An Adventure of enterprise

With the diversity of its brands, businesses and talents, PPR is constantly on the move. The Group is the incarnation of freedom, openness to the world, attentive to men and women, and with a flair for audacious and masterful challenges…

More than the sum of its brands and companies, PPR is the incarnation of an entrepreneurial state of mind :

 

A development model

As a demanding Group, PPR does not simply acquire companies, it commits itself to businesses that it can develop.

 

A Strength

PPR makes expertise the core of the development of its brands/companies and promotes entrepreneurial spirit as well as shared managerial know-how.

 

A commitment

As a responsible Group, guaranteeing the performance of its brands, PPR places social and environmental responsibility at the centre of its commitments.

 

The strategy
The growth model

The PPR group is driven by its ambition to achieve profitable growth, pursuing its international expansion in a spirit of achievement and creativity.

 

A strong entrepreneurial culture
The entrepreneurial spirit lies at the heart of the Group’s identity, as underscored by its signature, “An adventure of enterprise.”

Every change in PPR group structure since its 1963 inception has been guided by a strong entrepreneurial culture. At each stage in its history, PPR has acted boldly and imposed its performance-driven culture, developing each of its businesses and offering them solid prospects for growth.

 

An efficient combination of two complementary markets
PPR is organised around 6 operating branches: Fnac, Redcats Group, Conforama, CFAO, Puma and Gucci Group. These companies coordinate global and powerful global brands driven by distinctive distribution models and renowned for their creativity and formidable ability to innovate. Together, they translate into leading positions for the Group, both in the exclusive Luxury Goods universe and the broader Consumer market.

With Gucci Group’s prestigious brands, PPR is present in global high-growth markets where purchasing power is strong.

The Consumer brands hold leading positions in stable and mature mass markets, thus ensuring sizeable business volumes where the main growth reservoir is international expansion.

a strategy of growth, risk diversification and cash-flow generation
PPR’s development strategy is primarily based on organic growth, generating strong cash-flow, with a reliance on brands diversity.

In Luxury Goods, Gucci Group combines leading brands with a differentiated positioning, the complementary features of which form one of its greatest assets. The rise of these prestigious brands derives from the growing success of their designers’ collections and of from the expertise of their craftsmen. The relevance of their positioning and their global status offers excellent margins and growth prospects. The Consumer brands stand out through a constantly expanding and renewed range of products and services, the roll-out of e-commerce, the launch of innovative store concepts and the development of the distribution network. Relying on historical domestic or regional market positions that offer a steady cash-flow, the growth drivers of these brands lie in the international expansion of their concept.

PPR has strucke a special balance in terms of brands, products, selling formats and geographical presence, which confers the Group an appealing individual profile arising from higher than market growth, risk diversification and stable cash-flow.

 

A decentralised operational management combined with pooled resources and skills
PPR organisational style has long favoured operational decentralisation and close proximity to the market and the customer. This involves a large degree of autonomy for the CEOs of the various operating branches, so as to guarantee responsiveness and theability to anticipate upcoming trends.

Resources are pooled to improve performance. Knowledge-sharing among the various brands and companies is systematically encouraged to exploit the specific expertise of each company and brand, and promote group-wide creativity and innovation. This organisation is central to the performance of the Group’s activities.