples Analyses
TransactionValue/TTM EBITDA 2014 E EnterpriseValue/EBITDA
- - 2.0x 4.0x 6.0x 8.0x 10.0x 12.0x 14.0x 16.0x
LLP
Ted Baker
Hugo Boss
CCC
Sports Direct International
Moncler
Next Plc
Superdry
JD Sports Fashion
2014 E EBITDA Margin KeyTakeaways
• Moncler is fairly valued in terms of Enterprise Value/EBITDA
and is twice as efficient compared to their peers in terms of
deriving earnings
• Moncler is comparable to Hermes is terms of their high
EBITDA margins and would be an excellent addition to LVMH’s
portfolio
• From a transaction value perspective Moncler could be acquired
for 11.8x to 13.8xTTM EBITDA
Average: 9.6x Average: 10.6x
Sources: Bloomberg, MONC 10-K, Team Projections
- - 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Moncler
Hugo Boss
Next Plc
Superdry
LLP
Ted Baker
CCC
Sports Direct International
JD Sports Fashion
Average: 17.0%
28. 28Global Case Competition at Harvard – LVMH M&A
S W
O T
Moncler SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
• Iconic down jackets with strong
heritage
• High margins, solid returns and robust
FCF generation
• Experienced management team led by
Remo Ruffini
• Increasing control on product offerings
and distribution
• High degree of seasonality
• High exposure to mature markets in
Italy and Japan
• Outsourced production to third party
limits control on manufacturing
• Inherent forecasting risk
• Further expansion of directly operated
retail stores
• Tapping into neighboring product
categories such as knitwear, scarves,
gloves and casual shoe wear
• Strengthening of global reach
• Low barriers to entry in the apparel &
outerwear product category
• Competition for access to good
storefront real estate
• New entrants at competitive pricing
and quality offer
Sources: Bloomberg, MONC 10-K, Team Projections
29. 29Global Case Competition at Harvard – LVMH M&A
Moncler KeyTakeaways
Sources: Bloomberg, MONC 10-K, Team Projections
Why
invest in
Moncler
Strong revenue growth in
international markets provides
LVMH with an opportunity to
capitalize on emerging markets
LVMH’s years of experience in the
luxury goods market will provide
Moncler with attentive navigation
necessary to complete product line
expansion
Integrated fur, leather, and down
supply chains resulting in cost
reduction and higher quality controls
31. 31Global Case Competition at Harvard – LVMH M&A
Tumi as a Potential Target
1. Dominant travel retail presence with planned expansion into airports
❖ Tumi has over 1,000 international distribution points and plans to expand retail locations into
50 airports worldwide allowing it to increase sales growth among global travelers
2. Omnichannel distribution and product customization reinforce customer satisfaction
❖ Tumi’s omnichannel distribution combines e-commerce and brick and mortar retail to allow
customers the ability to personalize their shopping experience as well as their products
❖ ATumi acquisition could provide LVMH with an opportunity to utilize ecommerce and
online shopping platforms while maintaining brand exclusivity with customization possibilities
3. Tumi consistently shows strong revenue growths, CAGR, and economic resilience
❖ From 2005 to 2013 Tumi has achieved a healthy CAGR of 14% in net sales and 17% in
operating income
❖ Growth rates remained consistent despite negative headwinds from an economic downturn
4. Product quality and customer satisfaction drivesTumi above its competitors
❖ Extensive product testing and innovation allows Tumi to stay at the forefront of the luxury
travel space
❖ Tumi ranks #1 among its peers for customer advocacy – nearly every customer said they would
recommend the brand
5. LVMH mentorship allowsTumi to proceed with confidence
❖ With nearly 30 years of experience in the luxury goods market LVMH has the knowledge to
and resources to support product line expansion for Tumi
❖ LVMH’s mentorship would allow Tumi to focus on quarterly earnings instead of a full year
focus as it currently does
Sources: Bloomberg, TUMI 10-K, Team Projections, Reuters
32. 32Global Case Competition at Harvard – LVMH M&A
Sources: Bloomberg, Generation Research, Tumi 10-K
AboutTumi
Company Overview Omnichannel Innovation
Brand:Tumi offers global lifestyle products comprising both travel
and business accessories
Business Segment Focus: Luggage & Accessories
Products: Luggage, backpacks, briefcases, handbags, wallets, and travel
accessories
Highlights: Strong compound annual growth of 14% in Net Sales
and 17% in Operating Income, Ranked #1 among peers for
customer advocacy, Pioneer in ecommerce sales
5 Core Principles: excellence in design, functional superiority,
technical innovation, unparalleled quality and world-class customer
service
Travel Retail HistoricalTravel Retail Sales
• Over 1,000 international distribution locations
• Looking to expand square footage domestically and
internationally – slated to grow to 200 stores in the US and 100
in Europe over the next several years
• Plans to open stores in at least 50 airports in the U.S. alone in
the coming years
Online In-Store
Customer
Service
• Tumi utilizes multiple
resources to allow each
customer to develop
their own unique
purchase experience
• An omnichannel
increases brand
accessibility without
diminishing brand
image
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
($inMillions)
Link to financial statements
33. 33Global Case Competition at Harvard – LVMH M&A
Tumi Acquisition Highlights
Synergistic Benefits & Opportunities Strategic Focus
• Tumi has established brand-loyal individuals and repeat
purchasers. LVMH could take advantage of already established
brand loyalty and further increase brand awareness.
