Prada Holding B.V.

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Prada Holding B.V.

Dam 3-7
1012 JS Amsterdam
The Netherlands
Telephone: 010-4232222
Fax: 020-4232223
Web site:

Private Company
Incorporated: 1996 as Prapar B.V.
Employees: 7,500
Sales: $1.55 billion (2000)
NAIC: 44811 Mens Clothing Stores; 44812 Womens Clothing Stores; 54149 Other Specialized Design Services; 315222 Mens and Boys Cut and Sew Suit, Coat, and Overcoat Manufacturing; 315223 Mens and Boys Cut and Sew Shirt (Except Work Shirt) Manufacturing; 315224 Mens and Boys Cut and Sew Trouser, Slack, and Jean Manufacturing; 315228 Mens and Boys Cut and Sew Other Outerwear Manufacturing; 315231 Womens and Girls Cut and Sew Lingerie, Loungewear, and Nightwear Manufacturing; 315232 Womens and Girls Cut and Sew Blouse and Shirt Manufacturing; 315233 Womens and Girls Cut and Sew Dress Manufacturing; 315234 Womens and Girls Cut and Sew Suit, Coat, Tailored Jacket, and Skirt Manufacturing; 315239 Womens and Girls Cut and Sew Other Outerwear Manufacturing; 315999 Other Apparel Accessories and Other Apparel Manufacturing; 316213 Mens Footwear (Except Athletic) Manufacturing; 316214 Womens Footwear (Except Athletic) Manufacturing; 316991 Luggage Manufacturing; 316992 Womens Handbag and Purse Manufacturing; 316993 Personal Leather Goods; 316999 All Other Leather Good Manufacturing; 32562 Toilet Preparation Manufacturing; 551112 Offices of Other Holding Companies

Prada Holding B.V. is the holding company for I Pellettieri dItalia S.p.A., the leather goods business at the heart of the Prada fashion empire, and other related enterprises, such as Church & Company shoes and the Jil Sander line of womens clothes. Time magazine called Miuccia Prada the most influential fashion designer of the 1990s. Beginning with a rugged yet stylish nylon backpack, she developed a signature utilitarian look with odd, muted colors and unusual textures that found favor with trendy working women. Pradas sales quadrupled between 1996 and 2000, when they exceeded L 3 million. The company grew explosively in the late 1990s, both organically and through acquisitions. There were 307 stores worldwide for Prada and its other brands in late 2001; 143 of these were franchises. Prada sells products only from companies it controls.

Miuccia Pradas husband, company CEO Patrizio Bertelli, has earned a reputation as a brilliant and temperamental micro-manager. At Prada offices in New York and Tokyo, all office suppliesfrom desks to staplesmust be imported from Italy. Bertelli claims to have personally hired 60 percent of the groups employees. His design mantra, quoted in Fortune: It is not fashion that changes lifestyles. It is lifestyles that change fashion.


The Prada empire stems from the leather goods store Mario Prada opened in Milan in 1913. In addition to his own wares, he also sold steamer trunks and handbags imported from England to a customer base that included Italian nobles.

Although Mario Prada barred the women of the family from entering his workplace, control of the business followed a matriarchal succession after his death in the mid-1950s. Pradas son Alberto was not interested in the business, so his daughter-in-law ran the store for about 20 years before passing its ownership to her own daughter, Miuccia Prada, who first joined the firm in 1970 before inheriting it eight years later.

Miuccia Prada, the founders granddaughter, was born in 1949. Her career in fashion design grew from an early interest in clothes and textiles. In spite of, or perhaps because of, her affluent upbringing, she flaunted leftist tendencies, handing out communist leaflets on street corners. She received a doctoral degree in political science in 1973. She also studied mime for several yearsperhaps good training for the nonverbal language of fashion.

In 1977, Prada met Patrizio Bertelli, who had started his own leather goods manufacturing firm when he was 17. Prada readily followed the charismatic Bertellis business advice, which included dropping the firms English suppliers and revamping old-fashioned luggage styles. Sales were about $400,000 a year when Prada inherited the company in 1978.

A New Look in the 1980s

In 1979, Miuccia Prada designed what would eventually become her first commercial hitbackpacks and totes made of a tough, military spec black nylon that her grandfather had used as a protective covering for steamer trunks. Success was not instant, however. In the next few years, Prada and Bertelli sought wholesale accounts for the bags at exclusive department stores and boutiques around the world. They were a hard sell due to their high price tag and complete lack of company advertising.

