Pa­tience, Pas­sion, Per­fec­tion

Lau­rent DorDet, the new Ceo of La Mon­tre her­Mès, raps about the present anD the fu­ture of the parisian watCh­Maker

DA MAN - Caliber - - INSIDERS -

as a huge suc­cess at all. But, at least it showed some re­silience be­cause 2016 was a dif­fi­cult pe­riod. The re­tail busi­ness here mainly con­cerns with the trade at our own stores, all over the globe, which rep­re­sents around 80 per­cent of the busi­ness. The rest is the trade made through se­lec­tive net­works of in­de­pen­dent re­tail­ers, de­part­ment stores in var­i­ous coun­tries. The lat­ter, I must say, was much more chal­leng­ing, be­cause of the in­ven­tory is­sues. There was, ba­si­cally, a dis­crep­ancy be­tween of­fer and de­mand in most of our part­ners, but not of our stock, but the stock of big watch brands— we’re still a small player in the watch in­dus­try. So our part­ners had to deal with that. DA: You’ve been in the watch­mak­ing de­part­ment a cou­ple of years now. What do you think of it? LD: Her­mès is a mai­son of know-how; it’s a fam­ily pas­sion­ate about know-how. So, we started with leather in the be­gin­ning, and only a hun­dred years and more later did we foray into silk pro­duc­tion. We wanted to be­come a very le­git­i­mate house in silk, and that’s why we em­ploy about 1,000 peo­ple in Lyon, France, fo­cus­ing on tex­tile pro­duc­tion. The fam­ily is very pas­sion­ate about watches, too, and from the his­tory of the brand, you can see that we had a lot of part­ner­ships with JaegerLeCoul­tre, Uni­ver­sal, etc. in the past.

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