Ralph Lauren

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Modern Board 2023-Ralph Lauren

<span style="font-weight: 400;">The iconic American fashion firm makes its Modern Board debut this year, receiving high marks in ESG and efficiency. But it lags on gender diversity: Just five women sit on its 14-member board. Although CEO Patrice Louvet is on the board, it’s chaired by the company’s founder, Ralph Lauren, who also serves as chief creative officer. Other members are current and former CEOs, including Linda Findley, president and CEO of Blue Apron Holdings; Michael George, former CEO of Qurate Retail; and Valerie Jarrett, CEO of the Barack Obama Foundation. Ralph Lauren’s board members are between 49 and 90 years old, with a 79% nationality dispersion. In October 2022, Ralph Lauren joined the U.S. Cotton Trust Protocol, a verification platform to promote more sustainably grown cotton. The company reported a third-quarter revenue increase of 1% to $1.8 billion.</span>

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The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-450-Ralph Lauren

Ralph Lauren moved up 19 spots on this year's <em>Fortune</em> 500 with $6.2 billion in sales. The fashion company designs, sells, and distributes clothing, home accessories, and fragrances. Company namesake Ralph Lauren, who founded the company in New York in 1967, still serves as executive chairman and chief creative officer. In May 2021, Ralph Lauren introduced custom, made-to-order production of its iconic polo shirts.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-469-Ralph Lauren

Ralph Lauren designs and makes products in the apparel, home, accessories, and fragrance categories.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

Here are the World's Most Admired Companies for 2016 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 62nd running of the list.

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This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Get insights into Ralph Lauren including business profile, stock information, news, and rankings from Fortune.

Ralph Lauren (RL): Company Profile, Stock Price, News, Rankings

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Ralph Lauren | Fortune

Ralph Lauren (RL): Company Profile, Stock Price, News, Rankings | Fortune

Nick Lichtenberg

Gen Z dreams of a ‘Ralph Lauren Christmas’ in a dollar store American economy

/2025/11/04/why-is-ralph-lauren-christmas-so-popular-nostalgia-gen-z/

Phil Wahba

Fortune Archives: Rescuing an American fashion icon

/2025/10/05/fortune-archives-rescuing-an-american-fashion-icon-ralph-lauren/

Inside Ralph Lauren’s luxe reset—and the CEO who made it stick

/article/ralph-lauren-luxury-fashion-retail-patrice-louvet/

Preston Fore

Ralph Lauren’s CEO says he doesn’t believe in sugar coating criticism—here’s how he handles negative feedback with staff

/article/ralph-lauren-ceo-patrice-louvet-addressing-workplace-feedback-strengths-weaknesses/

The Associated Press

Leanne Italie

Ralph Lauren unveils Team USA’s Olympic ceremony uniforms by spotlighting all-American denim: ‘Nothing says America like blue jeans’

/2024/06/18/ralph-lauren-team-usa-olympic-ceremony-uniform-denim-blue-jeans/

https://coins2day.com/2025/11/04/why-is-ralph-lauren-christmas-so-popular-nostalgia-gen-z/?itm_source=parsely-api

https://coins2day.com/article/ralph-lauren-luxury-fashion-retail-patrice-louvet/?itm_source=parsely-api

Ralph Lauren’s CEO says he doesn't believe in sugar coating criticism—here's how he handles negative feedback with staff

https://coins2day.com/article/ralph-lauren-ceo-patrice-louvet-addressing-workplace-feedback-strengths-weaknesses/?itm_source=parsely-api

Facing brand dilution and declining wholesale sales in the 2010s, Ralph Lauren has sought to reinvent itself and win over a younger generation. Under CEO Patrice Louvet, the company pulled back from heavy discounting, doubled down on its own stores and digital platforms, and refocused on core values like authenticity and timeless design. Today Ralph Lauren is seeing renewed growth, topping $7 billion in revenue the first time in nearly a decade. Fortune's Phil Wahba sat down with Louvet to learn about the strategy behind the turnaround.

