When the first version of the six-wheel Ajuria combine harvester concept was published in the March 2016 issue of iVT only a few combines were available in the Class 10 category (currently defined as exceeding 680hp) images of Class 10 prototypes under testing could be found on the internet There were also some pictures of a red machine with huge rubber tracks that seemed to be a new Massey Ferguson The biggest headers provided by the OEMs were the 13.10m (45ft) mounted on the North American Massey Ferguson 9895 Case IH Axial-Flow 9240 and New Holland CR10.90 A considerable grain tank of 14,448 litres (410 bu.) was fitted in the Case IH and New Holland models as a dimension related to the size of the threshing systems the Massey Ferguson Delta 9380 was fitted with twin rotors of 4250mm length All these specifications were exceeded by the Ajuria concept combine with a 850hp power unit a 16,500-litre grain tank and headers from 50-60ft the Ajuria high-performance combine (which takes its name from a Spanish OEM that made agricultural machinery in the first half of the 20th century) tried to meet an iVT Design Challenge based on the following question: “What effect would adding at least one extra axle to a traditionally two- axled machine have on its design The addition of an extra pair of wheels to a combine harvester would allow for the development of a higher-performance machine supporting massive loads due to the huge header The front bogie axle drive system would erase the need for dual tyre combinations on a typical single front axle This configuration would also make a longer system possible ideal for effectively managing all the straw supplied by the wider header The rubber tracks had significantly improved performance on big combines since the introduction of the caterpillar system (which were first developed for the Challenger farm tractors) on the Lexion range of combines by Claas the launch of the new AGCO Ideal opened the door to developing bigger systems with different configurations the size of combine harvesters has kept growing to develop a proper market of Class 10 combines and rubber track systems have been instrumental to cope with big loads on the front axle They have provided harvesters with even distribution of weight with reduced ground pressure and improved tractive effort the Ajuria II Series Class 10 concept combine has been fitted with a pair of rubber tracks How would the concepts of 2016 stand in today’s market All OEMs have increased the size of grain tanks exceeding 16,500 litres and the new Case IF AF11 combine has reached a capacity of 19,980l (567 bu.) The former Ajuria combine had an excessively long cab it has been reduced for the tracked model to leave more room for a bigger tank To increase headers width up to 18m (60ft) the former 50-60ft headers had been designed as foldable units to facilitate the transport of the combine without dismounting the header which consists of a set of transversal concave and threshing drums and two counter-rotating diameter rotors is the standard configuration for the current Class 10 combines market with twin rotors measuring under 5m in length The Ajuria II Series concept harvester keeps the foldable centred unloading auger to offer truly flexible grain unloading all around the combine allowing the unload towards both sides A new convenient access to the cab has been designed for both sides by means of dual ladders that can be placed on longitudinal or transversal direction to offer two different ways of access to the cab This article first appeared in the iVT Off-Highway Annual 2025 which is available to read HERE the Laverda Museum has been entertaining guests in Breganze the museum was created by Werner Ricciolini The Laverda Museum was officially inaugurated back on July 23 and workers were all present for the event Famous Laverda riders also showed up like Augusto Bretton and Edoardo Dossena were present as well as hundreds of fans The celebration lasted two days with food and music being served and blasted to the event-goers Laverda’s history is filled with many different motorcycles and the two exhibitions showcase many of the brand’s historic models from the forties to the seventies Everything from twin-cylinder 500s and 750s to three-cylinder 1000 and 12000 models is on display There are also other historic racing displays such as the 500 formula and the 1000 “space frame” of the Endurance and the V6 owned by Alfieri Piero Laverda himself If you would like to visit the Laverda museum The entry fee costs as little as €10 EUR and the museum is open every day of the week given a 24-hour notice via the establishment’s Facebook page The Humble Rickshaw is Going Electric Thanks to Hyundai This Retro-Styled Electric Motorcycle Looks Like a Fun and Practical Daily Ride Here's What Happens When Buying a Motorcycle in a Box Goes Incredibly Right Suzuki Really Wants You To Test Ride the New DR-Z4S Project Honda Benly Dream Needs a Lot Of TLC Guala Closures has further cemented its position in the luxury drinks sector through acquiring Italian company Labrenta In an important strategic step for the company Guala Closures has acquired €30 million business Labrenta Guala – a global producer of closures for wines beverages and oil bottles – announced it has reached an agreement to acquire Labrenta which specialises in high-end tailor-made closures Founded in 1971 by Enzo Tagliapietra in Breganze Labrenta initially produced natural cork for the Italian wine market but has since expanded to launch product lines of natural and synthetic blends Labrenta is expected to achieve more than €30 million in revenues across its 800 customers in 70 countries during 2022 which employs more than 4,850 people across 30 production sites listed around €710 million sales as of 31 March The acquisition is expected to enable Guala to grab a bigger slice of the fast-growing luxury sector “Labrenta is an excellent and innovative company a well-organised team and a management with a long-term strategic vision,” said Gabriele Del Torchio “The acquisition represents an important opportunity for our Group The deal will contribute to the achievement of the goals set in our strategic plan as well as to further strengthen our already significant presence in the luxury segment The plant in Breganze will become an important centre for research development and production of luxury closures.” said: “Passion for design and technology production quality and sustainability are among Labrenta’s core values we have realised how important is for entrepreneurs to be able to respond promptly and effectively to a fast-changing environment We have found in Guala Closures a group of like-minded people that share our