A second boutique opened in Milan in 1983, this one a sleek and modern contrast to the original one situated in a historic shopping district, the Galleria Vittorio Emanuele II. A black nylon version of the famous Chanel tote was introduced in 1985. A line of footwear was introduced the same year and the company began opening its own stores in Paris, Madrid, Florence, and New York.

Fashioning the 1990s

A ready-to-wear collection of womens clothes debuted in 1989. Pradas clothing designs were known for their dropped waistlines and narrow belts. They also often had a retro element: both Miuccia Prada and her mother rarely threw out their old dresses.

Time described the clothes as unassertive, combining traditional good manners and an ultramodern industrial sleekness. Unlike other luxury brands such as Louis Vuitton, the Prada black-and-silver triangle logo was not the dominant design element. The appeal was called antistatus or reverse snobbery. Others would liken Prada to the couture equivalent of the grunge mentality that dominated music and fashion in the early 1990s. Prada was unique among the top fashion houses in embracing a kind of worker estheticaffluent working women who held demanding jobs identified with it. She would take to calling her womens outfits uniforms.

Sales were L 70 billion ($31.7 million) in 1990. In 1992, Bertelli gave Partrizio di Marco, who had been working for the firm in Asia, the task of growing the business in the United States. Despite considerable opposition from those who considered the bags too avant-garde, Di Marco succeeded in having them prominently featured in large department stores. Eventually, the elitist yet practical bags became a hit with fashion editors, who assured them their place in fashion history. An important part of the success of Pradas utilitarian products, according to Ginia Bellafante in the New York Times Magazine, was that the very idea of work itself was becoming chic in the high-tech, IPO-driven early 1990s.

Miuccia Prada and husband Patrizio Bertelli (they were married in 1987) guided the firm on a path of cautious growth, making its products rather hard to find. A secondary line called Miu Miu retailed for a bit less than the top line and was aimed at a younger marketor bad girls, as Miuccia Prada called them. Its about bad tastewhich is part of life today, she said in Time.Much of the Miu Miu line was constructed out of tacky synthetic fabrics.

By the mid-1990s, Prada was well on its way to becoming the decades preeminent status symbol for those who could afford $400 backpacks, $165 baseball caps, or $1,000 dresses. A line of mens clothing hit the racks in the mid-1990s. Annual sales rose 30 percent in 1994, reaching $210 million. Clothing sales made up about 20 percent of the total and were expected to double in 1995. In 1996, Prada opened an 18,000-square-foot store in Manhattanits largest. Prada had 47 stores around the world, 20 of them in Japan. The firm owned eight factories and subcontracted work to another 84 manufacturers in Italy. In 1996, Bertellis and Pradas respective businesses were merged under a new holding company called Prapar B.V., later renamed Prada B.V., and Bertelli officially became CEO of the Prada group.

Miuccia Prada softened her look somewhat in the late 1990s, though her choice of materialslinen with latex, for examplestill seemed unique. Bertelli and Miuccia Prada were contemplating how to broaden their companys reach without diminishing the cachet of the brand. They emphasized the lower priced lines, such as Miu Miu and the new Prada Sport collection, introduced in 1997. A new Miu Miu line for men hit the runways in 1999.

Revenues rose 61 percent in 1997 to $674 million, producing a tidy pretax income of $130 million. The company opened a new mens store in Milan during the year. The Wall Street Journal reported that before the opening, Bertelli shattered its windows with a hammer because their arrangements displeased him.

Key Dates:

Mario Prada starts a leather goods business in Milan.
Miuccia Prada inherits the family firm.
The famous black nylon Prada backpack is designed.
Footwear is introduced.
Prada opens a boutique in New York.
Womens ready-to-wear clothes are introduced.
Prada begins major push on U.S. markets.
A line of mens clothes is introduced.
Prapar B.V. (later Prada B.V.) holding company is formed.
Prada buys stake in Gucci, soon sells it to LVMH Mòet Hennessy Louis Vuitton SA.
Prada goes on luxury brand shopping spree.
Cosmetics are introduced as Prada mulls IPO.

