Tiffany & Co.

Tiffany to open SoHo store in 2012
September 15, 2011

New York City -- Tiffany & Co. said Thursday it plans to open a store in New York’s SoHo neighborhood in September 2012. The 7,000-sq.-ft. store will occupy a space that combines two locations -- 97 Greene Street and 106 Wooster Street. The 2012 opening corresponds to Tiffany’s 175th anniversary of its founding on Lower Broadway in the 1850s. “Opening a store in the neighborhood where Charles Lewis Tiffany developed his growing enterprise is a wonderful way to celebrate our anniversary,” said Beth O. Canavan, executive VP of Tiffany & Co. Tiffany’s new SoHo store will be the jeweler’s

Tiffany Gets Whacked
August 3, 2011

Shares of Tiffany & Co. have been clobbered this week. As of this morning, they’re off by more than 9 percent over the past 5 days on considerable volume.

Tiffany's Shakes Up Executive Staff
June 23, 2011

Tiffany & Co. has shuffled responsibilities among two of its executive officers, effective immediately. Patrick F. McGuiness, 45, has been appointed senior vice president and chief financial officer. McGuiness joined Tiffany in 1990 and has held a variety of management positions within the finance and merchandising divisions. He was promoted to senior vice president of finance in 2007. James N. Fernandez, 55, has been appointed to the newly created role of COO, having served as chief financial officer since 1989. Fernandez was promoted to executive vice president and chief financial officer in 1998.

Tiffany's Holds On in Reeling Industry
May 29, 2009

High-end jewelry retailers, like Tiffany & Co. and Zales, are declining much faster than the jewerly industry as whole, according to industry research firm IBISWorld.  Although it is definitely a lackluster year for these companies, Tiffany has a strong management team and therefore will likely perform better than its high-end competitors.

Executive Focus: Three Keys to Growing Your Company the Old-fashioned Way
February 6, 2007

Recent corporate financial scandals have called into question the quality of corporate earnings. Just because we don’t often hear about companies that thrive via positive, healthy, organic growth — by growing their customer base, creating new products and mastering operational efficiency — doesn’t mean they don’t exist. They do. What’s more, these companies convincingly demonstrate that you can be a high-performance organic growth company without resorting to accounting and earnings manipulations and without commoditizing and devaluing your employees. So what’s necessary if you want to grow a successful big business organically? Below are the three keys to successful growth and a few examples of