Podcasts about LVMH

Group Chat News is back with the hottest topics of the week. The guys get into Father's Day, youth sports, and the real life lessons hiding in a kid's baseball tournament before diving into LVMH's stunning decline, OnlyFans' $2.6 billion machine, and World Cup mania taking over America. On this episode of Group Chat, Dee Murthy and Anand Murthy break down: – LVMH's negative growth and what the decline of Louis Vuitton, Dior, and the luxury giants says about the global economy – The K-shaped recovery, the vanishing middle class, and why a "violent rebound" in luxury may be coming – OnlyFans hitting $2.6 billion in US spending. the cash machine, the brand moat, and the AI creators cashing in – The #1 OnlyFans spending city in America (it's not LA, New York, or Miami) – World Cup mania: SoFi Stadium vs. MetLife, and why the finals should've been in LA – The "Freddy" phenomenon America's viral World Cup hero, and whether the whole thing is a marketing plant – Whether Europeans are really "discovering" America, and why the world sings American songs – Team USA's run, the magic of a hot team, and the country roads takeover – Father's Day real life lessons: learning how to lose the lessons sports teach that carries into business and life If you enjoy the show, please leave us a 5-star rating and review on Apple Podcasts and Spotify — it genuinely helps more than you know, and it's the best way to support Group Chat. New episodes every week. Subscribe so you never miss one. Hosted by Dee Murthy, Anand Murthy, and Chris "Drama" Pfaff

VivaTech rivalise désormais avec le CES • La souveraineté numérique révèle ses contradictions • L'affaire Anthropic réveille l'Europe • L'IA s'affiche optimiste malgré les craintes sur l'emploi • Les robots restent encore largement en apprentissage • La deep tech française montre ses forcesAvec Bruno Guglielminetti (Mon Carnet)VivaTech change de dimensionNous dressons le bilan de la dixième édition de VivaTech, devenue un rendez-vous international capable de rivaliser avec le CES par son ampleur, ses intervenants et la diversité des innovations présentées. Bruno souligne toutefois l'écart entre les chiffres annoncés, la visibilité offerte aux délégations étrangères et les retombées commerciales réellement obtenues.Une souveraineté numérique à double tranchantNous revenons sur l'omniprésence de la souveraineté technologique dans les allées du salon. La priorité donnée aux solutions françaises et européennes répond à une dépendance devenue préoccupante envers les États-Unis, mais elle risque aussi de fermer la porte à des partenaires comme le Canada, pourtant proches de l'Europe sur les plans économique et politique.L'Europe ne pourra pas avancer seuleNous défendons une souveraineté fondée sur la coopération plutôt que sur l'autarcie. Aucun pays ne dispose seul de toutes les infrastructures, des capacités industrielles et de la puissance de calcul nécessaires : la France, l'Allemagne, le Canada et d'autres partenaires doivent donc combiner leurs forces.Quand les géants américains se disent souverainsNous observons comment Microsoft et d'autres groupes américains adaptent leur discours en proposant des centres de données locaux, des services opérés en France et des dispositifs de contrôle renforcés. Leur argument est simple : la souveraineté doit rester compatible avec la compétitivité et l'accès aux technologies les plus performantes.Des IA adaptées aux cultures localesNous insistons sur un enjeu souvent négligé : l'entraînement des modèles dans les langues, les références et les réalités culturelles de chaque pays. Des modèles majoritairement façonnés par la culture américaine risquent de diffuser des biais et des représentations qui ne correspondent ni à l'Europe, ni au Canada, ni au Brésil.L'affaire Anthropic provoque un électrochocNous analysons la décision américaine ayant conduit Anthropic à suspendre ses modèles Fable 5 et Mythos 5 après des inquiétudes liées à leurs capacités en cybersécurité. Même si l'Europe n'était pas directement visée, l'épisode a démontré qu'une décision prise à Washington pouvait interrompre brutalement l'accès mondial à une technologie stratégique.L'optimisme de Jeff Bezos et Yann LeCunNous évoquons les interventions de Jeff Bezos, Amazon, Blue Origin et Prometheus, et de Yann LeCun, AMI Labs et New York University, qui ont défendu une vision moins alarmiste de l'intelligence artificielle. Face aux scénarios de suppressions massives d'emplois, ils mettent davantage l'accent sur la création d'activités, la productivité et le manque futur de main-d'œuvre.Des robots encore peu autonomesNous faisons le tour des humanoïdes présentés par Unitree, Agibot, Wandercraft ou Enchanted Tools. Derrière les démonstrations spectaculaires, beaucoup de machines restent téléopérées : le véritable défi consiste désormais à leur apprendre à comprendre leur environnement et à agir seules de manière fiable.Les robots vont-ils prendre nos emplois ?Nous estimons que la robotisation touchera d'abord les tâches pénibles, répétitives ou dangereuses. Comme lors des précédentes révolutions industrielles, certains métiers disparaîtront ou évolueront, ce qui rend indispensables la formation, la reconversion et l'accompagnement des travailleurs.Le luxe accélère dans l'IANous observons la place centrale de LVMH et de L'Oréal dans l'écosystème VivaTech. Au-delà de la vitrine, les groupes de luxe utilisent désormais l'intelligence artificielle pour le conseil, la relation client et la visibilité de leurs produits dans les assistants conversationnels, appelés à devenir de nouveaux prescripteurs.La deep tech française en première ligneNous mettons en avant la recherche menée par le CEA, Inria, le CNRS et Orange autour des agents d'intelligence artificielle et de leur interopérabilité. Ce travail de fond, moins spectaculaire que les démonstrations commerciales, constitue pourtant l'un des atouts les plus solides de l'écosystème français.Des innovations venues de plusieurs continentsNous soulignons la forte représentation du Canada, de l'Afrique et de l'Asie dans le salon. Bruno présente notamment Alexandre Triquet, Reveal Life Science, dont le dispositif d'analyse de tissus aide à détecter des cellules cancéreuses et a remporté l'OVHcloud Startup Challenge de VivaTech 2026.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Es gibt Sendungen, in denen ich über Aktien spreche. Und es gibt Sendungen, in denen ich über Dinge spreche, die mich wirklich etwas gekostet haben. Diese hier ist beides. Im zweiten Teil der Q&A-Reihe beantworte ich weiter Eure Fragen, mit echten Zahlen, echten Fehlern und einer Geschichte, die ich noch heute nicht ohne ein gewisses Kribbeln erzähle. Mein größter Fehler: Kein schlechter Trade, keine falsche Aktie. Sondern ein Auto, das mich etwas Geld kostete und eine Wohnung, bei der mir fast 800.000 Euro durch die Lappen gingen, denn "Vertrauen ist der Anfang von allem" war nur Werbung... LVMH bei minus 42 Prozent: Sabine fragt, ob sie verkaufen soll. Ich bin selbst im Minus. Meine Antwort überrascht vielleicht. Marvell Technology bei plus 300 Prozent: 25 Prozent verkauft. Zu wenig oder genug? Was ich an Michaels Stelle tun würde. Wann realisiert man Gewinne? Heiko fragt die eine Frage, die kaum jemand beantwortet. Ich versuche es mit Intel, Hochtief und Softbank als Beispiele. Wenn ich nur eine einzige Aktie halten dürfte. Welche wäre es? Na, welche wohl? Kein Musterdepot! Echtes Geld, echte Erfolge und echte Fehler! Hausaufgabe von Tobias: Welchen finanziellen Fehler bereut ihr am meisten und was habt ihr daraus gelernt? Schreibt es in die Kommentare.

Plus: A new fund backed by LVMH and hundreds of pro athletes makes its first investment: activewear brand Rhoback. And a federal lawsuit alleges that Anthropic oversold the usage allowances of its most expensive subscription plans. Alex Ossola hosts. Sign up for WSJ's free What's News newsletter. An artificial-intelligence tool assisted in the making of this episode by creating summaries that were based on Wall Street Journal reporting and reviewed and adapted by an editor. Learn more about your ad choices. Visit megaphone.fm/adchoices

Lauren is joined by the famed Bernstein analyst to discuss the recent earnings reports of the major fashion groups, including LVMH, Kering, Chanel, Hermes, and Richemont. They discuss performance at Dior, the runaway success of Chanel, why China remains an issue for everyone, why people like to shop in stores that look like ships, and so much more. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Der Börsengang von SpaceX ist kein normales IPO, sondern ein Stresstest für Anleger, ETFs und Indexanbieter. Deshalb dominiert er den ersten Teil unserer Q&A-Reihe: Tobias Kramer beantwortet eure Fragen zu SpaceX, Starlink, American Tower, DAX und FAZ-Index, Gesundheitsaktien und Depot-Transparenz – nüchtern, mit Zahlen, ohne Hype. SpaceX kommt zu 135 bis 162 Dollar je Aktie an die Börse, das entspricht einer Bewertung von 1,8 bis 2,1 Billionen US-Dollar. Neue Class-A-Aktionäre halten danach zusammen gerade einmal 11,5 Prozent der Stimmrechte, während Elon Musk über seine Class-B-Aktien mit zehnfachem Stimmrecht rund 85 Prozent der Stimmen kontrolliert. Tobias rechnet einen bewusst optimistischen Bull Case durch (400 Mrd. Umsatz und 30 Prozent Nettomarge bis 2033) – und landet selbst dann bei einer unbequemen Antwort auf die Frage: Wie viel Zukunft ist hier schon bezahlt? Die Themen im Überblick: ▪️ Starlink Mobile als Angriff auf Deutsche Telekom, T-Mobile US und den globalen Mobilfunkmarkt – Chance, Schwachstelle und Frequenz-Politik ▪️ Nasdaq 100 vs. S&P 500: Warum die Fast-Track-Aufnahme von SpaceX Kritik verdient – und der S&P 500 mit seinen Regeln überzeugt ▪️ American Tower: Hat der Funkturm-REIT gegen Starlink noch eine Zukunft? ▪️ SpaceX shorten? Warum Tobias dringend davon abrät – Stichwort Lock-up-Fristen und Optionsprämien ▪️ DAX oder FAZ-Index: Welcher deutsche Index gehört ins Depot? ▪️ Gesundheitsaktien (Abbott, Medtronic, Pfizer, Boston Scientific): Übersehener Sektor oder Value-Falle? ▪️ Depot-Einblick: Der Link zur Google-Sheet-Übersicht steht in den Timestamps Unterm Strich eine klare Absage an Bewertungsromantik: Große Visionen reichen nicht, wenn Anleger heute schon den Gewinn von übermorgen bezahlen. Schreibt in die Kommentare, wie ihr den SpaceX-Case rechnet: 2 Billionen gerechtfertigt, 60 Prozent Rückschlagpotenzial – oder seht ihr den Weg zu 10 Billionen? Und wenn ihr solche Q&A-Folgen wollt: Abonniert den Kanal und meldet euch für unseren Mail-Verteiler auf echtgeld.tv an – dort laufen Umfragen, Fragerunden und Verlosungen. Teil 2 mit den weiteren Fragen (u. a. Marvell Technology und LVMH) folgt in der nächsten Sendung.

Architectural Friction: Engineering Corporate Innovation Through Productive Discomfort with Anthony ReevesIn a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Anthony Reeves, an elite international keynote speaker, growth consultant, and author of Eat the Donkey, to dismantle the hidden operational liabilities of corporate complacency. Anthony, whose background spans intense ultra-endurance sports like Ultraman to driving high-stakes team strategy within Amazon's leadership ecosystem, argues that convenience is the ultimate enemy of enterprise scale. This conversation serves as an essential manual for middle-market founders and executive teams looking to build high-performance cultures, showing how institutionalizing deliberate operational friction can shield an organization from stagnation and unlock sustainable corporate growth.The Strategy of Stretch: Structuring Vulnerability and Governance for Enterprise ScaleThe primary threat to long-term market authority is rarely an external competitor, but rather an internal slide into institutional comfort and short-term operational thinking. Anthony Reeves explains that when a business attempts to over-engineer convenience and eliminate all administrative friction, it naturally dulls the creative drive and risk-taking capacity of its workforce. Elite multinational enterprises—such as Amazon, Airbnb, and LVMH—combat this stagnation by intentionally embedding productive discomfort directly into their talent metrics and core performance reviews. Instead of evaluating managers solely on safe, predictable output, these organizations systematically reward teams that push boundaries and test unproven hypotheses. When a company normalizes failure as a key data point in the innovation pipeline, it strips away the perfection paralysis that stalls product development, transforming calculated risk from an existential threat into a highly predictable revenue driver.To sustain this high-yield operational velocity without causing employee burnout or talent attrition, leadership must establish a culture anchored in absolute transparency and foundational alignment. When structural disruptions inevitably occur, companies often make the mistake of deploying sanitized, risk-averse public relations scripts that destroy trust with both clients and internal stakeholders. True market differentiation is achieved when executives possess the psychological safety to publicly own corporate mistakes, a practice modeled directly by Amazon's leadership principles. By treating unexpected errors as transparent opportunities for optimization, leaders build deep organizational resilience. This vulnerability must be paired with an unyielding commitment to the enterprise's "foundational focus"—the core mission and values that define the brand—ensuring that the business aggressively rejects short-term, trend-chasing distractions that do not map to its long-term enterprise value.Transitioning an organization out of complacency requires a corporate architect who can precisely differentiate between productive growth discomfort and destructive operational chaos. Through specialized consulting frameworks and strategic keynote sessions, Anthony assists leadership teams in auditing their current workflows to identify where compliance has replaced creativity. This systems-driven alignment demands that corporate metrics shift toward tracking long-term structural milestones rather than immediate quarterly micro-gains. By designing clear accountability guardrails and providing continuous executive development, founders can safely guide their teams through the discomfort of rapid market shifts. Ultimately, market dominance belongs to the enterprises that treat stress not as a crisis to be managed, but as the primary catalyst required to scale impact and maintain premium authority across their entire industry vertical.About Anthony ReevesAnthony Reeves is a globally recognized keynote speaker, growth consultant, and the author of Eat the Donkey. Drawing from an extraordinary background in world-class ultra-endurance sports—including completing Ultraman and Ironman competitions—and extensive leadership experience within Amazon, Anthony specializes in the mechanics of human and corporate optimization. He serves as a trusted advisor to executives, helping them design high-accountability workplace cultures that embrace strategic challenge to drive breakthrough innovation.About anthonyreeves.coanthonyreeves.co is the primary digital advisory hub for Anthony Reeves's global consulting and speaking practice. The platform provides mid-market corporations, enterprise leaders, and event organizers with direct access to custom corporate training modules, organizational alignment workshops, and leadership development resources. Through data-driven diagnostics and culture-shifting frameworks, anthonyreeves.co equips modern executive teams with the systems engineering required to reject mediocrity and manage complex operational scale.Links Mentioned in This EpisodeAnthony Reeves Official Website: anthonyreeves.coAnthony Reeves on LinkedIn: linkedin.com/in/anthonyreevesKey Episode HighlightsThe Complacency Trap: Why over-engineering comfort within corporate processes dulls innovation and introduces long-term vulnerability into your business.Institutionalizing Discomfort: Emulating Amazon's framework of rewarding employees based on their willingness to invent and take risks rather than just executing safe results.The Power of Foundational Focus: Examining how brands like Starbucks and Southwest Airlines maintain long-term market control by ruthlessly saying no to trend-chasing distractions.The ROI of Executive Vulnerability: Building intense customer and employee loyalty by openly owning corporate mistakes instead of relying on sanitized corporate scripts.Productive vs. Destructive Friction: Training management tiers to balance intense structural challenges with robust psychological safety guardrails.ConclusionThe conversation with Anthony Reeves highlights that corporate excellence is an intentional architecture built on the edge of the comfort zone. By deploying rigorous performance governance, fiercely protecting the organization's core mission, and treating failure as a mandatory component of growth, business leaders can transform a stagnant operation into an agile, self-sustaining corporate asset.More from The Thoughtful Entrepreneur

Teams are moving faster than ever, producing more content, running more campaigns, and optimizing everything. But without strategy, it's mostly noise.  In this episode of Frontier CMO, Josh travels to London to sit down with Mark Ritson, brand strategist, former marketing professor, and advisor to companies like LVMH, Sephora, and Donna Karan, to talk about the state of marketing, which frankly is a mess.  Based on new global research, Ritson argues that most marketers don't actually understand the fundamentals of marketing. In an AI-driven world, that's about to matter a lot more.  Drawing on examples from brands like Apple, Nike, Target and Walmart, Ritson shares his hot takes on who's getting it right, who's getting it wrong, and why brand building is still one of the most misunderstood and undervalued parts of marketing.  They also get into what's coming next and how to position yourself to stand out in an AI-driven marketing world.  No matter where you are in your career, this is what it takes to not get left behind. 00:00 – The Marketing Knowledge Crisis 04:09 – Has America Lost Its Marketing Edge? 05:31 – Why Creators and Brand Ads Work Together 09:24 – The Most Important Job of a CMO 10:13 – Strategy Before Tactics 13:08 – The Skills Marketers Need in the AI Era 15:43 – AI as a Marketing Superpower 18:10 – Walmart, Target & Great Positioning 21:25 – How to Build a Strong Brand Positioning 24:00 – What Founders Teach Us About Branding 27:19 – Mark Ritson's Biggest Marketing Mistake 37:18 – AI Clones, Digital Twins & The Future of Marketing

By Phoebe Nieves & Simon Cocking. We look at The 8 Laws of Employee Experience, see more about this book here. This book comes at an interesting time, with a push back from some employers, HR departments and companies who feel that meeting the demands of employees have become too high. Initially when reading this book, we were wondering if there was an anti-woke agenda even being laid down here. Naturally in a period of flux and discourse between different generational needs, perspectives, and goals, it is a tricky path to navigate. Do new entrants have unrealistic expectations from what work should be offering them. At the same time, for employers, it can feel like the amount of time necessary to be expended, to get people up to speed, and delivering a suitable level of work done in return for renumeration offered, is seriously challenging. Jacob Morgan does a good job of finding a wide range of opinions and perspectives to help the reader navigate this challenging subject. The story of his own grandfather, newly arrived in the US, Georgian, barely speaking English, but clearly determined to work hard and return the faith in the first person who would hire him, is a smart, logical, and relevant anecdote. Immigrants are often some of the best hires, they want to work, have moved heaven and earth to even be in their new country, therefore they could be some of your best hires. It is unfortunate we live in a time where it is an easy, lazy, cheap trick to demonize those that look or sound different to us, when they may be a fantastic future asset to your company. Morgan aims to take through the nuances of how to find the best people people for your business, and to then continue to ensure there is value for all parties. Companies with the best retention rates are always to be looked at, and to also have an open door for returning ex-employees too, as they can then bring even more value. Therefore holistic attitudes and approaches can often bring more, and better value for the company and those who work for you, both now, in the past, and in the future. This was a thought provoking read, and one that will reward return visits too. More about the book here Organizations around the world have lost their way. It's time to get back to basics and focus on what really drives people and performance. In chasing talent, organizations have turned employee experience into an entitlement culture – lavishing perks without accountability, lowering standards in the name of empathy, and confusing short-term fixes with long-term solutions. The result? Performance suffers, leaders are scared to lead, and culture drifts. The 8 Laws of Employee Experience is a reset, a new framework to build a future-ready organization in an AI driven world. Best-selling author and professionally trained futurist Jacob Morgan shows that employee experience must return to its core: a value exchange where employees contribute, grow, and lead, and where organizations enable them to thrive. Based on over 100 CHRO interviews at companies like Verizon, Delta, Hilton, IBM,and LVMH, Morgan lays out eight unshakeable laws that form the new operating system for the future of work. This book isn't just about where we are today – it's about where employee experience is going over the next decade, and how leaders can design the future instead of being dragged into it. After reading this book you'll learn how to: Separate signal from noise in an era of trend-chasing with the STEEPLE methodology Discover the eight laws required to build a future-ready organization and how to implement them Use futurist frameworks like the Cone of Possibilities to map out multiple employee experience scenarios Conduct a future-ready audit to see where your company stands today and where it must go next Explore the five potential futures of employee experience and how to steer your organization towards the right one Challenge the myth that employee experience is about making people happy Combining...