Around the same time, the company was acquiring shares in rival Gucci Group N.V., which Bertelli would accuse of aping his wifes designs. By June 1998 the firm had acquired a 9.5 percent interest at a cost of $260 million. Observers were unsure of Bertellis intentions; some analysts felt Prada was too small and too debt-laden to consider a takeover attempt. There was speculation that Prada was working in collusion with a third party. At the very least, Prada had a voice as one of Guccis largest shareholders (a 10 percent holding would be required for the right to request a seat on the board) and would stand to profit tidily should anyone try to take over Gucci. In January 1999, Bertelli sold the shares to LVMH Chairman Bernard Arnault, who was indeed attempting a takeover, for a gross profit of $140 million. (Gucci was able to fend off this advance by selling a 45 percent stake to a white knight, French industrialist FranÇois Pinault, for $3 billion.)

1999 Buying Spree

Seeking to build a powerful stable of luxury brands à la Gucci or LVMH, Prada went on a veritable shopping spree in 1999. Bertelli, an avid sailor, and Prada also were spending $50 million to sponsor an entrant in the 2000 Americas Cup yacht race.

In March 1999, the firm bought 51 percent of Austrian designer Helmut Langs New York-based company, which had annual revenues of about $100 million. The deal was potentially worth $40 million. A few months later, Prada paid $105 million to acquire control of Jil Sander A.G., a German fashion house that had sales of about $100 million a year. The purchase was to give Prada a toehold in Germany. Although Jil Sander was to remain in creative control of her namesake company, she resigned as chairwoman a few months later.

In September 1999, Prada announced an agreement to buy 83 percent of Church & Company, a British maker of conservatively styled shoes established in 1873, for $170 million. During the year, a joint venture also was formed with the De Rigo Group to manufacture Prada sunglasses.

An alliance between Prada and LVMH acquired a 51 percent stake in Fendi S.p.A. in October 1999 for a reported $520 million, outbidding rival Gucci. Fendi, which had been owned by the five sisters whose parents had founded the company in 1925, sold trendy $1,500 Baguette bags, furs, and sunglasses and was expected to benefit from international distribution in LVMHs global network of shops as well as Pradas production capacity in Italy. Prada paid L 525 billion ($241.5 million) for its 25.5 percent stake in Fendi, which had $321 million in sales in 1998.

The acquisitions propelled Prada to the top ranks of European luxury goods groups. Sales, which exceeded L 2 trillion in 1999, were three times those of 1996. Net income doubled in the year to L 321 billion. The group also had large debt, however.

Prada stepped away from the mergers and acquisitions business in 2000 to digest its purchases, but did sign a loose patronage agreement with maverick designer Azzedine Alaia. A line of skin care products, all packaged in individual foil-wrapped doses, was introduced in the United States in October 2000. The products included creams, face masks, and lip balms. A 30-day supply of cleansing lotion cost $100.

Sales reached L 3.2 million in 2000, a 57 percent rise, while operating profit grew 37 percent to L 600 billion. An initial public offering was planned for July 2001 on the Milan stock market. Prada Holding B.V. planned to float 30 percent of the company to help pay off debts of $830 million and expand distribution. Prada seemed to have succeeded in turning around the troubled Jil Sanders line, though new store openings were consuming the profits. A slowdown in luxury spending, however, particularly in Japan and the United States, prompted Prada to delay the offering.

Aside from the IPO, Prada also had big plans for four new megastores, or epicenters of the Prada universe, to be located in Beverly Hills, New York, San Francisco, and Tokyo. The company hoped to change the shopping experience into one of community involvement, transforming shoppers into researchers, students, patients, museum goers. Dutch architect Rem Koolhaas and the Swiss team of Jacques Herzog and Pierre de Meuron were commissioned to design the stores.

According to Fortune, Bertelli planned to increase sales to $5 billion by 2010. Under pressure from his bankers, in November 2001 Bertelli sold Pradas 25.5 percent share in Fendi to LVMH, its equal partner in the venture, raising $295 million to help pay down debt.

Principal Subsidiaries

Church & Company (U.K.); De Rigo S.p.A. (5%); Helmut Lang Design LLC (U.S.A.; 51%); I Pellettieri dItalia S.p.A.; Jil Sander A.G. (Germany; 52%); Sir Robert S.r.l. (77%).

Principal Competitors

Christian Dior S.A.; Giorgio Armani S.p.A.; Gucci Group N.V.; LVMH Moêt Hennessy Louis Vuitton S.A.

