... Armani Case Introduction In France, luxury brands and consulting agencies are working seriously in the Indian market. Part of the BRIC (Brazil, Russia, India and China), everyone is according to say that India will become the 5th country in term of luxury consumers, and this before 2025. The demand of Indians people regarding luxury products and services increased during the last two year from 120 to 150%. According Altagamma, an association of Italian luxury companies, over 500 international brands listed, only 150 would be introduced into India -‐ against 350 in China today. We can observe a strong dominance for products such as watch and jewelry, they represents actually 47%. In comparison with brands of ready-‐to-‐wear, they are representing only 14% of the luxury business. ...
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...will symbolise success and wealth to those that buy it. According to research by Mintel in ‘Market Share’ of their 2010 Women’s Fragrances report; ‘L’Oréal[->0] has become the largest fragrance house in the UK by a significant margin’ and ‘Coty a[->1]nd Chanel c[->2]ontinue to grow their fragrance businesses by focusing on their key strengths within the market’; so combined with the statistics in figure one, the main competitors for XX are L’Oreal, Chanel and Coty. This report will focus on Armani Code for Women by Giorgio Armani; who are owned by L’Oreal, as stated on their website; and Chanel No.5 as the two main competitors for XX. Armani and Chanel are two well established, high class brands. Armani has a vast range of products; clothes for men, women and children, watches, jewellery and beauty products. Armani sells glasses, sunglasses, accessories and have even recently launched a cross-branded mobile phone with Samsung (World of Armani). Chanel offer similar products to Armani, they also sell clothes, accessories, jewellery and watches. Chanel also sells skincare and make-up (Chanel Website). The products they sell are obviously high quality; with Armani’s website describing their glasses as ‘frames of life’ and Chanel’s website advertising...
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...Visual Merchandising The Last Weapon of the Brick and Mortal Fast Fashion Retail Visual Merchandising The Last Weapon of the Brick and Mortal Fast Fashion Retail David Game College HND Business Management Simeon Alvas D0913058 David Game College HND Business Management Simeon Alvas D0913058 Abstract Consumer behaviour models are designed to explain how individuals make decisions to spend their available resources. It includes what they buy, how they buy it, why and when they buy it and how often they used it. One of the ways to influence this behaviour in a fast fashion retail setting is to use visual merchandising strategies which trigger a number of stimuli influencing the consumers’ perception. The purpose of this research is to establish to what extent this visual merchandising strategies influencing consumers with a different cultural background in a highly competitive multicultural retail environment with an emphasis on the flagship store of Armani Exchange Regent Street, London. The author argues that the available models of consumer behaviour does not provide sufficient flexibility due to their linear nature. Therefore, they are unsuitable to address the needs of a contemporary retailer operating in a multicultural environment. The researcher build his hypothesis by examining the available literature in the area of retail marketing. Consequently, the hypothesis is tested by analysing a mixed sources of primary and secondary data. The conclusion of the author...
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...of managerial insight and intelligence, to examine a variety of different systems that will be able to compete amongst the already established “local” competition, which in some markets can prove to be extremely severe. The ability to compete, hold a strong place in the market and position the company accordingly, can only be achieved by the employment of franchising. This system has an extremely successful track record and allows the user to ensure the company’s prosperity and carry it confidently into the future. One of the principal tactics in doing business in today’s current environment, particularly for SMSs, is franchising. This method has been improved ever many years through trial and error and has become a clear concise process. It has been exposed to many different business relationships such as agencies, distribution and licensing. Franchising has proved its worth as a more refined procedure by supplying the “business system” that guarantees that the company follows the set out standards and operating procedures. The question of “why choose franchising?” (FranExel, 2010) is a common and understandable issue. However we can identify and summarize the possible responses putting in evidence all economic...
