It represents the brand's turnover from the sales of finished goods through all of the distribution channels - retail, wholesale and e-commerce, after the deduction of returns, allowances for damaged or missing goods and any discounts allowed.
Also known as ROS - Return on Sales, it measures the percentage of sales revenue that gets 'returned' to the company as net profits after all the related costs of the activity are deducted. The figure is about the latest fiscal year available.
in Thousands of EUR | 2012 | 2012 | Δ 2012/2012 | 2011 | Δ 2012/2011 | 2010 | Δ 2011/2010 | CAGR |
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Revenue | ||||||||
Operating Income |
It includes the overall revenue of the company, considering not only the sales of finished goods, but all of the sources of the company income.
Also known as ROS - Return on Sales, it measures the percentage of sales revenue that gets 'returned' to the company as net profits after all the related costs of the activity are deducted. The figure is about the latest fiscal year available.
It's a measure of a company's overall profitability, i.e. how much of its sales are converting to profit. The value given is the amount of sales needed to generate one currency unit of post tax profit. Negative values mean that the company has a negative level of post tax profit. The figure is about the latest fiscal year available.
It's a key measure of success. The profit ratio measures the amount of profit generated by each single currency unit of sales. The figure is about the latest fiscal year available.
in Thousands of EUR | 2013 | 2012 | Δ 2013/2012 | 2011 | Δ 2012/2011 | 2010 | Δ 2011/2010 | CAGR |
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Total Revenue | ||||||||
Cost of Sales | ||||||||
Gross Profit | ||||||||
Operating Income | ||||||||
Net Income |
in Thousands of EUR | 2013 | 2012 | Δ 2013/2012 | 2011 | Δ 2012/2011 | 2010 | Δ 2011/2010 | CAGR |
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Current Assets | ||||||||
Total Assets | ||||||||
Current Liabilities | ||||||||
Equity |
Brand doesn't have an official ecommerce
It started in 1940 when Giovanni Losani decided to establish a knitwear manufacturing business. With a keen sense of beauty, he leased a number of frescoed reception rooms in Palazzo Penna, an old and renowned building in the city centre of Perugia, today the regional museum of Modern Art, and opened the first LOSANI knitwear factory.25 years later, the company moved to new headquarters near the "Acropolis" in order to accommodate the rapidly growing volume of business. This coincided with the beginning of the career of Lamberto, Giovanni's son who with his ability to identify and interpret ever changing trends in fashion created high quality cashmere collections that reflected both the innovativeness and the life style of that period.
Lamberto combined his love of the family business with a passion for art, later becoming a respected operatic baritone. As a singer he remains convinced that the harmony and beauty of music have often helped him to achieve creativeness in his efforts to compete in the fashion world.
Today, with a keen eye on the latest trends in fashion and ably assisted by his daughter Paola, he oversees closely the creation of each new collection as if he were interpreting a new operatic aria.
Each new article, from the careful choice of fabrics, the styling and the colours as well as the accessories, must convey a sense of harmony and beauty.
The Losani family has always viewed their employees as a "human capital" which is vital to the success of the quality objectives of the company.
The staff is made up almost entirely of young women who relish working in a friendly and family-like environment typical of the region of Umbria, known also as the "green heart of Italy".
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