LouisVuittonandtheIndianmarketforluxurygoodsLouisVuittonredefinesluxuryTheLouisVuittonMoet Hennessy(LVMH)groupisagloballeaderinavarietyofluxuryindustriesspanningacrossvariouscategories including:fashionandleather,winesandspirits,perfumesandcosmetics,andwatchesandjewelry[1]TheLVMH grouphasthrivedinconventionalmarketssuchasEuropeandtheUnitedStatesbecausebothmarketsare characteristicallyanddenselypopulatedwithhigh-incomeindividuals...
2.2Competitors.AsMentionedEarlier,BurberryPositioned
directlysuchasLouisVuittonandChanelbutalsoindirectlysuchasRalphLaurenandCalvinKleinwhichboth havingthesamecollectionsinlifestyles(Appendix4).LouisVuittonisoneoftheBurberry'sbiggestyetstrongest competitorsinthefieldoffashionItformesupitsstrategybyfocusingonthecustomertrends,concentrates customertasteandbuildaeffectivelyresponsivesupplychainbeforethetrendemerge.Inordertowellservedthe customers,LouisVuittonhiredexpertandspecialized
AdvantageAndDisadvantagesOfLv
GeorgesVuitton,LouisVuitton'sson,createdthe"ToileMonagram"patternwhichisformedofinitialLVand3 designelementsastheoriginaltrademark,andithassuccessfullyprotectedthebrandfromunlawfulimitatorsin the1890'sFromthattime,allproducts
LouisVittoninIndiaHarvardCase
EssayaboutIndustrialAnalysisofApparelIndustry
byChannelThesizeoftheglobalindustryisover1,002,522companies,whiletheUSclothingstoresindustry includesabout100,000storeswithcombinedannualrevenueofabout$150billionGlobally,thetopcompanies areChristianDior,LouisVuitton,PPR,TJX,andIndustriadeDiseñoTextil.[6]IntheUS,largecompanies includeTJXCompanies(TJMaxx,Marshalls);Gap;LimitedBrands;Ross;andAbercrombie&FitchPersonal incomeandfashiontrendsdrivedemandforclothingthustheprofitability...
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resoldthroughunauthorizeddealers,areasignificantproblemInJapan,handbagscostmorethan40%morethan theydidinFrance(Nikoemeran).ThisdifferenceinpricecreatedagraymarketwheregroupsfromJapanwould flytoFrancetopurchaseLouisVuittonhandbagsforresalethroughparallelchannelsinJapan.Thesegraymarkets cancreateanumberofproblemsforLVMHThefirstisthedilutionoftheexclusivity,wheretheexclusiverights ofdistributorsarewatereddownduetotheinfluxof...
MutangBeiliYin101303501015345610095036SekitChubuppakarnXuYang1009578610136050Mahsa
TolouSharifi0ExecutivesummaryLVMH,theworldslargestluxurygroup,cameintobeingwiththemergersof MoëtHennessyandLouisVuittonin1987Besidesitstraditionalstrengthsinwines&cognacandleather& fashiongoods,otherthreeareperfumes&cosmetics,watches&jewelryandselectiveretailing.Intheexternal environmentofparttwo,thereportanalyzedtherelevant...
LvmhReport
GucciExecutiveSummary
1IntroductionaCompanyBackgroundofLVMHLVMHMoëtHennessyorfamouslyknowsasLVMHisa leadingluxurygoodsproviderbasedoutofFrance.FormedaftermergerofLouisVuittonandMoëtHennessyin 1987,LVMHhasplethoraofsmallandrenownedbrandsunderitsportfoliowithproductsrangingfromclothing, tocosmeticstojewelrytoperfumestowatchestowines.BernardArnoultistheCEOofthecompanyandthe companywasabletogeneraterevenuesofover$28billionUSDin2012Theirproducts
CorporateSocialResponsibilityHasLongGone
strategy.Thisiswheretheluxuryindustrycomesintopicture.Thebrandindustrycanabsolutelyimpactsocial ordersandoursociety.Itpromotesourculture,history,andnurturestalentoftheyoung.Thus,supportslongterm growthchainofluxuryvaluechainThegloballuxurygoodsindustryhasbeenonanupwardtrendsincethepast fewyears.Eventhoughthe...