So Shein has bought Everlane and it's freaking people out.This feels like the right time to throwback to 2019, and my one-on-one with Everlane's founder Michael Preysman.I found it super interesting to listen back to what he said 7 years ago about why he built the brand, what inspired him, and his hopes for changing the game around sustainability. He ended up selling to LVMH-backed private equity firm L Catterton in 2020, and as such was not involved in the Shein acquisition. But in a yet another plot twist, he's just announced plans to return with a new offering, that he's calling Still Radical. Questions: will anybody buy it? Who else feels let down? Can someone please press pause on sustainable fashion's Twilight Zone/Black Mirror nightmare moment for corporate #sustfash ?!I'll be back next week with Series 13!Want more encores in the meantime? Here's the Episode on How Shein Makes Clothes So Cheap. Hosted on Acast. See acast.com/privacy for more information.

Ashley McDonnell | CEO of VYKO, Ireland's First Luxury Group4 June 2026 - What does it take to scale Irish heritage into a global luxury powerhouse?UCD CEMS Masters in Management alumna Ashley McDonnell built an elite career with LVMH, Dior and Puig before returning home to found VYKO, Ireland's first luxury group. In this conversation, she breaks down how she is applying international brand strategy to elevate local design, bridge the gap between emotional desirability and commercial viability, and capture the global luxury traveller market.Listen now to discover how Ireland is redefining its position in the premium global marketplace.

When Tanya Golesic took the helm of Mackage in July 2021, she inherited a Canadian brand with extraordinary product and almost no story. "The minute you put the product on, you wouldn't want to take the product off," Golesic tells Ken. "But it was lacking a brand story. It was lacking storytelling." Four years and a record-breaking 2025 later, the former Jimmy Choo president has transformed a down-outerwear specialist into a global luxury lifestyle brand—stretching price points to $3,500, balancing the men's-women's split, and betting on the Croatia national team at the World Cup. This is a masterclass in brand building from someone who learned the craft at Ralph Lauren, Marc Jacobs, Canada Goose, and LVMH.In this episode of The Retail Pilot, Ken sits down with Tanya Golesic, CEO of Mackage, to trace her journey from a Croatian immigrant family in Canada to the top of global luxury fashion, and to unpack how she's scaling Mackage beyond its outerwear roots. This is a conversation about craftsmanship, curation, building inside a private-equity-backed startup, and why fashion has more in common with sports than most people think.In this episode you'll learn:How Tanya went from a Croatian immigrant family in Canada to leadership at Ralph Lauren, Marc Jacobs, LVMH, Canada Goose, and Jimmy ChooWhy she turned down Mackage the first time—and how a "six-and-a-half-year interview" led her to the CEO roleThe "aesthetics that protect" brand ethos: why Mackage product must be fashionable, functional, and technical all at onceHow Mackage shifted from 50% heavyweight down to a 12-month lifestyle business spanning leather, cashmere, ready-to-wear, and rainwearWhy 2025 was a record year with double-digit growth—and how launching a real spring collection unlocked itThe logo strategy: segmenting between a "quiet luxury" customer and a streetwear customer with flexible brandingHow she stretched price points from $850–$1,200 up to $3,500 without raising prices across the boardThe wholesale discipline: applying the 80/20 rule and pulling back doors to focus on top-tier accountsMackage's global retail expansion across Canada, the US, Paris, Japan, China, and Korea—and when to use partners vs. going in-houseDon't forget to subscribe to The Retail Pilot podcast for more conversations with retail industry leaders and visionaries shaping the future of commerce.If you missed our last episode, where Pete Nordstrom unpacks the eight-year journey to go private, the strategic partnership with Liverpool that made it possible, and what's actually changed since May 2025, be sure to tune in.Connect with Ken:-Follow Ken Pilot Ventures on LinkedIn, Instagram, and YouTube. Hosted on Ausha. See ausha.co/privacy-policy for more information.

Media i analitycy są zgodni: to jedna z najważniejszych i zarazem najbardziej tajemnicza firma na świecie. Jak zauważa Chris Miller, autor bestsellerowej „Wielkiej wojny o chipy”, holenderskie ASML stało się absolutnym wąskim gardłem dla globalnego rozwoju sztucznej inteligencji. Choć masowy odbiorca rzadko o niej słyszy, giełda nie ma wątpliwości: z wyceną sięgającą niemal 630 mld dol., ASML deklasuje francuski konglomerat dóbr luksusowych LVMH, będąc najcenniejszą spółką w Europie. W tym odcinku wracamy do fascynującej opowieści o krzemowych waflach, które redefiniują naszą cywilizację. Sprawdzamy, dlaczego to właśnie w Europie powstają najbardziej zaawansowane maszyny litograficzne świata, bez których żadna nowoczesna fabryka nie jest w stanie wyprodukować chipów nowej generacji. I czy Europa długo utrzyma na tym polu swoją przewagę? Rozdziały: 5:50 - Nowa generacja AI 12:30 - Historia 20:30 - Wojna handlowa 26:45 - MATCH Act 29:30 - TeraFab 34:22 - Pytanie Źródła: Kwestie nanometrów: https://www.google.com/url?q=https://www.pcgamesn.com/amd/tsmc-7nm-5nm-and-3nm-are-just-numbers&sa=D&source=docs&ust=1780310692933283&usg=AOvVaw2suYd5NP4c52sFhsDB-Udz Maszyny do chipów: https://www.google.com/url?q=https://www.reuters.com/business/asml-says-first-chips-new-high-na-machines-arrive-months-2026-05-19/&sa=D&source=docs&ust=1780310692933550&usg=AOvVaw3ys_Zpku3XHLLhIngLUqaN Raport Deloitte o półprzewodnikach: https://www.deloitte.com/us/en/insights/industry/technology/technology-media-telecom-outlooks/semiconductor-industry-outlook.html Chipy AI: https://www.heygotrade.com/en/news/nvidia-ai-market-trillion-orders/ Logistyka maszyn do chipów: https://www.google.com/url?q=https://www.cnbc.com/2025/05/22/exclusive-look-at-high-na-asmls-new-400-million-chipmaking-colossus.html&sa=D&source=docs&ust=1780310692933816&usg=AOvVaw09J-CG6K8N2u8MCGAhVYeq Atomowy strażnik: https://www.forbes.com/global/2001/1029/056.html Zakaz Bidena: https://www.google.com/url?q=https://www.csis.org/analysis/understanding-biden-administrations-updated-export-controls&sa=D&source=docs&ust=1780310692930586&usg=AOvVaw1fdbTdwuV-n7MUwn8_MFsK Zależność Chin od półprzewodników: https://www.google.com/url?q=https://cset.georgetown.edu/wp-content/uploads/CSET-Chinas-Progress-in-Semiconductor-Manufacturing-Equipment.pdf&sa=D&source=docs&ust=1780310692931171&usg=AOvVaw3oZK8PE04_YLJgioT6zy0L Ograniczenia eksportu do Chin: https://www.taipeitimes.com/News/biz/archives/2023/01/22/2003792979?utm_ MATCH Act: https://www.google.com/url?q=https://www.foreign.senate.gov/press/rep/release/risch-ricketts-kim-introduce-match-act-level-the-global-playing-field-for-us-tech&sa=D&source=docs&ust=1780310692934482&usg=AOvVaw0LS5Y6CFYEjWdqvjZRbxBO Sprzeciw wobec życzeń USA: https://www.google.com/url?q=https://www.reuters.com/world/asia-pacific/dutch-government-objects-proposed-us-law-restricting-asmls-china-exports-2026-05-14&sa=D&source=docs&ust=1780310692934780&usg=AOvVaw3o1-GtfxmFPnReJSZeALYG Cenzura modeli AI: https://www.google.com/url?q=https://academic.oup.com/pnasnexus/article/5/2/pgag013/8487339&sa=D&source=docs&ust=1780310692932399&usg=AOvVaw2OuZSBjGSLi9wG32DZarsu https://www.google.com/url?q=https://arxiv.org/html/2505.14215v1&sa=D&source=docs&ust=1780310692932518&usg=AOvVaw02avO-r_culAecbpvpVHhU Zapraszamy do słuchania!

In this Focus Core podcast episode, host David Sweet interviews Steve Bleistein, CEO of Tokyo-based Relansa, Inc., and author of Dauntless Leadership, about rapid growth and leadership for international companies in Japan. Steve argues Japan is “no enigma” because value and leadership fundamentals are universal, and “we can't do this because this is Japan” is an excuse that abdicates agency. He cites skincare company Takami's fast growth by bucking department-store conventions, using limits to drive innovation, and focusing on direct customer acquisition and lifetime relationships. On leading change, he advises leaders decide the “what” while teams help with the “how,” cater to the vanguard, take action before buy-in, and ignore or remove naysayers. He also discusses hiring leaders who speak truth to power and think strategically, building internal leadership benches, poaching external talent, keeping HR from pre-vetting executives, understanding real decision-making dynamics, defining empowerment, and adapting to demographics through customer/market shifts and productivity-enhancing technology.The 2026 FocusCore Salary Guide is here: 2026 Salary GuideIn this episode you will hear:Why universal business values succeed in Japan and beyondBusting the myth of Japan's business market being 'slow' or 'encrypted'The role of innovation in breaking traditional market normsHow to implement industry-defining leadership strategiesAddressing and adapting to the needs of an aging Japanese marketOvercoming the ‘Japan barrier' in multinational corporationsAbout Steve:Steve is the CEO and founder of Tokyo-based Relansa, Inc., and a recognized expert on rapid business growth for international companies in Japan. He works closely with CEOs and senior leaders to help organizations achieve faster and more sustainable business results in complex cross-cultural environments.A fluent Japanese and French speaker, he is known for bridging Western and Japanese business thinking, advising global brands including Adidas, Godiva, Novo Nordisk, Danone, BMW, LVMH, L'Oréal, Lenovo, and Michelin, among many others.He is the author of seven business books, including Strategy On Your Own Terms, Disrupt or Be Disrupted, Dauntless Leadership, Indomitable Selling Capability, Rapid Culture Change, Charismatic Disruption, and Rapid Organizational Change.He has appeared on Bloomberg News as a commentator on Japanese business issues and has contributed articles to all three of Nikkei's leading business publications in both English and Japanese.In addition to his consulting work, he serves as President of the Entrepreneur Committee at the French Chamber of Commerce and Industry in Japan, where he leads the popular “Conversation With” leadership series featuring senior executives from companies such as Danone, Lenovo, BMW, Unilever, Cartier, and Domino's Pizza Japan. He has also served on the board of Tsukuba International School since 2014.He holds a Ph.D. from the University of New South Wales, an International MBA from the University of South Carolina, and a bachelor's degree in political science from the University of Michigan.Connect with Steve:LinkedIn: https://www.linkedin.com/in/stevenbleistein/Website: https://stevenbleistein.net/Newsletter: https://stevenbleistein.net/#newsletterregoGrowth Zone podcast: https://stevenbleistein.net/feed/podcast/the-growth-zoneApple podcast: https://podcasts.apple.com/us/podcast/the-growth-zone/id1892800069.Podcast: https://stevenbleistein.net/podcast-2/Connect with David Sweet:LinkedIn: https://www.linkedin.com/in/drdavidsweet/Twitter: https://twitter.com/focuscorejpFacebook: :https://www.facebook.com/focuscoreasiaInstagram: https://www.instagram.com/focuscorejp/Website: https://www.japan.focuscoregroup.com/This podcast was proudly produced by Lisa Yasuda.“Doin' the Uptown Lowdown,” used by permission of Christopher Davis-Shannon. To find out more, check out www.thetinman.co. Support independent musicians and artists.

Cette semaine, on rediffuse un épisode qui nous avait profondément marqués : celui d'Arnaud Donckele, chef de deux restaurants triplement étoilés, réunis sous la bannière Cheval Blanc : l'un à Saint-Tropez, l'autre à Paris. Pourquoi le rediffuser ? Parce qu'au-delà de la technique et de la consécration, cet échange pose une question qui dépasse largement les cuisines : « Peut-on écrire l'excellence sans l'humain ? »Arnaud Donckele, c'est l'histoire d'un enfant turbulent, mis à la plonge à 12 ans comme punition par son père charcutier et qui en repart avec son premier couteau. C'est un parcours construit de rencontres décisives : Michel Guérard, Alain Ducasse, Jean-Louis Nomicos. Des maisons exigeantes où il s'est forgé, souvent dans la douleur, toujours dans l'admiration. À chaque étape, quelqu'un lui a transmis quelque chose, une rigueur, une poésie, une vision, qu'il l'a intégré pour mieux s'en affranchir.Mais ce qui frappe chez lui, c'est que l'humain n'est pas une valeur qu'il affiche : c'est le cœur de son système. Ses équipes, ses clients, sa famille, tout le monde est au centre. Sa plus grande fierté n'est pas une étoile. C'est une cliente qui a pleuré d'émotion dans sa salle. Pour découvrir la Vague d'Or, le restaurant d'Arnaud Donckele à Saint Tropez c'est ici !Pour découvrir Plénitude, le restaurant d'Arnaud Donckele à Paris, c'est là !

We're back! Most racing fans only see the thrill on the track—but behind the scenes, a high-stakes business revolution is reshaping Formula One. Tiggy Vallon, host of the renowned Paddock Project, pulls back the curtain on the sport's explosive growth, revealing how billion-dollar valuations, innovative sponsorship strategies, and media deals are fueling a global empire.With a background in engineering and finance, Tiggy offers a rare strategic lens into F1's transformation from Bernie's exclusivity to Liberty Media's entertainment juggernaut. She breaks down how the recent cost cap has turned F1 into a lucrative, competitive marketplace and shares why the sport's future-value lies not just in racing but in its emerging entertainment franchise. You'll discover how brands like LVMH are redefining sponsorship in ways that could set new standards for sports marketing, and why Netflix's "Drive to Survive" catalyzed the sport's American boom.This episode zeroes in on the evolving sponsorship landscape—from the days of logo badging to today's luxe collaborations and AI-powered activations. Tiggy spills secrets on how F1 attracts a diverse, global audience and what the sport is doing to attract women and younger fans. You'll get tangible insights into the sport's most innovative deals, like the ground-breaking LVMH partnership, and what these mean for brands looking to cut through the noise in a saturated market.Failing to understand this shift could mean missing a golden opportunity—or falling behind in the fiercely competitive world of sports business. Whether you're a seasoned investor, marketer, or hardcore fan eager to understand the real engine driving F1's skyrocketing value, this episode will change the way you see the sport—and your own brand's potential.Perfect for entrepreneurs, sports marketers, and F1 aficionados craving deeper insights, Tiggy's expertise reveals where the sport is headed—and how you can get in on the action before it's too late. Don't just watch the races—understand the business that's fueling the fastest growth in sports history.Tiggy is the creator and host of Paddock Project, a top F1 podcast with over a million downloads. With a background in engineering, Stanford MBA, and experience in investment banking, she demystifies the sport's business side for a global audience, blending deep industry knowledge with fresh insights. Hosted on Acast. See acast.com/privacy for more information.

Malinda Sanna operates at the intersection of creativity, culture, and data, using insight as a creative tool to shape how luxury brands connect with people.As the Founder and CEO of LookLook, she built a 7-figure proprietary consumer insights platform over 15 years with a global team of 16. Her methodology centers around what she calls “Cultivated Communities” — highly curated groups of individuals, particularly high-net-worth women, recruited one relationship at a time rather than through traditional third-party panels.She is the creator of Beautyverse, a proprietary community of 1,000+ affluent women focused on luxury beauty, as well as Luxuryverse, communities designed to provide brands with deeper and more nuanced consumer insights beyond traditional market research.Through more than 900 studies and 30,000+ research participants worldwide, Malinda has helped brands including Shiseido, BMW, LVMH, Google, Mondelez, and Nestlé better understand not just what consumers want, but why they want it — and how to translate that into meaningful products, storytelling, and experiences.Her work spans a global network of executives in New York, Paris, Dubai, São Paulo, Beijing, and Shanghai. She also writes a Substack newsletter followed by luxury brand executives around the world.Before founding LookLook, Malinda studied classical music and English literature at Goshen College and worked as a singer. She has been featured in The New York Times, CNN, CNBC, HuffPost, Forbes, Bloomberg, Business Insider, The Washington Post, AdWeek, and Inc.LinksWebsite: LookLookInstagram: @luxuryverse100Support the showIf you would like to get involved with The Wider Lens, you can review sponsorship and contribution options here, as well as become a member here.Remember to stay safe and keep your creative juices flowing!---Tech/Project Management Tools (*these are affiliate links)Buzzsprout*Airtable*17hats*ZoomPodcast Mic*

In this episode of Commerce Untold, host Eitan Koter sits down with Carol Shih, founder of Qode Space, a boutique Shopify agency, and Doraemi, a cross-border consultancy helping international brands enter and grow in the US market.Carol has a background that spans LVMH, Alibaba, and years of working with fashion and beauty brands across multiple continents. She brings a direct, no-nonsense perspective to what it actually takes to succeed in cross-border e-commerce.They get into why so many international brands, including some doing billions in Asia, struggle the moment they try to enter the US. Carol explains that the product is rarely the problem. It usually comes down to self-awareness: knowing your weaknesses before you start spending.The conversation covers what a proper Shopify audit looks like, why pouring money into traffic before your store is ready is one of the most common and expensive mistakes brands make, and how to think about brand positioning before touching paid ads or picking a sales channel.They also talk about the shift toward AI search and what brands need to do now to stay discoverable, why TikTok Shop has changed the beauty category faster than most brands expected, and how Gen Alpha is about to reshape shopping behavior in ways most businesses are not prepared for.Carol also shares how she leads her two businesses, why transparency and community sit at the core of her team culture, and why her ideal clients are usually brands that have already made the expensive mistakes.If you are thinking about cross-border e-commerce, expanding into the US market, or trying to get more out of your Shopify store, this episode is worth your full attention.Website: https://www.vimmi.netEmail us: info@vimmi.netPodcast website: https://vimmi.net/commerce-untold/Eitan Koter's LinkedIn: https://www.linkedin.com/in/eitankoter/YouTube: https://www.youtube.com/@VimmiVideoCommerce/featuredGuest: Carol Shih, Founder, Qode Space and DoraemiCarol Shih's LinkedIn: https://www.linkedin.com/in/shihcarol/Qode Space: https://qodespace.com/Watch the full Youtube video here:https://youtu.be/ptO--lEfDegTakeaways:Self-awareness is the most overlooked step in cross-border e-commerce expansionDominating your home market does not mean you will succeed in the USA slow, buggy website with spelling errors destroys trust before a sale can happenAmazon drives volume but builds no brand loyalty or long-term competitive edgeShopify store performance must be audited before investing in paid trafficAI search (GEO) is the next layer brands need to prepare for alongside SEOTikTok Shop has already surpassed Sephora in beauty salesGen Alpha will reshape shopping behavior within the next four yearsGreat teams are built on transparency, community and psychological safetyThe best clients to work with are the ones who already understand where they failedChapters:[00:00] Introduction: Meet Carol Shih[01:05] From Taiwan to Australia to the US: The Third-Culture Founder[02:30] Biggest Mistakes Brands Make When Going Global[04:31] The Self-Awareness Problem: You Can't Fix What You Won't See[05:58] What Cross-Border Consulting Actually Looks Like in Practice[07:57] Founder-Led Content and Building Long-Term Authority[09:38] Lessons from Alibaba: Speed, Competition and Work Culture[12:26] The Shopify Audit Process: How to Build a High-Converting Store[14:36] AI in E-Commerce: What Is Real Right Now[16:40] AI Search, GEO and the Click-Less Future[18:04] Go-to-Market for International Brands: Amazon vs TikTok vs DTC[22:10] Beauty, Fashion and Lifestyle: Why Carol Keeps Landing Here[23:46] K-Beauty, Gen Z and the TikTokification of Shopping[25:18] Gen Alpha Will Change Everything: Here Is What to Watch[27:10] Leadership, Team Building and Running Two Companies[30:46] Leading With Transparency as a Founder and a Parent[32:01] Carol's Ideal Client: Brands That Have Already Failed[34:05] Where to Find Carol Shih

