Prada: The IPO Dilemma
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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BSTA014 |
Electronic Format: Rs.
300;
courier (within India):Rs. 25 Extra
Themes- |
| Case Length |
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14 Pages |
| Period |
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1995 - 2005 |
| Pub Date |
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2005 |
| Teaching Note |
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Not Available |
| Organization |
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Prada Group |
| Industry |
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Luxury Goods |
| Countries |
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Global |
Abstract:
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Since the late 1980s, Miuccia Prada and her husband Patrizio Bertelli, CEO
(Chief Executive Officer) of the Prada group, have successfully built a radical
image for Prada. Miuccia, the creative mind behind the design has achieved a
fine blend of innovation and tradition. Bertelli, the brain behind Prada's
stupendous growth has developed a vertically integrated business model, which he
calls a "brand machine". Bertelli has also acquired brands like Fendi, Jil
Sander and Helmut Lang. These purchases have resulted in a huge debt. Bertelli
realises the need for an IPO (initial public offering), but he postpones it
three times between 2000 and 2004. He knows that in a public limited company, he
will have to be more accountable to investors.
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At the same time, to implement the company's ambitious growth plan, Bertelli cannot postpone the IPO for long. What should Bertelli do?
Contents:
Keywords:
Prada, Miuccia, Bertelli, Vertically integrated, Business model, Strategy, Luxury goods, Miu Miu, Initial public offering (IPO), Italy, Multibranding strategy, Control, Debt
Prada: The IPO Dilemma
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