Inside Ralph Lauren’s Big Comeback — And How it Won Over Gen Z

Features

We had lost touch with the younger generation, and a lot of the questions I got when I started was, is Ralph Lauren still relevant? For years, Ralph Lauren leaned heavily on discounts and overexpansion, eroding the exclusivity that built its name. But in recent years, the company has worked to overhaul its strategy and win over a younger generation. Now the brand is back in the cultural spotlight from the US Open. To elaborate fashion shows and even a viral Taylor Swift dress moment. So Taylor Swift's dress that she just got engaged in is on sale for Miles Lauren for under $350 right now. For the first time in nearly a decade, the company's revenue topped $7 billion and growing segments like women's apparel are taking off. percent of our shoppers and stores online are actually Whitman, and now Ralph Lauren is looking ahead, experimenting with AI. If we can figure out how to do what we do better with the aid of technology, fantastic. Here's how Ralph Lauren pulled off one of fashion's biggest turnarounds and what it takes to stay relevant in a rapidly shifting luxury market. Here on Madison Avenue sit two of Ralph Lauren's most iconic flagship stores. The sprawling retail locations carry men and women's polos, sweaters, and other preppy mainstays the brand is famous for, alongside growing segments like handbags, outerwear, and luxury home goods. Since taking the helm in 2017, CEO Patci Cove has doubled down on Ralph Lauren's roots while expanding into new categories and rethinking the retail experience. Let's talk a little bit about the branding because here we are in in the mansion, it's opulent, it's luxurious, it could seem exclusive, but in fact it is welcoming. So can you tell me a little bit about how the company manages that balance of being luxury and high-end but without being, you know, unfriendly? Well, about philosophy from the beginning has been this concept of Inspiring the dream of a better life irrespective of where you come from, what your income level is. And so our price ranges today go for, you know, a pack of tennis socks that might be $15 all the way to, we recently sold a $320,000 watch. We want to create an environment that's aspirational but engaging and inviting, right? And this notion of inclusive luxury is really important to us. You have 15 year olds coming in here. And you have billionaires, but Ralph Lauren's luxury empire didn't start this way. In 1967 from a small office in the Empire State Building, Ralph Lauren launched Polo, wide, colorful neckties that stood out in an era of thinner styles. Over the next two decades, Ralph Lauren branched into full men's and women's collections. And created cultural touch points like outfitting Team USA. By the 2010s, the company was stretched too thin. Ralph Lauren was suffering from brand dilution with excessive discounting, multiple sub-brands, and an overreliance on struggling department stores. By 2018, revenue had fallen more than 16% in just two years. The Ralph Lauren story was growing by leaps and bounds for years, and then One could argue it overextended itself. What was your feeling about how to address that? Yeah, I think it happens to a lot of companies across industries, right? Great success, high expectations of continued great success, and when there's pressure like that, there's a temptation to broaden distribution. There's a temptation to increase promotional activity. I think of it as the boiled frog phenomenon, which is you say, just do a little bit, just a little bit more. It'll be fine. It won't impact us overall. But as you do more and more of that little bit, ultimately you're damaging the brand. Our challenge was here in the US where we went too broad, we were too promotional, and um we had to pull back. And yes, it's painful, but it's mandatory. Now Louve is steering Ralph Lauren into an era built on brand elevation. In recent years, the luxury brand has sharpened its focus on core products, attracted younger customers, improved the shopping experience, and pulled back from its heavy. Reliance on discounts and wholesale. So far it appears to be working with margins rising and revenue at a 9 year high. How did you get young people on board with this brand? We did a lot of work to understand what was relevant for the younger generation, where they wanted to shop, how they wanted to engage. Which values matter most to them and what we're finding is the Ralph Lauren values of authenticity, family, optimism, quality, timelessness, those resonate with that younger generation, and they resonate with that younger generation here in New York or in Shanghai or in Milan. Ralph Lauren reinforces those brand values through experiences from in-store coffee shops designed to draw in younger shoppers to long running sports partnerships that spotlight the brand. G's partnership with the US Open started 20 years ago. Wimbledon Australian Open, the Olympics. So if you look at where we are now, what we're finding is we want to celebrate what's on the court, but actually the thing that's most interesting is showing style in the audience, or the fans and how the fans dress and and how the styles varyond sports, Ralph Lauren shows continue to lean into spectacle. The 2024 Hampton show turned equestrian stables into a runway with supermodels Christy Turlington and Naomi Campbell walking before a celebrity packed crowd. At the same time, Ralph Lauren is wrapping up marketing and sharpening its retail strategy. In 2022, it singled out 30 global cities as key markets. It's fueling that push with its largest ever marketing budget, over half a billion dollars. There are a lot of cities in the world, there are, um, and a lot of cities that have a lot of shoppers. 