same values as well as a global leader in the sector that will allow Labrenta to keep pursuing high growth in a well-structured manner.” We are using cookies to give you the best experience on our website You can find out more about which cookies we are using or switch them off in settings This website uses cookies so that we can provide you with the best user experience possible Cookie information is stored in your browser and performs functions such as recognising you when you return to our website and helping our team to understand which sections of the website you find most interesting and useful Strictly Necessary Cookie should be enabled at all times so that we can save your preferences for cookie settings we will not be able to save your preferences This means that every time you visit this website you will need to enable or disable cookies again On the heels of finalizing the previously-announced acquisition of Jil Sander from Japanese retailer Onward Holdings, OTB Group CEO Ubaldo Minelli says that the Breganze Italy-based fashion group is looking to “accelerate its long-time project to create an Italian luxury hub,” something he claims that “many have tried but that only [OTB founder] Renzo Rosso has managed to do.” In other words the recent inclusion of the minimalist fashion brand that Jil Sander launched in Hamburg which currently maintains a roster of brands OTB’s acquisition of Jil Sander is striking for a number of reasons including in that it is the latest development for the brand which has seen a string of ownership changes and creative director swaps since Sander first launched the company – which has been celebrated for its shapes and a deft understanding of fit – and listed it on the Frankfurt Exchange in the late 1980s Sander used the influx of cash to expand the brand beyond the confines of Europe to the U.S and boost revenues to north of $100 million by the mid-1990s the company embarked on its next stage of growth Sander sell a 75 percent stake to Gruppo Prada in 1999 with the goal of leveraging Prada Group’s leather goods and footwear expertise to grow the business by way of those channels.  In furtherance of what would prove a consistent merry-go-round of leadership and ownership changes Sander left the company shortly after the Prada takeover only to return three years later – just to leave once again one year later.  The early years of Prada’s ownership would turn out to challenging; the collections did not connect Prada took a risk in appointing young Belgium menswear designer Raf Simons to right the ship in 2005 and just six years after taking a controlling stake Prada sold off the Jil Sander label to Change Capital Partners a management group founded by former Marks & Spencer Chairman Luc Vandevelde a move that proved to help bolster the brand financially (and revert it back to a privately-held company) with London-based Change Capital Partners selling the company after two years to Japanese apparel giant Onward Holding Ltd.  Onward has been the longest-serving steward of the Jil Sander brand aside from Ms who Onward brought back for a short stint following Simons’ ouster in 2012 former Prada designer Rodolfo Paglialunga took the top creative job for a few years followed by the appointment of current creative direction team of Lucy and Luke Meier.  the financials for which have gone undisclosed OTB’s Rosso said last month that he has “admired and respected Jil Sander since it was first established,” noting that “despite the changes of ownership and creative direction the house has always stayed true to its founder’s vision maintaining an absolute commitment to beauty quality and its signature minimalist approach.”  Given Rosso’s well-known passion for the brands that fall under his growing umbrella organizational [and] managerial tools” currently boasted by OTB according to Minelli, Jil Sander’s new ownership should serve to renew the creative energy of the brand and expand its footprint in order to give the brand “the visibility” that Rosso says that “it deserves.” Specifically this will likely involve Jil Sander continuing to grow its collections which focused on leveraging the Group’s expertise in leather goods and shoes Jil Sander still has a relatively small business in these categories expansion in this area under OTB is almost certainly in the cards has seen its footwear and small leather goods assortment grow in recent years to wide commercial success under the watch of OTB.  with the impact OTB has seen in the fragrance category in connection with its Margiela and Viktor & Rolf labels it would not be surprising to see a revamping of the Jil Sander fragrance lines More broadly, the Jil Sander deal comes amid a flurry of activity in the Italian fashion segment with fellow Italian group Moncler snapping up Stone Island for €1.15 billion in December and Made in Italy Fund acquiring Milan-based fashion brand Dondup from fellow private equity firm L Catterton in March LVMH revealed in late April that it will boost its existing stake in Italian footwear brand Tod’s to 10 percent by way of a new 6.8 percent increase with Diego Della Valle hinting at a potential takeover who has long shut-down acquisition chatter stating that the recent transaction with LVMH is “an excellent reason to consider further opportunities to be taken in the future.”  As for future targets, TFL reported in early April the Netherlands-based holding company of Italy’s Agnelli family appears to be the most likely buyer for the privately-held Giorgio Armani whose eponymous founder recently hinted as a deal At the same time, Valentino – which Qatari fund Mayhoola for Investments acquired from British private equity firm Permira in 2012 for $856 million – has been the subject of M&A speculation for several years (The Italian fashion house’s new beauty venture may help it to boost its valuation) which has also been tied to rumors of a potential acquisition or majority sale in recent years, is another potential acquiree with some sources saying that the addition of former Goldman Sachs banker Claudio Costamagna to the Ferragamo Finanziaria board is a tell-tale sign that it may be looking for a sale.  