Man, I don’t know how else to say this — this one got me. I sat down with Christian Zeron, the guy behind the Theo N. Harris Instagram, and what started as a watch-world conversation turned into one of the most honest, wide-open talks about hunting, identity, manhood, and what it means to find something that actually moves you. That’s the kind of episode this is. Christian grew up in New Jersey selling vintage Rolexes in college and built a marketing company around it. He’s sharp, he’s articulate, and — up until about six months ago — he had zero connection to the hunting world. Then a client invited him on a hunt in Kentucky and, well, here we are. He killed his first turkey this spring, he’s already got hog hunts lined up in Texas and a dove trip to Argentina on the books, and the guy is all in. Completely, unapologetically, joyfully all in. What I love about Christian is that he brings this fresh set of eyes to our world. He’s not pretending to be someone he’s not. He’s a Ralph Lauren, vintage shotgun, lever-action rifle kind of guy who gets genuinely emotional talking about his late grandfather while butchering his first bird. That’s real. That’s the stuff hunting is actually made of, and it’s the stuff that’s really hard to explain to people who haven’t lived it. We go deep on the watch world and what Rolex figured out about aspiration and identity that most brands never do. We talk camo as identity, Sitka vs. First Lite, Yeti coolers, LVMH, Omega, Casio — and somehow it all connects back to hunting, brand building, and what it means to be a man who collects experiences instead of just stuff. Plus, we dig into what I’m trying to build with Bridger Watch and Christian gives me some real, unfiltered marketing advice on how to position it against Garmin and Apple. This is the kind of conversation that makes you want to call your old man, fire up a steak, and go outside. Strap in. Episode Sponsors onX Hunt If you’re serious about hunting out west, onX isn’t optional — it’s foundational. We’re talking land ownership, access layers, terrain intel, and a full suite of tools built for every phase of the hunt: planning, preparation, and execution. The difference onX makes is simple. It’s confidence. Confidence that you’re in the right spot. Confidence that you’re legal. Confidence that you can find your way back to the truck when the day goes long and the country gets weird. Download the onX Hunt app and become an Elite member today. Use code TRO for 20% off your membership. Website: onxmaps.com Bridger Watch I set out to build a better smartwatch for the hunting community — plain and simple. I was frustrated. I kept pulling my phone out 100 times a day to check onX in the field and thought, why can’t we just have the map on our wrist? So we went down the rabbit hole and built what I genuinely believe is the best smartwatch ever made for hunters. If you’re a watch guy and a hunter, this was built for you. Use code TRO at checkout. Website: bridgerwatch.com Timestamp Chapters 0:00  —  Intro & Sponsor — onX Hunt 1:45  —  Sponsor — Bridger Watch 3:00  —  Welcome Christian Zeron | Who Is This Guy? 5:30  —  From Jersey to the Deer Woods — How a Watch Guy Found Hunting 9:00  —  Building a Marketing Company on the Back of Rolex 12:30  —  Christian’s First Turkey: Buck Fever, Clown Makeup, and Grandfather Moments 17:00  —  Why Hunting Hits Different — The Emotional Depth Non-Hunters Don’t Understand 20:30  —  Serving Elk Steak & The Pride of the Harvest 23:00  —  Where Does Christian’s Hunting Journey Go From Here? Argentina, Texas, Bear Hunts 26:30  —  Identity in the Hunting World — Camo Brands, Sitka, First Lite & the Yeti Effect 30:00  —  Decor, Taxidermy, and Why Rural Men Are More Aesthetic Than Manhattan Bankers 33:30  —  The Smartwatch Debate — Where Does a Luxury Watch Guy Land on Wearables? 37:00  —  Marketing Advice for Bridger Watch — What Rolex Got Right & What We Should Learn 40:30  —  The Watch World Deep Dive — Omega, Tag Heuer, LVMH, Casio & Vintage Markets 44:00  —  Lever Guns, Grandfather’s .35 Remington, and Planning Future Hunts 46:00  —  Wrap Up — Follow Christian & Final Thoughts 3 Key Takeaways 1. Hunting Connects You to Something Bigger Than the Kill Christian’s story about his late grandfather flooding back while he was butchering his first turkey is one of the most honest descriptions of why hunters hunt that I’ve heard in a long time. The harvest, the meat, the field dressing — it all becomes this vessel for memory and emotion and people you’ve lost. And it’s something you genuinely cannot explain to someone who hasn’t felt it. If you’ve ever felt your dad or your grandfather or someone you loved in a duck blind or a wall tent, you know exactly what Christian is talking about. That feeling doesn’t go away. It doesn’t get old. That’s why we keep going back. 2. Identity Is at the Core of Every Purchase Decision — Hunting Included Christian has been living inside luxury brand psychology for over a decade, and watching him apply that lens to the hunting world is genuinely eye-opening. Whether it’s Sitka gear, a Yeti cooler, or a vintage duck camo jacket — we are all making identity statements with every piece of kit we buy. And what’s fascinating is that hunters, who largely pride themselves on being no-nonsense, practical people, are actually some of the most identity-driven consumers out there. The trophy room, the curated camp setup, the brand of camo you wear — it all means something. Knowing that isn’t a bad thing. It’s human nature. 3. Lead With the Tool — Let the Lifestyle Follow Christian’s marketing insight for Bridger Watch — and honestly for any product in the outdoor space — is worth writing down. The temptation is to lead with the vibe, the lifestyle, the beautiful photos. But for a product that has genuine technical superiority in a specific use case, the smarter play is to lead with education and product proof first, and let the lifestyle layer build behind it. Rolex works because it’s 90% signal and 10% tool. A hunting watch should be the opposite: 90% tool, 10% signal. Prove what the product does for real people doing real things, and the identity follows naturally.

Chris de Lapuente, former Executive at LVMH and CEO of Sephora, played a pivotal role in scaling the business from €2.5bn to €16bn during his 13 years at the helm of the beauty retailer. He first met host Sir Richard Harpin at Procter and Gamble and shares reflections on their training which led to many successful business leaders. Chris describes how he grew Sephora, expanded globally and learned to be adaptable, as well as the mistakes that define his journey. Also, what is it like to work with Europe's richest man and CEO of LVMH, Bernard Arnault?Topics covered:Procter and GambleWork-Life balanceTransformationExpansionRetail brands and experienceHigh-performing teamsLVMH and Bernard ArnaultTips for Scaling businessesBusiness Leader is a membership community for ambitious CEOs and founders of mid-sized UK companies, designed to help them grow with purpose through strategic support, peer-to-peer learning, expert coaching, and high-impact events. Join the Business Leader community here and sign up for our newsletter here. Hosted on Acast. See acast.com/privacy for more information.

Au sommaire :Jerome Powell quitte la présidence de la Réserve fédérale américaine, remplacé par Kevin Walsh, un candidat soutenu par Donald Trump, qui devra composer avec une inflation élevée aux États-Unis.La Chine passe une commande de 200 avions auprès de Boeing, un contrat important mais inférieur aux attentes des investisseurs.Le week-end de l'Ascension n'a pas été favorable au tourisme en France, avec une baisse des réservations liée à l'augmentation des prix du carburant et à l'inquiétude des consommateurs sur leur pouvoir d'achat.Le groupe Stellantis et son partenaire chinois Dongfeng relancent leur collaboration pour produire des véhicules Peugeot et Jeep destinés à l'exportation.LVMH officialise la vente de la marque Marc Jacobs au groupe américain WMH, VHP Global, pour environ un milliard de dollars.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

ตลอดยุค 40 ปีที่ผ่านมา โลกต่างรู้จัก LVMH ในฐานะจักรวรรดิสินค้าหรูที่เป็น ‘ยักษ์ใหญ่' ผู้ทรงอิทธิพลที่สุดในวงการธุรกิจ แต่มาวันนี้ยักษ์ใหญ่กลับกำลังทำสิ่งที่ไม่เคยทำมาก่อน นั่นคือการ ‘เริ่มเทขาย' สินทรัพย์และแบรนด์ในเครือครั้งใหญ่ที่สุดในประวัติศาสตร์  . นี่ไม่ใช่แค่เรื่องของการจัดระเบียบต้นทุนธรรมดา แต่เป็นสัญญาณเตือนภัยที่เรียกว่าสั่นคลอนพฤติกรรมผู้บริโภคทั่วโลก แล้วทำไมยักษ์ใหญ่ถึงต้องยอมหดตัว? มาหาคำตอบได้ในพอดแคสต์ 5M EP. นี้ . . #LVMH #business #goodtime #5minutespodcast #missiontothemoonpodcast

ตลอดยุค 40 ปีที่ผ่านมา โลกต่างรู้จัก LVMH ในฐานะจักรวรรดิสินค้าหรูที่เป็น ‘ยักษ์ใหญ่' ผู้ทรงอิทธิพลที่สุดในวงการธุรกิจ แต่มาวันนี้ยักษ์ใหญ่กลับกำลังทำสิ่งที่ไม่เคยทำมาก่อน นั่นคือการ ‘เริ่มเทขาย' สินทรัพย์และแบรนด์ในเครือครั้งใหญ่ที่สุดในประวัติศาสตร์  . นี่ไม่ใช่แค่เรื่องของการจัดระเบียบต้นทุนธรรมดา แต่เป็นสัญญาณเตือนภัยที่เรียกว่าสั่นคลอนพฤติกรรมผู้บริโภคทั่วโลก แล้วทำไมยักษ์ใหญ่ถึงต้องยอมหดตัว? มาหาคำตอบได้ในพอดแคสต์ 5M EP. นี้ . . #LVMH #business #goodtime #5minutespodcast #missiontothemoonpodcast

Cliquez ici pour accéder gratuitement aux articles lus de Mediapart : https://m.audiomeans.fr/s/P-UmoTbNLs L'artiste JR installe une œuvre XXL sur le plus vieux pont de Paris. La Samaritaine a été choisie pour vendre les produits dérivés liés à l'événement. Une aubaine pour le grand magasin de LVMH, en déficit structurel.Un article de Khedidja Zerouali publié le 14 mai 2026, lu par Jérémy Zylberberg. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

From the beginning, the Hermes Family knew they were in the craftsmen business. Making products that last for generations. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not-so-secret techniques that took famous businesses from mom-and-pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [Wagmore Garage Doors Ad] Dave Young: Welcome back to the Empire Builders Podcast. Dave Young here, along with Stephen Semple. And Stephen, just before he whispered the topic in, this tells you what Stephen thinks about me. He said, “Yeah. I’ll tell you this one, but I don’t think you’re going to know about it because it’s a really high-end fashion.” Yeah. Stephen Semple: It’s not exactly what I said. Dave Young: Not … Well, I’m telling the truth in a more powerful way. And as we call them in Nebraska, Hermès, but it’s Hermès. Say it for me. Stephen Semple: I think it’s Hermès because it’s French. Dave Young: Hermès? Hermès? Stephen Semple: Yeah. Dave Young: Is the H pronounced at the beginning or not? I don’t know. Stephen Semple: I think it would be very soft. Dave Young: Scarves and things like that, that’s all I know. Stephen Semple: Well, the big thing they’re known for is handbags. Dave Young: Things I don’t own is what they’re known for. Stephen Semple: Correct. Dave Young: And I will admit you were absolutely right to think that I probably don’t know a whole lot about these people or this brand. Stephen Semple: The more I looked into this company, the more interested I got on it because I got fascinated by some of the history. Dave Young: I got to share with you just how much I don’t know about them. You see this shirt I’m wearing as we record? Stephen Semple: Yes. Dave Young: This is from the fishing department at Walmart. Not the men’s clothing section. Fishing. And I- Stephen Semple: And, Dave- Dave Young: Here’s the other thing. Stephen Semple: Dave, you don’t fish, dude. Dave Young: I don’t fish. No, I don’t. I don’t fish at all. I stumbled across these shirts one time. I’m like, “I love these shirts.” But yeah, anyway, they’re not Hermès. Stephen Semple: So this is a really interesting company. It was founded in 1837 by Thierry Hermès. And he’s a German-born craftsman. And the company started in Paris. Now, what makes it super rare is here we are, close to 190 years later, and it’s still primarily owned by direct descendants of Thierry. Dave Young: Wow. Stephen Semple: There you go, Dave. Dave Young: Okay. That’s pretty cool. That’s a family business. Stephen Semple: That’s interesting on its own, isn’t it? Dave Young: Mm-hmm. Stephen Semple: So the family owns somewhere between 65 and 70% of the business, and is publicly traded at around a valuation of about $200 billion. Dave Young: That’s a lot of billion. Stephen Semple: That’s a couple of billion, isn’t it? Dave Young: Yeah. Wow. Okay. Stephen Semple: They only have like 70% of that 200 billion, so … Dave Young: Oh. Well, just downgraded their jet. Stephen Semple: Yeah. That’s it. So in 2010, the luxury giant LVMH tried to take the company over, and the family blocked it. There was a time where they tried to take over. And the CEO, Axel Dumas, is a sixth generation member of the Hermès family. So today, they have 300 stores. They do 14 billion EU, which is about 16 billion US in sales, which means they sell $50 million per store. Dave Young: I was going to say that’s not very many stores. Stephen Semple: No. And put in perspective, Gucci does about 25 million. Prada does half of that. Tiffany’s does about 15 million per store. $50 million per store. Dave Young: It’s got to be a front for something else. Stephen Semple: Now, their big product, so we talked about … Is this handbag called the Birkin bag. And the Birkin bag sells for anywhere from $10,000 to $100,000 per bag. Dave Young: Get out of town. Stephen Semple: Yeah. And often sells for more- Dave Young: Is it bottomless? Can you crawl into it? Stephen Semple: Seemingly, it’s a pretty big bag. I personally- Dave Young: Will it transport you to other dimensions? Stephen Semple: I personally have never known anybody who’s had one, so I can’t really comment. Dave Young: No. No. I just want to touch one. Stephen Semple: And here’s the other crazy thing, is they often sell for more on the secondary market. Dave Young: Sure. Stephen Semple: Yeah. Dave Young: Why not? Stephen Semple: They’re super- Dave Young: Because they only make a couple of them, or enough to sell. Stephen Semple: They’re super scarce. You cannot walk into a store and buy one. There’s a waiting list. Dave Young: Wow. Okay. Stephen Semple: Even celebrities, doesn’t matter who you are, have to get on the waiting list. They’ve really leaned into this whole idea of scarcity. Dave Young: Yeah. Stephen Semple: They’ve really leaned into it. Dave Young: How many billion dollars worth of scarcity? Stephen Semple: Oh, in terms of their sales? Dave Young: 300 stores. And how much per store? Stephen Semple: Well, 50 million a store. Dave Young: It doesn’t feel like scarcity, but when the handbags are 10,000 and up … Wow. Stephen Semple: And to this day, the leather bags use the original hand saddle stitching. Every bag is made by one person, beginning to end, handcrafted. Their scarves, which are also really known for, are hand screen printed. The edges are all hand rolled. And the CEO personally signs off on every product. Dave Young: All right. Stephen Semple: So there is this real high level of craftsmanship with it. So Thierry was born in 1801 in Krefeld, Germany. And at the time, that part of Germany was under the control of Bonaparte, which made him a French citizen. So that’s why though he was German-born, French citizen. Dave Young: Oh. Okay. Stephen Semple: And the town was known for textiles and was considered the city of velvet and silk. And in 1821, most of his family had died of famine and disease due to the war. So he moved to Normandy, where he learned the art of saddle and harness making under the Palmieri family. 1828, he married. And in 1837, he moved to Paris and opened an equestrian supply store. I’m going to butcher this. Dave Young: Of course you are. Stephen Semple: Rue Basse-du-Rempart. Dave Young: You said it perfectly. Stephen Semple: Okay. There we go. There, he made bridals, harnesses, carriage fittings using leather and wrought iron, right? And he became famous for a particularly strong saddle stitch that basically uses this opposite stitching. If one of the stitches broke, the other held. Dave Young: Now, here’s what I know about horses in Paris. Stephen Semple: Okay. Dave Young: Ain’t no cowboys over there. So again, this is the rich folk doing equestrian things and pulling carriages. Stephen Semple: That’s it. It was a mode of transportation. Dave Young: Yeah. The average folk are walking around the streets of Paris. Stephen Semple: Correct. Correct. It was the nobility who had horses and carriages. Now, that original stitch is still the stitch that’s being used today. Dave Young: Hey, if it works. Stephen Semple: Yeah. So this stitch is important to the history because to your point, horses and carriages were a mode of transportation. And, look, the roads were rough. Transportation was rough. So durability was really important. And his skill attracted the nobility. People like Eugénie, the wife of Napoleon III. So Thierry went on to win several medals for this design and his work. And he became known because his stitching did not break, the leather aged beautifully, and the workmanship was flawless under stress. So he died in 1878. And his son, Charles-Émile, took over. And like his dad, he was dedicated to this quality. The business expanded. They started creating more products, including these really large bags that could actually carry a saddle and the boots, right? Because- Dave Young: Wow. Okay. That is a big bag. Stephen Semple: Right? Because if you had a horse and you’re showing up, you take the saddle, you take the boots off, right? Dave Young: Yeah. Yeah. Stephen Semple: And it’s really considered the forerunner to this big handbag that they make today. So you’re asking, “Is it big?” It’s a big handbag. So the business growing. Dave Young: Everything but the horse. Stephen Semple: Yeah. Everything but the horse. That’s it. So the business is growing. The prestige is growing. They’re making these products for the horse and carriage industry. Then Charles travels to Canada. Dave Young: Oh. Okay. Stephen Semple: Okay. And he comes across this unique fastening system that’s being used for the canvas roof of the convertible Cadillac. It was a zipper. Dave Young: Oh. Yeah. The zipper. Uh-huh. Stephen Semple: So he took the idea back to France, and he applied for a patent to use the idea, and thus was born the Hermès fastener. It was innovative at the time. Dave Young: Okay. Stephen Semple: By the end- Dave Young: But it was a zipper? Stephen Semple: It’s a zipper. Dave Young: Okay. Stephen Semple: But it’s not a zipper. It’s the Hermès fastener. Dave Young: It’s the Hermès fastener. Yes. Get it right. Stephen Semple: Yeah. So by the end of World War II … This is another important part in terms of innovation because think about how many businesses that served the carriage trade that died. Dave Young: Well, sure. Yeah. Stephen Semple: Right? Dave Young: Because once we started all using cars and … I’m also thinking, man, this German-owned business in Paris in World War II, that’s got to be a tricky road to- Stephen Semple: Well, we’re not at World War II yet. End of World War I. Dave Young: Okay. Into World War- Stephen Semple: Into World War I. Dave Young: Oh, yeah. Okay. Kind of the same. Stephen Semple: He realizes that the car is going to take off. He notices the car. But what he also realizes, it’s a faster form of transportation. So it requires stronger materials and better fasteners because remember, the early cars didn’t have trunks that you put things in. You put a trunk on the back of the car and attached it all with fasteners. Dave Young: Right. So you need a trunk that could withstand being outdoors while a car drives it around. Stephen Semple: Correct. They did a collaboration with Bugatti where Bugatti commissioned a yellow trunk and yellow cowhide to match the first Bugatti Royale. Dave Young: Wow. Okay. Stephen Semple: Right. So this is a interesting thing. They did not change their business for the car. They refocused it. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off. And trust me, you haven’t missed a thing. Stephen Semple: So this is a interesting thing. They did not change their business for the car. They refocused it. They leaned into the things they were already good at. And I think this is important because how many companies, again, were unable to pivot to the automobile business? Dave Young: I think of all the things in a car. Yeah. Eventually, we figured out we could actually put a trunk in the car instead of- Stephen Semple: Eventually. Dave Young: … carrying it on top. But you’ve also got all the upholstery, maybe the dashboard, maybe the steering wheel that would be wrapped in leather and need some fine stitching. So there’s lots of things that you could still do that show off your skill and your dedication to this kind of quality. Stephen Semple: Right. They didn’t ask, “What do we need to do differently?” They asked, “Where does their craftsmanship still matter?” Dave Young: Yeah. Stephen Semple: That’s the question they asked. Where does our craftsmanship still matter? Dave Young: And they realized that’s the business they were in, was craftsmanship and making things well. Stephen Semple: This is an important distinction to keep in mind that comes later. So 1922, they added their first handbag basically when Émile’s wife, she was like, “I’d like a scaled down version of this thing that you put boots and saddles in.” Dave Young: Don’t really need to carry my boots, but … Stephen Semple: But travel was also expanding at this time, so the handbags started becoming a needed accessory. 1950s, they added their orange box. So they took probably … And I’m going to guess they probably took inspiration from Tiffany’s Blue Box, and they created this orange box. Now, here’s an important part of the company’s history. It’s 1978. And Jean-Louis Dumas, the great-great-great-grandson of Thierry has taken over the company. And the company was stagnating. They still had loyal customers, but not enough of them. And here’s the advice that was given to them by investment bankers. Cut production costs by outsourcing production. Dave Young: Of course that’s the advice that was given to them by investment bankers. Stephen Semple: How many times we heard that advice? Dave Young: Yeah. Stephen Semple: But what was their DNA? Craftsmanship. Dave Young: Yeah. Stephen Semple: And, look, everybody will say, “Oh, you can outsource it, and you’ll still have the same quality.” He knew that to not to be true. He knew he would never be able to maintain quality the moment he did that. So how many companies would have resisted this? I don’t know of any others. I’m sure there’s others. But that was a big moment. And he said, “No, we’re not doing that.” Instead, what he decided to do was something that they rarely did, advertise. Dave Young: Yeah. Okay. Stephen Semple: But here’s what they did. They decide to advertise something different. It’s 1979. And they launched this campaign showing edgy, young … Remember, ’79. Edgy, young Parisian women wearing silk Hermès scarves, not in haute couture, wearing jeans. Dave Young: Yeah. There you go. Stephen Semple: Fits, but doesn’t fit. Picked a scarf. Expensive, but pretty much anybody could purchase. And all of a sudden, this accessory that made the jeans and everything look awesome. Where did you get that scarf? Dave Young: You could dress down, but people would still know. Stephen Semple: Bingo. Dave Young: I also think … I don’t know if this had a part in it or not, but that’s the era of Robin Leach’s Lifestyles of the Rich and Famous. Stephen Semple: Right. There you go. Dave Young: And so people had a fascination with this kind of thing there because of that show, right? That was always an interesting one to watch and to make fun of Robin Lynch, Leach, Robin Leach. Stephen Semple: Yeah. Leach. Yeah. So here’s the thing you could do. You could put on your jeans, you could put on a nice shirt, you could put on that scarf, and you’re looking like a Parisian model. They sold a crap ton of the scarfs. What they also knew is selling the scarves, people are now in their store, they’re going to see other things. Dave Young: Yeah. They’re going to start to want that bag. Stephen Semple: The advertising campaign was shocking. Dave Young: Really? Stephen Semple: Because it was just … Well, it was never done before. It was never this super high-end fashion going there. They were the first to do it. It was shocking, but changed the trajectory of the company. We could do a whole episode just on the scarves and the history of the handbags in terms of the things that they did for promoting it. But what I loved was he looked at it and he said, “There’s another option other than dropping production costs. What we need to do is we need to find new customers. How are we going to find new customers? We’re going to find new customers by reaching down, but we’re not going to reach down by making our products cheaper. We’re going to reach down by finding a product that if somebody really wants, they … Sure, $300, $400 scarf is crazy expensive, but can buy. And we’re going to make it glamorous. And, look, if we sell a whole pile of those scarves, we’re doing well.” Dave Young: So I may be wrong on this, but here’s what my Spidey-sense tells me. Who stole the idea of the DNA of the Hermès ads in the ’70s to repeat that thing where it’s, “We can make this expensive product desirable. And everybody will want it”? Stephen Semple: Ralph Lauren. Dave Young: Now I’m thinking iPods. Stephen Semple: Except he’s not expensive. Dave Young: I’m thinking iPod. The iPod. Stephen Semple: iPods. Interesting. Interesting. Dave Young: Thousand songs in your pocket. And the ads were sort of this every person with the white cord and the AirPods. Stephen Semple: Interesting. Interesting. Dave Young: But that’s the same notion, right? Stephen Semple: It is the same notion. Dave Young: This is the one little expensive thing that you can have and just make your life better. Stephen Semple: Yeah. Dave Young: Yeah. Stephen Semple: Well, it’s that whole idea of an indulgence. Dave Young: Mm-hmm. Absolutely. Stephen Semple: Right? This is an indulgence. I can go and I can treat myself. I will feel better. It’s special. It’s all these other things. And it’s that moment where you’re sort of like … It’s that whole idea of it’s an indulgence. And they figured out how to stay true to what they do. They still make the super expensive stuff, but were able to reach down into more mainstream, which is where you need to be in order to be successful long term. Dave Young: Yeah. You just want the people to really want the one thing. This is a great story. And now I’m wondering what color of Hermès cravat would go well with my Walmart fishing shirt. But here’s the problem. Here’s the problem. Stephen Semple: There’s so many problems. Dave Young: No. No. Well, I don’t even know where one of their stores is. So that’s probably by design. They don’t want me to know where one of their stores is. Stephen Semple: Where they will be- Dave Young: I’d wander around and touch things. Stephen Semple: Yeah. Where they would be would be in, again, the really super high-end malls [inaudible 00:18:49]. Dave Young: If you find a Tiffany store, you’ve found the Hermès store. Stephen Semple: You have. You have. But it’s funny because anytime I’ve known about the company, I’ve never really researched it because it was not- Dave Young: I’ve seen the name before. I’ve seen the name. Wondered how you pronounced it until fairly recently. Yeah. Stephen Semple: And seen the name, know about it. Then I came across a few things. And then literally how I got interested in it, I was researching Tiffany’s, and there was a little book on Tiffany’s that had some information in it that I thought I could use for the Tiffany’s episode. I bought the book, and Amazon said, “Those who have bought that book have also bought-“ Dave Young: Also like. Yeah. Hermès. Stephen Semple: “… this book.” Right? So I was like, “Oh, what the heck? Let’s add that to the cart.” Dave Young: Yeah. There you go. Stephen Semple: So I added it to the cart. And then I started reading through it, and I was like, “Wow. This is actually a really interesting company.” Dave Young: Very cool. Stephen Semple: Yeah. So I sort of stumbled across it kind of by accident. Dave Young: What’s the scarf cost? It’s got to be less than the leather bag. Stephen Semple: Oh, yes. Dave Young: Yeah. Stephen Semple: Yeah. Dave Young: So … Stephen Semple: I’m going to guess they’re three, $400. Dave Young: Okay. I’m just saying for the guys out there, this is one of those sleeper gifts, right? Get her a scarf from Hermès. Stephen Semple: I just Googled it. Canadian. They run from $500 to 750 bucks. Dave Young: Yeah. Yeah. I’m not saying do that instead of jewelry or something, but that’s a nice one you didn’t think of. Stephen Semple: It’s a special thing. Dave Young: Yeah. And she’s going to know more about it than you probably. Stephen Semple: And I remember doing the research on it. I was looking at them. They are beautiful and they’re all hand rolled and they are actually pretty spectacular. Dave Young: Awesome. All right. Hermès. Hermès. Hermès. Hermès. Hermès. Stephen Semple: Let’s go with Hermès. That sounds great. Dave Young: Hermès. Yeah. Stephen Semple: Hermès. Dave Young: It doesn’t sound quite as- Stephen Semple: I actually think if we’re probably going to … I think if we’re going to really do it correctly, it’s Hermès, I bet you. It’s just like … That H is just like- Dave Young: Hermès. Hermès is a diner somewhere, but- Stephen Semple: Just poking it. Dave Young: Hermès. Thank you for bringing us the Hermès story to the Empire Builders Podcast, Stephen. Stephen Semple: All right. Thanks, David. Dave Young: Thanks for listening to the podcast. Please share us. Subscribe on your favorite podcast app and leave us a big, fat, juicy five-star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute empire building session, you can do it at empirebuildingprogram.com.