• Management has focused almost exclusively on hitting yearly
earnings – leaving quarterly breakdowns particularly lumpy and
unattractive to investors.With LVMH guidanceTumi could
produce more consistent results driving up their share price
• LVMH could utilizeTumi’s dominance in ecommerce and
omnichannel distribution to stay at the front of innovation in the
luxury goods industry
• Diversification of brand offerings is key – 77% of current retail
products are not luggage
• Mid single digit growth numbers in adjacent products
leaves significant room for explosive expansion in the next
4-6 quarters
• Gaining relevance in differentiated product offerings – women’s,
accessories, outerwear
• Extensive product testing and innovation allowsTumi to stay at
the forefront of the luxury travel space
• Share price is down 23.8% over the past 12 months, making
available shares particularly liquid
• Lower Price/Earnings multiple does not account for impressive
long term growth expectations
• Scheduled product launches remaining during FY14 -
Tegra Max, Sinclair totes, and Alpha 2 relaunch - are
projected to drive consumer interest
• AUR from these new releases expected to propel Average
Unit Retail levels up 4-5%
Future Potential Currently Undervalued
• Needs to continue to improve brand awareness – currently at
55% vs. 80% for leading comparable companies
• Penetration into new markets could be considerably eased
by the immense resources and marketing platforms held
by LVMH
• Currently facing serious margin dilution from ecommerce sales
that can be mitigated by bringing those operations in-house
• Eliminates 20% operator fee currently being paid to GSI
Commerce
• LVMH could help fosterTumi’s desired product line expansions
into women’s, accessories, outerwear
Sources: Bloomberg, TUMI 10-K, Team Projections
34. 34Global Case Competition at Harvard – LVMH M&A
Tumi Valuation
Implied EnterpriseValue of $1,372 M
$750 $1,000 $1,250 $1,500 $1,750 $2,000
2014 Revenue Comparables
2014 EBITDA Comparables
2014 Net Earnings Comparables
2013 Revenue Precedents
2013 EBITDA Precedents
EBITDA Exit Multiple Method
Sources: Bloomberg, TUMI 10-K, Team ProjectionsLink to valuation methodologies
35. 35Global Case Competition at Harvard – LVMH M&A
Tumi Market Based Multiples Analyses
2014 E EnterpriseValue/Revenue 2014 E EnterpriseValue/EBITDA
TransactionValue/TTM EBITDA KeyTakeaways
- - 1.0x 2.0x 3.0x 4.0x 5.0x 6.0x 7.0x 8.0x
Hermes International
Micahel Kors
Hugo Boss
Salvatore Ferragamo
Tumi
Kerig
Samsonite International
- - 5.0x 10.0x 15.0x 20.0x 25.0x
Hermes International
Micahel Kors
Salvatore Ferragamo
Tumi
Hugo Boss
Kerig
Samsonite International
Average: 3.8x Average: 14.5x
Sources: Bloomberg, TUMI 10-K, Team Projections
• Tumi is undervalued relative to peers in terms of Enterprise
Value/EBITDA and Enterprise Value/Revenue
• LVMH can acquireTumi for a discount and assist them in
growing to peer group averages
• From a transaction value perspectiveTumi could be acquired for
14.1x to 16.1x TTM EBITDA
- - 5.0x 10.0x 15.0x 20.0x 25.0x 30.0x
Loro Piana SpA
Handsome Co.