30 only hits obviously a very small portion of it. What's the rationale for that? I think our experience and when you look at the industry. when you overextend yourself, you end up diluting the brand, you end up diluting your resources and therefore you end up diluting your performance. So listen, we're, we're not here for another quarter. We're not here for another 3 years. We're here for another 50 years. So we have plenty of time to go hit the other cities in the world. China for me is a wonderful example. I think there's still a lot of growth to be had in Shanghai, Beijing, Shenzhen, Chengdu, Taipei, Hong Kong, right? Those are massive cities, tens of millions of inhabitants. Once we feel like we're fully established, then we'll continue to drive that business and then we'll start to open the white space. You dilute yourself. You might see the benefits short term, but, but ultimately, it impedes your ability to perform consistently. Clothing and fashion, by definition, there is the risk of misfires. Tell me a little bit about for you, where's the balance between not playing it too safe, but also not going crazy with wild stuff that could flop. So we have the benefit of decades of Presenting core items that consumers know and recognize really well. Our cable knit sweaters, our polo shirts, our Oxford shirts, right? Our tree jackets, like quintessential RA one. That's job one. Job one is how do we continue to present that, animate that, engage the new generation with these types of products, right, and this ability to leverage our core products across generations, I think has served us really well. Women's wear and handbags have also become major growth engines. Women's Wear alone now brings in about $2 billion a year, and in the last fiscal year, Ralph Lauren's bag sales jumped by a double digit percentage. 56% of our shoppers and stores online are actually Whitman. It's less than 1/3 of our business. So for us it's a massive opportunity. Within that, we realized that the handbag category was significantly underdeveloped for us. It's part of the overall lifestyle, and we've gotten some really nice traction behind some of the more recentensitization. These moves have helped Ralph Lauren sidestep the challenges facing much of the luxury market. In 2024, the luxury industry saw its first major slowdown since the Great Recession, as shoppers questioned whether high-end fashion still delivered on quality and creativity. Luxury giants like LVMH, Burberry, and Caring all missed revenue targets that year. While some companies responded by pushing prices higher, Ralph Lauren says it doubled down on its core values. What do stores need to be for you? What does a typical Ralph Lauren store have to? Do to really justify its existence. It needs to be an experience, right, because I can get the products online. It needs to be a place where, you know, you, you, you want to come, you want to discover it, you want to have an amazing engagement with sales associates. You want to discover the different dimensions of the raw For lifestyle. You might not buy the first time, but you'll come back and want to feel that. And that's the bar that we set for ourselves. Like many companies in the luxury retail space, Ralph Lauren is also experimenting with artificial intelligence. We dreamt of the day when we'd be able to do something like this. That's David Lauren, the company's chief branding and innovation officer, and the son of founder Ralph Lauren. In September, he helped launch Ask Ralph, a generative AI shopping tool that lets customers ask style questions and get product recommendations. David, tell me a little bit about Ask Ralph, the AI style assistant. I mean, how long have you been working on it? What customer did you have most in mind when this was being developed? Yeah. Well, the idea for Ask Ralph really started 25 years ago. We launched Ralph Lauren.com, which was really the first luxury fashion website. At the time, we had a sort of archaic version of Style Guide, where Ralph Lauren himself actually answered style questions and it was very popular. When you get dressed in the morning, clothes help give you a sense of confidence, a sense of identity, a sense of who you are and who you want to be, and the ability to pull out of your back pocket. You know, a companion to help give you that sensibility is Ralph. So literally our dream one day is that Ralph himself will be using this to gut check an idea. The company says that what sets this tool apart is its use of Ralph Lauren's full inventory to suggest complete brand approved outfits. Ask Ralph can answer prompts and offer curated looks pulled directly from its collections. Do you see this as a tool that in-store employees could use as they help a customer as well? I think the goal of this is to not only help our our customers, but to help our own employees. The better educated our team can be, the more consistent our voice can be all around the world, the more valuable it's going to be. In many ways. Ask Ralph is a new employee. Even as Ralph Lauren regains its cultural cachet, the wider fashion industry is battling economic headwinds. Shoppers are becoming more price conscious, especially in the US, where discount and value-focused retailers like TJ Maxx are thriving. That pressure has forced Ralph Lauren to rethink how it reaches customers. During COVID, Love leaned into his strategy to open more Ralph Lauren stores and continue exiting weak department stores. As for supply chain, it now stretches from Vietnam to Peru, and the brand is well positioned to weather global trade disruptions, including tar force. Before all the terrorist drama of 2025. Ralph Lauren had done a lot of work to not be too reliant on the same suppliers. Can you tell me a little bit about what that looks like now and what was the rationale for doing that? We were very dependent when when our team started some 89 years ago on A few geographies from the sourcing standpoint, uh, and a few suppliers. And in an environment that's uncertain and volatile, you cannot do that, right? So significant diversification. Now, there's not one market that's more than 20%. We generally have dual sourcing, if not triple sourcing. Across our entire portfolio. The other piece is agility, and I don't think people would have used the term agility to describe Ralph Lauren 10 years ago. And I think in a world that's so dynamic, the ability to be nimble, move production from market A to market B, and I'm actually really proud of the work that teams have done on this one because I think agility is a is a unique strength. Ralph Lauren Ralph Lauren also carries the weight of being a symbol of Americana at a time sentiment abroad towards the US is shifting. Despite these pressures, Ralph Lauren continues to anchor itself in the vision laid out by its founder. So I want to ask you a little bit about um your working relationship with Mr. Lauren himself. Tell us a little bit about how you work with him. Ralph and I spent a lot of time upfront, making sure we're on the same page, making sure we had a consistent ambition for the company, making sure that we valued the same things, value with a big V, and making sure that we were all, we were going to push the same direction. And we talked about what business are we in, right? Because I think that's a fundamental question for all companies is just clarity on what business are you really in. And we concluded that we were in the dreams business, not in the apparel business, not in the fashion business, we're in the dreams business.

