Podcasts about LVMH

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What business school won't teach you about luxury. How do you work in luxury fashion? This is inside LVMH's playbook. This week, I'm joined by Pauline Brown, former Chairwoman of LVMH North America, Harvard Business School professor, and author of Aesthetic Intelligence. Pauline shares the lessons she learned leading some of the world's most iconic luxury brands. We cover a lot, from why climbing the corporate ladder doesn't always bring more freedom, to the mistake most people make when planning their careers, and why she believes taste will become one of the most valuable skills in the future of work. We also dive into what luxury brands understand about consumer psychology, how Dior and Chanel think differently from startups, what it really takes to break into companies like LVMH, and why Pauline convinced Harvard Business School to create a course on The Business of Aesthetics. Whether you're building a brand, growing your career, or simply trying to develop better taste, this episode is packed with frameworks you'll think about long after listening.In this episode, we cover:Navigating a career pivotHow she transitioned from consulting to fashion and beautyThe biggest career mistakes young professionals makeWhy taste matters more in the age of AIHow to stand out when applying to luxury brandsThe psychology behind iconic brands like Dior and ChanelWhy attention doesn't always lead to salesThree questions to ask before starting your own companyFollow Fashion & Founders:Podcast IG: @fashionandfoundersPodcast Substack: Fashion and FoundersPodcast Website: fashionandfounders.comPodcast TikTok: @fashionandfoundersPodcast LinkedIn: Fashion and FoundersPodcast YouTube: Fashion and FoundersPodcast Links: Shop MyFollow Pauline Brown:IG: @paulinegarrisbrownBook HEREBrunello: The Gracious VisionaryWatch the documentary film HEREIG: @brunelloilvisionariogarbatoThank you to this episodes's sponsor Blue Fox Entertainment!Thanks for listening!

In der heutigen Folge sprechen die Finanzjournalisten Nando Sommerfeldt und Holger Zschäpitz über neue Paypal-Fantasie, die unterschätzte Apple-Rallye und die Antwort auf die Frage: Kann ein Atommüll-Staatsfonds auch Rente? Außerdem geht es um Samsung Electronics, Micron Technology, IBM, SK Hynix, Alphabet, Meta Platforms, Amazon, Microsoft, Apple, PayPal Holdings, Block, Morgan Stanley, BlackRock, BASF, Volkswagen, BMW, Mercedes-Benz Group, Richemont, Kering, LVMH, Hermès, Burberry, TSMC, Netflix, ABB, Abbott Laboratories, GE Aerospace, Intuitive Surgical, UnitedHealth Group, Alcoa, United Airlines Holdings, BHP, ING Group, Smartbroker Holding, AMD, Broadcom, Nvidia, Viasat, AST SpaceMobile, Rocket Lab, Planet Labs, EchoStar, SpaceX, Amundi Global Luxury UCITS ETF (WKN: A2H564), Boreas S&P Absolute Luxury UCITS ETF (WKN: A412DN), iShares Core MSCI World UCITS ETF (WKN: A0RPWH), Xtrackers MSCI World UCITS ETF 1C (WKN: A1XB5U), SPDR MSCI ACWI ETF (WKN: A1JJTC), iShares Core MSCI EM IMI UCITS ETF (WKN: A111X9), VanEck Semiconductor UCITS ETF (WKN: A2QC5J), Amundi MSCI Semiconductors UCITS ETF (WKN: LYX018), VanEck Space Innovators UCITS ETF (WKN: A3DP9J), Global X Copper Miners UCITS ETF (WKN: A3C7FZ), Global X Silver Miners UCITS ETF (WKN: A3DC8R), VanEck Uranium and Nuclear Technologies ETF (WKN: A3D47K), iShares Global Clean Energy ETF (WKN: A0MW0M). Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und – ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien *Anzeige: Eight Sleep: Der Pod 5 reguliert die Temperatur im Bett automatisch, trackt Schlaf- und Gesundheitswerte ohne Wearable und kann so zu besserem Schlaf beitragen. Mit dem Code ALLESAUFAKTIEN erhaltet ihr auf https://www.eightsleep.com/allesaufaktien bis zu 350 Euro Rabatt.* Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