Shopify posted its strongest quarter in four years and the stock fell 7%. Rick walks through why Wall Street wasn't impressed, what the LVMH signing actually means for the "Shopify is only for startups" narrative, and the credit-loss line item that's quietly getting bigger.Also this week:Amazon Q1: three numbers Wall Street missed, including a $150B grocery run rate and free cash flow down 95%The Watson Weekly is sponsored by Avalara—the agentic AI platform automating global tax and compliance for leading eCommerce brands. Go to avalaratax.watsonweekly.com for more details.Alphabet's Universal Commerce Protocol, now signed by Kingfisher, Target, and WayfairGameStop's $55.5B bid for eBay, with Ryan Cohen pitching it as "Chewy on steroids"Investor Minute: PayPal restructure, Recharge buys Skio for $105M, Cognizant grabs Astreya for $600M, Lipton takes a $245M CVC investment, District raises $14.7M seed

US fuel exports have surged to a record level, and hedge funds had their best month since 2020. Plus, Samsung Electronics is locked in a feud with its workers over how to share the spoils of the AI-driven semiconductor boom, and LVMH is considering selling some of its iconic brands. Mentioned in this podcast:US fuel exports hit record in boon for oil companies and threat to TrumpLVMH goes from buyer to seller as luxury's winter drags onTech rally hands hedge funds biggest gains since 2020Samsung workers demand bigger slice of surging AI profitsNote: The FT does not use generative AI to voice its podcasts Today's FT News Briefing was hosted and edited by Marc Filippino, and produced by Katya Kumkova, Saffeya Ahmed, and Sonja Hutson. Our show was mixed by Kelly Garry. Additional help from Gavin Kallmann, Michael Lello and David da Silva. Our executive producer is Topher Forhecz. Cheryl Brumley is the FT's Global Head of Audio. The show's theme music is by Metaphor Music. Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

Dans cet épisode, je reçois Camille Denoy.Camille est issue d'une famille de 3 filles ou le rapport à la cuisine et à la musique occupe une place centrale.Petite fille très curieuse, Camille se passionne d'ailleurs très tôt pour la harpe (qu'elle découvre de manière si improbable dans une ferme du Sud-Ouest...) et entre au Conservatoire de Paris à seulement 11 ans, avec le soutien de ses parents.Après ses études, Camille est recrutée chez LVMH et s'implique dans le projet de la fondation Vuitton qui verra le jour quelques années plus tard.Elle aura l'audace de demander un rendez-vous à Bernard Arnault, afin de lui présenter un projet entrepreneurial. Un moment fort pour Camille qui lancera par la suite sa première entreprise, Terroir mon Amour, une plateforme faisant le lien entre les producteurs français et les consommateurs afin de favoriser un cycle vertueux de circuits courts.Camille fera grandir sa société jusqu'à 20 collaborateurs et expérimentera les difficultés de l'entrepreneuriat. Après avoir eu 2 enfants à 18 mois d'écart, subit un Covid et un confinement compliqué Camille décide de vendre son entreprise après 4 ans d'activité. Terroir Mon Amour sera rachetée par un groupe et Camille assurera la transition durant 1 an avant de voguer vers de nouvelles aventures.Si Camille s'apprête, au moment ou je lui tend le micro, à accueillir son 4ème bébé, elle se souvient de sa première expérience douloureuse  alors qu'elle tombe enceinte pour la première fois et se heurte à la brutalité du corps médical dans la prise en charge de l'arrêt de cette première grossesse qu'elle avait pourtant déja investie. Elle cherche alors à creuser l'accompagnement proposé aux femmes enceintes, se renseigne sur les différentes pratiques au delà de nos frontières et découvre une richesse de pratiques différentes et complémentaires à la médecine traditionnelle permettant de respecter la liberté de la femme, du couple et des enfants.Progressivement, Camille tisse un lien entre ses deux univers : nourrir et donner la vie.Elle devient alors doula, un métier ancestral, et accompagne aujourd'hui les femmes, les familles, dans des moments parmi les plus intenses et les plus vulnérables de leur existence du désir d'enfant à la ménopause. Camille exerce également une activité de conseil auprès des entreprises qui souhaitent investir une approche plus vertueuse.Enfin, Camille a vécu un drame familial, ses filles ayant été victimes de violences sexuelles dans le cadre du périscolaire. Elle contribue activement à lever ce déni sociétal ou ouvre la voie avec toutes les difficultés émotionnelles, organisationnelles et traumatiques que celà comporte.Camille reflète totalement l'ADN des invitées sur ce podcast: des femmes qui ont su suivre leur voie et faire entendre leur voix.Camille Denoy, bienvenue dans Legend Ladies. 

永遠不回頭 因為頭沒油臭 深層去油垢 洗淨頭皮油臭 一次全擁有倫士度洗回頭皮健康狀態 7天有感去味 LUCIDO倫士度．頭皮去味洗髮精 極淨去味配方 深層洗淨熟男黏膩油垢 立即體驗7天去味不回頭： https://fstry.pse.is/9699zq —— 以上為 Firstory Podcast 廣告 —— 精品品牌LV的母公司，法國精品龍頭LVMH集團，持續進行出售旗下時尚、美妝、酒類品牌的計畫，要把這些交易所獲得的資金，進行重新分配及成本控管，也顯示在精品業持續的寒冬中，如果品牌業績表現不夠搶眼，隨時都有可能面臨被市場淘汰的危機。 加入會員，支持節目： https://cku2d315gwbbo0947nezjmg86.firstory.io/join 留言告訴我你對這一集的想法： https://open.firstory.me/user/cku2d315gwbbo0947nezjmg86/comments YT收看《寰宇全視界》

The Met Gala is the Super Bowl of red carpets, the most photographed, dissected, and mythologized night in fashion. But most of what we think we know about it isn't quite right.I'm joined by Amy Odell, journalist and author of Anna: The Biography, for a conversation that pulls back the curtain on what really happens behind fashion's biggest night. From how Anna Wintour actually approves looks, to who makes it onto the invite list, to why tech money is suddenly funding the whole thing, Amy decodes it all.In this episode, we get into:The biggest misconceptions about the Met Gala (and what really happens behind the scenes)How Anna Wintour actually approves looks — and what she doesn't seeWho gets invited, who gets crossed off the list, and how the seating really worksWhy Met Gala tickets jumped to $100K this year and what tables actually costThe Bezos era: how tech money is reshaping fashion's biggest nightWhy brands like LVMH and Kering aren't buying tables the way they used toThe Devil Wears Prada Vogue cover and what it tells us about Vogue's futureThe real story of how Lauren Weisberger went from Anna's assistant to writing the bookWhy the Costume Institute has to raise its own funds (and Anna's role in changing that)Met Gala vs. Oscars: how fashion superseded Hollywood on the red carpetBehind-the-scenes rules: the no-phones policy, green rooms, and rider requestsThe Zendaya x Anna Sui matching look moment and how it slipped throughWhat to expect from "Costume Art" and the "Fashion Is Art" dress codeHow to actually watch the Met: Amy's go-to live stream and second-screen setupTimestamps:00:00 Intro: Why the Met Gala has so many misconceptions 01:00 The biggest myth — does Anna really approve every look? 01:58 Why the Met has superseded Vogue in cultural relevance 03:40 Met Gala vs. the Oscars and the rise of theme dressing 05:23 Inside the room: how the Met Gala became a networking event 06:40 How brands and Vogue decide who sits where 07:59 Anna's list: how the invite list actually gets made 08:31 Can you pay your way in? The Bezos era explained 10:00 OpenAI, Snap, and Meta: why tech is buying tables now 11:26 Taste, relevancy, and the Hiltons and Kardashians question 12:30 The Kim Kardashian Vogue cover backlash, then and now 13:30 The Devil Wears Prada Vogue cover and what it signals 14:54 The real story: how Lauren Weisberger wrote the book 17:30 How Anna handled the original movie in 2006 19:30 Met Monday speculation and Meryl Streep rumors 20:50 Why the Costume Institute has to fund itself 22:34 Why fashion is finally getting respect in the art world 23:40 New Costume Institute galleries — out of the basement 24:00 Why luxury brands aren't buying tables this year 25:30 The math: what $6M means to Bezos vs. an average household 27:50 Inside the room: nerves, dress codes, and bathroom breaks 28:42 Green rooms, rider requests, and Karl Lagerfeld's Diet Coke 30:30 The forgotten history of the Met Gala after-party 31:30 Why every celebrity now has their own after-party 32:15 How Andrew Bolton and Anna pick the theme 34:45 Theme vs. dress code: Costume Art and Fashion Is Art explained 35:13 Why brands and politics decide what celebrities wear 36:22 The Anna Sui x Zendaya twin moment, decoded 37:30 Predictions: naked dresses, theatrics, and what to expect 38:30 How Amy watches the Met: the live stream + X combo 39:00 OutroLet's Get DressedYouTube: https://www.youtube.com/@livvperezInstagram: https://www.instagram.com/letsgetdressedpod/Newsletter: https://substack.com/@livvperezLiv Perez Instagram: www.instagram.com/livvperezTikTok: www.tiktok.com/livv.perezShopMy: https://shopmy.us/livvperez Hosted on Acast. See acast.com/privacy for more information.

If you'd told Gabe and Asher on August 7th — the day the U.S. announced a 39% tariff on Switzerland — that the holding companies would close out 2025 with their watch businesses up, they wouldn't have believed it. But that's what happened. Richemont's watch division grew 7% year over year. Swatch Group posted 7.2%. LVMH's watches and jewelry held flat while fashion softened around it. The top line says remarkable resilience. The bottom line tells a more complicated story. Profits are largely flat. Currency and tariff drag is real. And the recovery is being driven by a strategic shift toward what Richemont and LVMH call "permanent luxury" — fewer watches, made at the higher end, with more specialized supply chains. That shift is a tale of two cities for suppliers: brutal under $10K, a quiet boon at the high end. Gabe and Asher dig into what it means for independents, why the Sellita movement Asher saw in Geneva shows how the market adapts, and whether the grand reorganization of the industry is creating a system that's harder for new brands to break into. The episode closes on Swatch Group, where ISS has backed activist Steven Wood for a board seat. Asher takes the hypothetical seat and lays out what he'd change: less obsession with covering price points, more focus on creative point of view, and real activation of the R&D and supplier capabilities Swatch already owns. Openwork is a weekly podcast about how the watch industry actually works. An unfiltered look behind the scenes — no press releases, no hype, and no sponsored takes. Hosted by Asher Rapkin and Gabe Reilly, co-founders of Collective Horology. Available on Apple Podcasts, Spotify, YouTube Music, or wherever you get your podcasts. You can find us online at collectivehorology.com. To get in touch with suggestions, feedback or questions, email podcast@collectivehorology.com.