HermesInternationalS.aInc.
retailstrategyisdesignedtoensurebothexclusivityandthehighestperceivedvalueHermÃstargetsmenand womenaged18andupwhoaredemandinelasticrelativetopriceandareinterestedinpurchasinghigh-end apparel,accessories,andothergoodsHermÃspositionsitselfasanultrapremiumandhighlyexclusivefashion companydoingeverythingtheycantoreduceaccessandtopreventbranddilution.WhileLouisVuittonhas1,536 retailoutlets(LVMH"2015AnnualReport",11),Hermèsonlyhas307...
onlinewherelocalsandpeoplenationwidewillhaveaccesstoBreezy'sLeatherGoodsThistypeofdistributionis knownasdirectdistribution.Directdistributioniswherethevendoristheownerandmanagesallofthecompany's resourcesinthevalue
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2.1GeneralIntroductionSecond-handtradeshavebeengrowingrapidlyinthepastyears.Thesecond-hand industrygrewatabout7%ayearin2014and2015,accordingtotheNationalAssociationofResaleProfessionals (Narts).Second-handluxurygoods,inparticularly,hasbecomeauniquesegmentstandingoutamongtherestof second-handproducts.WhilecompanieslikeTheRealRealandWhatGoesAroundComesAround(WGACA) havebeensuccessfullyenticedUScustomerstosellandbuysecond-hand
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(Salim,M.,H.,&Raj,P.D.,2010)BasedonInterbrand's15thAnnualBestGlobalBrandsReport,thekey attributesthatdeterminethebrand'svalueare•thefinancialperformanceofthebrandedproducts•rolethe brandplaysininfluencingcustomerchoice•thestrengththebrandhastocommandapremiumpriceTHE ROADTOSUCCESS–KEYATTRIBUTESOFTHEMARKETINGMIXItinvolvesputtingthe
MarketingAnalysis:Breezy'sLeatherGoods
BUSINESSREPORTONLOUISVUITTON'SENTRYINTOCHINAXXXAUTHOR'SNAMEXXX
UNIVERSITYExecutiveSummaryLuxuryproductsalesboostintheemergingmarketinglikeChina,whichhas extraordinarygrowthandstrongpotentialconsumersforthedevelopmentofluxurygoodsintheChinamarket WithgraduallylowerandlowerincreaseofrevenueintheEuropeancountries,LouisVuitton(abridgedasLVin thefollowingsections)commitsitselftosetupmorestoresinChinaHowever,LVisfacedwith
Lvmh:DiversificationStrategyIntoLuxuryGoods
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EssayMakeItMine-CustomizationastheFutureofLuxury
BUSINESSREPORTONLOUISVUITTON’SENTRYINTO
CHINA
fabricsarenotasgood,everythingwasmuchbetterinmytime"MiucciaPradaIPurposeofResearchThe changinglandscapeoftheluxuryindustrychallengesbrandstofindanewapproachtoreachouttotheircore costumers.BrandslikeLouisVuitton,GucciorBurberryareabouttojeopardizetheirtruecustomersandtheir imagebyoverexposingthemselvestoamassluxuryclienteleThus,anewapproachmustbefoundtobringback thefeelingoftrueluxury,personalattentionandtocreate...
FiveForcesAnalysisOfGlothingIndustry
immediatelystartbenefittingfortheeconomyofscaleForinstance,observationshownthatthereasoncompanies likeHermesinternational,Chloe,BurberryandLuisVuittonenjoyedlowercostperunitisbecausetheyhavelarge productionvolumewithefficienttechnologyInthecaseHermesinternational,itscontrolabout75%ofitsvalue chain.Seeappendixxxx.Moreover,widegeographical...
EssayaboutLouisVuittonMoetHennessyCase
4Challenges5SWOTAnalysis7CompanyAnalysis8Porter5ForcesModel13IndustryAnalysis14
Alternatives17Recommendations23Endnotes27ExecutiveSummaryLouisVuittonMoetHennessy,aluxury goodsproviderislookingtoexpandtheirbranddominanceinAsia.InordertoexpandsuccessfullyLVMHmust evaluatechallengesthatmayariseandgetinthewayoftheirsuccessfulexpansionIntheAsianmarket,LVMH
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InternalAnalysisCoachhasbuiltitsbusinessbasedontheirabilitytominimizetheircostwhilemaximizingtheir customersperceivedvalue.Inordertominimizetheircost,Coachfounditmostcosteffectivetooutsourcetheir manufacturingoverseas.WithsuchafardistancebetweentheirhomelocationintheUnitedStatesandtheir manufacturedproducts,CoachimplementedmanagementcontrolsnearthelocationsofproductionThishelped ensurethatproductionrunssmoothlyandthatthequality...