La bourse de Paris a évolué en légère hausse, sans réel catalyseur.La faute au conflit dans le détroit d'Ormuz, qui limite les prises de risques : le blocus visant les navires iraniens se poursuit et est accompagné de nouvelles frappes américaines le long des côtes iraniennes. Donald Trump a même prévenu que les frappes pourraient s'intensifier, si Téhéran ne revenait pas à la table des négociations.En conséquence, le Brent progresse autour de 85 dollars le baril, après sa hausse de 11 % sur les deux séances précédentes. Et sur le front des entreprises, quelles sont les principales informations du jour ?Cette situation géopolitique a freiné le CAC 40 malgré un secteur du luxe très bien orienté.Kering, LVMH et Hermès ont pleinement profité des résultats trimestriels convaincants du groupe Suisse Richemont, qui profite de ventes bien meilleures que prévues, soutenues par la demande venue des Etats-Unis.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

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After 15 years and 900+ studies with over 30,000 affluent women, Malinda Sanna knows what luxury beauty buyers actually buy, not what brands think they buy. In this episode of Skin Talks, hosts Beate and Natascha sit down with the founder of Look Look, the market research firm behind private communities like the Beautyverse and Luxuryverse, with clients including Shiseido, Estée Lauder, LVMH, and Tiffany. Malinda pulls back the curtain on the psychology of luxury spending: why ingredients now beat logos and packaging, how word-of-mouth quietly overtook social media influencers, why legacy luxury houses are struggling against nimble K-beauty and clinical brands, and where luxury is heading next. She shares the one thing 30,000 women secretly want that no brand is selling, the affordable product she's obsessed with, and the beauty trend she predicts will look absurd within a decade. If you care about skincare ingredients, beauty trends, luxury spending, and the future of health and wellness, this conversation goes far deeper than skin.

I am fascinated with the idea of luxury brands like Dior, LVMH and Armani. It is clearly more than just diversification or trying to find new revenue streams. It is and has become part of the brand On a recent trip to Beverly Hills, I was invited to lunch with the group from Chateau Y'quem. I moved the entire schedule around (duh), to be there. And though I was remiss in remembering who fronted the hospitality, I was taken by the hospitality just the same. Now I am taken by the woman of was at the helm that day. Meet Fahara Zamorano. If you think the wine world is just swirling glasses and sniffing out tasting notes, Fajara Zamorano is here to flip your tablecloth. She strides into Wine Talks declaring, "You gotta remove the ego," and then proceeds to break down luxury wine culture not with snobbery, but with the kind of candor that leaves sommeliers and armchair tasters alike scrambling to rethink what it means to appreciate wine. Raised in the vine-studded valleys near Santiago, with the occasional detour into the Atacama desert—the driest place on earth—Fajara Zamorano grew up living the contrast between farmland "fairytale" and the arid edge of the world. No wonder she grew into someone who can call out ego in the most self-important industry on earth, then build a wine program for Monsieur Dior in Beverly Hills—where the stakes are as high as the heels. You're not just getting tips about which bottle to order at dinner. You're going to learn why the true luxury isn't price tags or Instagram clout, but the ability to see, anticipate, and dissolve the invisible barriers between guest and experience. Fajara Zamorano peels back the silk curtain on how fine dining works—how sommeliers read people, how guest notes are kept, and why even the "perfect" wine list is about much more than showing off. She'll have you questioning why we talk more about pesticides in strawberries than in the Cabernet you're sipping, and challenge the way the wine industry sacrifices humanity at the altar of mass marketing. She knows firsthand the battles of fighting for sustainable farming in a market obsessed with buzzwords, and still keeps her sense of humor when talking about Champagne, Armenian wines, or the eccentricities of the ladies who lunch on Rodeo Drive. If you've ever cringed at a wine list, been intimidated at a high-end restaurant, or wondered whether all this luxury talk means anything, this conversation is the antidote. Fajara Zamorano and Paul K will not only teach you how restaurants wield psychology like a decanter, but why the best experiences always put people before ego, and farming before flash. What you'll actually learn in this episode:

Weitere Infos zu unseren Werbepartnern finden Sie hier: https://linktr.ee/aktienfuers_leben Keine Marke steht so sehr für Stil, Exklusivität und Luxus wie die französische Edelmarke Hermès. Tobias Kramer und Timo Pache gehen zurück bis zu den Wurzeln des Gründers Thierry Hermes im damals französischen Krefeld, ziehen mit ihm und seinen Kindern und Enkelkindern durch Paris und rekapitulieren noch mal die Erfindung der berühmten Birkin-Bag. Natürlich gibt es abschließend einen ausführlichen Blick auf die Aktie, die ja lange absurd teuer war, seit einigen Monaten aber deutlich an Wert verloren hat – was sie ja vielleicht wieder langsam interessant macht. Um diese Aktien geht es: Hermès (886670), LVMH (853292) +++ Keine Anlageberatung oder -empfehlung. Alle Angaben ohne Gewähr, diese stellen keinen Ersatz für eine professionelle und individuelle Beratung dar. Wertentwicklungen der Vergangenheit sind kein Indikator für zukünftige Wertentwicklung. +++ Vermögen aufbauen und Wirtschaft verstehen mit Capital+: https://angebot.capital.de/#digitale-angebote +++ Dieser Podcast wird vermarktet von Julep Media: sales@julep.de Wir verarbeiten im Zusammenhang mit dem Angebot unserer Podcasts Daten. Wenn Sie der automatischen Übermittlung der Daten widersprechen wollen, melden Sie sich hier: datenschutz@julep.de