Volcom
HUGO BOSS
Heilan Home Garmet
Camaieu International
Average: 16.1x
36. 36Global Case Competition at Harvard – LVMH M&A
S W
O T
Tumi SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
• Premium quality construction and
materials drive lasting customer brand
loyalty
• Product innovation keeps luxury goods
products firmly grounded in future trends
• Diverse distribution network enables rapid
global expansion
• Currently paying high operational fees to
GSI Commerce for ecommerce infrastructure
• Smaller scale and meager resources putsTumi
on an uneven playing field with its larger
competitors
• Business is sensitive to consumer spending
patterns and cyclical macroeconomic
conditions
• Growing the number of physical locations
Tumi owns and operates allows for deeper
market penetration
• Burgeoning ecommerce operations could
be significant bolstered by developing an
in-house solution
• New product releases, in conjunction with
continual improvement of existing brands,
offers dynamic top line growth
• Stifling competitive landscape, especially
within new markets
• Continued growth relies will rely heavily on
strength of ecommerce to avoid recent
volatility with brick-and-mortar sales
• Customer retention greatly relies on the
strength of the brand – deterioration of
quality or service would severely damage
bottom line potential
Sources: Bloomberg, TUMI 10-K, Team Projections
37. 37Global Case Competition at Harvard – LVMH M&A
Long term growth
opportunities currently
trading at a discount
Travel Retail foothold allows
LVMH to take advantage of
fastest growing luxury goods
market
Omnichannel distribution
provides opportunity for
innovation while preserving
brand exclusivity
Tumi KeyTakeaways
Why
Tumi is a
valuable
target
Sources: Bloomberg, TUMI 10-K, Team Projections
39. 39Global Case Competition at Harvard – LVMH M&A
FinalThoughts
Make Peace with Hermes Alternate Acquisitions
• Hermes is overvalued compared to their peers as of 06/30/2014
• 2014E P/E: RMS 33.7x vs. Peers 22.9x
• 2014E EV/EBITDA: RMS 19.6x vs. Peers 13.3x
• From the beginning there has been bad blood in the way that
LVMH acquired stake in Hermes
• This can only continue to get worse as Hermes continues to
launch lawsuits against LVMH
• Emotions from both sides could cause skewed judgement in the
takeover process
• LVMH is at a crossroads: they have two stellar acquisition targets
with stark differences in forthcoming strategy
• Reasons for acquiring Moncler:
• New customer segments and product line expansion
• Expanded brand alliance and brand outreach
• Reasons for acquiringTumi:
• Allows LVMH to build out emerging selective retailing
segment
• Significant discount compared to more mature peers
despite unprecedented growth rates and customer loyalty
$2,000 $2,500 $3,000 $3,500
DCF EBITDA Exit Multiple
DCF Perpetuity Growth
2014 EBITDA Comparables
2013 EBITDA Prescedents
Sources: Bloomberg, Team Projections
MonclerValuation: $2.99 Billion
$750 $1,000 $1,250 $1,500 $1,750 $2,000
2014 Revenue Comparables
2014 EBITDA Comparables
2014 Net Earnings Comparables
2013 Revenue Precedents
2013 EBITDA Precedents
EBITDA Exit Multiple Method
TumiValuation: $1.37 Billion
40. 40Global Case Competition at Harvard – LVMH M&A
LVMH would have to pay a hefty premium to
acquire shares from the family
Management ego would cause disruption in
acquisition talks
LVMH would be overpaying for Hermes at
