General Director of Gucci Group was to decide if its decentralized management style is the best philosophy in the economic downturn. Sharing customer information between departments and its use in the creative process are key initiatives analyzed in the case. CEO Robert Polet joined the fashion Gucci Group in 2004, after 26 years in one of the largest consumer goods companies. Since his arrival, the group has grown in revenue and profitability. Part of his secret was its decentralized and empowering management style. In 2008, in the midst of an economic downturn after the crisis, credit crunch, Flight learned that after four years of growth Gucci brand's largest business group will report a slowdown in the first half of this year. He knew that, according to his management philosophy, he must leave the primary solutions for brands Gucci CEO Gucci. However, given the urgency of the situation, Flying thought it would be more efficient to directly participate in the decision-making brand. To consolidate the discussion of management style flight case is regarded as customer information is used in the creative process, and whether it is beneficial for the group to share information about customers through stores, regions and brands. "Hide
on F. Asis Martinez-Jerez, Elena Corsi, Vincent Dessain Source: Harvard Business School 40 pages. Publication Date: April 16, 2009. Prod. #: 109079-PDF-ENG
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