Linda Findley, Former CEO, Board Director, Blue Apron; Ralph Lauren, Tierney Remick, Vice Chair and Co-leader, Board and CEO Services, Korn Ferry Moderator: Lila MacLellan, Senior Writer, Fortune; Co-chair, Fortune COO Summit

COO Summit 2024: The COO Master Playbook For Working With A Board

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Linda Findley, Former CEO, Board Director, Blue Apron; Ralph Lauren, Tierney Remick, Vice Chair and Co-leader, Board and CEO Services, Korn Ferry

Chief Metaverse Officer at Futures Intelligence Group Cathy Hackl explains.

How companies are preparing for life in the Metaverse

Tech

All right. Perfect. Hey, Mark. Hey, what's going on? The motorist is pretty much the future of the Internet. It's what comes after the mobile Internet. So you almost have to think about where we've been and where we're heading. So in what? One point now that connected information and you've got the Internet. That changed a lot of things, of course, in a Web two point. Oh, you got e commerce and the sharing economy. And you have social media. That obviously changed a lot of things and obviously created some of the tech juggernauts of today. And where the evolution of this Web two point oh, going into Web two point out and what you point out the next people, places and things. And sometimes these people, places and assets can be in a fully virtual environment like we are, but they don't only have to be like that. They can also be in the physical world with some level of augmentation. Kind of what we're doing with our phones when we're on Snapchat or Instagram and we're using filters or we're trying on virtual classes. That is part of the future of the Internet, and I think one of the overall goals is to unleash human creativity and the way we've never seen before. Right when you start to think about Web two point oh, and creators and community and authenticity, you're starting to see kind of a new evolution on how we're using technology to express ourselves. There's this whole opportunities happening around Metaverse economy, metaverse Commerce. They're going to change the way we interact. The current projections put the metaverse market opportunity at 800 billion to a trillion by 2025. Fashion and beauty are definitely, you know, some of the ones leading the way in this space they've been doing, You know, whether it's a virtual world inside roadblocks, like a Ralph Lauren or advanced ID or Chipotle, or whether it's doing something in fortnite like a brand like Balenciaga or Montclair. You've got brands doing lots of different things in the space, trying to engage with communities in new ways. You've got, for example, Nike, uh, purchasing and acquiring Artifacts Studios, which is a metaverse foreign brand. They're known for their cyber sneakers, sneakers that only exist in a virtual space, Uh, so that acquisition, to me is a watershed moment as to where business is heading. Another use case. I would say it's also for entertainment. Many of us probably attended our first concert inside a stadium, right. We're physically they're seeing the artist. But for some younger generations, including my son, their first concert was little, not sex and robots. And just because they lived in in a virtual space in the gaming platform, in this case didn't make it less real for him. He was very much present there and his avatar form seeing the artists perform, and he lived it as you know, authentic and real to him. So most of the companies that are joining the Metaverse we're starting to do things in the Metaverse are because they understand that this is where the Internet is heading and everyone's entering at a different pace. Not everyone's jumping in and creating world. They might be trying on, you know, trying different pilots and things here and there. But I think most of the companies are starting to realize that there are going to need a metaverse strategy. They are going to need teams That understand some of these gaming and virtual spaces and augmented reality and Cryptocurrency um so there will be an acceleration there on the needs of what? You know the team support gonna are gonna need just like, you know, people never thought they would potentially need a chief digital officer back in Web one point or before that, this is going to give rise to new roles, and there will be new needs for businesses. Yeah, business in the metaverse is going to be changing and evolving in some ways. So for many years, many of us have been doing what's called physical to physical commerce. Right. We go to the store, we purchase an item. We'll take that item with us during Web 2.0. Because of that connection with people and e commerce, you would be able to go to a website, look for an item, pay using your credit card. What's happening in some of these spaces is unlocking certain things. You've got the virtual virtual so the you know, the gamer that buys the outfit further avatar or the sword for Minecraft and, you know, playing paying robots or be bucks. So parents are listening. You know, they're probably spending a lot of that money that digital currency inside these games to buy an avatar skin or a sword, right? So that virtual to virtual it's also what I'm really interested also has been thinking about physical to virtual. So a physical item that I buy that unlocks something for me in a virtual space, like a virtual experience or a pop up or certain park, and also thinking about the virtual to physical. So if I buy something inside a virtual space, how does it get delivered to my house physically? So there are many people buying real estate in the metaverse, right and too many people That seems a little silly or frivolous and sorts, but you almost have to view it as new ownership of digital assets. Right before, for example, with brands they had to build on borrowed land, they had to, you know, engage on Twitter on Facebook or in different platforms, right and communicate with their audiences there. What you're starting to see is that because they're able to own virtual land in some of these virtual worlds, you know, usually on the blocking, uh, they're able to engage with communities in a different way, and they have true ownership, right? It's about property ownership in these spaces. I think, you know, in the long run, because this is the future of the Internet. This is a multi trillion dollar opportunity. So, you know, lots of sectors. Lots of companies are going to be impacted by this. Um, so, yeah, I think it's gonna be a great opportunity for wealth creation for opportunities for new investment vehicles. And definitely early adopters will probably be the ones that will read a lot of benefits.

