November 15, 2024

Gucci Spells Out Plans for Porcelain Brand

ROME — The luxury goods maker Gucci detailed on Tuesday its blueprint for reviving Richard Ginori, the historic — and struggling — Florentine maker of porcelain tableware that it planned to acquire for €13 million.

“There are two essential factors that are pivotal to restructuring and re-launching Richard Ginori: respect for this historic brand and investment in its future,” the president and chief executive of Gucci, Patrizio di Marco, said Tuesday of the deal worth $16.8 million.

There was a time when Richard Ginori customized everything from tableware for luxury liners to dishware for high-end hotels and the Vatican. By the 1930s, it employed about 2,000 workers. But in January, it was declared bankrupt.

Gucci, which is owned by the French company PPR, said in Milan that it would financially restructure the porcelain brand and improve its outdated factory in Sesto Fiorentino, just outside Florence, where workers have been protesting daily since January.

Gucci said it would revamp the brand by focusing on the luxury segment and that the two brands, both based in Florence, would rekindle an old partnership to produce luxury tableware under the Gucci brand, “revisiting and drawing from the artistic legacy in the both companies’ archives.”

Items produced under the Richard Ginori brand will be sold through the Gucci distribution channels, especially in overseas markets, Gucci said.

The acquisition gives new life to a company founded in 1753 that appeared close to being felled by a series of unpopular management decisions and changing consumer tastes that have drastically reduced the market for upscale tableware. Many other storied brands — Wedgwood, Spode, Rosenthal — have not been able to survive similar challenges, exacerbated by competition at cheaper cost from China.

The deal also allows Gucci to compete in the high-end tableware sector, in a challenge to other luxury players like Versace and Giorgio Armani, which have years of experience in the sector.

Workers at the Sesto Fiorentino factory greeted the deal with satisfaction, but expressed concern that Gucci was planning to retain only 230 of 305 employees. “We still haven’t seen the business plan in details, but the real issue is the matter of 75 people being laid off,” said Giovanni Nencini, an employee and factory spokesman for the trade union Cobas.

“Italy’s current, dramatic economic conditions oblige us to try and save as many jobs as possible,” he said. “The employment situation in Italy is critical, there are no alternative jobs, so we have to try and keep as many workers as we can.”

The acquisition requires approval by union representatives and a majority of existing Richard Ginori sales distributors, and is expected to close next month.

Nearly a year ago, shareholders voted to shutter the factory and cut their losses, which amounted to €75 million. In November, court-appointed liquidators found a buyer in a joint venture of Lenox, the American tableware and giftware company, and Apulum, a ceramics producer in Romania. But legal details scuppered the deal, and the company was put up for sale again.

Gucci was the only bidder this month at a new auction overseen by a court in Florence. “The chance to safeguard and relaunch this historic Florentine brand is a unique opportunity for us, for Richard Ginori, for Florence, for Tuscany and for the success of made in Italy worldwide,” Mr. Di Marco said in a statement.

Article source: http://www.nytimes.com/2013/04/24/business/global/gucci-spells-out-plans-for-porcelain-brand.html?partner=rss&emc=rss

American Airlines Reports a Profit

American Airlines, which is in the final stages of bankruptcy and under pressure from US Airways to merge, reported on Wednesday a fourth-quarter profit mostly because of lower costs and some reorganization credits.

Without these special items, including some bankruptcy-related tax benefits, the company had a loss in the quarter. In providing the figures, the carrier is eager to prove that its restructuring has been successful and that it should come out of bankruptcy as an independent airline.

A decision about the company’s fate could come in the next few weeks as the board of AMR, American’s corporate parent, considers its options. These include a merger with US Airways while American is still under Chapter 11 bankruptcy protection.

Pressure has been mounting for such an outcome. US Airways has repeatedly signaled its interest in a merger and last year struck a deal with American’s three labor groups, representing pilots, flight attendants and mechanics, to support such a consolidation. Since then, these groups have worked out a merger blueprint with their counterparts at US Airways.

But American’s management has fought against a merger. It has argued that thanks to its reorganization, the airline can compete on an equal footing against Delta Air Lines and United Airlines. Once the top carrier in the United States, American has been overtaken by both rivals, which have used mergers in recent years to create more formidable competitors.

“We have made enormous progress towards building the new American,” Tom Horton, the airline’s chairman and chief executive, said in a statement. “Our momentum is growing toward emerging as a strong, healthy and vibrant competitor.”