What does it take to make a plan at 16 - and still be executing on it at 32? Ashley McDonnell saw a Christian Dior exhibition in London as a teenager and decided she was going to work for Dior. She didn't know French. She'd never lived abroad. She had no connections in luxury. Six years later, she was walking into LVMH headquarters on Avenue Montaigne in Paris. Now she's back building in Ireland — founding Ireland Fashion Week, launching Vyko (Ireland's first luxury brand group), and building the kind of long game most founders don't have the patience for. In this episode she pulls back the curtain on how the luxury industry actually works, the psychology behind why people buy luxury, why China is the most important luxury market in the world, and the one piece of advice — focus — that changed everything. SHOW NOTES In this episode of The Entrepreneur Experiment, Gary sits down with Ashley McDonnell — founder of Ireland Fashion Week, Vyko Group and the Tech Powered Luxury podcast. Ashley spent over a decade working across LVMH, Christian Dior and Puig, one of Europe's biggest luxury groups, before coming home to build something entirely new. What you'll learn: How Ashley reverse-engineered her way from Galway to Christian Dior at 22 — by mapping the exact path the executives above her had taken Why the luxury industry is built on groups and conglomerates — and what that means for Irish brands trying to scale The psychology of luxury buying — from unlimited budget shoppers to the strategic Chinese traveller saving 20% per handbag Why 90% of luxury sales were offline pre-Covid but almost 100% were digitally influenced What Vyko is — and why Ashley is building Ireland's first startup luxury group from scratch The one-note iPhone system she uses to track every single day of the year across Paris and Dublin Why focus (not ideas) was the advice that changed everything Connect with Ashley: Personal Instagram: https://www.instagram.com/ash.mcdonnell/ Vyko Group: https://www.instagram.com/vykogroup/ Ireland Fashion Week: https://www.instagram.com/irelandfashionweek/ Podcast: Tech Powered Luxury: https://www.instagram.com/techpoweredluxury/ *Our Sponsors * Nostra: https://bit.ly/nostra26 Azure: https://bit.ly/azure26  Follow The Entrepreneur Experiment: Instagram: https://www.instagram.com/entrepreneurexperiment/ TikTok: https://www.tiktok.com/@entrepreneurexperiment

Tiffany & Co was one of the first companies to introduce fixed pricing. Then became the luxury brand of New York. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom-and-pop to major brands. Stephen Semple is a marketing consultant, story collector and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients, so here’s one of those. [Maven Roofing Ad] Dave Young: Welcome back to the Empire Builders Podcast. Stephen Semple is right there. I’m Dave Young and we’re talking about empires. We’re talking about the businesses that started small and grew into empires. And today we’re talking about, man, these guys have been, I mean, a long time ago. I don’t know. I’m anxious to know the history because I don’t know the history. Stephen Semple: 1837. Dave Young: 1837. And I’m trying to think if I’ve ever been in one of their stores. Maybe. I’ve walked by a couple of them. Stephen Semple: Yes. Dave Young: We’re talking about Tiffany & Co. So that one, Breakfast at Tiffany’s, the little blue box, all of that. Stephen Semple: All of that. Well, and here’s the thing I’m going to say. Anytime I’m in a mall or somewhere that has a Tiffany’s, I always go and take a look at the display windows. And I cannot tell you how many photographs I have of Tiffany’s display windows. Tiffany’s display windows. Dave Young: I have walked by Tiffany’s. Yeah, yeah. Stephen Semple: Tiffany display windows are the best in the business. No one does it better. I will go out of my way to go see one. I probably have got 50 pictures in my phone of Tiffany displays. They’re spectacular. And they update them. Their website, here’s one of the other things that’s crazy. I don’t know how often they update their website, but I continually go back and take a look at their website and it’s almost always completely redone with brand new photography, brand new feature items, brand new stories. But here’s the interesting thing. So they were founded in 1837. Today there are about 300 stores worldwide, 14,000 employees. They do five billion in revenue. A chunk of the company was bought by LVMH back in 2021 at a valuation of $16 billion. Everyone recognizes the Tiffany Blue Box. It’s a part of pop culture. And it’s frankly, probably one of the largest, most recognizable luxury brands on the planet. Did not start out in jewelry. Dave Young: Oh, gosh. Oh, gosh. Now I have to guess. Stephen Semple: What do you think it started out as? Dave Young: Probably not… It was 1837, so it wasn’t cars. Stephen Semple: 1837. Dave Young: No? Stephen Semple: No. Nope. They started off selling stationary, paper, ribbons, and small little items. Dave Young: Really? I was about to guess watches, but that… No. Stephen Semple: Yeah. Dave Young: They’d still be making watches if that was the case. Stationary. Stephen Semple: Yeah. It was located on Broadway in New York, and it was originally Tiffany, Young and Ellis. And the first day they sold $4.98 worth of stuff. Dave Young: Wow, that’s a start. Stephen Semple: Yeah. Dave Young: Got to start somewhere. Stephen Semple: But here’s some of the first bold things that they did. So we got to remember, it’s 1800s and shopping was a negotiation game. Everything was bartered. Okay? What they did, and retailers would argue with you at that time, it was part of the fun, part of the adventure. You can imagine this conversation, right? People like negotiating. They want to feel like they’re getting a deal. Even today, how often do we hear this? They want to feel like they’re getting a deal. And here’s what Tiffany’s did. They said, “Screw that. We’re introducing fixed pricing. No haggling, no exceptions.” And at that time, that was considered crazy. Now, it’s interesting. Here in Canada, along a similar timeline, company which is no longer around today, but grew to being one of the biggest businesses in Canada was a retailer called Eaton’s, and it was founded by Timothy Eaton. Same thing, fixed pricing. Fixed pricing. Dave Young: You know what you’re going to spend. And if you don’t want to spend that, walk away. Stephen Semple: They started out right away with, “We’re going to do something different.” Now, they very quickly, after a few years, they very quickly pivoted from stationary to jewelry. Here’s what Charles Tiffany noticed, and it’s a big deal. And before I share this, I want to share part of our marketing approach, because this is where I think there’s a real parallel. We believe as Wizard of Ads Partners that you want to be the company that has thought of first and liked the most. Now, our partner, Gary Bernier, has put a really nice little twist on this that I think really helps people. He likes to ask it this is like the most for, fill in the blank. Dave Young: Sure. Stephen Semple: And if you can’t fill in that blank and it can’t be 20 things and like the most because of fill in the blank. Okay? Dave Young: And I think I would even tie the context of whatever it is that you do, right? Unless that’s what you’re talking about. When I talk to a client, the simple thing is, we just want to make you famous for this in your town. Stephen Semple: Right. Here’s what Charles Tiffany noticed. America did not have a luxury identity yet. Paris did. Dave Young: Okay. Stephen Semple: London did. New York, not yet. So he decided to create one. Dave Young: Nice. Stephen Semple: Thought of first for luxury. And even today, if I say Tiffany’s, immediately you’re like, “Oh, that’s special.” Immediately. Dave Young: Yeah. Yeah. Well, and so when you have set pricing, even if it’s not diamonds, right? If it’s just stationary and it’s good stationary and it’s priced higher than maybe you could negotiate for it down the street, it becomes luxury in the minds of people, right? Oh, I got the Tiffany stationary instead of the Woolworth stationary. Stephen Semple: So Tiffany’s even to this day does this book called the Blue Book, which has got all sorts of amazing items in it. So in 1945, they launched the Blue Book. And from the research I’ve been able to do, it was the first mail order catalog in the United States. Dave Young: Wow. Okay. Stephen Semple: And it became a desire machine. People who had never been to New York, let alone Paris, could see luxury. Imagine owning the items aspire to it. Now, it’s not clear which came first, the Blue Book or the Tiffany Box, but I think it was the blue book. This blue became so powerful that in 1998, Tiffany worked with Pantone to create the color Pantone 1837. It’s called 1837 because that’s the founding year of Tiffany’s and trademarked the color. Tiffany’s owns that color. No one else is allowed to use it. We’re going to talk about the box a little bit more later. So let’s go back to 1848. Nine years after opening, there’s an opportunity to change the face of Tiffany’s and really establish it as an icon. And this is where Charles Tiffany really understood what he was doing because he has this opportunity and he grabs a hold of it with both hands and it changes everything. Europe is in chaos because of the revolution, right? French aristocrats are selling off their jewelry to survive. Charles goes to Paris and buys a massive amount of royal jewels that have been sold at auction. All pieces with a history. He brings them back to the United States, and this is a game changer in two ways. First of all, America now saw firsthand what European luxury looked like and it became aspirational. And Tiffany’s understood what they were selling was desire. You could now wear this prince or this princess’s jewelry. It also positioned Tiffany’s as the king of diamonds. And it changed how America saw wealth. So Tiffany’s now had four powerful things, fixed pricing to eliminate friction, desire at scale because of the Blue Book, a symbol in the Blue Box, and a leadership position in the marketplace. Dave Young: All these brand codes. Yeah, yeah. Stephen Semple: Right? Dave Young: Mh-hmm. Stephen Semple: Right. Dave Young: And you stick with it. Stephen Semple: Oh, it gets better. Oh, he leans into this. So in 1853, Charles buys out his partners and he renames the business, Tiffany & Co. It’s the 1870s, and it’s now the gilded age in the United States is really happening, which really creates this desire for status symbol. So in 1877, the largest canary yellow diamond was discovered, 287 carats uncut. And there it is, Charles, who sweeps in, buys it for $18,000. And this became the Tiffany Diamond, more on this later. Because in 1878, around the same time, like a year later, there’s another large sale of jewelry, and it’s the jewels of Isabella, the second the queen of Spain, becomes available. Where’s Charles? Right fricking there. Dave Young: Oh yeah. Stephen Semple: But the biggest defining moment came nine years later in 1887, the French government decides to sell off the French crown jewels at auction. Charles Tiffany bought one third of the things being auctioned. Dave Young: Oh, man. And did he buy them for resale or is there a Tiffany museum we can go look at? Stephen Semple: Well, everything except the Tiffany Diamond. All the other things were bought for resale, because now back to the Tiffany Diamond, Charles takes it to Paris, hires George Kunz to cut the diamond and it’s cut to 82 facets and the final cut weight, 128 and a half carat weight. Now, here’s something I didn’t know about the Tiffany Diamond. While the Tiffany Diamond is often on display, it has only been worn by four women. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off and trust me you haven’t missed a thing. Stephen Semple: While the Tiffany Diamond is often on display, it has only been worn by four women. Dave Young: Wow. Stephen Semple: Mary Whitehouse in 1957, Audrey Hepburn in 1961, Lady Gaga in 2019 and Beyonce in 2021. Dave Young: No kidding. Stephen Semple: Another fun fact, Breakfast at Tiffany’s, which we all think of, came out in 1961, but there was no cafe in Tiffany’s until 2017. You can now go have breakfast at Tiffany’s. Dave Young: Yeah. And when did the song come out? It was way after the movie. It was in the ’90s maybe. Stephen Semple: Yeah. Now here’s the other cool thing is in New York, the Tiffany’s building. If you go buy the Tiffany’s building at night, all the lights are the Tiffany Blue. You walk and you’re like, “Oh God, that’s Tiffany’s.” It’s amazing. In this adding of doing all these things just as cemented Tiffany’s in our heart, our mind, our soul, in terms of what is Tiffany’s. We immediately know what is Tiffany’s. And Tiffany’s ends up doing this amazing early work. We could do a whole episode on what Tiffany’s did with silversmithing. We could do a whole episode on what Tiffany’s did around lamps. We could do a whole episode on Tiffany’s window displays and how they do it. I mean, I could do four episodes on Tiffany’s with the things I learned about it. The photography on the website is outstanding. If you want to really understand how to display things and show things, study Tiffany’s. Like the Blue Box, you can buy the used Blue Boxes on eBay. There’s a market for them on eBay and they’re not cheap. Amazing. Amazing. They decide they want to own, thought of first for luxury and like the most because of status. They just absolutely own that place in our minds. Dave Young: I’m just glancing at their website. One of the things I love is they call their jewelry hardware. Like that’s the hardware department. Stephen Semple: Right. Talk about fits but doesn’t fit in a strange thing. And you would think that Tiffany’s would have to give it some sort of fancy name. They’re like, no, the fancy name is Tiffany. Dave Young: Yeah, exactly. Stephen Semple: That’s all you need to know. If I said to you, “Hey, Dave, I went and bought some…” I wouldn’t even have to say fancy. I bought some Tiffany hardware. You don’t need to say anything else. Tiffany ends up becoming the descriptor that immediately says this thing is special. Right? Dave Young: Oh man. They have a bocce ball set. I think Wizard Academy needs that. It’s only $3,750. Stephen Semple: There you go. Dave Young: But they’re the Tiffany blue balls. Stephen Semple: Yeah, that’s cool. Dave Young: That’s a weird thing to say. But yeah. Stephen Semple: So here’s what I found interesting. They were innovative on fixed pricing. They’re also innovative on the fact that luxury was not yet a thing in the United States and they did a mail order catalog. And then when they suddenly realized that this is what they’re going to do, Charles Tiffany really leaned into those opportunities that came out of Europe and went, “I’m going to buy as much as I can get my hands on.” When you think about going to an auction and walking away with a third of the things that were put up for sale. But what he recognized is he was going to bring that back and suddenly in the United States, people are going to go, “Oh my God, this is the way we should be.” Dave Young: Even if I can’t buy it, I want to go in and see it. Stephen Semple: Right. Dave Young: And I might buy something just to get the box. Stephen Semple: Bingo. Dave Young: Or a bag. Yeah. Stephen Semple: When you consider five billion in revenue across 300 stores, what they sell per store is also remarkable. Dave Young: Oh, I believe it. Stephen Semple: Also remarkable. Dave Young: And I think about this. There’s sort of two paths in business. You can go the luxury most expensive in the market route, or you can go be the Walmart and try to take the low ground and say, “We always will save you money.” And Tiffany’s knows you’re never going to save money by shopping at Tiffany’s. Stephen Semple: Oh God, no. Dave Young: Ever, ever, ever. And here’s the dirty little secret for other retailers and other home service businesses. And you’re worried about being the most expensive in your market, but here’s what it allows you to do. It allows you to be who you’re going to be, and it allows you to have a higher ad budget in particular. So the path to being the famous one in your town, the being known for what you do and being liked because of it, that path is made easier by selling the most expensive items in town. Stephen Semple: Yes. And it would be easy. Dave Young: It’s almost counterintuitive till you do the math. Stephen Semple: Right. And it would almost be easy for somebody to say, “Yeah, but Tiffany’s doesn’t advertise much,” but they do. Their stores are in the most prestigious locations. Dave Young: Yep. Stephen Semple: With the best location in the most prestigious location, and I can tell you what they spend on those window displays that get changed, I’ve never gone past the Tiffany’s twice where it’s the same display. I have no idea how regular… It’s not, “Oh, we put it up and leave it for a season.” It’s a month, probably less. Dave Young: There’s somebody that’s got… That’s their job. Stephen Semple: And the website, you look at that website and it’s not the homepage that changes, Dave. If you go back to Tiffany’s website a month from now, it’s completely changed. The whole feel of it, the whole photography, and you look at that photography, they’re spending- Dave Young: Oh, it’s gorgeous. Stephen Semple: … a boatload of money on that, but that’s their marketing. That’s their marketing is every time I come back, I get this new, different, special feeling. Every time I walk past the Tiffany store, new, special experience and feeling. That’s marketing, man. Dave Young: We can’t be the only ones that think of it this way, but not all marketers do, is that you have to calculate the total cost of exposure and include expensive real estate in that, right? Stephen Semple: Yes. Dave Young: Being on the most exclusive block in town costs a lot of money, and that’s money you don’t have to spend on advertising. Stephen Semple: Correct. That premium that you’re spending to be in that high visibility location is marketing dollars. Dave Young: Yeah. And that- Stephen Semple: And probably the best marketing dollars you’re ever going to spend. Dave Young: Absolutely, because it’s permanent, right? Stephen Semple: Yes. Dave Young: If you can own it, if you don’t… And when you talk about demographic targeting, guess who walks around the nicest places in town? The people that can shop at Tiffany’s. So you don’t need to find them. They’ll find you because that’s where they are. Stephen Semple: And here’s the other interesting thing. If you were going tomorrow to buy the Tiffany’s bocce balls, while you could order them online, you would want to go into the store. Dave Young: Oh, of course. Stephen Semple: You’d want to go into the store because the stores are special. Dave Young: Yeah. Stephen Semple: So when I got looking at Tiffany’s, I started realizing that in the early days, Charles Tiffany did a lot of innovative things. And in fact, one could say he kind of invented in the United States the luxury category and they did an amazing job on it. Dave Young: He figured out the DNA of this company carved it in stone. Stephen Semple: Yeah, literally. Dave Young: Literally carved it like that’s the hardware. The hardware is the color, the whole deal, right? It’s the color, the locations, all the things. They know who they are and what that tells you also is you know what you’re going to do, but you also know what you’ll never do. Stephen Semple: Yes. Dave Young: Right? Stephen Semple: Yes. Dave Young: If they never sell any of these bocce balls, there’s not going to be a bargain corner where I can pick them up for a hundred bucks. Stephen Semple: And the other part I’m always impressed with, here’s a company that started at 1837 and is still around and still being true to itself. It’s remarkable. Dave Young: Yeah. Stephen Semple: Remarkable. Dave Young: Awesome. Now I got to go find Tiffany’s. Stephen Semple: There you go. But their window displays are spectacular. Spectacular. All right. Awesome. Dave Young: Thanks for bringing us the Tiffany’s story. Now I’ve got that song in my head. Stephen Semple: I look forward to the bocce balls. Dave Young: Well, you have to bring them. Stephen Semple: Yeah. Yeah. I realize that. Thanks, man. Dave Young: Thanks, Stephen. Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app and leave us a big, fat, juicy five star rating and review at Apple Podcast. And if you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

C dans l'air du 28 avril 2026 - Ormuz : le blocus s'éternise, la France se prépare aux pénuries... Le patron de TotalEnergies, Patrick Pouyanné, a mis en garde vendredi dernier contre les conséquences d'un blocage prolongé du détroit d'Ormuz. « Nous avons désormais absorbé tout le surplus (des stocks, ndlr). Si la situation perdure encore deux ou trois mois, nous entrerons dans une ère de pénurie énergétique, comme celle que subissent déjà certains pays asiatiques », a-t-il déclaré lors d'une conférence organisée par l'Institut français des relations internationales (Ifri).Une inquiétude désormais partagée par plusieurs grands dirigeants français. « Le monde est maintenant dans une crise assez sérieuse au Moyen-Orient », a estimé Bernard Arnault lors de l'assemblée générale des actionnaires de LVMH, le 23 avril. Même constat pour Benoît Bazin, PDG de Saint-Gobain : « La crise est profonde et elle se diffuse partout. Elle va peser sur l'économie mondiale. On ne reviendra pas à la situation d'avant. »Faut-il pour autant redouter une pénurie imminente ? À ce stade, les messages se veulent rassurants. « Il n'y a pas de signe de pénurie en vue », a affirmé Michel-Édouard Leclerc vendredi dernier sur le plateau de C dans l'air, tout en prévenant que les prix du pétrole ne devraient pas retrouver leur niveau d'avant la guerre entre les États-Unis et l'Iran.Même ligne du côté de l'exécutif. « À ce stade, la situation est contrôlée », a déclaré le chef de l'État samedi. En déplacement à Athènes, Emmanuel Macron a assuré que le conflit au Moyen-Orient ne permettait « d'envisager aucune pénurie » de carburant en France, appelant à éviter tout « comportement de panique ».Le ministre de l'Économie a, lui aussi, tenté de rassurer ce mardi sur France Inter. « Si demain on arrêtait complètement d'importer, on aurait trois mois de stock (…) On a encore énormément de réserves », a résumé Roland Lescure. « Le sujet potentiel, c'est le kérosène », a-t-il toutefois relevé, en rappelant la forte dépendance des compagnies européennes aux approvisionnements en provenance des pays du Golfe.Les premières conséquences se font déjà sentir dans le transport aérien. Plusieurs compagnies à bas coût, comme Ryanair, Transavia ou Volotea, ont commencé à annuler des vols face à la flambée des prix. « Il est probable que les vacances de beaucoup de gens seront touchées », avertissait le 22 avril le commissaire européen à l'Énergie, Dan Jørgensen, évoquant à la fois des annulations et des billets « très, très élevés ».Au-delà du secteur aérien, c'est l'ensemble de l'économie mondiale qui pourrait être affecté. Le Fonds monétaire international a revu à la baisse sa prévision de croissance pour 2026, à 3,1 %, et alerte sur un scénario plus défavorable en cas d'aggravation des tensions : risque de récession, inflation plus élevée. « Rares seront les pays à sortir indemnes », prévient l'institution.Nos experts :- Philippe DESSERTINE - Economiste, directeur de l'Institut de Haute Finance et auteur de L'horizon des possibles - Dominique SEUX - Editorialiste Les Echos et France Inter, auteur de Les débats de l'éco” - Patrice GEOFFRON - Professeur d'économie à Paris Dauphine, spécialiste de l'énergie, directeur du centre de géopolitique de l'énergie - Béatrice MATHIEU - Grand reporter économie pour L'Express