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canaffectacompanyisthemacro-environmentAccordingtotheCraftingandExecutingStrategy's"Six componentsoftheMacro-Environment",itincludes:legislation,technology,generaleconomicconditions, populationdemographics,andsocietalvalues&lifestyle(Thompson)Thesemacro-environmentfactorsaffect Coach'sstrategyandobjectivedecisionsdirectly.Becauseacompanycannotinfluencetheseexternalmacroenvironmentalfactors,theymusttrytoevaluatepasthistory,andtrytolook...
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ownedbyLouisVuittonMoetHennessy(LVMH)ThecurrenttargetmarketforFendiisupperclasswomenand menagedtwenty-fiveandoverwiththedisposableincometospendonexclusiveandprestigiousluxurygoods. ThetargetmarkethasevolvedsinceFendiwasfirstopened,toincludemenandwomenundertheageofforty, whichhasresultedinasplashofcolourintheirproductrangeforamoremodern,pop-artlook.Porter'svalue chainmodelexplainstheinteractiveandcross-functionalvaluecreated
StrategyAndCompetition:CocaCola
localstrategies,Coca-ColaisbetterpositionedtocompetewiththegrowingnumberoflocalcompetitorsThe strategiesthatGhemawatproposesandBozerpracticesaremarketpenetrationandmarketdevelopmentthrougha demonstrationofcustomervaluetodiverseconsumerpopulationsAsGhemawatandBozerhaveindicated, emergingeconomiesarecritical...
CompanyCorporateAndBusinessStrategy
jewelryThesedifferentiationsareuniqueandperceivedbycustomersasdifferenceTherefore,theproductvalue isenhanced.Duetothelimitedanduniquenessthusconsumerwillingtopayforapremiumpricetobuyluxury products.StrategyClockModelThisstrategyaimstopositionaproductatthehigherpricelevels,whereas customerswillingtobuytheproductbecauseofitshighperceivedvalueaswellashighproductqualityAndthis isthenormallypracticesadoptedbytheluxurybrands.They...
CaseStudy:CoachInc.Essay
nowtheneveronword-of-mouthpromoterswhosharetheirtasteandexperienceswithconsumerswhoexpect everyinterac-tioninstores,onlineandonmobile.Brandsareinvestingalotmoreintopmanagementtalentfrom strategytofinancethesupplychainandthebackofficeoperationsThestoreemployeenowservesasbrands' directfacetoshopperswithbrandexpendingsignificantresourcesontraininganddevel-opmentofpeopleinfront ofthelines(Bloomberg,2016).ForceStrategicSignificance...
ProductPolicy,Communication,Distribution,AndPricing
environmentofcounterfeitingInrecentyears,thevalueofcounterfeitingproducts,whicharetraded,isexpected togrowto$450to$650billionbyyear2015.Basedonstatisticdata,fashionistakingthegreatestproportionof counterfeitingproductinItalyinyear2008(showninTableI)Besides,sinceluxurybrandslikePradaarealso producingandsellingwatchesandperfumesetc.,thecounterfeitproductofluxurybrandsismuchmorethanthe valueofcounterfeitoffashionItisobviousthat
TheVisionAndMissionStatementOfZara
providingproducts&servicestothecustomersthroughOnTimeDelivery&EnhancingCustomersSatisfactionby meansofQualityandValue."Source:http://www.zara.com/us/en/company/our-mission-statement-c18001.html?
#utmreferrer=http%3A%2F%2Fwwwzaracom%2F%3Fgo%3Dhttp%253A%2F%2Fwwwzaracom%2Fshare%2Fcom mission-statement-c18001.htmlZara'istheflagshipchainstoreof...
TheImpactOfFashionOnConsumer'sChoicesOfManyProducts AndServices
Abstract"Thefinestsupplychainsaren'tjustswiftandcosteffective,theyarealsoagileandflexibleandthey ensurethatalltheircompaniesinterestsstayaligned."-HallLLeeTheturbulentandhighlyunpredictablemarket inthefashionindustrycreateshastychangesinconsumerdemandsManyproductsandservicesareassumedto havelifecycle,perhapsnonehavemorediversecyclesthanFashion.Fashionsare,bydefinition,temporary cyclicalphenomenaadoptedbyconsumersforaparticular...