The Ferragamo family holding company revealed in late January that the board, which was appointed in April, “would have fewer members and more independent directors, indicating the family will be less involved in the running of the business,” per Reuters, and seemingly alluding to an impending sale. (Dealbreaker reported early this year that Ferragamo had “called off plans to sell a minority stake in the company.”) News & Analysis for the Beverage Industry 08-Jul-2022 Last updated on 08-Jul-2022 at 08:07 GMT Founded in 1971 by Enzo Tagliapietra in Breganze, Vicenza, Labrenta makes high-end tailor-made closures for spirits, wine, oil, vinegar and beer. The company, initially founded as a producer of natural cork for the Italian wine market, has grown over the years to become an international firm holding 30 patents. In 2022 Labrenta is expected to achieve more than €30m in revenues across its 800 customers in 70 countries and has plants in Italy, Brazil and Mexico as well as a commercial branch in the United States. In 2022, Labrenta acquired Anacorks, a Portuguese firm specialised in the production of luxury cork closures. A recent R&D and sustainability focus for the company has been on product lines composed on natural and synthetic material blends. Guala taps into fast-growing luxury sector Guala Closures currently employs more than 4,850 people, operates in five continents through 30 production facilities with approximately €710m LTM sales as of March 31, 2022. The acquisition of Labrenta is expected to ‘generate important synergies both at the industrial and commercial level’, by offering a range of products for the fast-growing luxury sector. Gabriele Del Torchio, President and CEO of Guala Closures, said: "Labrenta is an excellent and innovative company, with a strong local presence, an important know-how, a well-organised team and a management with a long-term strategic vision. The acquisition of Labrenta represents an important opportunity for our Group. The deal will contribute to the achievement of the goals set in our strategic plan as well as to further strengthen our already significant presence in the luxury segment. "The entrepreneurial experiences of Gianni and Amerigo Tagliapietra will be crucial to support us throughout this new development path. The plant in Breganze will become an important centre for research, development and production of luxury closures." Labrenta's current shareholders (Gianni and Amerigo Tagliapietra – CEO and VP Business Development, respectively) will reinvest in Guala Closures and will take on managerial roles with regards to the group’s luxury closures segment. How to create a prebiotic soda that meets European flavor expectationsPaid for and content provided by esarom How to meet consumer needs for indulgencePaid for and content provided by Agus RTD coffee: Convenience and energy boosting - but what comes next?Paid for and content provided by esarom The Business of FashionAgenda-setting intelligence analysis and advice for the global fashion community access one complimentary BoF Professional article of your choice Receive news, offers and invites from BoFOur newsletters may include 3rd-party advertising, by subscribing you agree to the Terms and Conditions & Privacy Policy OTB, the Breganze-based group behind Diesel, Jil Sander, Maison Margiela, Marni reported a turnover of €1.8 billion ($1.88 billion) for the full year 2024 down 4.4 percent largely due to the wholesale downturn While the group’s smaller, wholesale-driven labels saw sales decrease, positive performances were recorded for flagships Maison Margiela, with sales up 4.6 percent, and Diesel, which saw its repositioning strategy bear fruit with a 3.2 percent growth Diesel creative director Glenn Martens moved over to Paris-based Margiela in January, succeeding John Galliano Galliano’s final runway for the brand’s “Artisanal” haute couture line had pushed awareness of Margiela to new heights in 2024 OTB’s direct retail sales grew 7.4 percent our focus on direct channels and brand strength positions us for continued growth,” CEO Ubaldo Minelli said Japan and North America were the strongest markets, growing 16.3 percent and 13.3 percent, respectively. OTB entered the Mexican market with plans for 50 store openings over five years, including 15 this year. A joint venture with Chalhoub Group was established to bolster its luxury brands' presence in the Middle East and expanding in Mexico and the Middle East sets a solid foundation for 2025 and beyond,” Minelli said The declining sales could further stymy founder Renzo Rosso’s IPO plans The family-held group had previously hoped to seize on luxury’s post-pandemic euphoria to go public but last fall the listing was pushed out to at least 2026 Former Fendi Chief to Lead Jil Sander The veteran LVMH executive Serge Brunschwig will become chief strategy officer at Jil Sander owner OTB Group as well as the label’s CEO Simone Stern Carbone is Luxury Correspondent at the Business of Fashion She is based in Zurich and Paris and covers fashion and beauty For more information read our Terms & Conditions In this riveting conversation from BoF CROSSROADS 2025 Mexican designer Carla Fernández and Tunisian entrepreneur Kenza Fourati discuss the power of craft-based fashion and how to collaborate ethically with artisans and indigenous communities The Hollywood dealmaker’s new firm is buying the powerful international art fair brand Emanuel’s company and the future of the art business With a new store concept and marketing campaign the designer is looking to widen his brand’s appeal beyond the fashion elite 4G — resellers who run an infamous New York showroom where rappers and athletes pay stratospheric prices to load up on Chrome Hearts and ‘fucking chill’ — have built a business that has doubled sales revenue each year since 2020 Their latest collection – Meridiane – is inspired by the sundials that adorn the façades of countless palaces and villas “meridiane” means “sundials” in Italian Each object in the series tells of Valenini and Breganze de Capnist’s passion for Italy traditional materials and artisanal techniques the shadows that play across the white glazed porcelain surface of each piece when the light hits which acts as LATOxLATO’s trademark of sorts The 06:45 tray features a series of arches reminiscent of the porticoes often seen surrounding Italian piazzas A tall central element mimics the monolithic monuments of Imperial Rome The bowl 12:30 features a central obelisk that casts a false shadow onto its curved inner surface The rectangular 19:00 tray interprets a wide open space with a central vertical element All of the above are frequent sights in Italian town squares The 22:15 box was inspired by Villa Malaparte the iconic home on a cliff overlooking the sea of Capri designed by architect Adalberto Libera on commission from the famous writer Curzio Malaparte 22:15 pays homage to Rationalist architecture by recreating the famous curved “screen” that sits atop the house and made the whole structure famous for the way it plays with projections of light and shadow Virginia Valentini and Francesco Breganze de Capnist To learn more about Meridiane and to purchase, visit latoxlato.com Kelly Beall is Director of Branded Content