Jamais les liquidations et redressements judiciaires n'ont été aussi nombreux en France qu'aujourd'hui.Près de 70 000 procédures collectives par an, et la tendance continue de s'accélérer en 2026.Après une carrière de haut vol dans la finance, chez Lazard puis président du directoire d'Eurazeo pendant 16 ans, Patrick Sayer se présente en 2023 à la présidence du tribunal de commerce de Paris.Sa conviction : la France dispose d'un arsenal juridique unique au monde pour aider les entrepreneurs et éviter les faillites, mais elle a cessé de l'utiliser correctement.Les défaillances atteignent des niveaux records, même dans tous les domaines d'excellence française.Depuis sa nomination il y a 3 ans, Patrick tire la sonnette d'alarme.Sur le combat à armes inégales que mènent les entreprises françaises face aux concurrents chinois et américains.Et surtout sur la nécessité de créer un marché européen unique pour inverser la tendance.Patrick nous plonge dans les entrailles de cette juridiction que nous connaissons trop peu. Les juges bénévoles, les 9000 litiges traités par an, l'apport désormais indispensable de l'IA au tribunal, les belles histoires qui naissent parfois à la barre et la cruauté de celle-ci avec d'autres.Une parole rare et sincère, au cœur de l'économie réelle qui nous éclaire sur l'état de santé de nos chères entreprises tricolores.Vous pouvez contacter Patrick sur Linkedin.TIMELINE:00:00:00 : "On a inventé l'outil qui a permis à B.Arnault de prendre le contrôle de LVMH"00:19:56 : 20 années intenses en fusions-acquisitions chez Lazard00:31:04 : Le pari Eurazeo00:44:37 : L'incroyable histoire de la maison Lazard00:47:53 : Pourquoi les entreprises font faillite01:11:16 : Comment faire fonctionner un tribunal sans aucun moyen ?01:24:54 : L'apport désormais indispensable de l'IA dans le traitement des litiges01:36:28 : Éviter les conflits d'intérêt entre le juge et les jugés01:44:00 : "Les dépôts de bilan aux États-Unis m'inquiètent terriblement"01:56:04 : Les techniques pour (bien) racheter une entreprise en difficulté02:03:04 : Le mythe des "entreprises européennes"02:06:44 : L'importance de savoir déposer le bilan à temps02:10:03 : "J'essaie de rendre à mon pays ce qu'il m'a donné"02:15:16 : Y a-t-il de la corruption dans un tribunal ?Les anciens épisodes de GDIY mentionnés : #461 - Sébastien Bazin - PDG du groupe Accor - Diriger un groupe coté en bourse sans ordinateur#523 - Virginie Morgon - Ardabelle Capital - La louve de Wall Street qui veut reconstruire l'Europe#362 - Matthieu Pigasse - Centerview - Le punk qui murmure à l'oreille des patrons et des gouvernementsNous avons parlé de :Le Tribunal des activités économiques de ParisLa sauvegarde accélérée - fiche explicativeLa cessation des paiements et le délai de 45 joursLe 28e régime européenLes chiffres des procédures collectives en FranceLa bataille LVMH entre Bernard Arnault et Henri Racamier (1988-89)L'épisode de La Martingale avec le CTO de Ledger sur la cybersécuritéTrouver des entreprises à racheterLes recommandations de lecture : Le fil de l'épée, de Charles de GaullePropos d'O.-L. Barenton, confiseur, de Auguste DetoeufLe Prophète, de Khalil GibranUn grand MERCI à nos sponsors : Squarespace : https://squarespace.com/doitQonto: https://qonto.com/r/2i7tk9 Brevo: brevo.com/doit eToro: https://bit.ly/3GTSh0k Payfit: payfit.com Club Med : clubmed.frCuure : https://cuure.com/product-onely (code DOIT)Vous pouvez retrouver la liste de tout le matériel utilisé pour enregistrer nos épisodes sur cette page.Vous souhaitez sponsoriser Génération Do It Yourself ou nous proposer un partenariat ?Contactez mon label Orso Media via ce formulaire.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Welche Aktien hat Sebi in seiner 18-monatigen Podcast-Pause eigentlich gekauft – und wie haben sie sich entwickelt? In dieser Folge gibt er einen persönlichen und ungeschönten Einblick in sein Depot. Mit konkreten Kaufthesen, ehrlichem Performance-Update und einem deutschen Hidden Champion, der bisher richtig abgeliefert hat.Inhalte dieser Folge:✅ Portfolio-Offenbarung: Sebis Käufe der letzten 18 Monate im Überblick✅ Kaufthesen zu Blue Chips wie Hermès, Ferrari, LVMH und UnitedHealth✅ Etwas unbekanntere Titel mit spannenden Investmentthesen✅ Ein Hidden Champion aus Deutschland mit bereits starker Rendite✅ Performance-Check: Welche Positionen laufen gut, welche weniger?Disclaimer gemäß WpHG: Alle Inhalte dienen ausschließlich der Information und stellen keine Anlageberatung oder Kaufempfehlung dar. Sebi hält zum Zeitpunkt der Veröffentlichung Positionen in den genannten Unternehmen. Investitionen in Wertpapiere sind mit Risiken verbunden, bis hin zum Totalverlust des eingesetzten Kapitals. Bitte informiere dich eigenständig und ziehe bei Bedarf einen unabhängigen Finanzberater hinzu.

