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The encyclopedia · Finance & Accounting · Strategic decision · 2001–2006

Bulgari’s fund paid $96M for Sector Group and sold it for €45M

The Opera Group, majority-owned by Bulgari, paid $96M for watchmaker Sector Group in 2001 and sold it for €45M in 2006 — about $40M gone.

Sector Group SpA · Opera Group · Bulgari SpA · Morellato SpA · Quadrante · 2006

What happened

Sector Group was founded in 1973 by the Giardiello family and grew into one of Italy's leading sports watch suppliers, known for its Swiss-made, Italian-designed Sector Sport watches. It exported about 88% of its watches to 50 countries, and its brand portfolio included Philip Watch, Lucien Rochat, and licensed names such as Roberto Cavalli, Moschino, Pirelli Pzero, and Valentino.

In 2001, the Opera Group — a Milan investment firm whose majority shareholder was Bulgari — acquired Sector Group for $96 million. The new holding company, Quadrante, was structured with Opera owning 77%, Tetragon Partners 15%, the Giardiello family 5%, and managing director Enrico Ceccato 3%. Francesco Trapani (chairman of Bulgari) and Silvio Ursini (marketing director of Bulgari) sat on the board. The stated goal was to 'energize and expand the group's business in international markets.'

The turnaround never materialised. Sector's revenues remained choppy. Five years later, in October 2006, Morellato SpA bought 100% of Sector Group from Opera for €45 million ($56.4 million at the time), including the assumption of debts. The loss on the original $96 million investment was roughly $40 million. Morellato president Massimo Carraro said the company would dedicate the following year to 'relaunching' Sector.

Why it happened

  • The Opera Group overpaid for Sector Group at $96 million — a price that reflected Bulgari's optimism about the watch market rather than Sector's actual earnings power, which left no margin for error.
  • The Quadrante holding structure was complex (Opera, Tetragon, Giardiello family, Ceccato) and created competing interests that made it hard to execute a coherent turnaround plan.
  • Sector's revenue remained choppy under Opera's ownership — the company did €64.6 million in 2005 and projected €78 million for 2006, well below what the $96 million acquisition price implied.
  • Opera was buying boats, furniture, food and Bruno Magli at the same time and had no watch operator in it — nobody there knew how to fix what was wrong with Sector
What it cost~$40M lost on a $96M buy in five yearscostly

The lesson

When a private equity fund overpays for a company based on optimism rather than earnings, the loss is baked in on day one — no amount of restructuring can make a bad price work.

Aftermath

Morellato integrated Sector Group into its operations, using Sector's U.S. headquarters as a base for its own jewelry expansion and Sector's distribution in Asia to reach new markets. Morellato's 2007 sales were projected at €250 million including the Sector business. The Sector brand continues to exist under Morellato Group ownership.

Sources

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    Somewhere, someone solved the problem this company failed at. 2nd Opinion →