at Design Milk The Pittsburgh-based writer and designer has had a deep love of art and design for as long as she can remember from Fashion Plates to MoMA and far beyond she's likely sharing her favorite finds with others Kelly can also be found tracking down new music or on the couch with her three pets – Bebe FiiO'S sub-brand Snowsky has launched the Retro Nano user-friendly vinyl flattening machine that restores warped records to their original shape using precision heat technology Zaha Hadid Architects transforms public transit at the KAFD Metro Station in Riyadh with futuristic architecture Full of natural materials and respect for modern Swedish design the STOCKHOLM 2025 collection from IKEA debuts 96 new pieces You’ll always hear it from Design Milk first Our passion is discovering and highlighting emerging talent and we’re energized by and for our community of like-minded design lovers — like you OTB Group recently presented its sustainability strategy "Be Responsible Be Brave," a structured program focused on specific goals it aims to achieve by the end of 2030 and which will involve all of its companies–Diesel Staff International and Brave Kid.The strategy covers three main areas: safeguarding the environment attention to the product and social commitment.As high carbon emissions and heavy use of water and chemicals are characteristic of the fashion industry the group’s goal on this front is a gradual reduction in emissions in order to become carbon-neutral by 2030 coupled with the aim to cut the use of chemicals and water in its industrial processes OTB also intends to promote respect for land and marine biodiversity minimize its carbon footprint and contribute to the regeneration of ecosystems.Within this strategy the group's core business aims to focus on offering innovative product with a high creativity content recyclability and traceability of garments and accessories along with the use of responsible raw materials and industrial processes and a careful life cycle management designed to recover value at every stage.OTB's responsibility toward all the players in the worldwide supply chain is felt by the group's founder Renzo Rosso who since the beginning has conveyed the importance of inclusivity and respect across every level of the organization as part of a responsible management approach monitoring and improving working conditions and well-being are vital aspects for the group's employees and for all the companies in its supply chain project, OTB's financial support program providing its best suppliers with advance payment for supplies and access to concessional loans the OTB Foundation is committed to the ongoing creation of a positive social impact in both the local and the global communities by supporting more than 250 social projects.OTB's sustainability strategy is the outcome of discussion and collaboration among all the group's businesses which took an active part in defining its objectives and focus and aims to contribute to the global effort to safeguard the planet $(document).ready(function() { adition.srq.push(function(api) { api.renderSlot("renderSlot_Rectangle-2"); }); }); READ ALSO: The Shows ERG Iserlohn were heavily beaten in their first two games away at Porto and at home to Barça Lassa In those two encounters they conceded 21 goals against the Portuguese team and 15 against the blaugranes whilst scoring just one in each match It looked as though the German team would be in for a difficult European campaign but their third game of the competition marked a turning point Jens Behrendt’s team welcomed back their first choice keeper after suspension for the visit of Breganze the German international who helped his country to third place in the European Championships of 2014 and the World Championships the following year Iserlohn have picked up their best results of the European campaign His debut coincided with his team’s first point in the competition In their subsequent games the German side have fallen to honourable defeats 7-2 away at Breganze and 7-1 at home to Porto Glowka’s presence has brought balance to a side that also contains quality players such as Sergio Pereira Carlos Nuñez and André Costa In the season 2013/14 Patrick Glowka spent six months in Barcelona The goalkeeper was on an Erasmus University exchange studying Business Administration and to keep in shape he trained with the Cerdanyola roller hockey side who are based just outside the Catalan capital Glowka returned to Iserlohn every weekend to represent his side in league and European commitments and this weekend he will be action at the Palau Blaugrana against Barça Lassa a venue he knows well from his visits during his stay in Catalonia winning the sprint from a three-rider group that got away in the technical descent after the final climb of the day Lucinda Brand (Team Sunweb) and Elisa Longo Borghini (Wiggle High5) cooperated well and finished 23 seconds ahead of a group of about 20 riders Giro Rosa: Stage 8 highlights - Video Annemiek van Vleuten (Mitchelton-Scott) continues to lead the general classification ahead of teammate Amanda Spratt Brand leapfrogged Ashleigh Moolman-Pasio (Cervélo-Bigla) and now sits second overall ahead of Saturday's decisive stage to Monte Zoncolan There were two intermediate sprints as well as two climbs [one of which was raced twice] on the 126.2 km around Breganze and Lucinda Brand won the first intermediate sprint after some 11 kilometres to take three bonus seconds in her fight for an overall podium place The peloton split up on the first climb outside Marostica as more than half the peloton was dropped as a result of the high pace on the ascent and the technical downhill that followed The gaps between the groups only became larger on the nine-kilometre flat before the second ascent and more riders were dropped on the climb where Elisa Longo Borghini took full points in her attempt to win back the mountain jersey Christine Majerus (Boels Dolmans) attacked from the first peloton after 48 km Next to attack were Malgorzata Jasinska (Movistar Team) and Anna Plichta (Boels Dolmans) then Audrey Cordon-Ragot (Canyon-SRAM) and shortly afterwards French champion Aude Biannic (Movistar Team) - but none of them were let go by the peloton that stayed together until the last climb that crested inside the final ten kilometres Brand was sandwiched by two Cervélo-Bigla riders in the second intermediate sprint as Ashleigh Moolman-Pasio and Lotta Lepistö took first and second Katarzyna Niewiadoma (Canyon-SRAM) was the third Polish rider to make a move on the day attacking just before the start of the final climb to San Giorgio di Perlena Sabrina Stultiens (WaowDeals) rode a high pace at the front to tire out the