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...Vilnius Gediminas Technical University Faculty of Business Management Department of International Economics and Business Management Practical tasks International Business Management General information: The aim of the task is to give a student possibility to adapt theoretical knowledge in to practice. For that reason, each student must choose a company from the list or from Forbes 500 and to prepare presentations. |Companies |Sector | |1 |Virgin |Travel and tourism, health | |2 |Toyota, BMW, VW, Mercedes |The motor industry | |3 |Amazon, Facebook, Apple, Microsoft, |IT sector | | |Google, Dell | | |4 |United Colors of Benetton; Zara, Nike, |Clothes | | |Adidas, Otto, Armani, Prada | | |5 |Ikea |Furniture | |6 |Pfizer |Pharmacy | |7 |General Electric |Electronics | |8 |DHL, TNT |Logistics industry | |9 |Gazprom |Raw material | |10...
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...Executive summary Prestigious and Luxury brands such as Gucci, Louis Vuitton and Vertu represent the uppermost level and form of craftsmanship. They demand and hindercustomer loyalty that is not affected by trends. These brands set seasonal trends and are capable of generating consumers, wherever they are established. In luxury marketing, there is a delicate relationship between 4 factors that most strongly influence the purchase of the luxury consumer. They are the exclusiveness of the brand, the reputation of the brand, forms of distribution and price/value affiliation. Exclusivity cannot always be ensured due to immense competition. But by consequence, it is not the key requirement of a luxury consumer. The consumer bases their purchasing decisions mainly on the aura of the brand and completion of their ‘actualization needs’. Therefore, aura of the brand is more important than exclusivity. A luxury consumer is always looking for newer ways to satisfy their inconsistent wants and needs. Therefore, it is important for Gucci, LV and Vertu irrespective of their exclusivity and geographical presence to research and give their consumers major importance, to be successful in the fashion or high-end market. This report will aim to discuss the key success factors of Gucci, LV and Vertu that have impacted on their brand image and exclusivity. Furthermore, it gives a detailed explanation supported with examples on how they achieve their elitism. It then discusses the problems...
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...are also available through the catalogue and online business, Victoria's Secret Direct, with sales of approximately $870 million. Victoria’s Secret was established by Roy Raymond in the San Francisco area during the 1970s. Raymond saw an opportunity in taking “underwear” of the time and turning it into fashion. Products stood apart from the traditional white cotton pieces, which department stores offered, with colors, patterns and style that gave them more allure and sexiness. They combined European elegance and luxury. Even the name Victoria’s Secret was meant to conjure up images of 19th-century England. The store went so far as to list a fake London address for the company headquarters. Like Starbucks, Victoria’s Secret markets self-indulgence at an affordable price. By 1982, Raymond had opened six stores and launched a modest catalog operation. He then sold Victoria’s Secret to Limited Brands, which took Victoria’s and sprinted away. Today, Victoria’s Secret enjoys nearly a monopoly position on the retail of intimate apparel in the US. The typical bra that once sold for $15 at Victoria’s Secret, when the company first opened and was worried about competition, now sells for just under $30. Bath and Body, another subsidiary of Limited Brands has seen the entrance of The Body Shop, which has essentially the same products but with an environmental slant that attracts consumers concerned about the environment, representing a significant fraction of Bath...
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...The Silky Strategy of Victoria’s Secret Chelsea Chi Chang Alice Lin Charlene Mak BEM 106: Strategy Professor McAfee 28 May 2004 1 Victoria's Secret is a retail brand of lingerie and beauty products, owned and run by the Limited Brands company. Victoria’s Secret generates more than $4 billion in sales a year. It is the fastest growing subsidiary of Limited Brands and contributes 42% of corporate profits. More than 1000 Victoria's Secret retail stores are open in the United States. Products are also available through the catalogue and online business, Victoria's Secret Direct, with sales of approximately $870 million. Victoria’s Secret was established by Roy Raymond in the San Francisco area during the 1970s. Raymond saw an opportunity in taking “underwear” of the time and turning it into fashion. Products stood apart from the traditional white cotton pieces, which department stores offered, with colors, patterns and style that gave them more allure and sexiness. They combined European elegance and luxury. Even the name Victoria’s Secret was meant to conjure up images of 19th-century England. The store went so far as to list a fake London address for the company headquarters. Like Starbucks, Victoria’s Secret markets self-indulgence at an affordable price. By 1982, Raymond had opened six stores and launched a modest catalog operation. He then sold Victoria’s Secret to Limited Brands, which took Victoria’s and sprinted away. Today, Victoria’s Secret enjoys nearly a monopoly...