TheImpactOfFashionOnConsumer'sChoicesOfManyProducts
AndServices
Abstract"Thebestsupplychainsaren'tjustfastandcosteffective,theyarealsoagileandadaptableandthey ensurethatalltheircompaniesinterestsstayaligned."-HallLLeeTheturbulentandhighlyunpredictablemarket inthefashionindustrycreateshastychangesinconsumerdemandsManyproductsandservicesareassumedto havelifecycle,perhapsnonehavemorediversecyclesthanFashion.Fashionsare,bydefinition,temporary cyclicalphenomenaadoptedbyconsumersforaparticular
RivalryIndustry:LouisVuitton
Porter's5ForcesLouisVuittonisconsideredundertheluxurygoodsindustryTheluxurygoodsindustryisahigh profitableindustrywithlowoutsidethreat.Thereareonlyfewlargeplayersintheindustryandtheyservertothe wealthiestpeopleintheworldTheluxurycompanieshavehighpowertocontrolthepricesotheyhaveabilityto growsustainably.DegreeofRivalry:Thedegreeofrivalryismoderateintheglobalpersonalluxurygoods industryTheindustryisveryconcentratedand
LouisVuitton
LouisVuitton(LV)istheworld'sleadingluxurybrandItisrankednumber1Itisalsoregardedastheleading brandoftheLVMHgroupandthe1stworldgroupofluxuriousgoodswhichwereproducedanddistributed.This brandwascreatedin1987.LVMHearnedworldwidesalesof€16.5billionin2007(+7.7%).Thisachievement hasensuredandconqueredcompetitionwithitsrevenuesbeingthreetimesgreaterthanitsfollowerRichemont Group.Thegrouphasbeensplitintofivecoreactivitieswith...
ExamplesOfBusinessModelOfAmazon
BUSINESSMODEL:Abusinessmodeldescribestherationaleofhowanorganizationcreated,delivers,and capturesvalue.Itisanoutlineofthegeneraldetailsoftheoperationsofthebusiness.BusinessModelisastrategic planthatisusedbyacompanywhilesettingupinordertogeneraterevenuebyofferingitsservicesproducts Everycompanyhasitsownbusinessmodelsdependingontheproductandservicesitoffers.Thecompanyeither chosesfromtheexisting...
Hip-HopCultureThenVs.Now
Hip-hopCultureThenVsNowHip-hopisanundergroundurbanmovementwhichemergedintheSouthBronx, NYduringtheearly1970s.Hip-hopiscomposedoffourbasicelements;DJ-ing,emceeing(rapping),graffitiand style,andbreakdancingTheseelementsarehowmostpeoplerecognizehip-hopcultureManyotherpeoplethink ofhip-hopasjustamusicgenre,butitismorethanjustamusicgenre.Itiscultivatingwayofliving,andseveral peoplefailtounderstanditstruemeaning
DiscussionOnSustainabilityOfZaraMinimalAdvertisingEssay
thistoinvestonstate-of-the-artstoresinprimelocationsThisisquiteastrategicmoveforZaraasitcouldbe clearlyseenthattheypositionedthemselvesclosetoluxurybrandssuchasChanel.'ItsharesChampsElyseesreal estatewithLouisVuitton,Tiffany&Co,GuerlainandCartier'(Doran,2014)Byhavingstoresnearluxury brands,customerscouldeasilylinksZaratotheseprestigebrands,hence,increasingitsbrandequity.Thesestores alsoattractnewvisitorsliketouriststhrough
CoachInc.caseanalysis
ExecutivesummaryCoach,Inc.isanupscaleAmericanleathergoodscompanyknownforwomen'sandmen's handbags,aswellasitemssuchasluggage,briefcases,walletsandotheraccessories(belts,shoes,scarves, umbrella…)Thefirmwasfoundedin1941,inaloftinNewYorkasapartnershipcalledtheGailManufacturing Company.AsofJuly2,2011,thecompanyoperatesinover20countrieswithmorethan1,100retailstoresand around15,000employeesworldwideToday,CoachInchasdistribution
BuildingSustainabilityIntoTheirCoreStrategies
