www.godhateus.fora.pl

zvswgogna

Bernard Arnault Page 2 of 4
That's okay; LVMH is built to endure. Its dozens of iconic wines and spirits (including Mo Chandon and Veuve Clicquot), fashion and leather goods (Vuitton and Dior), perfumes and cosmetics (Givenchy and Guerlain), jewelry and watches (including TAG Heuer) and dutyfree shops span mid and highpriced goods, mass and class. Prices range from $12 for lipstick at Sephora to around $2,800 for the popular Lady Dior handbag and $21,000 for a Hublot watch. All divisions have performed well since January, especially the fashion and leather group, where sales popped 20%, and watches and jewelry 29%.
For Arnault these are not just products with plump profit margins (50% for Dom P 40% for Vuitton). They are living artifacts of a great nation. "I see myself as an ambassador of French heritage and French culture," he proclaims. "What we create is emblematic. It's linked to Versailles, to Marie Antoinette." And beyond. Among his massive collections are a hat worn by Napoleon and a 1951 fashion sketch by Christian Dior. When Arnault finally took charge of LVMH in 1990,[url=http://www.floware.fr]michael kors femmes[/url], after an acrimonious, threeyearlong struggle, he brought in American fashion designer Marc Jacobs, who introduced a readytowear Louis Vuitton fashion collection and collaborated with highprofile contemporary artists like Takashi Murakami. The Japanese artist redid the brownandtan LV logo in bright colors and manga cartoon figures, in a special line of bags that scampered off the shelves. At Dior Arnault hired badboy Brit John Galliano to shake up the grandmotherly label.
Arnault is said to get along famously with the eccentrics he hires to make over his brands.("I remember precisely the first time I met [Galliano] in my office. My assistant said, 'There is a very strange guy in the lobby with rasta hair and a Tshirt.'") But in an interview he comes across as reserved, preferring to sit in an antechamber rather than inside his more comfortable, spacious corner office on the tony Avenue Montaigne. "The key to success is this dualitytimelessness and the utmost modernity," he says.
Another expression of Arnault's allegiance to modernity is his vast corporate collection of more than 1,000 works of modern and contemporary art, which he's decided to showcase in his audacious new museum designed by Frank Gehry and built at a reported cost of more than $200 million. Set to open in late 2012 in the middle of a fabled Paris greenspace, the Bois de Boulogne, the giant glassencased structure will look like "an iceberg dressed in a cloud," as Arnault cultural adviser JeanPaul Claverie has described it (see p. 72). Known officially as the Louis Vuitton Foundation for Creation, the museum complex will also have an auditorium and restaurant and will serve as a monument to Arnault's role as global arbiter of taste, while telegraphing his corporate brands' commitment to art and high culture.
How to keep all this going, controlling LVMH's image and quality along with hundreds of products moving through the vast circulatory system of suppliers, manufacturers, retailers and marketers, keeping 76,000 employees focused on and proud of their work? Force of characterthere is a superabundance of thatdrives a lot of it. But that's clearly not enough. "One key element of management of a group like this is decentralization," says Arnault dryly. "You need the right team of inspired managers."
For Arnault that means a small group of a halfdozen trusted generals, most of whom head up his flagship brands, augmented by two of his children. They include Yves Carcelle, chief of Louis Vuitton; Toledano, who leads Dior; Pierre God LVMH's vice chairman; Philippe Pascal, in charge of watches and jewelry; Christophe Navarre, who runs wines and spirits; and Nicolas Bazire, chief of development and acquisitions. All of them, besides Antoine and Delphine Arnault, have worked with their boss since the mid1990s, some longer. Arnault meets with each member of his inner circle at least once a week, going over performance figures and plotting strategy. It was Arnault who suggested to Carcelle that Vuitton hire Mark Jacobs in 1997 and who chose Galliano for Dior, moving him from Givenchy in 1996.
Arnault likes to see the company "on the ground." He constantly prowls LVMH retail stores, firing off memos when he thinks the music is turned up too loud or the thermostat is set too low. The memos also include praise of employees he finds especially helpful or solicitous.
"He's like a helicopter," says Toledano. "He has a very big picture, but he can also go on the floor and see a product." Less handson with the beverage group than he is with the fashion and retail side of the business, Arnault nevertheless tracks the progress of all the Mo brands, which include wineries in California and Australia. He has daily contact with cultural adviser Claverie. Arnault says he wants all his managers to take charge of their divisions as though they were family enterprises. "Louis Vuitton should be run as if Yves Carcelle owns the brand," he says.