sprinters then Longo Borghini went for the mountain points and was followed by Vos and the three riders went to the finish line together with Longo Borghini finishing second and Brand third Giorgia Bronzini (Cylance Pro Cycling) led home a group of 27 riders were only the Italian riders sprinted for the minor placings Due to the nine bonus seconds from the finish and the intermediate sprints as well as this time gap Brand moved up to second overall where she is now 2:29 minutes behind maglia rosa Annemiek van Vleuten heading into the decisive mountain stage finishing atop the Monte Zoncolan Lukas Knöfler started working in cycling communications in 2013 and has seen the inside of the scene from many angles Having worked as press officer for teams and races and written for several online and print publications he has been Cyclingnews’ Women’s WorldTour correspondent since 2018 Since joining Diesel, Martens has run at Mach speed, acclimating to a rigorously scheduled routine that sees him shuttling weekly between his airy 19th-century apartment in the once-gritty La Chapelle neighborhood on the outskirts of Paris to the company’s high-tech HQ in Breganze, Italy. “It’s super nice to work in this more organized way,” he says. “And I enjoy the traveling—I can focus on myself!” By that he means his—and by extension, Diesel’s—ramped-up commitment to the environment. The Denim Library capsule, which is projected to account for more than 40 percent of sales, is certified sustainable, from its raw materials to the production and washes. (Being environmentally conscious means, for instance, a limit on the amount of colors the collection is offered in, as no bleach is used.) QR codes in the pockets will explain in detail the credentials of each piece. Yet Martens is also aware of the need to spread the message of sustainability far and wide and not just preach to the converted. “The great thing about being here is I can talk with people who find Diesel sexy, who feel that Diesel is part of their language,” he says. “And thanks to that—and thanks to maybe Instagram and Facebook, and all the things in the world that have a voice—maybe we can accelerate a little bit of change.”  Produced by MAI Productions. With thanks to Hotel Locarno and Donna Camilla Savelli, Rome. raise prices and expand in sneakers to revamp the denim brand.Diesel storefront | Source: Shutterstock By Bloomberg02 July 2020The Daily Digest NewsletterThe essential daily round-up of fashion news BREGANZE, Italy — The new chief executive of Diesel SpA wants to close stores raise prices and expand in sneakers to turn around a denim brand that had its heyday in the 1990s days before Covid-19 was declared a global emergency said the retailer’s 436 stores worldwide — some directly owned regardless of coronavirus.” Far from derailing its plans the pandemic is accelerating some elements of his plan “I believe you can have a perfect representation of the brand with half of that perimeter around the world,” he said in an interview with Bloomberg His plan is for Diesel to have flagship stores in a number of hub cities from New York and London to Berlin and Tel Aviv generating about €900 million ($1 billion) of the group’s €1.5 billion revenue last year it became one of the best known Italian-designed global lifestyle brands and helped push denim into a premium category for the first time Piombini said Diesel “transformed the concept of denim worldwide” with its reputation for being at the forefront of cultural change and innovation It was one of the first brands to feature gay men in its advertising winning plaudits for its ad of two sailors kissing in the 90s In recent years it has become more of a mass-market brand and lost its upmarket position It has also struggled to partake in the rapid growth of casual Diesel’s US division went through a Chapter 11 bankruptcy process after a turnaround by previous management failed The appointment of Piombini is part of a rescue strategy put in place by the founder Rosso believes he can restore Diesel to its former glory he wants to refine Diesel’s range and improve the design and quality of the materials to create a more expensive premium product that attracts a younger audience He sees an opportunity for Diesel to increase its share of the lucrative sneaker market It already sells 700,000 sneakers a year and Piombini hopes to potentially quadruple that number Diesel’s merchandising and marketing will be revamped too and the company is accelerating its digital transformation E-commerce accounts for only 12 percent of Diesel’s sales but its revenue is recording double-digit growth Last week it launched “Hyperoom,” a virtual showroom that is similar to its physical one in Milan and will showcase its collections for third party vendors at a time when travel is difficult A gloomy economy probably won’t spoil the Costume Institute’s big party but the ones who do it right foster genuine customer loyalty and extraordinarily high levels of engagement The shiny new storefront on Amazon Luxury did not distract investors this week from Saks Global’s deteriorating liquidity problem The department store is searching for a permanent CEO replacement after Kohl’s Corp.’s board discovered Ashley Buchanan had directed millions of company dollars to his then-undisclosed romantic partner The essential daily round-up of fashion news After staging a mock counterfeit operation on New York’s Canal Street in February as a play on the modern counterfeit trade Diesel’s parent company OTB Group has been facing off against one such bad actor among other brands- has been embroiled in a legal battle against Zara’s parent company after initiating the matter in a Milan court in November 2015 alleging that Zara was selling counterfeit versions of legally-protected Diesel jeans and Marni footwear Zara was manufacturing and selling copycat versions of Diesel’s Skinzee-SP skinny jeans and Marni’s Fussbett sandals in violation of European Union (“EU”) intellectual property law OTB claimed that it maintains an EU registration for the design of the Skinzee-SP jeans while it relies on EU unregistered design protection for the Fussbett sandals it sought monetary damages caused by Zara’s sale of counterfeit goods not only in Italy but throughout the EU Diesel’s Skinzee-SP skinny jeans (left) & Marni’s Fussbett sandals (right) Inditex argued that there were “material differences” between its sandal design and that of Marni’s Fussbett sandal and that the registration for Diesel’s Skinzee-SP jeans is invalid due to a lack of originality it asserted that even if was on the hook for infringement the Court of Milan could not force it to pay damages as it is a Spanish company that is not headquartered