 [MUSIC PLAYING] Whether it's chocolate, caramel, or gummies, everybody loves candy. So we are stepping out of the office and into Dylan's Candy Bar to talk with CEO and founder Dylan Lauren about how her sweet tooth got her into the candy business. [MUSIC PLAYING] So tell us where we are. We are at Dylan's Candy Bar, our flagship in New York City on 60th Street and Third Avenue. Tell us what the inspiration is behind this. I grew up watching "Willy Wonka and the Chocolate Factory," and I loved candy in my travels around the world, but couldn't find good candy in any of the stores. And also I just wanted to create the world's largest candy store that was like real retail-tainment, because most candy stores are just slat, wall, and bins. So this is really over the top. Your dad is fashion designer Ralph Lauren. What advice did he give you about running a business? Just watching him be an entrepreneur and grow a lifestyle brand, following his gut, it made me feel like I could follow my gut and believe that my crazy idea of this world's largest candy store was possible and that people would like it. And I just really believed in the concept. And like my father, he's grown a tie to a lifestyle brand, and I hope to do the same with candy. [MUSIC PLAYING] What is your favorite candy? Oh man. I like so many different candies. I've tried over 7,000 types that are in this store. And it changes seasonally. But I like the basic red gummy things-- Swedish fish, red gumballs. So with all this candy around, have you ever had a cavity? I have, but my dentist says that anything causes cavities. As long as you brush your teeth, you're fine. Well, I am going to dig in, so thank you. All right. Enjoy. [MUSIC PLAYING] 

Out of the Office: Satisfying Our Sweet Tooth at Dylan's Candy Bar

Luxury

Founder Dylan Lauren on candy, cavities, and her famous father.

whether it's chocolate, caramel or gummies. Everybody loves candy. So we are stepping out of the office into Dylan's candy bar to talk with CEO and founder Dylan Lauren about how her sweet tooth got her into the candy business. So tell us where we are. We are Adult Candy Bar, our flagship in New York City on 60th Street and Third Avenue, with inspiration of mine. I grew up watching Willy Wonka and the Chocolate Factory, and I loved Candy in my travels around the world but couldn't find, you know, good candy in any of the stores. And also I just wanted to create the world's largest candy store. That was like, really retail tainment because most canisters flat long been so this is really, you know, over the top. Your dad as a fashion designer, Ralph Lauren. What advice did he give you about running of this? Just watching him be an entrepreneur and go a lifestyle brand, you know, following his gut, it made me feel like, you know, I could follow my gut, and I believe that my crazy idea of this world's largest candy store was possible, that people would like it, and I just really believe in the concept. And, you know, like my father, you know, he's growing a tie to a lifestyle brand, and I hope to do the same with candy. What is your favorite? Um, I like so many different Candies. Tried over 7000 typesetter in the store, and it changes seasonally. But, you know, I like to the basic red Gummi things that Swedish fish gumballs. So with all this candy around, have you ever had a cavity? I have. But my dentist is that anything causes cavities. As long as you brush your teeth, you find well, I am going to begin to thank you. All right, enjoy.

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