supplychainmanagementstrategy,andcanbecompletedbyoneofPorter'sotherfamousmodel:costleadership, differentiationandfocusThepowerofafirmreliesontheseformerelementswherenewentries,competition, buyers,suppliers,andsubstitutesarethemajoractorsofthenetworkthefirmspositionsitselfin.Inorderto illustratethismodelwithinouranalysis,wecantakealookatLVMH'sstrategy.LVMHisagroupofpremium brandsallaroundtheworld,includingLouisVuitton,Fendi
\MarketingStrategyContentsPageIntroduction2Background2Discussion3ProductsandServices3SWOT Analysis3CompetitiveAnalysis4CompetitiveAdvantages5Sustainability5Recommendations5New Product/Service5MarketingStrategy6Conclusion7References8IntroductionThisreportismainlyfocusingon studiesofmarketingstrategy.ByanalyzinganddiscussingthecaseofZara,wewillbeabletohaveamorein depthanalysisofcompaniesandtheirmarketingstrategies
Natura:GlobalBeautyMadeinBrazil
MADEINBRAZIL•Founders:LuizSeabra.GuilhermeLeal,PedroPassos•L'Oréal,world´slargest beautycompany.•PossibilitiesforgrowthincludedmovingtoInternetsales,sellingproductsinduty-freeshops inairports,andcreatingretailchainsincertaincountries•NaturahadbecomeBrazil´sbiggestdomestic cosmeticscompany.•LeadingcompanyinsustainableuseofBrazil´sbiodiversity.•Naturawasaunique companywithagrowingvisionforhumanity(accordingtoBrazilians)
HowGlobalizationAffectsLuxuryGoods
HowGlobalizationAffectsLuxuryGoodsIndustry?AndyWarhol,apioneerinthevisualartmovementoncesaid: "Wheneverpeopleandcivilizationsgetdegenerateandmaterialistic,theyalwayspointattheoutwardbeautyand richesandsaythatifwhattheyweredoingwasbad,theywouldn'tbeingdoingsowell,beingsorichand beautiful"(Warhol,1975).Throughouthistory,luxuryemergedasearlyascivilizationdid.ForoldRomans,the conceptofluxurywasa"disruptivepowerofdesire"They
CaseStudyOfZara
GroupConsultingProjectOrotonInternationalEntryandExpansion StrategyinChina
ExecutiveSummaryOrotonisanAustralianownedcompanymakingluxurygoods,frombagstoclothing.This studyfirstgoesthrougharesourceandcapabilitiesanalysisfortheOrotonCompanyWefollowthiswithan externalenvironmentanalysisandfashionindustryanalysisinOroton'shostmarket,namely,China.Inaddition, thisstudyisananalysisontheirplantoentertheChinaluxurygoodsindustry,throughsetupofaWhollyOwned Subsidiarywithaviewtousinga"Focus"and"Differentiation"...
FashionIndustryChina:CsrCase
FashionIndustryChina:CSRCaseSubjectSubmissionDateClassTeamMembersCSRcross-analysesonfashion IndustryTuesday15,2012MBAPudong–CorporateSocialResponsibilityChristianePagsisihanDamien DandelotJoseAntonioMallenTendaiChitapiVeraBoisaHarbhajanKhalsaExecutiveSummaryTheresearch papertroughfourmainCorporateSocialResponsibilities(CSR)issues(ChildrenLabor,Workingcondition, EnvironmentalimpactandEnvironmentalSustainability)indicatesseveralglaring...
IdentificationOfTheProblemConcerningSecondHandLuxuryGoods
servicesectorconcerningluxurygoods,especiallytheluxurygoodsmaintenanceshops,exhibitalotofroomto grow.Growthinluxuriesmarkethascontributedtotheexpansionofoutletssellingbrandedproducts,including Burberry,HugoBoss,LouisVuitton,CartierandVersace.Behindthis,manyconsumershaveignoredan importantissue:howtodealwiththeseextremelyexpensivegoodswhentheyshownointerestinthemandwant tobuynewonesonlyafterashortperiodoftime?Justlaythemon...
