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Harvard Case - Kering: Blazing a Trail in Sustainable Luxury

"Kering: Blazing a Trail in Sustainable Luxury" Harvard business case study is written by Jinyu He, Iris Xue. It deals with the challenges in the field of Strategy. The case study is 18 page(s) long and it was first published on : Jun 29, 2022

At Fern Fort University, we recommend that Kering continues to prioritize its sustainability strategy, leveraging its strong brand portfolio and global reach to drive positive change within the luxury industry. This should involve a multi-pronged approach focusing on: * Strengthening its commitment to environmental sustainability through transparent supply chain practices, innovative material sourcing, and reducing its carbon footprint.* Embracing digital transformation to enhance customer engagement, streamline operations, and foster a more sustainable business model.* Developing a robust corporate governance structure to ensure ethical and responsible practices across all operations.* Investing in strategic partnerships and collaborations to amplify its impact and accelerate the transition towards a more sustainable luxury landscape.

2. Background

Kering, a global luxury goods conglomerate, is facing a critical juncture. While its brands enjoy immense popularity and brand equity, the luxury industry is under increasing scrutiny for its environmental and social impact. Kering is actively addressing these concerns through its sustainability initiatives, aiming to become a leader in responsible luxury.

The case study focuses on Kering's efforts to achieve sustainable growth while navigating the complexities of the luxury market. Key protagonists include:

  • Fran'ois-Henri Pinault: CEO of Kering, driving the company's sustainability vision.
  • Marie-Claire Daveu: Chief Sustainability Officer, spearheading Kering's environmental and social initiatives.
  • Brand CEOs: Leading individual brands within the Kering portfolio, responsible for implementing sustainability strategies.

3. Analysis of the Case Study

To analyze Kering's strategy, we can utilize a combination of frameworks:

1. Porter's Five Forces:

  • Threat of New Entrants: High, due to the growing popularity of luxury brands and the emergence of new players.
  • Bargaining Power of Buyers: Moderate, as consumers are increasingly demanding sustainable products.
  • Bargaining Power of Suppliers: Moderate, as Kering relies on a diverse range of suppliers, but ethical sourcing is becoming a key factor.
  • Threat of Substitutes: Moderate, as consumers may consider alternative luxury brands or opt for more sustainable options.
  • Rivalry Among Existing Competitors: High, as the luxury market is highly competitive, with established players vying for market share.

2. SWOT Analysis:

Strengths:

  • Strong brand portfolio with global recognition.
  • Commitment to sustainability and ethical practices.
  • Strong financial position and resources for innovation.
  • Experienced leadership team with a clear vision.

Weaknesses:

  • Potential for backlash from consumers if sustainability efforts are perceived as insufficient.
  • Dependence on suppliers with varying sustainability practices.
  • Challenges in achieving complete transparency across the supply chain.

Opportunities:

  • Growing demand for sustainable luxury goods.
  • Increasing consumer awareness of environmental issues.
  • Technological advancements enabling innovation in sustainable materials and processes.
  • Potential for strategic partnerships and collaborations.

Threats:

  • Economic downturn impacting consumer spending on luxury goods.
  • Regulatory changes impacting the luxury industry.
  • Competition from emerging sustainable luxury brands.
  • Negative publicity stemming from potential sustainability lapses.

3. Value Chain Analysis:

Kering's value chain is characterized by its vertically integrated structure, allowing it to control key aspects of its operations, including design, manufacturing, distribution, and marketing. This provides greater control over sustainability practices but also presents challenges in ensuring transparency and accountability across the entire chain.

4. Business Model Innovation:

Kering is actively innovating its business model by:

  • Embracing digital transformation: Utilizing technology to enhance customer engagement, streamline operations, and improve transparency.
  • Developing innovative sourcing strategies: Prioritizing sustainable materials and ethical sourcing practices.
  • Investing in circular economy initiatives: Exploring ways to reduce waste and promote product longevity.

5. Corporate Governance:

Kering's strong commitment to corporate governance is evident in its:

  • Sustainability reporting and transparency: Publishing detailed reports on its sustainability performance.
  • Ethical sourcing policies: Implementing strict standards for suppliers and ensuring fair labor practices.
  • Board of Directors with sustainability expertise: Including sustainability experts in its board to provide oversight and guidance.

4. Recommendations

To further solidify its position as a leader in sustainable luxury, Kering should:

1. Enhance Environmental Sustainability:

  • Develop a comprehensive roadmap for achieving carbon neutrality: Set ambitious targets and implement concrete actions to reduce its environmental footprint.
  • Invest in innovative materials and technologies: Explore alternative materials and sustainable manufacturing processes to minimize environmental impact.
  • Promote circular economy principles: Implement strategies for product reuse, repair, and recycling to reduce waste and extend product lifecycles.
  • Increase transparency in supply chain: Implement robust tracking systems to ensure ethical sourcing and responsible production practices.