wqhdoidba

,[link widoczny dla zalogowanych]
thus,[link widoczny dla zalogowanych], the two cars in a V shape,[link widoczny dla zalogowanych], squeeze on Bridge Lane,[link widoczny dla zalogowanych], not retreat. All of a sudden, the bus stop in front of the road stranded, car horn sounded from time to time. Until the bus station car left, buses and off-road vehicles off the road before, and gradually restore patency.
reporter discovery, the above situation occurred from time to time in the two loop.
Fuzhou electric power construction company two north two ring road near the bus station, the bus on the station, behind the off-road vehicles can't wait to cut in, and blocking the road
(trainee reporter Chen Gongzhang Strait Metropolis Daily reporter Hua Bao Wen / chart) yesterday afternoon about three ten,[link widoczny dla zalogowanych], Fuzhou electric power construction company two West near the bus stop in front of the traffic flow, increase to near Hualin junction, and the Doumen viaduct is smooth. Therefore, some had to cross the vehicle was to seize the bridge lane,[link widoczny dla zalogowanych], to the bus station before the change,[link widoczny dla zalogowanych], resulting in the rear of the vehicle can not be normal passage. 3 point
yesterday afternoon, due to the approach of Friday evening peak, in the near West electric power construction company two bus station, near the intersection traffic flow direction to Waring gradually increase,[link widoczny dla zalogowanych], but the road is smooth. The largest is the gateway to the intersection traffic lane, but basically in a lamp can also enter the intersection.
about 10 minutes later, stranded suddenly the road. The reason is a car license plate for the AYA187 min 28 bus to the bus station to station,[link widoczny dla zalogowanych], the station has been filled with other vehicles,[link widoczny dla zalogowanych], buses only stop right slanting; in the bus, a car license plate for min A0719G off-road vehicles can't wait,[link widoczny dla zalogowanych], lane change directly after the car,[link widoczny dla zalogowanych], trying to leave from the bus on the left, but because the space is not enough, only to stop.
相关的主题文章：

[link widoczny dla zalogowanych]

[link widoczny dla zalogowanych]

[link widoczny dla zalogowanych]

yesterday at five thirty in the afternoon, the reporters came to the two golden mountain tunnel on the west side of the road. From the tunnel about 200 meters, four lanes through the fence and into a lane, funnel-shaped tunnel become blocked. With the arrival of the rush hour traffic, from west to east direction, from the "funnel" into the viaduct in Doumen.

taoiu3pqda

according to Netease understood,[link widoczny dla zalogowanych], said in the letter should refer to Yang, Bao Ying fund research department director Yang Kai, before serving as research director, Yang Kai former Boldwin fund marketing director, research into the market, Yang Kaiceng created a precedent of fund.
a letter for the mutual fund manager Wang Qin report letter circulated on the Internet, there are many problems accused company loss, investment research team, corporate governance, risk monitoring in personnel, lashed out at Wang Qin general manager in a company,[link widoczny dla zalogowanych], the people of very irresponsible way to manage Boldwin fund, and called for the news media and the regulatory authorities to investigate whether the presence of shady.
Boldwin fund was established in May 18,[link widoczny dla zalogowanych], 2001, as established more than 10 years old a number of fund companies, Baoying history can be used "unqualified" to describe, at present its asset management scale is not more than 10 billion,[link widoczny dla zalogowanych], in 40 other than in the 68 fund companies ranked, and has revealed the personnel struggle, dividends, securities regulatory bureau forcing executives etc..
it is,[link widoczny dla zalogowanych], no matter where the self styled person BAOYING staff issued this letter for the purpose of the news, from the Wang Chin after he took office, the fund's performance, it is somewhat improvement, last part >
The

this letter signed by "a fear of employees take revenge," the report said the letter, by the supervision department and marketing department manager Yang, in has not done investment, become the account manager, lost but quickly without any research background, go to take office research department the manager.
Boldwin fund official website display, the incumbent Boldwin fund specific customer asset management department director,[link widoczny dla zalogowanych], manager Jun Jie previously served as director of Ge,[link widoczny dla zalogowanych], Bao Ying fund researcher,[link widoczny dla zalogowanych], general manager office.
report letter also questioned, a director of general office, so can get rapid promotion, can also be responsible for account investment department, but never done investment situation,[link widoczny dla zalogowanych], but now manages multiple products, "you (Wang Qin) is the public money seriously?"
in addition, report letter also referred to the problem of brain drain, known now departments in addition to novice and not the flow of people,[link widoczny dla zalogowanych], have no what is left. However, according to Netease understood,[link widoczny dla zalogowanych], since Wang Chin took office in 2010 November, Baoying personnel changes is not frequent, in addition to Hu Dongliang in 2010 November as deputy general manager, the only fund manager Sheng Junfeng and Wang Qiong change.
report also pointed out that the letter, no actual combat experience Wang XX (Note: in June 30th this year,[link widoczny dla zalogowanych], the core advantages Boldwin (AI, net, information) fund manager Wang Qiong leaves office, last year the 7 monthly salaries duties as core researcher Wang Ruyuan successor) can be quickly promoted to the fund manager; companies inspector sun Moumou (refers to Sun Sheng) exist in name only; Wang Qin was repeatedly compressed the cost, but the company anniversary celebration, face job doing great in strength and impetus; Wang Qin in the absence of research department report, forced to intervene in investment.
The
相关的主题文章：

[link widoczny dla zalogowanych]

[link widoczny dla zalogowanych]

[link widoczny dla zalogowanych]

May 7th, comrade Zhu Baoping led "to rule against" special action leading group members, deep into the seven low-cost rental, Chengguan town Huoqiu Sunshine Holiday City, lying splendid city, Yang Guan Zhen Tao Yuan houses site conducted a special inspection.