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Fendi CEO Michael Burke faced a similar dilemma when he took over the Roman-based brand in 2004. With a mandate from LVMH boss Bernard Arnault to turn the company around, Burke had to find a way to keep designer Karl Lagerfeld in the fold and also massage a better relationship between the designer and Silvia Venturini Fendi, the talent behind Fendi's handbag business. That required yet another kind of nuclear power plant, one that Burke promptly set about creating in the form of Fendi's historic palazzo in the center of Rome, which he renovated in order...

Author: /time Magazine | Title: Who's Got the Power? | 9/13/2006 | See Source »

...Similarly, and against the odds, Max Azria transformed California-casual style into the $1 billion business BCBG. At the heart of any fashion deal is talent, and managing creative talent is a business skill all its own. Perhaps one of the most successful examples of that is LVMH boss Bernard Arnault, once an outsider himself. He started off in real estate in Florida. Now he manages some of the greatest talent in the luxury business, reaping great financial rewards, of course...

Author: /time Magazine | Title: Loco for Luxe | 9/11/2006 | See Source »

...years the luxury sector, now a $140 billion business growing at approximately 7% a year, according to the Telsey Advisory Group (TAG), an independent research firm based in Manhattan, has been populated by a handful of familiar faces: Bernard Arnault of LVMH, François-Henri Pinault of PPR and the odd manager of Gucci or president of Chanel. But cash-rich private-equity firms have taken note of the impressive numbers those companies are posting. Gross profit margins for apparel are 50%, and for leather goods they can be as high as 77%, according...

Author: /time Magazine | Title: Art Of The Deal: Green Is the New Black | 9/11/2006 | See Source »

...from outside Padua, Italy, with a textiles-trade-school diploma, Rosso, 50, is not your typical luxury-group CEO. Sure, he flies in private jets and frequents fashion shows, but most of the time he wears jeans or sweats, and his curly hairdo is more Peter Frampton than Bernard Arnault...

Author: /time Magazine | Title: Art Of The Deal: Who Drives Diesel? | 9/11/2006 | See Source »

...five years, Lutnick transformed a company that had lost more than half its employees into a success. The company has now become two - Cantor Fitzgerald, an institutional brokerage company, and Bernard Gerald Cantor, a wholesale brokerage business. In August, the Federal Reserve Bank of New York added Cantor Fitzgerald as a primary dealer permitted to trade U.S. Government Securities with the New York...

Author: /time Magazine | Title: Cantor Fitzgerald's CEO Five Years Later | 9/8/2006 | See Source »

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