AppleBusinessConcept
businessconceptinnovationinAppleThebusinessconceptinnovationofapplewillbeanalyzedbyseveral businessmodels.OneofthemistheconceptofGaryHamel.Hedefinesthebusinessconceptinnovationas following:"BusinessConceptInnovationisthecapacitytoimaginedramaticallydifferentbusiness conceptsordramaticallynewwaysofdifferentiatingexitingbusinessconcepts"Businessconept innovationchangesthebasisofcompetitioninanindustry...
HowTechnologyHasChangedUsBusinesses
TechnologieshavechangedalotinlastsomeyearsIthasrevolutionizedthewaybusinessesareconductednowbe itelectronicmarketingorthewaysupplychainmanagementisconductednoworonlineretailingandmarketing. OnlineretailingiswiderornewerformofretailingSowecandefineitas'saleofgoodsandservicesusing throughInternet.'ItcanbesaidasB2Cbusinessmodelwherebusinesssellsgoodstofinalcustomersthrough InternetB2CmodelusingInternetcanbeoftwotypes:
BusinessAnalysis:GlobalLuxuryBrands
ExecutiveSummaryTheobjectiveofthisreportistounderstandthemannerinwhichthegloballuxurybrandsare residingorextendingtheirreachworldwide.Itisalsofocusedonthemannerinwhichthebrandsarecreatinga deeperbrandvalueandmakingthecustomerstoengagewiththeirbrandTheotheraspectthatisbeingfocusedis regardingthecompanyB&Owhichhasmanagedtoexpanditsbusinessbyadaptingtovariedculturesofthe marketsinwhichithasdiversifieditsbusinessIthas
CanadaGoose
StudentID:7095822Page1of7Question1CanadaGoosehasshownexcellentperformanceandnumbersever sinceDaniReisstookoverasCEOofthecompanyin2001.Inthedecadesince,thecompanyhasregisteredan astounding4000%growthleadingmanyintheindustrytodeemReissasavisionaryCanadaGoosehas establishedstrongmarketsinmanyEuropeancountries,especiallytheScandinavianonesinadditiontoitshome baseinCanadaWhatismoresurprisingisthatthecompanyhasbeenable
CaseStudyZaraAnalysisMis
BackgroundInformation1.1CompanyoverviewThefirmZaraisaSpanishclothingandaccessoriesretailerbased inGalicia,northernSpainIn1975,founderAmancioOrtegaopenedthefirststoreinLaCoruna,SpainZaraisthe flagshipchainstoreoftheInditexgroup(IndustriadeDisenoTextil),encompassingmanyself-designeddifferent fashionstylesfromdailyclothingtoformalsuits,eveningdressesandbusinesswear.Theirstoresfeaturelowcostslookalikeproductsofpopularhigh-end
reportedafallinsalesonanannualbasissinceitslistingin2001Therefore,inthispartwewilllookathowZara managedtohavesuchspectaculargrowthrates,analysingtheunderpinningdriversbehindthisphenomenon.Zara organizesitssupplychaininsuchawaythatitadaptsveryfasttochangingfashiontrendsThefashionindustryis typicallycharacterizedbyveryshortproductlifecycles.Thereforebeingfast,adaptiveandresponsivetochangeis ofcoreimportanceinthistypeofindustry
CaseStudyLVMH,Strategyandfuture:Diversification.
TABLEOFCONTENTS1.0EXECUTIVESUMMARY32.0INTRODUCTION32.1Backgroundto Organization33.0ANALYSIS33.1Porters5Forces(ModelofCompetition)33.2PESTEL(ExternalAnalysis)5 33SWOT640KEYFINDINGSOFANALYSIS/PROBLEMIDENTIFICATION/KEYSTRATEGIC CONCERNS64.1VerticalIntegration64.2Diversification75.0POSSIBLESOLUTIONS&STRATEGIES.87.0 CONCLUSION980APPENDICES11Appendix1:Porters5Forces11Appendix3:LuxuryGoodsGroup& BrandsTopTenCompetitors13Appendix4:Industry...
