The CEO of Gucci Group had to decide if his decentralized management style was the best doctrine in an economic downturn. CEO Robert Polet joined the high end fashion Gucci Group in 2004, after 26 years at one of the largest consumer goods firms. Since his coming, the Group had grown both in the revenues and profitability. Part of his secret was his management style that is decentralized and empowering. In 2008, in the midst of the economic downturn following the credit crunch crisis, Polet learned that after four years of increase the Gucci brand-the Group's biggest company-would report a slowdown for the first semester of the year.
He understood that according to his management doctrine he should leave the primary choices for the Gucci brand to Gucci's CEO. Yet, given the urgency of the condition, Polet wondered if it would be more efficient to become involved in the brand's decision making procedure. The case discusses how customer information is used in the creative process and whether it'd be advantageous for the group to share customer information across stores, regions, and brands to anchor the discussion on Polet's management fashion.
PUBLICATION DATE: April 16, 2009 PRODUCT #: 109079-HCB-ENG
This is just an excerpt. This case is about FINANCE & ACCOUNTING
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