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...Introduction David Jones Limited or David Jones is a high-end Australian Department store chain. David Jones was first founded in 1838 by David Jones, it currently has 38 stores located in almost all Australian States and Territories. The main competitor for David Jones is Myers. David Jones is listed on the Australian Stock Exchange with an ASX code of DJS. David Jones are actually Strategic Business Units The SBU can be defined as a fully functional and distinct unit of the business that develops their own strategic vision and direction. The SBU for David Jones that will be the focus of this analysis will be clothing and more precise towards menswear. David Jones excel in selling branded products they are known for having most of the International brands such as Hugo Boss, Jack London, Fred Perry, Belly, Ralph Lauren, Tommy Hilfiger, Calvin Klein, Armani Jeans and so on. Situation Analysis Internal Environment The Internal environment will discuss the marketing mix and the 4Ps of DJ’s Menswear. 1. Product a. Consumers that come to David Jones would like to search for products that are considered to be hard to find, in terms of brands. It also provides services to other companies or clothing lines to sell their products at David Jones. The customers will experience more brands that they can find in a store and also international brands that do not set up their stores in a local area. In the start of 2014, DJ has introduced approximately 100 new National...
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...CONTENTS INTRODUCTION 3 PESTEL ANALYSIS AND THE MAIN CHARACTERISTICS OF THE LUXURY FASHION 4 MARKET SEGMENTATION 8 Haute Couture- Luxury Brand 9 High Fashion - High Cost 10 Exclusive Expensive Haute Couture Fabrics 10 Ready-to-Wear (RTM) - Designer Brands: 11 Diffusion / Designer and Premium Brands 11 Upper Bridge / Premium Brands 11 Mass / Retailers: 12 Segment Analysis: Haute Couture & Ready-to-Wear 12 Buyer’s Power - Moderately Weak 13 Supplier’s Power - Weak 13 New Entrants - Moderately Weak 14 Competition from Substitutes - Weak 14 Rivalry Between Establish Brands - Moderately Strong 15 Conclusion 15 References 17 INTRODUCTION The luxury fashion industry is a global multi-billion dollar business, and employs large numbers of people with different talents and skills to bring luxury style apparel to the customers. The global luxury fashion sector is estimated to be worth US$130 billion and the sector is one of the few industrial segments that have remained a constant world economy contributor with an annual growth rate of approximately 20 per cent (Okonkwo, 2007). Although the fashion industry developed first in Europe and America, today it is an international and highly globalized industry, with clothing often designed in one country, manufactured in another, and sold world-wide. For instance, an Italian fashion company might source fabric in China and have the clothes manufactured in Thailand, finished in France, and shipped to...
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...sore, Wallin & Nordstrom, in downtown Seattle. John’s business philosophy was based on exceptional service, selection, quality and value, which ended up becoming a retail legend, also allowing them to build a customer base, and open their second store in 1923. In 1928, John Nordstrom sold his share of the company to his sons, and in 1933 Carl retired and sold his shares to the Nordstrom brothers. Nordstrom’s began building their reputation becoming the largest independent show chain in the U.S. In 1960, the company expanded offering customers shoes and fine apparel, called Nordstrom Best. Then in 1966, they offered men’s clothing and children’s wear. The company went public in 1971 just after the sales passed $100 million mark, and the company was recognized as the largest volume West Coast fashion specialty store. This same year, the name was changed to Nordstrom, Inc. Nordstrom’s today focuses on catering to customer’s needs, and individuality. They do not categorize their merchandise by departments, but by individual’s lifestyles. Nordstrom’s now offers generous size ranges and a selection of the finest apparel, shoes and accessories for the entire family, along with renowned service. Nordstrom’s mission statement is, "At Nordstrom, we value the richness that diversity brings to our workforce - it makes our Company better and the communities we serve stronger." This is also exactly how they do business. The process a customer goes...