their current valuation
Why Hermes is
not the Answer
Diverging Paths with Lucrative Endings
Moncler’s
global
strength Long
term
expansion
goals
Proven
marketing
power
Need for
more diverse
offerings
Tumi’s
strategic
storefronts
Interior
design
experience
Burgeoning
selective
retailing
segment
Need for
transitional
products
Sources: Bloomberg, Team Projections
42. 42Global Case Competition at Harvard – LVMH M&A
12%
19% 20%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Glenmorangie Bulgari Tag Heuer Loro Piana
EnterpriseValueCAGR
Successful Growth in Acquisitions
Commentary
Average: 31%
• LVMH has been successful in growing the enterprise value of companies they have acquired in the past
• One can believe that LVMH will have similar success with companies acquired in the future such as Moncler and/orTumi
Sources: Bloomberg
50. 50Global Case Competition at Harvard – LVMH M&A
Moncler Comparable Companies Analysis
Valuation Commentary Implied EnterpriseValue
• Industry average EV/EBITDA multiple was used to generate the
bull case
• Moncler is fairly valued compared to industry peers in terms of
Enterprise Value/EBITDA
• Moncler has significantly better EBITDA margins than industry
peers
Sources: Bloomberg, MONC 10-K, Team Projections
Market Enterprise
Cap. Value 2014E 2015E 2014E 2015E 2014E 2015E 2014E 2015E
Superdry $1,094 $950 20.1% 18.3% 6.9x 6.7x 1.4x 1.2x 15.8x 14.3x
Hugo Boss 10,210 10,235 24.1% 21.8% 12.4x 15.1x 3.0x 3.3x 20.9x 27.5x
CCC 1,022 1,140 14.9% 15.7% 12.0x 11.8x 1.8x 1.9x 7.6x 12.9x
JD Sports Fashion 1,005 931 9.7% 9.7% 5.1x 3.9x 0.5x 0.4x 10.3x 7.9x
Ted Baker 992 1,006 16.1% 16.4% 12.4x 9.7x 2.0x 1.6x 21.3x 16.9x
Next Plc 12,694 13,568 23.0% 23.2% 10.1x 8.9x 2.3x 2.1x 14.4x 12.2x
LLP 3,565 3,678 16.4% 14.1% 14.8x 19.1x 2.4x 2.7x 23.4x 38.2x
Sports Direct International 5,459 5,619 11.7% 11.5% 11.1x 10.8x 1.3x 1.2x 18.6x 15.7x
Average $4,505 $4,641 17.0% 16.3% 10.6x 10.7x 1.8x 1.8x 16.5x 18.2x
Median 2,330 2,409 16.2% 16.0% 11.5x 10.3x 1.9x 1.7x 17.2x 15.0x
Moncler $3,013 $3,189 33.1% 33.1% 10.7x 9.8x 3.5x 3.2x 20.3x 18.2x
Price/EarningsEnterprise Value/RevenueEnterprise Value/EBITDAEBITDA Margin
Company Name
MONC 2014E EBITDA $299
EV/EBITDA Multiple 9.6x ---------------- 10.6x
Enterprise Value $2,866 ---------------- $3,160
51. 51Global Case Competition at Harvard – LVMH M&A
Moncler PrecedentTransactions Analysis
Valuation Commentary Implied EnterpriseValue
• Based off recent M&A activity, we derived an implied enterprise
value for Moncler between $2,909 - $3,413 M
• The highTV/EBITDA multiple was used to generate the bull
case for the enterprise value for Moncler
• We felt that the highTV/EBITDA multiple was most accurate
as Moncler’s best peers,Volcom and HUGO BOSS, were
acquired for much higher multiples than the blended average
generated from precedent transactions
Sources: Bloomberg, MONC 10-K, Team Projections
MONC 2013 EBITDA $247
EV/EBITDA Multiple 11.8x ---------------- 13.8x
Enterprise Value $2,909 ---------------- $3,413
Transaction EBITDA
Value Margin EBITDA Revenue EBITDA Revenue
True Religion Apparel TowerBrook Capital Partners 10-May-13 $635 16.1% $78 $481 8.2x 1.3x
Fiberweb AVINTIV Specialty Materials 18-Nov-13 278 9.5% 45 470 6.2x 0.6x
Jones Group Inc Sycamore Partners 19-Dec-13 2,199 6.5% 245 3,765 9.0x 0.6x
Pacific Brands Hanesbrands 13-Jan-12 365 13.5% 58 430 6.3x 0.8x
J Crew Group Leonard Green & Partners 7-Mar-11 2,637 18.4% 316 1,712 8.4x 1.5x