LouisVuittonMöetHennesey(Lvmh)
ABLEOFCONTENTS10EXECUTIVESUMMARY320INTRODUCTION321Backgroundto Organization33.0ANALYSIS33.1Porters5Forces(ModelofCompetition)33.2PESTEL(ExternalAnalysis)5 3.3SWOT64.0KEYFINDINGSOFANALYSIS/PROBLEMIDENTIFICATION/KEYSTRATEGIC CONCERNS641VerticalIntegration642Diversification750POSSIBLESOLUTIONS& STRATEGIES.87.0CONCLUSION98.0APPENDICES11Appendix1:Porters5Forces11Appendix3:Luxury GoodsGroup&BrandsTopTenCompetitors13Appendix4:Industry
BusinessModelOfZara
TheRoleOfHumanResourceManagement(Hrm)OnTheWider OrganisationalStrategy
Therearemanyfactorsthatcandeterminethesuccessofanyorganisation.Itisnotonlylimitedtothephysical assetssuchasmachineryandtechnology,howeveritisthepeopleworkingwithintheorganisationbringingnew ideasandspecialskillsthatcanmakeadifference.ThisessaywillinvestigatetheinfluenceofHumanResource Management(HRM)onthewiderorganisationalstrategyAshortdescriptionofHRMwillbefollowedbya summaryofitsprimaryroles.Also,thispaperwillthencritically...
GiltGroupe:(ByInvitationOnly)CaseStudy
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Hilfigerwomendressonlysells$120inUS,butitwillbesoldabout$260orevenmoreinChinaTherefore, ChinesecustomerregardsCalvinKleinandTommyHilfigeraslightluxurygoods,whichisstillbeingexpensive butcomparedwithPradaandLouisVuitton,CalvinKleinandTommyHilfiger,islessexpensive.However, AmericancustomerdoesnottreatCalvinKleinandTommyHilfigertolightluxurygoods,whichisjustasnormal brandlikeAbercrombie&Fitch.Sowecanclearlynoticethatsamebrand...
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establishitsownbranchestotakebettercontrol,butincertainmarkets,politicallyorculturallycomplicatedorthat presentcertainrisks,establishdeductiblesoragreementswithlocalpartners(franchising).Today,brandnearly owns90%ofZarachainstoresallovertheworldBrandUniquenessNotmanypeopleknowthis,butZaraisa veryuniquefashioncompanycomparedtoothermegafashionbrands.Insteadoffocusingoninventingthenext clothingitempeoplewanttobuy,Zarabuilt...
ZaraCaseStudy
Q1WithwhichoftheinternationalcompetitorslistedinthecaseisitmostinterestingtocompareInditex's financialresults?Why?WhatdocomparisonsindicateaboutInditex'srelativeoperatingeconomics?Ans.Thefour companiesshowngiveninthecasehaveverydifferentbusinessmodelsInditexownedmuchoftheproduction andmostofitsstores.Inditexisthusaverticallyintegratedcompany.ThisgaveInditexacompetitiveadvantage, whichisquickresponsetothemarketrequirements
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BurberryFashionIndustry
WorldLeadingFashionBrandsBurberry,LouisVuitton,Gucci,Prada,CalvinKlein,ChristianDior,Chloe, EmporioArmani,Ferragamo&(Appendix4)aresomeofthenumerousgloballuxurybrands.Theyallhave experiencedabundanceinsalesgrowthandmarginprofitswithinthelastdecades,buttheyalmostshutterin betweenworldfinancialcrisis(2008uptodate).Theyevenseethemselvesincludedinseveralfinancialproducts suchmutualfunds,ETFsorbepartoffinancialIndices(Appendix
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customerswhohadneverboughtluxuryproductsbeforewhentheycreatedGiltGroupeDevelopmentoftheIdea: ForconsumerslikeAlexisandAlexandra,samplesalesweren'tjustshoppingtheywereevents.Tosavvy,fashionconsciousNewYorkers,aLouisVuittonorHermessamplesalewasadrop-everything-and-runproposition ÂOncethere,youbaskednotonlyinthebargains,butin...
RapidandContinuousFlowofNewProductinHongKongFashion IndustrythroughQuickResponseStrategy
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imaginedthatthesmall,fancydrygoodsstorethatopenedonthecornerof14thStreetand6thAvenueinNew YorkCityin1858wouldgrowtobeoneoftheremarkableandhugeretailersintheworld.Macy's,Inc.(M),the largestdepartmentstorechain,operatesmorethan850departmentstoresin45states,theDistrictofColumbia, GuamandPuertoRicounderthenamesofMacy'sandBloomingdale's.Macy'sstoresselldifferentkindsof productssuchasapparel,accessories,jewelry,cosmetics,and
CaseStudy:'Macy's'