ชมวิดีโอ EP นี้ใน YouTube เพื่อประสบการณ์การรับชมที่ดีที่สุด ⁠https://youtu.be/zTPUExhiKss⁠ . หลายคนน่าจะรู้จักกับ Tiffany & Co. จากภาพยนตร์เรื่อง Breakfast at Tiffany's และภาพของ Audrey Hepburn ในชุดเดรสสีดำของ Givenchy เป็นอย่างแรก แต่สิ่งที่แบรนด์เครื่องประดับจากฝั่งอเมริกามีมากกว่านั้นคือเรื่องราวและคอลเล็กชันเครื่องประดับอันเป็นตำนานมากมาย . จากยุคก่อตั้งของคุณ Charles Lewis Tiffany การผ่านช่วงสงครามกลางเมืองสหรัฐฯ จนกลายมาเป็นร้านขายเครื่องเงินและดาบ ผ่านมาสู่ยุคของ Jean Schlumberger นักออกแบบอดีตทหารและช่างทำกระดุมของ Elsa Schiaparelli จนตอนนี้ในมือของเครือ LVMH กับดีลที่แพงที่สุดของบริษัท ทำให้ Tiffany & Co. กลายเป็นแบรนด์แห่งความฝันและแลนด์มาร์กสำคัญของนิวยอร์กและสหรัฐอเมริกา . ติดตามชมรายการ 7 Things We Love About… ได้ในวันจันทร์ เวลา 19.00 น. ทุกช่องทางสตรีมมิ่งและ YouTube ของ THE STANDARD POP . #TifffanyandCo #7ThingsWeLoveAbout #TheStandardPop

Au sommaire :Le gouvernement accorde un sursis aux passoires thermiques dans le cadre de mesures pour répondre à la crise du logement, avec un projet de loi prévoyant notamment un renforcement des aides à l'investissement locatif et la remise en location de ces logements.Le gouvernement veut faciliter la transmission d'entreprises, avec 500 000 patrons devant partir à la retraite dans les 10 prochaines années et des difficultés à trouver des repreneurs, notamment pour les entreprises familiales.La guerre au Moyen-Orient perturbe le secteur aérien avec une possible pénurie de kérosène dans les 5 prochaines semaines, et le commerce maritime avec le blocage du détroit d'Ormuz, entraînant une forte hausse des coûts d'assurance.Le président Emmanuel Macron est attendu en Grèce, où la France tenterait de convaincre le pays de céder une partie de ses avions de chasse Mirage 2000 à l'Ukraine.Le groupe LVMH, propriétaire de Radio Classique, affiche des ambitions à moyen terme malgré un contexte économique difficile.Meta et Microsoft annoncent des suppressions d'emplois.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

The rapid commercial evolution of Formula 1 has been clear to see in recent years, but what makes the property so attractive to brands? At last month's BlackBook Motorsport Forum, representatives from LVMH, Lego, Revolut and Heineken appeared on stage to answer exactly that question. Moderated by the founder and CEO of Right Formula, Robin Fenwick, listen out for some best practice advice on how to bridge motorsport with fashion and culture, and also the big differences and opportunities between sponsoring a team and a series.Mics Out is your inside track to the business of motorsport - part of the SportsPro podcast network. If you're enjoying the show, explore more episodes here: https://open.spotify.com/show/3rOlbQh95rVJ16ZtqGkVsG?si=d9847e664e1e4900

What does it take to turn a simple drink into a global cultural phenomenon?This week Jim welcomes Allison Varone, the Head of Marketing at Campari America, to unpack the strategy behind one of the most impressive modern brand growth stories. From the rise of Aperol Spritz to the expansion of non-alcoholic options, the Campari Group has become one of the world's leading spirits companies, with a portfolio of more than 50 premium and super-premium brands, from aperitifs, tequila, whiskey, rum, to cognac. Campari has grown into a $9 billion global player, built on a portfolio of premium brands that have become part of many people's everyday rituals and celebrations. Allison leads marketing for the entire U.S. portfolio, including overseeing brand strategy, consumer engagement, innovation, and integrated campaigns across Campari's range of brands. She's also deeply involved in shaping how these brands show up in culture, from major moments like Coachella and the U.S. Open, to celebrating the everyday ritual of the aperitivo hour.Alison joined Campari in 2024, after nearly 12 years at LVMH, where she led marketing across some of the most admired luxury brands in the world, including Hennessy, Moët & Chandon, and Belvedere. Before that, she spent an eventful six years in the early 2000s at Martha Stewart Living Omnimedia.Tune in for a conversation with a marketing leader who showcases how she balances heritage with innovation, through shaping the future of cocktail culture, consumer connection, and brand storytelling.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

时尚潮流容易激发物欲，但也不是天生导向购买。品牌需要想方设法刺激消费欲望，才能达成一轮又一轮的业绩增长。但如果业绩不再增长了，谁要为此负责呢？在传统的C字头高管之外，主导产品设计的“创意总监”也成了重要的变革信号。2025年堪称全球创意总监的变动大年， Chanel、Dior、Gucci、范思哲、罗意威、巴黎世家、Fendi……一系列品牌都在调整自己的创意总监人选。而2026年初的秀场，又是很多新总监们首次面对消费者表达想法的机会。创意总监的换血，或者说轮转，到底意味着什么？以及品牌是否真的能从这种换血中获得想要的变化？本期节目，我们就来逐步深入讨论这个问题。本期节目涉及到的部分人名及品牌名：人名：Virgil Abloh、Demna Gvasalia、Matthieu Blazy、Jonathan Anderson、Luca Solca、Sabato De Sarno、Riccardo Tisci、Daniel Lee、John Galliano、Alexander McQueen、Phoebe Philo、Dario Vitale、Pieter Mulier品牌名：Gucci、Chanel、Chloé、Givenchy、Dior、Loewe、Burberry本期节目联合「CPB钻光日夜霜」特别呈现时尚潮流更迭，爱美之心永存。「CPB钻光日夜霜」专研日夜分时守护，科学应对多效抗老需求，以精准分时抗老理念，为肌肤打造昼夜不息的年轻循环。日间，面对紫外线与外界压力带来的老化挑战，「CPB钻光日霜」能够主动强韧肌肤，卓效防晒抗氧，让肌肤在白天也能主动进攻抗老。夜间，则由「CPB钻光夜霜」开启全维抗老模式，根源直补胶原，一夜醒来肌肤弹嫩焕白。日夜循环接力抗老，让好状态持续在线。潮流会变，爱美不变。「CPB钻光日夜霜」，日夜年轻 紧·弹·亮，让美这件事，早晚都在。| 主播 |肖文杰、约小亚| 时间轴 |00:44 2025，堪比NBA转会大年的创意总监换血大年04:31 移动互联网时代加速了设计的创意折旧08:50 快时尚品牌从抄版型到聘请真正的设计人才12:33 创意总监的“保质期”与公司业绩紧密相关16:54 更换创意总监会在多大程度上影响公司股价？24:17 创意总监在大公司内部的权力来源32:14 将“创意更迭”作为一种增长策略| 延伸资料 |《国王与诸神》Wall Street Journal-The Toughest Job in Fashion Is Top Designer for a Luxury BrandVogue-Will the Creative Reset Ever End?System Magazine对Imran Amed和Luca Solca的专访Quartz-Creative directors in luxury fashion have a five-year expiration dateFinancial Times-The Real Reason Fashion Houses Keep Replacing Creative Directors in Today's Luxury IndustryBurberry的历年财报开云的历年财报LVMH的历年财报| 后期制作 |kk| 声音设计 |刘三菜| 收听方式 |你可以通过小宇宙、苹果播客、Spotify、喜马拉雅、网易云音乐、QQ音乐、荔枝、豆瓣等平台收听节目。| 认识我们 |微信公众号：第一财经YiMagazine联系我们：thatisbiz@yicai.com

Steve and Michael open earnings season for March-ending retailers with a tour of luxury's stumble. LVMH posted just 1% organic growth, with fashion and leather — including Louis Vuitton — remaining soft. Kering continues its turnaround "with more promise than proof" under new CEO Luca de Meo. Even Hermès saw growth slow and its stock fall. The common thread: the Middle East, where mall traffic has reportedly dropped 30–50% at locations like Mall of the Emirates. Albertsons' 0.7% comp reinforces the "unremarkable middle" thesis. Meanwhile, Amazon's Andy Jassy confirmed in his shareholder letter that Amazon has surpassed Kroger to become America's #2 grocer — a milestone that largely slipped past the headlines. March core retail sales came in hot at 7.05%, with apparel, health & beauty, and sporting goods posting low-double-digit gains — likely fueled by tax refunds and the ongoing GLP-1 wardrobe refresh. On tariffs, refunds appear to be coming. Even so, the Treasury is already signaling new tariffs to replace those ruled illegal. The centerpiece of the episode is Retail Rumble Part 2, recorded live on the ShopTalk Las Vegas stage. In Round 1, Steve faces off against Ken Pilot, Founder and CEO of Ken Pilot Ventures, on whether department stores can be resurrected. Ken argues format and geography still matter — pointing to thriving concepts in Dubai, Beijing's SKP, and El Corte Inglés — and jabs at Steve's alleged American-centric view. Steve fires back with the numbers: department stores' share of U.S. retail has collapsed from 10% to 1.8%, with poor momentum and store closings running rampant. Round 2 pits Lauren Livak Gilbert against Sarah Enge, on whether AI is a threat or opportunity for your job. Lauren leans into Goldman Sachs' 300-million-jobs figure and the hollowing out of analyst roles. Sarah counters that AI effectively returns a full workday to marketers and frees humans for storytelling and connection.  In the back half, Steve revisits Allbirds' bizarre reinvention as NewBird.ai — a GPU-as-a-service AI compute platform that sent the stock up 700% before it cratered. The duo also unpacks Starbucks' strategy under Brian Niccol, now being called the "couchification of Starbucks" — leaning into comfort and dwell time over throughput. On the radar: Steve flags global travel disruption tied to the Iran conflict, including warnings of a potential European jet fuel shortage within six weeks. Michael highlights New York State's new cash-acceptance law for retailers and softer-than-expected World Cup ticket sales. Join us at the CommerceNext Growth Show in New York June 23rd and 24th with this exclusive discount code for 10% off general admission tickets and FREE retail tickets: Your code is "REMARKABLE" . See you in the Big Apple! About UsSteve Dennis is a strategic advisor and keynote speaker focused on growth and innovation, who has also been named one of the world's top retail influencers. He is the bestselling author of two books: Leaders Leap: Transforming Your Company at the Speed of Disruption and Remarkable Retail: How To Win & Keep Customers in the Age of Disruption. Steve regularly shares his insights in his role as a Forbes senior retail contributor and on social media.Michael LeBlanc is a senior retail advisor, keynote speaker and media entrepreneur. Michael has delivered keynotes, hosted fire-side discussions hosted senior retail executive on-stage in 1:1 interviews worldwide. Michael produces and hosts a network of leading retail trade podcasts, including The Remarkable Retail Podcast, The Voice of Retail The Food Professor, The FEED powered by Loblaw and the Global eCommerce Leaders podcast. He has been recognized by the NRF as a global Top Retail Voice for 2025 and 2025 and continues to be a ReThink Retail Top Retail Expert for the fifth year in a row.

In this week's episode of WSJ's Take On the Week, co-hosts Miriam Gottfried and Telis Demos take off with a conversation on airlines. Alaska, Southwest, United and American are all reporting this upcoming week. Telis and Miriam get into how these carriers are dealing with skyrocketing fuel prices. Plus, they explore why luxury giants like LVMH and Kering are cooling even as the S&P 500 clears the 7,000 mark. They also talk about the mounting political drama surrounding the nomination of Kevin Warsh to succeed Jerome Powell as chair of the Federal Reserve.  After the break, Miriam and Telis are joined by Wendy Edelberg, nonresident senior fellow at the Brookings Institution think tank to get into how an immigration crackdown may explain why the U.S. jobs numbers have been so volatile. Edelberg explains why traditional job growth numbers are no longer a reliable gauge of economic health and why a "breakeven" rate of zero jobs might actually signal a strong market under the current immigration policy shift, and how the U.S. labor market is becoming like Japan's. Finally, she offers some insight on why the Fed may need to rethink its calculus on interest rates as job growth potentially turns negative. This is WSJ's Take On the Week where co-hosts Telis Demos, Heard on the Street's banking and money columnist, and Miriam Gottfried, WSJ's investing and wealth management reporter, cut through the noise and dive into markets, the economy and finance—the big trades, key players and business news ahead. Have an idea for a future guest or episode? How can we better help you take on the week? We'd love to hear from you. Email the show at takeontheweek@wsj.com. To watch the video version of this episode, visit our WSJ Podcasts YouTube channel or the video page of WSJ.com Further Reading Spirit's Bankruptcy Exit in Flux as Jet Fuel Prices Surge  Delta's Ace in the Hole for Surging Jet Fuel Costs: Its Own Refinery  How Airline Passengers Are Being Hit by the Jet-Fuel Crunch  Facing Soaring Fuel Costs, Delta Tells Customers to Plan for Pricier Flights  Trump's Fed Chair Pick Kevin Warsh Is Caught in an Unprecedented Standoff  Wall Street Is Whiffing on Its Economic Forecasts  Breaking Down the Booming March Jobs Report For more coverage of the markets and your investments, head to WSJ.com, WSJ's Heard on The Street Column, and WSJ's Live Markets blog. Sign up for the WSJ's free Markets A.M. newsletter. Follow Miriam Gottfried here and Telis Demos here.  Learn more about your ad choices. Visit megaphone.fm/adchoices

World finance ministers meeting in Washington have been voicing their anger and frustration at the US because of the financial strains being placed on the global economy caused by its military offensive in the Middle East. Rachel Reeves from the UK described the US-Israeli war with Iran as 'folly' while France's finance minister Roland Lescure called for renewed efforts to unblock the Strait of Hormuz. The calls come as Iran's military widens its threats on shipping the Gulf to include the Red Sea and the Gulf of Oman - if the US naval blockade of Iranian ports continues. The International Monetary Fund has been warning of the risk of a global recession at its Spring Conference in Washington DC. There was further evidence of these concerns today. Hermes is the latest fashion house, after LVMH and Gucci-owner Kering to say sales have been weaker than expected at the start of this year...with spending hit both in the Middle East, but also fewer tourists visiting Paris and buying handbags and designer clothes. And there has been continued unrest in parts of India over wages, as the increased costs of living caused by the crisis continue to hurt the economy. Also in the programme - are hedge fund managers cashing in on the uncertainty of whether firms will receive refunds on tariffs?And we discover why Google is clamping down on so-called ‘back button hijacking'...when sites mess with your browser so you can't leave.Presenter: Leanna Byrne Senior Producer: Craig Henderson

What if the quality of every relationship in your life - personally and professionally - was a direct reflection of the relationship you have with yourself?In this week's episode, I sit down with relationship expert and author Barb Betts to explore what it really means to move from people pleasing to authentic connection. Together, we unpack how self-connection, emotional intelligence, and the courage to be seen shape the way we lead, love, and show up in the world.We dive into the power of visibility, vulnerability, and relatability - and why “stop hiding” might be the most important leadership advice you'll ever hear. From navigating self-doubt and imposter syndrome to shifting from comparison to curiosity, this conversation is an invitation to rethink the way you build relationships and the legacy you're creating through them.If you've ever found yourself performing, protecting, or trying to be who you think others need you to be, this episode will challenge you to come home to yourself. Because true connection isn't built through perfection - it's built through authenticity.Whether you're a leader, entrepreneur, speaker, or someone craving deeper, more meaningful relationships, this conversation will spark new awareness and leave you reflecting on how you want to show up moving forward.Press play and discover what becomes possible when you stop people pleasing - and start relating from who you really are.Barb Betts BioBarb Betts is an International Keynote Speaker, CEO, and author of The Relationship Advantage, teaching leaders and professionals how to drive growth through authentic, trust-based relationships. Over the past 23 years, she has built businesses and led high-performing teams, including sustaining a seven-figure business for more than a decade with no ad spend and no cold strategies.A respected industry leader within the largest trade association in North America, she has worked with organizations including Fidelity and LVMH. Her message on confidence, authenticity, and human connection has been featured in Us Weekly, ABC and KTLA and her high-energy, actionable keynotes inspire audiences to connect with confidence and lead with authenticity.Marli Williams is an international keynote speaker, master facilitator, and joy instigator who has worked with organizations such as Nike, United Way, Doordash, along with many colleges and schools across the United States. She first fell in love with transformational leadership as a camp counselor when she was 19 years old. After getting two degrees and 15 years of leadership training, Marli decided to give herself permission to be the “Professional Camp Counselor” she knew she was born to be. Now she helps incredible people and organizations stop waiting for permission and start taking bold action to be the leaders and changemakers they've always wanted to be through the power of play and cultivating joy everyday. She loves helping people go from stuck to STOKED and actually created her own deck of inspirational messages called StokeQuotes™ which was then followed by The Connect Deck™ to inspire more meaningful conversations. Her ultimate mission in the world is to help others say YES to themselves and their big crazy dreams (while having fun doing it!) To learn more about Marli's work go to www.marliwilliams.com and follow her on Instagram @marliwilliamsStay Connected to The Marli Williams PodcastFollow us on Instagram: @marliwilliamsOur Website: www.podcast.marliwilliams.comHire Marli to Speak at your next event, conference, workshop or retreat!www.marliwilliams.comReally love the podcast and want to share it??Give us a review on your favorite platform and share this (or any) episode with a friend. Let's Lead Together and reach more people - we appreciate your support!!

Lowe's is launching annual subscription service HomeCare+ to deepen the company's relationship with customers. CEO Marvin Ellison discusses the initiative, the investment he's making in trade skill training, the future of the labor market, and the ideal housing environment for his bottom line. Then, Robert Frank reports on the Iran War's impact on luxury shoppers in the Middle East and, by extension, on luxury conglomerate LVMH. Plus, United Airlines CEO Scott Kirby reportedly pitched a merger with American, and CNBC's Steve Liesman reports that the NFIB small business optimism index for March of 2026 fell to its lowest level since the Liberation Day tariffs in April of 2025.    Steve Liesman - 6:46 Marvin Ellison - 16:24 Robert Frank - 33:19   In this episode: Steve Liesman, @steveliesman Robert Frank, @robtfrank Kelly Evans, @KellyCNBC Joe Kernen, @JoeSquawk Katie Kramer, @Kramer_Katie Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Inscrivez-vous à mon nouveau Grand Live gratuit “Les clés pour ne jamais manquer de clients” : https://www.demian.education/grand-live-le-systeme-pour-ne-plus-jamais-manquer-de-clientsMon invitée du jour, vous la connaissez peut-être pour son visage. Mais ce que vous ne savez probablement pas, c'est tout ce qui se passe derrière.Constance Jablonski est mannequin internationale depuis l'âge de 16 ans. Elle est aussi maman et cofondatrice de French Bloom, la marque qui a inventé le vin pétillant sans alcool.Dans cet épisode, on a retracé ensemble comment elle a créé, avec ses associés, un marché là où il n'en existait aucun, et comment, en quelques années seulement, ils ont atteint le million de bouteilles vendues par an. Elle lève aussi le voile sur un monde que l'on fantasme tous : le mannequinat avec une franchise qui bouscule pas mal d'idées reçues.Et puis il y a un moment dans notre conversation dont je ne vous dis rien, sinon que c'est la première fois qu'elle en parle publiquement : ce que la prise de participation de LVMH, à hauteur de 30 %, a réellement changé pour French Bloom. Un million de followers sur Instagram, 2 carrières menées en parallèle, une entreprise bâtie de zéro : comment fait-elle, vraiment ? C'est tout l'objet de notre conversation. Mais je ne vous en dis pas plus et laisse place à ma conversation avec Constance Jablonski. Notes et références de l'épisode ✨ Pour retrouver Constance Jablonski : Sur Instagram✨ Pour retrouver French Bloom :Sur leur siteSur InstagramSur Facebook✨ Les livres cités par Constance Jablonski : Tous winners de Malcolm GladwellLe Point de bascule de Malcolm GladwellOutliers de Malcolm GladwellSapiens de Yuval Noah HarariHomo deus de Yuval Noah HarariLa règle ? Pas de règles ! de Erin Meyer*Liens affiliés FnacHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Fifty years ago, Fred Hayman, founder of the legendary Beverly Hills boutique and fragrance Giorgio, had a big idea: to transform Rodeo Drive into America's answer to London's New Bond Street, Paris's Faubourg St-Honoré and Rome's Via Condotti. So he founded a group of retailers and hoteliers devoted to realizing this vision. Now, the Rodeo Drive Committee celebrates a half-century for the three blocks of luxe, with a year of special events, activations, and toasts to continued growth, as Hermès expands with the largest-ever retail real estate acquisition on the street, LVMH builds a massive flagship store with museum, exhibition and rooftop dining spaces designed by the late Frank Gehry, and leading brands and fashion houses continue to build on the creative retail concepts that originated at Giorgio.“They had all the ingredients at the time. They had great hotels, they had phenomenal restaurants, they had the beginnings of great retail stores, and they had all the celebrities who were there as well. All of that combined to create what has very quickly become one of the top streets in the world,” Fred Hayman's son Robert tells Lyn Winter on a special anniversary episode of Rodeo Drive – The Podcast.Headlining the podcast is one of the latest arrivals on the Drive: the legendary chef Dominique Crenn, creator of Monsieur Dior by Dominique Crenn, the restaurant within the Dior flagship boutique. “I had a dream about walking down the street with Mr. Dior, and holding his hand and…asking him, what will be his vision?,” recalls Crenn, owner of Atelier Crenn and Bar Crenn in San Francisco and the only female chef in the United States to attain three Michelin stars. Crenn explains that she matched haute cuisine to haute couture by doing a lot of research on Dior dresses from the 1950s up to now. “And every dish is a representation of a piece of a dress.” Hosted on Acast. See acast.com/privacy for more information.