in Italy However, the court disagreed in what is being called “the first decision in Europe to confirm the possibility of claiming EU-wide damages for registered and unregistered designs in a jurisdiction (in this case Italy) other than the main defendant’s jurisdiction (Spain).” Judge Claudio Marangoni upheld the validity of the design protections at issue and further held that Zara had engaged in counterfeiting and ordered Inditex to immediately recall the infringing goods or pay it would run the risk of having to pay $235 for each product on the market that runs afoul of the court’s injunction founder Renzo Rosso’s luxury group.Diesel's new chief executive is Marco Agnolin | Source: Courtesy By Chantal Fernandez19 December 2017The Daily Digest NewsletterThe essential daily round-up of fashion news Diesel's founder and president of its parent company Only The Brave announced that Marco Agnolin has been hired for the position Agnolin has led Inditex's younger more accessible brand Bershka since 2011 one of the most talented fashion executives worldwide and a professional whose career I have followed for a long time,” says Rosso in a statement will bring about a successful future for Diesel” Despite being an early pioneer in the contemporary market Diesel has struggled to fend off the many competitors that have emerged in the last two decades including fast-fashion retailers such as Inditex premium denim brands and a new generation of contemporary lifestyle brands Formichetti and Bogliolo arrived in 2013 to revitalize the brand and orchestrate a three-year reboot by elevating the quality of the offering and infusing the marketing with the mischevious sense of cool for which Diesel (and Rosso) are known But the strategy did not hit with customers: in 2016 [ Inside Diesel’s ‘Reboot’Opens in new window ] The industry is scrambling to adjust to the shockwave of new import duties announced by President Donald Trump on ‘liberation day.’ Many of fashion’s biggest manufacturing hubs are facing the highest tariffs Access unparalleled business intelligence and a peer network of top global executives President Donald Trump pointed to South Korea as a country with more unfair tariffs against American products than China while slamming the handing out of subsidies for foreign chipmakers like Samsung Electronics Co Please enable JS and disable any ad blocker  According to sources cited by US magazine WWD, Onward has entered into exclusive negotiations with OTB for the sale of Jil Sander. The Italian group has not confirmed this, but has told FashionNetwork.com that it is looking closely at market opportunities “It's true that we are assessing various opportunities and companies currently available on the market,” said OTB we want to bolster the fashion supply chain in Italy by making it stronger doing the same for Made-in-Italy [fashion] in general in accordance with the strategic vision of our group and of our founder,” said OTB in a communiqué Numerous motorcycle marques have been reborn in recent decades but few have approached the brightness – or the brevity – with which Laverda returned to the spotlight 20 years ago The SFC1000 prototype unveiled at Milan’s EICMA exhibition in November 2003 under the banner “The Legend Returns” was a striking superbike powered by a V-twin engine from parent company Aprilia whose name and orange paintwork brought to mind the thunderous machines with which Laverda had illuminated the 1970s and barely a year later the firm was taken over by scooter giant Piaggio which cancelled the Laverda comeback before the SFC had come close to production especially for all who had been enthralled in the 1970s when Laverda’s rapid road-burners and production racers headed by the 750 SFC twin and Jota 1000 triple had made it one of motorcycling’s most prestigious manufacturers The small firm from Breganze, in northeastern Italy was often spoken of as the two-wheeled equivalent of Lamborghini Like the car company located 100 miles to the south in Sant’Agata Laverda had begun by making agricultural machinery by the early 1970s it was better known for stylish low-production sports models with prices to match their high performance Laverda’s agricultural roots had been established by Pietro Laverda in the 1870s and the family firm thrived for three generations Italy’s demand for cheap transport prompted a move into motorcycles was a single-cylinder four-stroke of 75cc capacity and in the mid 1950s scored numerous class wins in the gruelling Milan-Taranto and Giro d’Italia road races Francesco Laverda’s ambition was to produce small economical bikes to provide mobility for the masses This worked well as production increased through the 1950s – but the arrival of inexpensive cars sent the Italian motorcycle industry into a tailspin was an avid motorcyclist who owned a BMW boxer for everyday riding and an exotic Vincent Black Shadow for weekend fun Massimo had the foresight to anticipate motorcycling’s move toward the leisure market – a view that was reinforced in 1964 when he spent several weeks in New York and Los Angeles notably picking the brains of journalists at Cycle World magazine before returning to Breganze convinced of the potential of large-capacity bikes Massimo eventually convinced his father to change direction; or “eventually I wore him down and he agreed to give me full rein.” The result was that in November 1968 SOHC parallel-twin engine whose look and layout owed much to Honda’s popular 250cc CB72 This was soon followed by a 744cc derivative that boosted output to 52bhp Although production remained low, Laverda was building a reputation for performance with reliability the twin was available as the touring 750 GT with options including crash-bars and panniers The 750 SF earned its extra digit with its Super Freni – a big front drum brake of the firm’s own construction where the bikes were initially marketed under the name American Eagle The outstanding early twin was the 750 SFC and it truly was an racing version of the SF combining a tuned and beefed-up 70bhp engine with a modified frame and race-style half-fairing Orange paintwork aided identification in endurance events The SFC also made a hugely desirable roadster minimalist style compensated for its high price and lack of comfort Laverda updated it over the next five years with disc brakes Surviving SFCs are so highly prized that even replicas it was triples that brought most of the fame The initial 3C model (imaginative names had never been a strong point) had a capacity of 981cc and resembled an existing twin with an extra cylinder albeit with twin overhead camshafts that helped push peak output to 80bhp The 3C and later 3CL were followed in 1976 by the Jota