In the last year, American said, it has completed much of its restructuring. It cut its labor costs, pared its debt, renegotiated aircraft leases and airport agreements, grounded older planes, reorganized its regional fleet and reviewed its supplier agreements. It has also placed a major order for 600 new planes. Last year, it took delivery of 30 aircraft — 28 Boeing 737-800s and two Boeing 777s — with extended range.

In the fourth quarter, American had a net profit of $262 million, compared with a net loss of $1.1 billion in the year-earlier period. The figures include $350 million in positive reorganization and special items. Absent those, the carrier had $88 million loss in the fourth quarter.

For the full year, American lost $1.9 billion, compared with a loss of $2 billion in 2011. Revenue rose to $24.9 billion, the highest in the company’s history, compared with $24 billion the previous year.

The company said it had $4.7 billion in cash and short-term investments, including a restricted cash balance of $850 million.

Article source: http://www.nytimes.com/2013/01/17/business/american-air-reports-a-profit.html?partner=rss&emc=rss

Waiting for a New Blueprint From Bank of America

Will he break up the company and spin off Merrill Lynch? Cut tens of thousands of jobs? Put its subprime mortgage albatross, Countrywide, into bankruptcy? If not such a bold move, how does Mr. Moynihan plan to reverse the company’s painful slide?

The earliest clues could come Thursday, when the top executives of the country’s largest bank gather at its Charlotte, N.C., headquarters to review recommendations of a 44-member internal team that has been preparing restructuring plans since March.

Company officials say a split-up is out of the question for now, as is imminent bankruptcy for Countrywide. But 30,000 jobs, roughly 10 percent of the company’s work force, could be eliminated over the next three years as a result of the restructuring initiative known as Project New BAC.

 There has been plenty of drama already this week, with the abrupt exit Tuesday of two top executives, Sallie Krawcheck and Joe Price, and the splitting of the bank into two basic units, one dealing with individual customers, the other focusing on businesses and institutions.

While company officials say the reorganization would actually make it harder to break up the company, it has not stilled the speculation.

“At some point, it gets too big to manage,” said Brian Wenzinger, a principal at Aronson Johnson Ortiz, a Philadelphia money management firm. “Smaller works better, and the less complicated it is, the better it can work.”

Bank of America shares rallied sharply Wednesday on a broader market jump, rising 7 percent to close at $7.48. They are still off 50 percent since January, weighed down largely by fears that the company could have to pay out tens of billions of dollars more to settle claims stemming from the subprime mortgage meltdown.

Those losses set off worries the company might need to raise fresh capital, but the $8.3 billion sale of its stake in China Construction Bank and a $5 billion investment by Warren Buffett last month have eased those fears for now.

Despite the cold water from executives, some big investors would like to see the Merrill brokerage and investment banking unit spun off.

“As a stockholder in Bank of America, I feel like Merrill Lynch would be worth $7 a share on its own, at least,” said Buzzy Geduld, who sold his brokerage firm — Herzog, Heine, Geduld — to Merrill in 2000, and now owns more than 2.5 million shares in Bank of America. “I think the upside is terrific.”

No one disputes the idea that Bank of America has become too complex. In some ways, the company resembles a crazy quilt assembled through acquisitions pursued by Mr. Moynihan’s predecessor, Kenneth D. Lewis, whose deal-making culminated in 2008 with the purchase of both Merrill Lynch and Countrywide Financial, the subprime mortgage giant at the root of many of Bank of America’s problems today.

Mr. Moynihan has spent much of his 18 months at the helm undoing Mr. Lewis’s legacy. In fact, company officials say the need to turn what was a sprawling empire into a leaner, more focused enterprise is what is driving both Project New BAC, which takes its name from the company’s ticker symbol, and Tuesday’s reshuffling.

“We’ve simplified the company in the aftermath of the financial crisis and regulatory reform,” said Anne M. Finucane, Bank of America’s top global strategy and marketing officer. “And we’re reducing risk to both the company and the financial system by evaluating businesses that are not core to the strategy or were bolted on.”

She added that the new structure follows the blueprint Mr. Moynihan presented to the board shortly before he was tapped to become chief executive in December 2009.

Looking ahead, executives say the reorganization actually makes it harder to split off Merrill Lynch, because it will be more integrated into the overall company and will not remain under one main leader. Its famous “thundering herd” of 16,000 financial advisers will be under David Darnell, who will also head up Bank of America’s more traditional consumer businesses. The institutional business will still be under Tom Montag, a Goldman Sachs veteran who joined Merrill shortly before Bank of America acquired it in 2008.

Article source: http://feeds.nytimes.com/click.phdo?i=6efb8bb16ffa649d03c7ab5180ebff2e