Further Reading

Avins, Mimi, Clean Break; Prada Switches from Dowdy to Darling with a Collection That Celebrates the Feminine Form of Modern Women, Los Angeles Times, October 9, 1997, p. El.

Ball, Deborah, Can Prada Turn Heads on the Stock Markets Catwalk, Wall Street Journal, May 23, 2001, p. A23.

_____, LVMH and Prada Seek to Bag New Riches with Fendi, Wall Street Journal, June 26, 2000, p. B4.

_____, Prada Fitting: Plans Are Drawn for Its Purchases, Wall Street Journal, May 8, 2000, p. A39.

_____, Prada Owners Style Casts Doubts About Integration of Jil Sander, Wall Street Journal, June 20, 2000, p. B8.

_____, Prada Sets Focus on Consolidating Its Latest Purchases, Wall Street Journal, May 4, 2000, p. 14.

_____, Prada, Weighing IPO, Reports Turnaround in Sanders Results, Wall Street Journal, May 10, 2001, p. 16.

Barrett, Amy, and Maureen Kline, Pradas Stock Purchase Shows Gucci Susceptible to Takeover, Wall Street Journal, June 11, 1998, p. A19.

Bellafante, Ginia, The Axis of Austerity, New York Times Magazine, November 14, 1999.

_____, Jil Sander Is Divorcing Prada, New York Times, January 25, 2000, p. BIO.

Cowell, Alan, Prada in $170 Million Deal for Church, the Shoemaker, New York Times, Intl. Bus. Sec, September 10, 1999, p. 6.

Duffy, Martha, and David E. Thigpen, Understated Art,1 Time, November 20, 1995, p. 108.

Emerling, Susan, Prada Enters a New Frontier of Retailing; Four Flagship Stores with Cutting-Edge Designs Will Be More About Social Interaction and Exploration Than Selling Shoes and Clothes, Los Angeles Times, April 16, 2001, p. El.

Givhan, Robin, After the Runway, a Safe Landing, Washington Post, November 10, 1996, p. F3.

Goldstein, Lauren, Prada Goes Shopping, Fortune, September 27, 1999, pp. 207-10.

Guyon, Janet, Prada Steps Out, Fortune, October 1, 2001, pp. 149-54.

Horyn, Cathy, For Alaia, a Retrospective and a New Deal, New York Times, September 23, 2000, p. B7.

_____, Unusual Packaging for New Prada Line, New York Times, October 9, 2000, p. Bll.

Hyam, Tim, Warm Welcome for Italian Newcomers, Corporate Finance (London), Capital Markets Quarterly Supplement, Spring 1998, pp. 5-6.

Italian, German Fashion Houses to Join Forces, Wall Street Journal, September 1, 1999, p. B5.

Kamm, Thomas, and Deborah Ball, LVMH, Prada Open Purse Strings to Bag Fendi, Wall Street Journal, October 13, 1999, p. A26.

Kaufman, Leslie, Putting Fendi into a Bigger Bag, New York Times, October 17, 1999.

Kline, Maureen, and Wendy Bounds, Battle of Italys Fashion Houses Seen As Prada Boosts Stake in Rival Gucci, Wall Street Journal, June 18, 1998, p. 14.

Lippert, Barbara, Future Cool, Adweek, January 3, 2000, p. 20.

Luscombe, Belinda, Catfight on the Catwalk, Time, June 22, 1998, pp. 46-48.

McCormick, Herb, Hey, Sailor, Looking Good, New York Times, February 13, 2000.

Phillips, Angus, Bertellis Goal: Pradas Perfection, Washington Post, January 23, 2000, p. D6.

Rotenier, Nancy, Antistatus Backpacks, $450 a Copy, Forbes, June 19, 1995, p. 118.

Snead, Elizabeth, Prada Has a Handle on Chic Bags, USA Today, June 29, 1994, p. D5.

Tagliabuc, John, French-Italian Alliance Takes Controlling Stake in Fendi, New York Times, Intl. Bus. Sec, October 13, 1999, p. 4.

Wallace, Charles P., and Angela Buttolph, A Feeding Frenzy, Time South Pacific, October 18, 1999, pp. 66 + .

White, Constance CR., Once a Private Club, Prada Opens Its Doors, New York Times, September 15, 1998, p. 16.

Frederick C. Ingram