won three UK national production racing championships at the hands of Slaters’ rider Peter “PK” Davies and was adopted by the factory as an official model Of the era’s holy trinity of Italian superbikes along with Ducati’s 900SS and Moto Guzzi’s 850 Le Mans the Jota was the two-wheeled Burt Reynolds – handsome and fastest of the lot if you were brave enough to hang onto its vibrating bars on the straights and wrestle it into submission through the bends Laverda created a follow-up by enlarging the triple engine to 1116cc and fitting higher handlebars and a larger seat creating a slightly more versatile model simply named the 1200 Slater Brothers developed a successful tuned variant the Mirage; for some markets Laverda used the Mirage name for a 1200 without the tuning parts The most exotic and powerful Laverda of all was the V6: a 996cc liquid-cooled endurance racer that competed at the 1978 Bol d’Or 24 Hours It was speed-trapped at 176mph but retired after eight hours with a broken drive shaft and was never raced again – all of which merely added to its legendary status Laverda also built more down-to-earth bikes notably a 500cc model that was called the Alpina in Europe and launched in 1980 and named after the park venue of the Barcelona 24-hour race It was a supremely aggressive charger that was too uncompromising and too expensive to sell in significant numbers By this time emissions regulations were closing in on the aircooled triples but Laverda lacked the funds to develop a replacement in 1982 it reworked the three-cylinder engine with a 120-degree rather than 180-degree crankshaft The resultant Jota 120 was smoother but inevitably lacked some of its predecessor’s raw charisma especially when fitted with an optional tuning kit When I rode the tuned triple in a magazine’s five-bike shootout on the Isle of Man it impressed with its soulful character but struggled to keep up with Japanese superbikes led by Kawasaki’s GPz900R and Yamaha’s FJ1100 That was not the end of the Laverda story. In 1993, the brand was bought by Francesco Tognon, a local textile entrepreneur. He established a new factory in nearby Zanè and financed development of a new parallel twin called the 650, featuring an aluminium frame designed by Dutch chassis guru Nico Bakker. By 1997, it had been developed to create the 750S, with liquid-cooling and 82bhp output. It was a promising bike but production finally ended the following year. Laverda looked to have received a lifeline when in 2000 the name was bought by Aprilia, which also owned Moto Guzzi and was based nearby at Noale in northern Italy. Three years later, in Milan, Laverda was relaunched with that stylish orange prototype, powered by the V-twin engine from Aprilia’s own RSV Mille. The potential for a badge-engineered Laverda superbike was clear, but by this time Aprilia had hit financial problems itself, following a sharp downturn in the Italian bike market. In December 2004, the firm was bought by Piaggio. With Aprilia and Moto Guzzi both requiring urgent surgery, the scooter giant had little incentive to invest heavily in a third motorcycle marque. And that’s how things still stand, almost two decades later. Once-troubled Italian marques, including Benelli, Fantic, and Mondial, have since been revived under Chinese ownership; elsewhere, BSA, Norton, GasGas, Husqvarna, and Indian are also recently revitalised. Laverda remains asleep, awaiting a handsome prince – or more likely an automotive giant – that can awaken one of the most revered of two-wheeled brands. The photo caption is probably wrong – Laverda was mainly known for its crop processing equipment, eg combine harvesters, not tractors. The caption was indeed incorrect, Chris. Thanks for calling that out. It has been updated. The bike pictured with the Laverda brothers and Mr. Zen is one of the 650 prototypes, not a 750 production GT. The 500 Montjuich was a Slaters creation based on the production 500 Formula and was never produced by the Breganze factory. No production bike from Breganze ever sported dual headlights, these were fitted to aftermarket fairings, mainly Sprint, UK, in the case of the RGA Jota. I owned an SFC1000 for a few years ,one built from parts after the factory closed. A beast of a machine but extremely charismatic . Wish I still had it in the garage,!!! Please somebody make them again Sir Jim Radcliffe ineos maybe Piaggio sadly view any potential Laverda as something that might attract people that might buy one of their existing brands like Guzzi so no real incentive to invest themselves and even less to sell the brand to someone else to do so Would Mike Donovan be formerly of Ross-on-Wye and like me an original member (6) of the International Laverda Owners Club? Please get in touch. Correction, neither Fantic or Mondial are Chinese owned. Benelli yes, but the other two are Italian owned. Your email address will not be published. Required fields are marked * Save my name and email in this browser for the next time I comment. Δdocument.getElementById( "ak_js_1" ).setAttribute( "value", ( new Date() ).getTime() ); TEHRAN – Iran futsal custodian has been nominated as the Best Female Goalkeeper in the World Tavasoli was a member of the Iranian team won the AFC Women’s Futsal Championship in May for the second successive year She helped Team Melli win back-to-back AFC Women’s Futsal Championship titles The winner of the UMBRO Futsal Award 2018 will be announced on January 10 Massey Ferguson, AGCO‘s global brand is celebrating the manufacture of its combine number 67.000 in Breganze factory AGCO 67.000 machine coming out of its assembly line is a combine MF7370 360 hp In the 25 hectares of the center of excellence Harvest of Breganze AGCO’s complete line of harvesters Massey Ferguson and high-capacity models for the requirements of large-scale enterprises is made Along with MF BETA combine are also included ACTIVE MF The MF 7370 BETA which takes the title be combine number 67,000 has its destination at a dealership of Massey Ferguson in Sweden According to the director of market development firm “Massey Ferguson combines have had a highly successful year in Sweden have seen the number of units sold doubled The BETA 7370 MF is our most sold in the country and has some good features ergonomic position of controls and excellent comfort to work the single operator model harvester and more productive Several million dollars of investment in recent years have transformed the factory of AGCO in Breganze in a world reference site some of the most recent developments have been seen in the factory of 65.000 m2 it is a complete reorganization of the supply chain and production process installing new machines rolling and coating the most modern