Aujourd'hui dans "Les voix de l'économie", Stéphane Pedrazzi s'entretient avec François Monnier, le directeur de la rédaction du magazine Investir. Ensemble, ils explorent les principaux enseignements du premier semestre 2026 sur les marchés financiers, marqué par une volatilité importante, mais aussi par une capacité remarquable des entreprises à s'adapter.L'un des points forts de cet épisode est la présentation du numéro exceptionnel d'Investir, réalisé cette année avec la participation de plus de la moitié des patrons du CAC 40. Ces chefs d'entreprise partagent leur vision et leur expérience sur la façon dont l'intelligence artificielle révolutionne en profondeur leurs organisations. Parmi les témoignages marquants, on retrouve celui de Maurice Lévy, le PDG de Publicis, qui explique comment l'IA a permis à son groupe de générer 2 milliards d'euros de revenus supplémentaires en trois ans, creusant ainsi l'écart avec ses concurrents. Bernard Arnault, le président-directeur général de LVMH, souligne quant à lui comment l'IA encourage l'esprit entrepreneurial et favorise l'audace au sein de ses équipes.Les patrons de Michelin, d'Air Liquide et de Thales apportent également leur éclairage, démontrant que l'IA n'est plus une simple couche technologique, mais bien un levier de transformation intégré au cœur de leurs activités, générant des gains de productivité et de compétitivité substantiels.François Monnier revient aussi sur les principales tendances qui ont marqué les marchés financiers au premier semestre, entre guerre au Moyen-Orient, hausse des taux d'intérêt et performances contrastées des différentes places boursières.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Part I: The Operating System for Culture with Marc Lotenberg, founder of DorsiaDorsia is building the operating system for private members' clubs: a first-party, end-to-end technology platform designed to replace the legacy software and disconnected third-party integrations that most clubs still run on today. Marc Lotenberg, founder of Dorsia, argues that the gap between what the most discerning members expect and what the average club can actually deliver comes down to a failure of infrastructure, not hospitality intent. In Part I of this episode, Marc makes the case for why genuine personalization at the club level has to be built on first-party data sovereignty, what it actually costs to build compliant, frictionless hospitality technology at scale, and why he believes that pretending every prospective member is your customer is the fastest way to end up with none.Thank you Dorsia for making this episode possible. To learn more about Dorsia's hospitality tech, get in touch: melissa@dorsia.comDownload Dorsia to get access to impossible tables and events here (code: THESTANZA)Follow Dorsia on InstagramPart II: Heritage at Scale: Building the Orient Express Universe Across Trains, Yachts, and Hotels with Gilda Perez-Alvarado, CEO Orient ExpressStarts at 13:26Gilda Perez-Alvarado is CEO of Orient Express and Chief Strategy Officer at Accor, where she oversees the brand's expansion across hotels, luxury trains, and yachts. Orient Express is a strategic joint venture between Accor and LVMH, combining Accor's global hospitality infrastructure with LVMH's expertise in luxury consumer goods and brand stewardship. Gilda joined Accor in late 2023 after two decades at JLL Hotels & Hospitality Group, where she rose to Global CEO of the practice.Today, Orient Express spans two hotels in Rome and Venice, the La Dolce Vita luxury train on Italy's historic tourist rail network, a second train, L'Orient Express, set for 2027, and the Corinthian yacht that launched in May 2026, with the Olympian to follow in 2027. Every asset is designed to be privatizable and capped in room count to protect scarcity. The Italian portfolio is developed in partnership with Arsenale , who first approached Accor ahead of the pandemic with a proposal to flag La Dolce Vita as Orient Express.Orient Express is ultimately building what Gilda describes as a multi-modal travel business, sequencing hotels, trains, and yachts into a single continuous guest journey rather than a collection of standalone bookings.In this episode, Nadine sits down with Gilda to explore what it really takes to relaunch one of the world's most recognized travel brands across real estate, rail, and maritime operations, while satisfying two publicly-oriented parent companies and a brand mandate that has to hold for at least another century.INTERVIEW HIGHLIGHTSHow the Accor-LVMH joint venture divides responsibility, and what each parent brings beyond equityThe site selection framework for new hotel assets, including the role of an in-house historianWhy Orient Express capped room counts and built every asset to be privatizable, and how that shapes owner conversations and pricingGilda's view on how distribution and guest acquisition has evolved beyond traditional meansThe open question on the Corinthian's revenue model: transient product or private charter businessHow Orient Express approaches guest curation on trains and yachts, and why Gilda frames it as one of the most consequential and least controllable variables in the businessThe tension between short-term shareholder reporting and a mandate framed around a 143-year horizonWhat Gilda learned from LVMH's approach to scarcity and brand stewardshipLearn more about Orient Express hereFollow Orient Express on Instagram

Bernard Arnault, le Président-directeur général de LVMH, a accepté l'invitation de LEGEND et a partagé les moments les plus marquants de sa carrière. Il s'est aussi confié sur les coulisses de la construction de son empire qui est aujourd'hui le groupe numéro 1 mondial du luxe.Pour prendre vos billets pour le LEGEND TOUR c'est par ici ➡️ https://www.legend-tour.fr/ Retrouvez la boutique LEGEND ➡️ https://shop.legend-group.fr/

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HAve you noticed that more and more companies are finding the Chinese market is a headwind for companies? You're not alone. Automotive companies, clothing retailers, beauty products, and many more are either losing market share or seeing sales decline. Jon, Matt, and Tyler break down why the Chinese market has been such a challenge for so many companies, who could be the next company to experience this, and how investors can navigate this trend. Plus, the unconventional winners & losers of the S&P 500 and listener questions. Tyler Crowe, Matt Frankel, and Jon Quast discuss:- S&P 500's (volatile) winners and losers in 2026 so far- The unexpected winners and losers- The changing Chinese market- Could Apple and memory be the next China market victims?- Mailbag: Navigating fair values for stocks Companies discussed: CASY, TSCO, GLW, FICO, NKE, LVMH, AAPL, SBUX, DECK, CAT, MSFT, Host: Tyler CroweGuests: Matt Frankel, Jon QuastEngineer: Bart Shannon Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement. We're committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

What if everything you've been told about AI and your job is wrong? Sharon Gai sits down with host and producer Dr. Tom Dutta on The Quiet Warrior Show, and this one is going to stop you in your tracks. Sharon moved to Vancouver at age 7 from China, not speaking a word of English. She hid her dumpling lunches so the other kids wouldn't stare. She hid who she was. Then, 18 years later, she moved back to China for work, only to be told she wasn't Chinese enough. Between those two worlds she forged a philosophy she calls Culture Fluid, and a career at the cutting edge of global AI and commerce. A TEDx speaker. A Wiley author. Named Top AI Voice 2026. Sharon has advised Walmart, LVMH, Coca-Cola, and heads of state. And she's here to say what most people are afraid to: AI doesn't replace jobs. It slices off tasks. And knowing the difference is everything. In this episode you'll discover: ✓  Why being different is your biggest AI advantage, not your liability ✓  How to split your job into 'AI tasks' and 'human tasks' right now ✓  The 'Busy Bee to Beekeeper' shift that changes how leaders think about productivity ✓  What the West is still missing from China's AI playbook ✓  Why doing more with less starts with clarity, not hustle Sharon's new book HOW TO DO MORE WITH LESS (Wiley, March 2026) is out now. This is the conversation the whole world needs. www.sharongai.com #TheQuietWarriorShow #SharonGai #AILeadership #FutureOfWork #DoMoreWithLess #AILiteracy #Leadership #Podcast #Livestream #CultureFluid #Innovation #BusinessStrategy #DrTomDutta #FinalCutPremiere

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.

durée : 00:04:23 - Le Billet politique - par : Jean Leymarie - Il est le Français le plus riche du monde. Dans une biographie approfondie, "Bernard Arnault, son univers impitoyable" (La Tribu), Audrey Millet dévoile aussi le réseau et l'influence politique du patron de LVMH. Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

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.

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

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. 

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.

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

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.

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.

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.