Gucci Group: Freedom within the Framework

Abstract:     
In September 2008, during the global economic downturn that followed the credit crunch crisis, Robert Polet, the CEO of the Gucci Group, a London based multi-brand luxury goods company, had learned that after four years of growth, the Group's largest business, the fashion brand Gucci, would report a slowdown for the first semester. Polet had joined Gucci in 2004 after 26 years at one of the largest consumer goods companies Since his arrival, the Gucci Group had grown both in revenues and profitability. Part of his secret was his decentralized management style. Polet was worried because the economic crisis was reaching out the luxury world. He knew that he should leave the primary decisions for the Gucci brand to Lee. Yet, given the urgency of the situation, Polet wondered if more involvement from him in the brand's decision making process would not be more effective. The case also presents students with a series of actions that could help boost Gucci's sales and asks them to analyze what could Polet do.

Working Paper Series