Authenticity isn't about doing more; it's about undoing everything that isn't actually you. In this high-impact episode, Lesley Logan sits down with author and keynote speaker Barb Betts to unpack one of the most overused buzzwords in personal growth. From getting pregnant at 17 to building a speaking career rooted in real connection, Barb shares how her hair loss journey helped her stop hiding and start showing up fully. Instead of trying to be more, start shedding the layers of protection that stall your growth. This conversation flips the script on self-doubt, turning it into a green light for the next best version of you. If you have any questions about this episode or want to get some of the resources we mentioned, head over to LesleyLogan.co/podcast https://lesleylogan.co/podcast/. If you have any comments or questions about the Be It pod shoot us a message at beit@lesleylogan.co mailto:beit@lesleylogan.co. And as always, if you're enjoying the show please share it with someone who you think would enjoy it as well. It is your continued support that will help us continue to help others. Thank you so much! Never miss another show by subscribing at LesleyLogan.co/subscribe https://lesleylogan.co/podcast/#follow-subscribe-free.In this episode you will learn about:Authenticity as an undoing process of performance and protection.How your relationship with yourself impacts your ability to connect with others.Reframing comparison with curiosity to overcome social media envy.Overcoming imposter syndrome by embracing self-doubt as a growth signal.The VVR formula using visibility vulnerability and relatability to connect.Episode References/Links:Barb Betts Website - https://www.barbbetts.comBarb Betts LinkedIn - www.linkedin.com/in/barbbettsBarb Betts Instagram - https://www.instagram.com/barbbettsThe Relationship Advantage by Barb Betts - https://therelationshipadvantagebook.comYou're Wrong About Podcast - https://beitpod.com/yourewrongboutGuest Bio:Barb Betts is a sought-after keynote speaker, CEO and relentless advocate for building businesses rooted in relationships. With over 20 years of experience, she blends authenticity and strategy to help professionals create lasting success while staying true to themselves. Known for her high-energy, transformative presentations, Barb has inspired audiences at events like LVMH, Thelios, Fidelity National, Inman Connect, and the NAR Annual Conference. As an entrepreneur and CEO, Barb equips leaders and business owners with the systems and strategies to leverage relationships for growth and success. Through her award-winning podcast, Relationships are Your Superpower®, she shows how trust-based connections lead to more referrals, loyal clients, and sustainable business models.Outside of her work, Barb enjoys life in Southern California with her husband and two children, and can in her spare time, loves to travel, spend time with friends and family, and has never met a steakhouse she doesn't like!  If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. https://lovethepodcast.com/BITYSIDEALS! DEALS! DEALS! DEALS! https://onlinepilatesclasses.com/memberships/perks/#equipmentCheck out all our Preferred Vendors & Special Deals from Clair Sparrow, Sensate, Lyfefuel BeeKeeper's Naturals, Sauna Space, HigherDose, AG1 and ToeSox https://onlinepilatesclasses.com/memberships/perks/#equipmentBe in the know with all the workshops at OPC https://workshops.onlinepilatesclasses.com/lp-workshop-waitlistBe It Till You See It Podcast Survey https://pod.lesleylogan.co/be-it-podcasts-surveyBe a part of Lesley's Pilates Mentorship https://lesleylogan.co/elevate/FREE Ditching Busy Webinar https://ditchingbusy.com/Resources:Watch the Be It Till You See It podcast on YouTube! https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gLesley Logan website https://lesleylogan.co/Be It Till You See It Podcast https://lesleylogan.co/podcast/Online Pilates Classes by Lesley Logan https://onlinepilatesclasses.com/Online Pilates Classes by Lesley Logan on YouTube https://www.youtube.com/channel/UCjogqXLnfyhS5VlU4rdzlnQProfitable Pilates https://profitablepilates.com/about/Follow Us on Social Media:Instagram https://www.instagram.com/lesley.logan/The Be It Till You See It Podcast YouTube channel https://www.youtube.com/channel/UCq08HES7xLMvVa3Fy5DR8-gFacebook https://www.facebook.com/llogan.pilatesLinkedIn https://www.linkedin.com/in/lesley-logan/The OPC YouTube Channel https://www.youtube.com/@OnlinePilatesClasses Episode Transcript:Barb Betts 0:00  What I know for a fact is when you choose authenticity, when you choose to show up real, relatable and human, I know for a fact you give others permission to do the same and that is the foundation of human connection, and that's how you build real relationships. When I chose to go through my hair loss journey, take my hair off on social media and show everybody my basically bald front of my head. I upleveled my relationships big time in ways I never could have imagined, because it turns out people want authenticity, they want humanity and it gives others permission to do the same with you, and that's how you create a real relationship. Lesley Logan 0:43  Welcome to the Be It Till You See It podcast where we talk about taking messy action, knowing that perfect is boring. I'm Lesley Logan, Pilates instructor and fitness business coach. I've trained thousands of people around the world and the number one thing I see stopping people from achieving anything is self-doubt. My friends, action brings clarity and it's the antidote to fear. Each week, my guest will bring bold, executable, intrinsic and targeted steps that you can use to put yourself first and Be It Till You See It. It's a practice, not a perfect. Let's get started.  Lesley Logan 1:26  All right, Be It babe, we're gonna talk about relationships, not like the romantic kind, but like relationships with our self. You've heard many Be It Pods be about get to know yourself. And so we're gonna talk about that in a deep, wonderful, tangible way. I actually think it's really great for all of us. I got, I have already have five things. I'm like, oh, I want to review that. Oh, I like that. Oh, I highlight that. Oh, that. I'm so glad I already do that, and now I know why I love it so much. So Barb Betts is our guest today. She's an author speaker and epic human you're gonna hear all about her, and I'm gonna let her tell you, because she's the best at it. So here's Barb Betts. Lesley Logan 2:00  All right, Be It babe, this is gonna be fun, because I've known this woman for a few years now and been following her journey. And there's so many ways this conversation could go, because you are one of the most multifaceted humans I do know, but you are an expert at several things, and I wanted to bring you on to just wow our people in being it till you see it. So, Barb Betts, tell everyone who you are and what you rock at. Barb Betts 2:21  Oh, Lesley Logan, it has been just so, you know, four years we've known each other. Lesley Logan 2:26  That's crazy. It went by so fast. That would be faster than high school. Barb Betts 2:31  I know that's funny. We were both part of a community that we met each other in, and I met you probably at one of my first events. So it has to be four years. So anyway, so my name is Bart Betts. I am from Southern California. I am a recovering real estate agent and broker who built a accidental speaking career while I was selling real estate, and that has transpired into me essentially stepping away from the industry. My husband now runs our sales team, and I now get to pursue my passion of being a thought leader in the world, of helping people build authentic, trust-based relationships with themselves and with others. Lesley Logan 3:08  Which is what the world needs. Because I can't tell you how many inauthentic relationship-building like things are trying to come through my DMs. Barb Betts 3:16  Oh yes girl oh yes. Lesley Logan 3:18  I appreciate when people like, Oh, I forgot. We should talk. I think we have a lot in common. It's like, I don't know who you are, though. This scares me. You don't know how much you're scaring me right now. Barb Betts 3:29  Correct. I cannot tell you how much I connect with that and how much it frustrates me. And I always tell people just continue to be cold in the DMS, and all you're going to get from me is I remove connection or block. So if that's how you want our relationship to go, then try it, because it works with me. Lesley Logan 3:44  I know, I well, I used to tell people, and maybe we've talked about this before, but like, when I'm still I still tell people this, but when I first started business coaching for Pilate instructors, I was like, your business is with clients, is like dating. You would freak out if a guy at a bar, and I'm sorry this is gonna be more heterosexual, because that's the experience I have at a bar. A guy at a bar comes at you and tries to make out with you. But every time you come up, people with come take my class, buy my package, you are trying to make out with a stranger at a bar. You have to, you have to tell me my sweater looks nice. Flatter me a little bit. Barb Betts 4:18  100% Lesley Logan 4:19  Well, we're kind of skipping ahead. So okay, you actually, I love that you're a recovering real estate broker. I don't think we've ever had one of those before. But how did you get into this? Like, what was the journey? How did you discover that you were a thought leader here? Because it's not like, I mean, maybe you've always known you were when we were born that way, and, like, someone goes Barb Betts, you are the thought leader on this, but, I don't know. Barb Betts 4:40  Kind of, what's crazy about this is so when I was like, as long as I can remember, I always wanted to be a teacher. I would play school in my room, and my favorite place to go to get prizes or rewards was teacher supply store. Lesley Logan 4:56  Oh, my God, I do love teacher supply, yes, that is the best store. Barb Betts 4:59  So I would get grade books and seating charts, and I would put the mean people with the mean people because I didn't like them, and I'd give them bad grades, and I'd give the Lesleys of the world that I loved. I'd give them the good grades, and I would line up on my camera, scratch kid dolls, and I would teach them school. So I've always had the heart of a teacher. Frankly, I wanted to be a teacher my whole life. I would have been 100% a teacher, I'd probably be a principal right now, if it wasn't for the fact that I got pregnant at 17 years old. I talk about it very openly that that derailed my college opportunities. And back then, in the late 90s, there was no Zoom, there was no online classes, there wasn't any of that. And so how I ended up in real estate is a story that it would be boring to tell ended up in real estate. Got good at it. Was doing everything by relationship. And about 2011 I was in an office where everyone was taking note that my husband and I weren't doing door knocking and bus benches and grocery carts and all the other things that realtors are taught to do. And so they were like, Hey, can you teach us what you're doing? I was like, Sure. So I did a class, and I'll never forget, a woman in her 70s came up to me, she looked me dead in the eye, kind of rudely said, you should never go on a listing appointment another day in your life. You should do this for the rest of your life. And I didn't think much of it then, but it has stuck in the back of my head. And so from there, Lesley, it just snowballed. I just kept doing more classes and more classes that led to stages, that led to bigger stages, and that led to me truly not believing but understanding and feeling the itch and the need that I do have thoughts, I do have ideas that can help people. I have a gift on stage, which not everybody does, and I need to pour into that, lean into that and move into this new next chapter of my life. Lesley Logan 6:44  Wow. First of all, thank you for taking us on the journey of how when that was because I think some people would go, Oh, look at Barb Betts. It happened in like, three the four years that they've known each other, you know, like, like the year before they met, she figured this out, she taught a couple things, and now she's a paid speaker. Like, everything starts back with and I have a similar story where somebody told me, like, they asked me a question, how are you doing what you're doing? Because whatever you're doing is different than the that the norm is doing. And you all like, for me, I love that your reaction is, like, kind of rudely. I remember thinking I was in trouble. Which is clearly an insight to the psychology of an oldest daughter. But like, I thought I was in trouble. Like, like, they're like, the way they asked, How are you doing this did not seem like they were excited about what I was doing. I had to sit there for a second realize, oh, they actually just want to know. I'm not in trouble. Barb Betts 7:31  They're actually curious. Yeah, they're not, they're not putting you down, yeah. Lesley Logan 7:35  Yeah. So then so and I say, I highlight that, because for everyone listening like there are things that you are so good at, but because it's normal for you, you don't see it as the strength right away someone has to tell you, and sometimes we're not listening to them, or we think we're in trouble, we're avoiding that information because it's scary. It would be like, I don't know. Like, owning that means changing what, how you do, what you do. Like, it's like, I'm gonna, I'm gonna go in this lane now that'd be really scary. Barb Betts 7:58  It was. It was really scary. And, you know, frankly, how it all happened. It was about four years ago when we met, is when I made the decision that my husband and I have ran this great real estate company for so long, but real estate's getting real scary. And I, if you don't know anything about real estate, you know, we just went through these huge lawsuits and all this other stuff, and I was kind of at the table for a lot of those conversations, and I knew how bad things really were, and I knew how much our industry was going to change. And I kind of thought to myself two things. One, I'm not fulfilled anymore. Just, I hate to say just, going on listing appointments, working with buyers, it just doesn't fulfill me the same way it used to. And then the second piece to that was, I am concerned that all of our income is in one basket, and if the bottom falls out of the real estate industry again, then we're screwed. And so how do I diversify my income and follow my passion? And so it was scary, because I was and then what were my clients going to think, and was my husband still going to have enough business? And I was the one that started our real estate you know, I was 23 years he's 19, but I was the face of the company, the face of the team. So like, will he still generate enough business without me helping him? All those things were super scary. Well, it turns out, fast forward, he's a better realtor than I ever was, and although he is completely different than me, he still gets the same thing accomplished. So it all worked out, and I'm doing what I love, and he's crushing, you know, his side of the world. And I still help in the real estate business. I still run our team and train and teach and all that kind of stuff, but my day to day, full time role is putting good thoughts and ideas out into the world and inspiring others from stage.Lesley Logan 9:34  So let's talk about those good thoughts and ideas because, and we kind of alluded to at the very beginning, we were talking about these DMs. You talk about authentic, like building authentic relationships and at the time I'm recording this you guys, which is, you know, a little bit before this comes out, I ran, I was at a real estate event. That's not a real estate event. It was a tequila tasting event, which, like, hello, I'm tequila. I'm in. I have liked, I want to do tequila sommelier. That is my next dream. If you if I disappear from this earth, I'm probably learning tequila you guys. So just know that. So I'm at this tequila event, and it's basically the way that he builds relationships, friendships, connects with people, and that's he's like, I don't do any of the things. This is how I do it. I had no idea what he does actually like until the day. But at any rate, I ran into a friend who I've known since, like, 15 years ago in LA, she and I both moved to Vegas, didn't know it, because, like, where we used to cross paths had changed, so I got to have, like, a sit down coffee date with her, and we're talking about how hard it is as an adult to build good friendships, great friendships. And I don't have children, so I don't even have the excuse of running into parents I may or may not, like, like, I have to just, like, look around a coffee shop and wonder, like, is that a future person for me, but in, everyone who's listening here, most every business requires good, authentic relationships, most hobbies, most like, fulfillments in life doesn't matter. So we can go business or personal, but like, everything kind of, I think, plays into the same thing. The authentic relationships are what make this world go round. How do we do that? Barb Betts 11:06  Yeah, great, great question. So, you know, one of my biggest mantras is in life is to have a real relationship with anyone else, you first have to have a relationship with yourself. I think the biggest problem we have in life is we're trying to build relationships with others, and we don't even know who we are. And so when we show up to these relationships, when we show up to these conversations, we're being fake, and we're trying to people-please, and we're trying to make the other person like us by not being who we really are. And when that happens, they're building a relationship with an inauthentic version of you. I like to say something to the effect of relationships are a mirror of yourself. You are only capable of building a relationship with someone else to the capacity you have one with yourself. So like what you see in you is what you will attract in others. And until we clean up the relationship with ourselves, we can't build one with anybody else. Lesley Logan 11:57  Oh, Barb. Barb Betts 12:00  It's the truth. I learned it the hard way. And then when I when I talk about this, I also stand on stage and tell people that this version that you are seeing up here right now, I was not this version five years ago. And so this is not something that I'm telling you. Everyone knows when they're 25 years old, absolutely not. But can 25 year olds learn it a lot sooner than potentially you and I have? Absolutely. I think problem is we have to have the courage to do it. Lesley Logan 12:22  Yeah, because I do think I appreciate you saying that like I think the older we get, the harder it is to kind of unpack the different masks we might have been wearing, some of us wearing because maybe we have a neuro divergence. And so we think we need to have those masks. Some of them are learned because of how we're grown up. And so then you have to unpack that and also recognize how long you've been carrying it. And then you have to get to know yourself. And that's so hard. Every time I hear like, getting to know yourself, I think of runaway bride when Julia Roberts is trying to figure out how she likes her eggs. Like, I think that's the perfect example of like, I don't know, do I like? Barb Betts 12:56  Well, this is so I always tell people I have, like, a big beef with the word authenticity, and yet that's what I speak on. I have a beef with this word because it's the most overused under explained word ever. It was Merriam Webster's word of the year in 2023 yet everyone has a different definition of it. The problem with the word authenticity is people think authenticity means throwing up your life on somebody. And I always say that's called oversharing. That is not authenticity. So one of the things you you said it in a different container a second ago, is, I'm so tired of this mantra of people telling people, and in self-help books and on Instagram posts and everywhere else, just be yourself. Just be authentic. And my question to audiences is, do you even know what that means? Do you even know what it means to be yourself. And the problem I have with the word be is, be is very performative. What do you want to be for Halloween? What do you want to be when you grow up? It's futuristic. It's performative. It's not real. It's not in real time. And so what I teach audiences is, what helped me tremendously, is reframing this conversation around authenticity and giving it not necessarily a new definition, but a new action to get there. And so what I've come up with, what I've used, what I've seen in my own life, is that authenticity isn't about doing anything. Authenticity is about undoing everything that isn't you and you said it right? Layers of performance, layers of protection, the masks we've been wearing, the perfect mom title, the perfect friend title, the perfect Pilates instructor, title all of these titles and things that we've been told we have to be so we try to be them, but we're really not them, or we're not them in the way that someone else wants us to be so how do we start undoing these things that have been holding us back? And for me, personally, it to, you said it, mine started on the playground when I was a little girl. I was overweight, I was not cute. I had coke bottle, thick glasses, I had braces. I had like five strikes in the you're the left out weird kid department. Lesley Logan 15:01  Barb, we and I, we would have been friends. Barb Betts 15:03  I was lonely. I was sat by myself, ate lunch by myself more times than I can count. I was also an old child, so I didn't go home to a bunch of, you know, siblings running around. And so what I always tell people is I became a professional on the playground of fitting in. I became a professional at turning myself into whatever someone else wanted me to be, to be their friend. Problem with that is that eight year old little girl never put those masks down. I kept wearing them my whole adult life. And that's the problem. We don't have enough courage or self-reflection, to sit back and go, you know, is this really how I want to show up in the world? Because you know what it is deep down inside, everybody does. And if someone has to tell you what it is, that's not authenticity, because that's someone else's opinion, right? So. Lesley Logan 15:56  Well, I had perm bangs, just just the bangs part.Barb Betts 16:01  Just the bangs. Lesley Logan 16:02  And and I will say, like, I love that I wore a flower girl dress to school one day. But also, I'm sure that's the day that people are like, well, that's like, you guys a big it's I went to school in the 80s. So this would have been '88, '89 a pink, like pink, big dress with the big bows, yes, yes, yes, yes, yes, yes. And I know I looked good and I had tennis. I was Punky Brewster before it existed. But for sure, for sure, so I know that's what changed, and now that's why I wear, you know, tool now. Barb Betts 16:40  Oh my gosh, yeah, I I love it. I put a picture up on the screen of me, and I always give the audience a second to realize that is me circa 1986 because they're literally looking at the picture and looking at me like, there's no chance that's her. Because some people are like, Oh, your childhood wasn't that bad. You weren't and then they see a picture and they're like, my my friends, when I show them the picture, I'll just pull it out at dinner, and they pee their pants, and these are friends that have been friends of mine for 20 years, and they're like, no chance that's you. Like, yeah, it is. Lesley Logan 17:13  So I want to, so, okay, we have to do the undoing. We have to, you know, really, truly find what authenticity is within ourselves, and I do. I'm with you, by the way. Okay. Side note, there was a podcast that did the war on dictionaries, and if you it's you're wrong about podcasts, you guys, that came out last year, you have to listen to it, because it's about why Merriam Webster became the dictionary that we all buy. It's so fascinating. I mean, who knew that could be fascinating? This whole book about it, at any rate, because I feel like authenticity is like an umbrella term for, like, vulnerability and all these different things. So you hit all that. So okay, and you mentioned that our relationships are a mirror of ourselves, so they can only go as deep as we can go as deep with ourselves. In the undoing does does that and making really? Does that make it easier to make new friendships? Does that make it hard to let go, because now I feel like you have to let go of other relationships like, and you're a relationship expert. Should we be letting go of people? Barb Betts 18:08  Well, if they truly don't fit who you really are, right? If you truly are not being yourself with them, and then when you are yourself