paint shop and the opening of the wonderful visitor center AgriDome Massey Ferguson combines have been manufactured in Breganze since 2004. In June 2007, this cooperation was strengthened when AGCO acquired 50% stake in Laverda SpA, the Italian group Argo with more than 50 years of experience in the manufacture of harvesters in Italy The current headquarters was opened in 1979 We may request cookies to be set on your device We use cookies to let us know when you visit our websites and to customize your relationship with our website Click on the different category headings to find out more You can also change some of your preferences Note that blocking some types of cookies may impact your experience on our websites and the services we are able to offer These cookies are strictly necessary to provide you with services available through our website and to use some of its features Because these cookies are strictly necessary to deliver the website refuseing them will have impact how our site functions You always can block or delete cookies by changing your browser settings and force blocking all cookies on this website But 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increasing population Henry LEE was unhappy with the inconsistent delivery and poor quality of work wear from suppliers The North Carolina based apparel brand is owned by VF Corp which owns several other famous labels as well The brand first came to existence when the Blue Bell Company first acquired Casey Jones Work Clothes Company and the rights to use a rarely used brand Wrangler Gap Inc is an American clothing and accessories retailer centered in California It was founded in 1969 by Donald Fisher and Doris Fisher It operates in Global specialty apparel retail industry Tommy Hilfiger is a fashion brand that sells footwear educated urban people a preppy style of dressing.Read more about Diesel Calvin Klein is one of the top most American Fashion house which was established in 1968 by the designer Calvin Klein himself in the partnership of his childhood friend Barry K Although it was started as an independent company it was taken over by Philips-Van Heusen Corporation (PVH) Pepe Jeans is clothing brand that deals mostly in denim and casual wears as a small street stall.  Later it took form of the style statement for rebellious young generation of upper middle class Most of the products are premium category jeans and casual wear with innovative styles Levi Strauss is a clothing company primarily known for its classic Denim Jeans Blue Jeans is associated with a historical past right from the times of the World War II when it was declared an essential commodity it was only sold to people engaging themselves in defense work Versace was found in 1978 by Gianni Versace in Milan Gianni Versace took fashion to some another level starting from arts and theatre to the world of rock and roll his younger sister took over Versace as creative director and took Versace to the heights of fame American Eagle Outfitters (AEO) is an American clothing The first of its retail stores was opened in 1977 in Michigan It was originally founded as a subsidiary company of Retail Ventures Inc USA was founded almost 125 years ago with a motive to come as a pioneer in the field of style statement The brand has in ways of motivating the youth in adopting a new style of dressing A&F has not only influence the people’s way of dressing but also built a sense of fashion the above article highlights the various competitors which compete with Diesel This understanding helps to evaluate the various external business factors for any company This article has been researched & authored by the Content & Research Team which comprises of MBA students, management professionals, and industry experts. It has been reviewed & published by the MBA Skool Team The content on MBA Skool has been created for educational & academic purpose only Browse analysis of more brands and companies similar to Diesel This section covers many brands and companies The names and other brand information used in the Competitors section are properties of their respective companies The companies are not associated with MBA Skool in any way What is MBA Skool?About Us MBA Skool is a Knowledge Resource for Management Students Quizzes test your expertise in business and Skill tests evaluate your management traits Register to Drapers to read ONE FREE article and a FREE digital edition Diesel’s former managing director of northern Europe has been appointed regional director of Europe at the business Hewlett was appointed regional director of Diesel in China He is now returning to Europe to oversee the fashion label’s entire European business The move comes after a consolidation of the firm’s head of northern southern and central Europe into one role based in its global head office in Breganze The European business was led by Joanna Onland who was previously managing director of southern Europe while Thorsten Link Tags Whistles has reported a £2.9m EBITDA loss for the year to 30… Industrial and classic combine in Diesel’s new Knightsbridge concept store Sportswear brand Castore and men's and minimalist clothing label Arne are among… Hugo Boss Group has reported a decline in EBITDA during the first… Footwear brand Skechers will be taken private after it agreed to be… Get full access to all the fashion industry news and intelligence you need Browse the archive of more than 55,000 articles read the daily and weekly newsletters in full and gain priority access to Drapers events Agco has announced that it is proposing to close its Randers harvesting equipment operation in Denmark in 2010 Assembly operations will continue until the middle of next year before being transferred to Agco’s joint-venture harvesting manufacturing facility in Breganze senior vice president of the company’s European said: “It is with regret that I have to make today’s announcement quality and professional attitude of our Randers workforce and everything they have achieved over many years the operation of two separate combine plants in Western Europe is not practical As we move forward with our product development plans and strategies for growth of our harvesting business it is important that we also benefit from the economies of scale efficiency and increased competitiveness that this consolidation will bring.” Agco acquired a 50% stake in Laverda from the Italian Argo Group in June 2007 has produced combines for over 50 years and agricultural machinery and equipment since 1873 The Randers plant was originally owned by Dronningborg which had a marketing agreement with MF for many years and was eventually taken over by Agco Visit our Know How centre for practical farming advice