Volcom Kering 24-Jun-11 512 9.9% 33 332 15.6x 1.5x
The Gymboree Bain Capital 24-Nov-10 1,673 20.7% 216 1,046 7.7x 1.6x
HUGO BOSS Permira Holdings 7-Sep-07 3,695 15.3% 239 1,566 15.5x 2.4x
Average $1,499 13.7% $154 $1,225 9.6x 1.3x
Median 1,154 14.4% 147 763 8.3x 1.4x
Moncler 32.0% $247 $771
DateAcquirerTarget Company
Transaction ValueLTM
54. 54Global Case Competition at Harvard – LVMH M&A
Tumi Comparable Companies Analysis
Valuation Commentary Implied EnterpriseValue
• The average EV/EBITDA multiple was used for the bull case to
arrive at an implied enterprise value
• The median EV/Revenue multiple was used to derive the bear
• Tumi is undervalued relative to peers in every metric except for
price/earnings where they are in line with the peer group averages
Sources: Bloomberg, TUMI 10-K, Team Projections
TUMI 2014E EBITDA $106
EV/EBITDA Multiple 13.0x ----------------14.5x
Enterprise Value $1,375----------------$1,533
TUMI 2014E Revenue $523
EV/Revenue Multiple 3.0x ---------------- 3.3x
Enterprise Value $1,570----------------$1,728
TUMI 2014E Earnings $56
P/E Multiple 22.5x ----------------24.0x
Enterprise Value $1,238----------------$1,323
Market Enterprise
Cap. Value 2014E 2015E 2014E 2015E 2014E 2015E 2014E 2015E
Samsonite International $4,639 $4,413 15.5% 15.5% 12.1x 11.7x 1.9x 1.8x 23.5x 22.0x
Salvatore Ferragamo 5,021 5,175 22.1% 22.8% 13.2x 14.3x 2.9x 3.3x 24.0x 26.2x
Hugo Boss 10,210 10,235 24.1% 21.8% 12.4x 15.1x 3.0x 3.3x 20.9x 27.5x
Kerig 27,680 33,028 20.0% 17.8% 12.4x 14.5x 2.5x 2.6x 18.1x 25.7x
Micahel Kors 18,114 19,086 33.1% 32.1% 17.4x 13.6x 5.8x 4.4x 27.8x 20.9x
Hermes International 39,025 37,331 35.7% 36.0% 19.1x 19.3x 6.8x 6.9x 33.2x 35.3x
Average $17,448 $18,211 25.1% 24.3% 14.5x 14.7x 3.8x 3.7x 24.6x 26.3x
Median 14,162 14,660 23.1% 22.3% 12.8x 14.4x 3.0x 3.3x 23.8x 25.9x
Tumi Holding $1,393 $1,364 20.2% 20.1% 12.9x 12.2x 2.6x 2.5x 24.7x 23.4x
Company Name
Price/EarningsEnterprise Value/RevenueEnterprise Value/EBITDAEBITDA Margin
55. 55Global Case Competition at Harvard – LVMH M&A
Tumi PrecedentTransactions Analysis
Valuation Commentary Implied EnterpriseValue
• Based off recent M&A activity, we derived an implied enterprise
value forTumi between $1,262 - $1,618 million
• The averageTV/EBITDA andTV/Revenue multiples were used
to generate the bull case for the enterprise value of Tumi
• Significant control premiums have been in play for prior
transactions, something LVMH might be wary of should they
pursue this acquisition
Sources: Bloomberg, TUMI 10-K, Team Projections
TUMI 2013 EBITDA $101
EV/EBITDA Multiple 14.1x ----------------16.1x
Enterprise Value $1,417----------------$1,618
TUMI 2013 Revenue $467
EV/Revenue Multiple 2.7x ---------------- 2.9x
Enterprise Value $1,262----------------$1,355
Transaction EBITDA
Value Margin EBITDA Revenue EBITDA Revenue
Heilan Home Garmet Heilan Home 17-Mar-14 $1,980 23.3% $136 $582 14.6x 3.4x
Loro Piana SpA LVMH 8-Jul-13 2,574 19.8% 96 484 26.9x 5.3x
Handsome Co. Hyundai Home Shopping Network 16-Feb-12 365 19.1% 22 117 16.4x 3.1x
Camaieu International Cinven Ltd 29-Mar-11 546 21.5% 69 323 7.9x 1.7x
Volcom Kering 24-Jun-11 512 9.9% 33 332 15.6x 1.5x
HUGO BOSS Permira Holdings 7-Sep-07 3,695 15.3% 239 1,566 15.5x 2.4x
Average $1,612 18.1% $99 $567 16.1x 2.9x
Median 1,263 19.4% 83 408 15.5x 2.7x
Tumi Holding 21.5% $101 $467
AcquirerTarget Company Date
LTM Transaction Value