with them, if you're not accepted, not appreciated, not felt loved, then absolutely there are friendships and relationships that I realized I was carrying on to because I thought they were the cool people to be with. And it turns out that they're really not, and they don't love me for who I really am, or my voice or my opinion. So I share it in a simple formula, and we don't have to get deep into each one of them, but I'll just give you the high level of the three things. There's lots of things you can do to start unraveling, but the three things that like changed my life the most that I feel like are the three that most specifically women deal with, men too, but really women, the first is to stop hiding, right? Because I always say, when you hide who you are, you limit who you can become. And I have a whole hair loss journey that you know very well. I wear wigs full time, and that's really what transformed my life is when I was going through this hair loss journey, and about five years ago, I decided to rip the band aid off. I was told my hair is never coming back by a very well-respected hair surgeon, and I decided to transition to human hair wigs, came out publicly on social media about it, changed my life. And that's how I know when you stop hiding behind who you really are, right, you can become who you're really designed to be. The second piece that I always talk about is we have to reframe comparison. I think comparison is the thief of authenticity, and I think it's the number one trap as adults, we get into. Social media, at your job, in your career, right? Some other Pilates owners doing better than me. I hate them. Why can't I be like them? All of the things? So when I say reframe comparison, what I mean is, instead of comparing yourself to someone else, instead, come from curiosity, like, they are showing you the path to success. They're showing you that you can do it. You just have to do it in your own way. And get curious about what are they doing? What's their background? What season of life are they in? Maybe you're not in that same season. Like you just said, you don't have kids. You can get in a van and travel the world. If another Pilates owner or, you know, instructor is comparing themselves to you and Brad's ability to do that, but they have three children at home. Guess what? You're running a race you can't win, but we still do it. You think, Oh, they've got it all together. Oh, they made the perfect lunch, or they did this, or they, you know, whatever, their top producer, and I'm not. And so reframe comparison with curiosity, and then the third, and people always think I'm crazy when I say it, until I unpack it, is we have to embrace self-doubt, right? We look at self-doubt and imposter syndrome as this negative feeling, and it's not. Self-doubt, I believe, is the space where your confidence is actually born, right? If you don't have some kind of doubt, you're not going anywhere. We all have it. And if you tell me you don't have doubt, I would argue that you're not being authentic, right? Imposter syndrome, right? I'm so tired of imposter syndrome being put in this container as you're a fraud or you're a fake. Imposter syndrome is simply a sign you're growing, you're stepping into some new version of you, right? It's like we have to look at these as green lights, not stop signs, and we have to push through them, because that is how you build confidence from the inside. It's not given to you. It's truly built by you stepping into these new containers that you need to be in, new rooms you need to be in new opportunities, new everything. And so I think those are the three biggest things that I help people with, is really breaking through those. And when you do those, when you stop hiding, you're breaking down your walls, right? When you learn to turn comparison into something positive, you rewire your brain. You're looking at it as like envy and as success, and I can do that. And then when you embrace self-doubt, right? You're taking something that's completely normal, and you're stepping through it, which is how you, how you, I believe, break through the walls. Lesley Logan 22:01  I couldn't agree more with all that. I actually like the one reason I think I love that Pilates is in my life as long as it is, no matter what facet it's become, it's because it's a way that I'm allowed to be curious in my body, right? Like, like, why is this exercise so hard today It wasn't hard yesterday? Like, it's a way to practice curiosity, which is something that like, for better, for worse, the way the education system was when I was growing up, you're not curious. You memorize and you get the answer right, or you get it wrong. So I it's taken as an adult, this way of practicing being curious, because that's not something that's natural for me. I want to highlight the self-doubt thing, because I think that is so good, because I would be like, with this imposter syndrome. I remember Seth Godin going, Yeah, well, if you're new at something, of course you're going to feel that because you're new. And it's like to me, I just tell people, congratulations, you're not a narcissist. A narcissist will never feel that way and the way that you just said it. It's so funny, because I didn't realize I have a process. I will come up with an idea. I will then have self-doubt. I have to go through that so that I can go, Well, what am I doubting about it? How do I either get rid of that or, like, learn the thing I need to learn, or research the thing I need to do, whatever I've got this project that I'm working on this year. And of course, as soon as I said I want to do it, I immediately was like, who am I to do this? What, like, Well, how would I solve that problem? How do I solve that problem? And in going through the self-doubt questions, I can figure out the things, and now I have even more confidence in the thing that I'm doing, because I went through the things that I was doubting and explored what that was. And I think that your positive reframe. I think every single person, if they can go, Oh, I feel like that's a load off of your shoulders right now, I feel free. Barb Betts 23:37  It is, well, you said it, right. Okay, so when you feel the doubt and you truly don't know how to do something, or don't know, then you get help, shore up your weaknesses, pull in people around you, or truly understand you have been you have been gifted this opportunity. You've been invited into this room, whatever it may be, because someone else, or the universe, God, whoever, sees something in you that you can't see in yourself yet. But if you don't embrace that and you hold yourself back, you're not going to go anywhere in life, right? You tell me, you show me any successful person that you put on a pedestal that you think has never doubted themselves. The difference is, they know they're imperfect. They know they're going to make mistakes, and they choose to show up anyways, right? Think about Gary Vee. Everyone worships Gary Vee. Gary Vee is amazing, right? He's up on this world level that so many of us are like, Oh my god. Started out selling wine on the internet, on YouTube, you think he knew what he was doing? Absolutely not, right? You think he was comfortable in video? Go back and watch him. He was not, right? He did it anyways, and he was okay with showing up. Clearly, he's very authentic and does whatever he wants to do, but people love him for it. So when you you mentioned earlier like this whole like leaving people behind, and what do we do? And does it change who we are? It absolutely does. It 100% does. But what I know for a fact, because when you choose authenticity, when you choose to show up real, relatable and human, I know for a fact, you give others permission to do the same, and that is the foundation of human connection, and that's how you build real relationships. When I chose to go through my hair loss journey, take my hair off on social media and show everybody my basically bald front of my head, I upleveled my relationships big time in ways I never could have imagined. Because it turns out, people want authenticity. They want humanity, and it gives others permission to do the same with you, and that's how you create a real relationship. Lesley Logan 25:42  Yeah, oh, I got chills. I I think that's so interesting that we we fear losing people by changing who we are, because we're becoming more of ourselves. We're, like, truly not just leveling up, because that can be a little masculine, but, like, I'll just say that leveling up ourselves, right? We're like, like, owning all the things about ourselves, owning our imperfections, owning our desires and all that. And other people will level up they'll be like, Oh my gosh, like, they're being pulled with you, and that requires and then some people won't. Sometimes those people just fall off. You don't even notice it. And they'll be like, Oh my God. I haven't talked to the person in a year, and that is a sign they let themselves go. They let themselves out the door. Barb Betts 26:27  Yup, well, and I also always want to make sure that I give this footnote, because what I don't want people to think is, you know, there's a filter that you have to put yourself through. And I hate using the word filter, but it's the best way for people to understand, right? Because authenticity without this filter can be arrogance, can be a turn off. Because what I always say is, there's different rooms you're in. There's different relationships you have where you bring your authenticity to the table. And you can't bring your whole self everywhere you go. If you bring your whole self everywhere you go to a boardroom, versus maybe, how maybe you have a funny personality and you're a jokester that may be okay at home or around the dinner table with your friends, but it may not be appropriate in the boardroom with the senior vice president of your company. May not be into your jokes that day, right? So what I always say is authenticity with an emotional intelligence lens, being aware of who's around you. What environment are you in? What's appropriate, what's not is how you have influence in life. It's how you build these real influential relationships. Because I may have a political opinion, everyone has one, it may not be appropriate to talk about that with a new client, right? It doesn't mean I'm being inauthentic. It just means I'm choosing not to share that part of me with somebody. And so what I always say is the parts of you that you do bring have to be authentic. So like, you don't have to bring your whole self everywhere you go, the parts of you that are showing up have to be real, and they have to be authentic. Lesley Logan 28:07  Yeah, I love that so much, because, like with the ADHD brain that I have, if I were to bring my whole self to every meeting, people would not be able to follow along. Barb Betts 28:18  Correct, 100%, like, you're authentic. You just said, I have ADHD that's being authentic. Yeah. Lesley Logan 28:25  Yeah. So I and like, I think, like, it's having that okay, so in this space, this is how I can at least, so, okay, right? There was all the ADHD that you just experienced, because my brain went to three places being able to say, Okay, I'm aware that I'm going to be going in a different direction where this conversation is going. I promise it's going to circle back, because my brain is going to get us there. But yeah, I have to know that. And if I, if I mask that, then probably the best ideas are going to come for me, because that's what I'm good at. But also I'm not going to share the four other thoughts that happened over here at the same time. Barb Betts 29:00  Correct. Yes, yes. You know what it is. You know, some people have quirks. Some people have things about them that are, you know, appropriate for, again, your friends at the bar, but they're not appropriate for the boardroom or for the sales call or for the Pilates class while you're teaching, or, you know, things like that. So I think it's just understanding that what can't happen is you masking and pretending to be somebody or something you're not. That's what can't happen that people can smell and sniff out right away. Lesley Logan 29:30  Yeah, they can. And I and to go back to, like, this whole thing, like, it doesn't matter what the relationships are for, whether it's because you want a partner or you want a best friend, or you want a dog walking buddy, or you want, you know, to get a sale out of someone, you have to bring the authentic parts of yourself to that experience so that they can also make the correct decision as well. Barb Betts 29:52  Yes, because you don't want people that want to be friends with the not real you. Because then that's why your relationship never goes deep. That's why you never feel connected. That's why you never feel excited about seeing them. All of those should be clues that either you're not showing up real or they're not the real friendship for you, and not everybody is going to be your friend, not everybody is going to have a relationship with you, and that is okay. I promise you, the real people that you are meant to be surrounded with will come out of the woodwork when you embody this, you know, authentic way of showing up in life. Lesley Logan 30:32  Yeah, oh my gosh, I'm glad you highlighted it's okay. Like, I grew up thinking like everyone needed to like me. Right? I like, how many people are, like, nodding their head, like grew up that ever needed to like me. And the reality is, is like, I that's not true, and also doesn't set you up for being able to be yourself in every room. And there's, I saw something that that I've quoted him many times, and so, just so you know, if you've ever heard me say, I don't I saw on a shirt or, like, a bag you could take the grocery store. It's, like, it said, not, it's, not everyone like me I'm not a taco. And, like, because there's all, there's a taco for everybody, and I'm just, but I'm not going to be everyone's taco. Barb Betts 31:11  100% 100% Well, and, you know, and it's also, you know, again, we don't have to go down this rabbit hole, but we were talking about it earlier, about how do you build relationships with others? And so you have to show up authentic and real. But then I also believe there's three key factors to every relationship. So this might because I know we wanted to talk about, obviously, the relationship with ourselves, but how do we build these relationships with others? And so I'll share that the I created a formula, I wrote about it in my new book, that there's three things that have to be present always in order to have a real relationship. And these are the things I think people miss. And I don't care if this is sales, leadership, friendship, family, romantic, I don't care what it is they have to have these three things. And I call it the VVR formula, and it's visibility, vulnerability and relatability. You don't have those three things, you can't have a relationship, and it works with yourself too. So talk about visibility, right? You have to be present. You have to show up. When people are like, I don't have relationships that I want, I don't have friends, well, are you actually visible? Are you showing up? Are you present? And then when you are present, are you really present? Or are you on your phone, right? Like, are you at the cocktail party, networking and trying to meet people, or are you in your phone in the corner, right? Yeah. Then there's vulnerability. You have to have some level of vulnerability with every other human in your life, or you don't have a relationship, right? And vulnerability can be everything from just telling your team, you know, I don't know the answer to that, right? Or it can be, I don't like the new software either, that they're asking us to use, but guess what? It's what we've been handed and we have to learn it, right? Then there's all the way level of vulnerability, where you're sharing your deepest, darkest secrets with your best friends. I'm not sick, because when people hear vulnerability, they think, I don't want to be vulnerable. Well, you have to have some level of it, or you can't have a human relationship. And then the third is relatability, right? You have to have some point of connection. And this is the thing I think people force. I think people force this, right, if you do not have something that you can relate to each other on whether it be a favorite sports team, or you both love Pilates, or you both love wine or tequila, or you both love a certain sport, or you both have kids, you have to have some kind of relatability with another human. It's why, when you go to networking events and cocktail parties and everything else, and you know, you and I have been in these rooms where someone wants to be in your contact information, and you're like, nope, not saving that in my phone. Pretend I save it, but not saving it. It's because you had nothing in common when you had your conversation. If you did, you would have wanted to save that information and create a relationship. So when were talking about building relationships with others. I just want everyone to know that I believe if you focus on those three things, how can I be more visible? How can I be vulnerable, and how can I be relatable? You will create more relationships than you know what to do with them, if you want them. Lesley Logan 33:47  Yes. And I also, I was just thinking like, you know, I have some friendships that the relatability changed during covid, they got they had a baby, I moved, all these different things. And so our friendships have changed. They didn't disappear, but we are finding new things to relate on, because the major things in our lives aren't relatable anymore. And so I think relationships can go through that. And if you really want them to stay, you find a new thing to be relatable on. Barb Betts 34:12  100% or or visibility, which is also the proximity principle, which is also the law of propinquity. Try to say that 10 times fast. The law of propinquity basically says that the greater the physical or psychological proximity is between people, the greater the chance they'll have a relationship, right? So if you are not either physically or psychologically in someone's proximity, you're not going to have a relationship. So we wonder why in sales, our relationships drift away. Well, are you seeing them or marketing to them? Because if you're not, they're not coming back. Right. Are they showing up to class? If they're not showing up to class, you can't, but you can't have a relationship with them. So how do you get back in visibility with them? How do you get back in proximity with them? That's why it's first, because you're right. Relationships drift away, good or bad, for various different reasons. But if you want to bring it back to center, then get visible with somebody. Get vulnerable with somebody. Vulnerability can be texting Lesley and being like, Lesley, I miss you, I miss seeing each other in six months. I really miss you. Can we get together? That's being vulnerable because you're admitting I haven't been in touch with you. Right? And then relatability, finding a new point like to your like you just said, you have friends that all of a sudden started having kids during Covid, and you guys don't have kids, and so they're doing off all the little tiny kids stuff, and you and Brad aren't interested in guess what? That's normal. You don't have to be interested in little kids stuff, right? So that's creates a little bit of a relatability difference. But can you have a relatability on something else that you're both interested in?Lesley Logan 34:15  Yeah, I feel like I could talk to you for hours. We are going to take a brief break and find out where I can get your book, because obviously I my interest is piqued. There's going to be other things to go along with once we get the first step down, then there's the next steps. And so we'll take a brief break and find out and get those books. Lesley Logan 34:15  All right. Barb, where? Where are your books sold? Barb Betts 34:15  Books are sold everywhere. Lesley Logan 34:15  What's the name of the book? Barb Betts 34:15  The book is The Relationship Advantage: Unlocking the Life-Changing Power of Human Connection. Just look under the relationship advantage. Easiest way to find it, Amazon, Barnes and Noble, Books a Million, as they say, with a deep commercial voice, everywhere books are sold. Lesley Logan 34:15  Yes, well, we're gonna get your book because I definitely, I mean, I've over the four years, I need to know you in this topic. Like every time I hear you speak, I hear a different way of it going, and I think it's the way of the future, even if people think it's AI, it might be AI, relationships are gonna be the thing. Not everyone wants to play with your AI tool if they don't know who you are. Barb Betts 34:15  Well, that's why I wrote the book, and I wrote it in three sections, and and just to give you the high level overview, it's the first section is all the relationships with yourself. The second section is, how do you build effective relationships with others? And then the third section is how relationships make an impact in your life. One chapter on sales, one chapter on leadership, one chapter on building community. And then the final chapter is how relationships are our legacy. Lesley Logan 34:15  You're brilliant, and also, you know, you're you're, you're Barb Betts on the on the gram, correct? And on LinkedIn, and all the things? Barb Betts 34:15  Everywhere grams are found. Lesley Logan 34:15  Yeah, okay, you have actually given us so many tools. I feel like we could just, like, clip it and go, there's your Be It Action Items. But just in case, you have other things to add to that, bold, executable, intrinsic or targeted steps people can take to be it till they see it, what you have for us? Barb Betts 37:21  I would say it comes down to the authenticity. It comes down to stop hiding, let your walls down, let people in. Admit you're not perfect. Admit where you're you know your vulnerabilities are. It definitely comes down to pay attention to how you feel on social media. Pay attention to what you're looking at, how you're comparing yourself to others. Really try to change that neuroscience in your head and reframe that into comparison. And I promise you, one of the things I tell people all the time is just DM somebody when you feel right, that that effort to compare DM Lesley and be like, Oh my gosh, your road show looks amazing. I'm so proud of you, even though you're looking at Lesley like, so successful. Everybody like her, right? And then the third, obviously, is when you next time you feel that self-doubt, friends, please look at it just in your head, think green light. Think green light. Think green light. That means put your foot down on the gas pedal and go. That is your clue to push harder, to go, to go do the thing, because it will change who you are.Lesley Logan 38:17  I love those. I love all of this. This whole conversation has lit me up. I'm so excited. You guys, please let Barb Betts know what your favorite parts were, what your takeaways were. If you were envious then you know what to do, she just gave you the tool to how to say that. Send this to a friend who needs to hear it. You know also it might that might even be a way of being vulnerable, like, hey, this really meant a lot to me. I think it could be really great for us both to figure this out. So I just think that there's so many different ways to take this. Go get Barb's book. I'm gonna get it wherever books are sold, and until next time, Be It Till You See It. Lesley Logan 38:48  That's all I got for this episode of the Be It Till You See It Podcast. One thing that would help both myself and future listeners is for you to rate the show and leave a review and follow or subscribe for free wherever you listen to your podcast. Also, make sure to introduce yourself over at the Be It Pod on Instagram. I would love to know more about you. Share this episode with whoever you think needs to hear it. Help us and others Be It Till You See It. Have an awesome day. Be It Till You See It is a production of The Bloom Podcast Network. If you want to leave us a message or a question that we might read on another episode, you can text us at +1-310-905-5534 or send a DM on Instagram @BeItPod.Brad Crowell 39:31  It's written, filmed, and recorded by your host, Lesley Logan, and me, Brad Crowell.Lesley Logan 39:36  It is transcribed, produced and edited by the epic team at Disenyo.co.Brad Crowell 39:40  Our theme music is by Ali at Apex Production Music and our branding by designer and artist, Gianfranco Cioffi.Lesley Logan 39:47  Special thanks to Melissa Solomon for creating our visuals.Brad Crowell 39:50  Also to Angelina Herico for adding all of our content to our website. And finally to Meridith Root for keeping us all on point and on time.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy