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Ferrara, June 15-16, 2007

13th World Continuous Auditing & Reporting Symposium. University of Ferrara. Ferrara, June 15-16, 2007. Giuseppe Gullo Group CFO. INDEX. 001. Who we are. 002. The CFO role in MBFG. p.1. 001. Who we are. p.2. 001. BRANDS.

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Ferrara, June 15-16, 2007

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  1. 13th World Continuous Auditing & Reporting Symposium University of Ferrara Ferrara, June 15-16, 2007 Giuseppe Gullo Group CFO

  2. INDEX 001. Who we are 002. The CFO role in MBFG . . p.1

  3. 001.Who we are p.2

  4. 001. BRANDS MBFG MANAGES A PRESTIGIOUS PORTFOLIO OF OWNED AND LICENCED BRANDS WITH THE AIM TO BECOME A LEADER IN ITS MARKETS FASHION JEWELLERY LEATHER GOODS APPAREL ABBIGLIAMENTO BAGS SHOUSE PRINCIPAL OWNED BRANDS NEW ACQUISITIONS: FACCO, ROSATO, CALGARO, VALENTE SHOPS 47 15 18 15 45 44 6 Mugler, Fuchsia (Ungaro), Anglomania (Vivienne Westwood), 1000 Miglia, Alviero Martini, Patrizia Pepe Vivienne Westwood, Warner Bros, Miss Sixty Missoni, Luigi Borrelli LICENCE p.3

  5. 001. DISTRIBUTION NETWORK THE RETAIL NETWORK AT DECEMBER 31, 2006 CONSISTED OF 311 MONO AND MULTI-BRAND BOUTIQUES (169 DOS+142 FRANCHISEES) EUROPE (14) RUSSIA+BALTIC COUNTRIES (32) (4) Mariella Burani (5) Coccinelle (2) Rene Lezard (1) Braccialini (2) Francesco Biasia (27) Baldinini (1) Mariella Burani (3) Coccinelle (1) Braccialini GERMANY, AUSTRIA, SWITZERLAND (75) JAPAN (10) (38) Don Gil (16) Bernies (15) Rene Lezard (2) Mila Schon (2) Revedi (1) Baldinini (1) Coccinelle (6) Mila Schön (3) Mariella Burani (1) Coccinelle FAR EAST (18) ITALY (126) • (5) Mariella Burani • (4) Braccialini • (2) Baldinini • (4) Francesco Biasia • (2) Coccinelle • Mila Schön (30) Mariella Burani (27) Coccinelle (20) Revedi (15) Baldinini (11) Mila Schön (9) Braccialini (7) Francesco Biasia (6) Antichi Pellettieri (1) Junior fashion MIDDLE EAST – REST OF THE WORLD (19) EASTERN EUROPE (17) (5) Coccinelle (3) Mariella Burani(1) (3) Baldinini (2) Francesco Biasia (3) Braccialini (3) Antichi Pellettieri (12) Baldinini (3) Francesco Biasia (1) Mariella Burani (1) Coccinelle p.4 p.7 FEBRUARY 2007

  6. 001. DINAMIC GROWTH FROM 2000, THE AVARAGE GROWTH RATE OF THE REVENUES WAS 27,4%, WITH A MORE THAN PROPORTIONAL GROWTH OF THE EBITDA (+46,6%), AND OF THE EBIT (+60,2%) p.5

  7. WHO WE ARE AT ALL • 40 consolidated companies • 2.480 employees • A worldwide presence • A sub-holding, Antichi Pellettieri, listed on Italian Stock Exchange market “EXPANDI segment” with a capitalization of about euro 480 mln. • A stock capitalization of about euro 780 mln. at STAR segment (a growth of the share price from 2006 of about 70% and from IPO of about 250%) • Italian and international shareholders (with the presence of 2 important Private Equity funds) • LCapital (LVMH) and Tamburi & Partners important shareholders with 6,5% of equity stake of MBFG • 20 financial analysts cover the stock p.6

  8. 002. The CFO role in MBFG p.7

  9. 002. THE CFO ROLE IN MBFG • CFO as a “transition manager” • CFO as a “Business Integrator” • CFO as a “Process Administrator” inside and outside of the Group p.8

  10. 002. THE CFO ROLE IN MBFG CFO as a “transition manager” • Globalization implies “daily changes” • Basilea 2 (a rating for each company) • IAS/IFRS • Information Systems / Business Intelligence • Speed to manage transition as a competitive advantage p.9

  11. 002. THE CFO ROLE IN MBFG CFO AS a Business Integrator • Growth plan through acquisitions (with minorities as an important asset for the Group) • Management of minorities with integrated criteria • Developement of synergies among acquired companies for an accelerated growth (focus on “made in Italy” sector) • Diffusion of an integrated Group culture and philosophy (“Thinking Group concept”) p.10

  12. 002. THE CFO ROLE IN MBFG CFO AS a Process Administrator • Process codification of accounting methodology (Consolidation manual) • Developement of an “Organization chart” and a “Responsability tree” for companies’ decision makers • Information systems’ developement to better manage information flows inside and outside of the Group p.11

  13. 002. THE CFO ROLE IN MBFG CONTINUOUS AUDITING AND INFORMATION TOOLS • Introduction of new information and comunication tools like Business Intelligence Systems • Continuous monitoring on monthly basis on a single legal entity level of data and performances • Performance measurement and creation of a Performance Manager role to monitor “Intangible Asset Value” p.12

  14. 002. THE INTANGIBLE ASSETS IN THE BALANCE SHEET:the performance focus From accounting figures to “value” Employees Intangibles Value left to third parties “Sustenability” financial statement Client base “Real value” Community GOODWILL Equity (Goodwill + specific intangibles) Others Specific intangibles Specific intangibles Specific intangibles “Market Value” financial statement Book value Bookvalue “Accounting” financial statement p.13

  15. 002. SOME KEY PERFORMANCE INDICATORS p.14

  16. 002. STRATEGY AND VALUE CREATION IN MBFG MBFG 2-Y Stock Performance p.15

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