2. Embrace Digital Transformation:

  • Leverage digital platforms to enhance customer engagement: Utilize social media, e-commerce, and personalized communication to build stronger customer relationships and promote sustainable values.
  • Develop data-driven insights to optimize operations: Utilize analytics to identify areas for improvement in efficiency, resource utilization, and sustainability performance.
  • Implement blockchain technology for supply chain traceability: Enhance transparency and accountability by tracking products from origin to consumer.

3. Strengthen Corporate Governance:

  • Develop a robust sustainability governance framework: Clearly define roles and responsibilities for sustainability initiatives and ensure accountability across all levels of the organization.
  • Integrate sustainability considerations into all business decisions: Make sustainability a core element of strategic planning, product development, and operational processes.
  • Foster a culture of ethical and responsible business practices: Promote a shared commitment to sustainability within the organization through training, communication, and recognition programs.

4. Invest in Strategic Partnerships:

  • Collaborate with industry peers and NGOs: Partner with other luxury brands, environmental organizations, and research institutions to share knowledge, develop best practices, and drive collective action.
  • Support sustainable initiatives in emerging markets: Leverage Kering's global reach to promote sustainable practices in developing countries and contribute to local communities.
  • Invest in startups and innovative solutions: Support emerging companies developing sustainable technologies and business models to accelerate innovation in the luxury industry.

5. Basis of Recommendations

These recommendations align with Kering's core competencies, mission, and external stakeholders' expectations. They consider:

  • Core competencies: Leverage Kering's strong brand portfolio, global reach, and financial resources to drive sustainable growth.
  • External customers: Meet the growing demand for sustainable luxury goods and build trust with environmentally conscious consumers.
  • Internal clients: Empower employees to champion sustainability and foster a culture of responsibility.
  • Competitors: Stay ahead of the curve by setting industry standards and demonstrating leadership in sustainability.
  • Attractiveness: These recommendations are expected to contribute to long-term value creation, brand reputation, and competitive advantage.

6. Conclusion

Kering has a unique opportunity to lead the luxury industry towards a more sustainable future. By prioritizing environmental sustainability, embracing digital transformation, strengthening corporate governance, and investing in strategic partnerships, Kering can solidify its position as a champion of responsible luxury, attract environmentally conscious consumers, and drive positive change across the industry.

7. Discussion

Alternatives:

  • Focusing solely on cost leadership: This could lead to sacrificing quality and sustainability, potentially damaging brand reputation.
  • Ignoring the growing demand for sustainable luxury: This could result in losing market share to competitors who prioritize sustainability.

Risks:

  • Backlash from consumers if sustainability efforts are perceived as insufficient.
  • Challenges in achieving complete transparency across the supply chain.
  • Economic downturn impacting consumer spending on luxury goods.

Key Assumptions:

  • Consumers are increasingly willing to pay a premium for sustainable luxury goods.
  • Technological advancements will continue to enable innovation in sustainable materials and processes.
  • Governments will continue to support sustainable business practices through regulations and incentives.

8. Next Steps

  • Develop a comprehensive sustainability strategy: Outline specific goals, timelines, and key performance indicators.
  • Allocate resources and budget for sustainability initiatives: Secure funding for research, development, and implementation.
  • Communicate sustainability efforts to stakeholders: Share progress reports, highlight achievements, and engage with consumers on sustainability issues.
  • Monitor and evaluate progress: Regularly assess the effectiveness of sustainability initiatives and make adjustments as needed.

By taking these steps, Kering can solidify its position as a leader in sustainable luxury and contribute to a more responsible and sustainable future for the industry.

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Case Description

People seldom know that the fashion and luxury industry has become an industry with high water pollution, raw material consumption, and greenhouse gas (GHG) emissions. Premium goods and sustainability seem contradictory, but Kering Group, one of the leading global luxury houses, has blazed the way for more than two decades. From the Chairman and CEO, and Sustainability Programme Director at headquarters to employees on each continent, sustainability was rooted in the mind of everyone at Kering. It evolved its strategies for environmental protection and social benefit issues by various means: the Group adjusted its organizational structure and set up a specific department with experts from different backgrounds. The Group also calibrated specific numbers to improve on operational efficiency and decrease pollution. More intriguingly, it diversified ways to achieve business objectives such as innovative initiatives like the "Kering Generation Award (K Gen)" and the measurement tool, "Environmental Profit & Loss (EP&L)". The K Gen in China aimed to gather critical players along the value chain within the luxury ecosystem while establishing an open platform to enhance awareness of corporate citizenship and environmental protection. EP&L measured Kering's ecological impacts, assessed raw materials used in production and designing, and directed the Group towards more sustainable sourcing solutions, innovative technologies, and new materials development. However, both innovative initiatives had their limitations. The cultural differences between East and West mean it is difficult to duplicate the western model in the eastern cultures. At the same time, any new management tool had to overcome organizational inertia and balance the interests of different stakeholders. Stakeholder management has thus become an inevitable issue. Internally, the Group had to balance corporate-level enforcement and brand-level autonomy. Externally, the Group had to engage with various

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