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...sneakers. I haven’t bought a new pair in about three years. The reason for this is because of the excellent quality and comfort that the Nike shoes provide. Nike also has a quality guarantee program where if your sneaker falls apart for any reason, they will refund you or allow you to exchange that pair for a new one. I once bought a pair of Armani tennis shoes with a retail price of $300 (I didn’t pay that much). I really only bought the shoes for the name, but I was surprised by how terrible the quality of the shoe was. Some companies will rip you off with bad quality products just because it has a certain logo on it, but with Nike you can almost guarantee that you will get quality no matter the price. 2. I believe that Environmental responsibility is an important rule of ethics for Nike. With Nike as one of the biggest companies in the textile industry, their manufactured goods result in a negative environmental impact. Some examples of this are pollution, an increase of its water deficit, and even climate change. With Nike’s negative environmental impact in manufacturing, they try to even it out by making projects that help the environment. Nike started a project called “Nike Grind” which basically recycles old used shoes to create new ones in order to eliminate waste, and use of new materials. Nike has also created a shoe made out of pieces of...
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...Services 7 2) Managed Services (NOC/SOC) 9 3) Enterprise Storage Solutions 10 4) IT Solutions 11 References: 12 Company Profile: Emaar Properties PJSC, a Dubai-based Public Joint Stock Company listed on the Dubai Financial Market, is a global property developer and provider of premier lifestyles. Emaar has been shaping landscapes and lives in the Emirate since the company’s inception in 1997. The company specializes in creating value-added, master-planned communities that meet the full spectrum of lifestyle needs. A highlight of Emaar’s approach to developing integrated lifestyle destinations is Downtown Dubai, the 500-acre mega-project, home of Burj Khalifa – the world’s tallest building which features the world’s first Armani Hotel Dubai and the world’s highest restaurant, At.mosphere; The Dubai Mall – the world’s largest shopping and entertainment destination; and The Dubai Fountain, the world’s tallest performing fountain set in a 30 acre lake. Emaar is extending its expertise in developing master-planned communities internationally, and today, has a significant presence in several key global markets with established operations in the United Arab Emirates, Saudi Arabia, Syria, Jordan, Lebanon, Egypt, Morocco, India, Pakistan, Turkey, USA and Canada. Emaar has made extensive forays in the hospitality & leisure sector with the current portfolio of Emaar Hospitality Group LLC encompassing The Address...
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...shown a growth of nearly 3%.Indian textile industry has a potential to rise up to 80 billion dollars up to the end of 2020. Urgently Indian Textile Industry caters to 60Billion dollars. Pest analysis:- Political-Government intervenes in terms of environmental and labor laws, tariffs, trade restrictions, tax policies and Political stability affects the Textile Industry. Government also extends subsidies to the textile industry. Economical- Change in Exchange rates, inflation rates, interest rates and economic growth Impacts the business and also affect the Textile industry. Increasing Inflation rates make the cost of production high and thus reduce the profit margin of Industry. Social – The change in lifestyle of product affects the growing demand of apparels. Thus change in lifestyles of different demographics also affects the demand of customers. Technological- Technological advancement in all sectors has changed the entire socio economic environment. In textile lot of automated operating machines are being used which increases the efficiency of working and also increases the amount of goods made. Market Size Indian market has acquired 7 % of the market share. Total exports have stood in India up to 17 billion dollars. Some of the leading exporters are as follows:- Export Promotion councils * Organize textile and garment fairs * Organize mega buyer and seller meet in potential market * There are many export promotion council FDI in Textile Industry India...
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...By: Amit Pathak Navin Koirala February 18, 2015 Synopsis (Product) Red (A) is an innovative business model which integrates business and charity together. (Product) Red (A) is an original approach of raising fund for AIDS patient in Africa by Licensing the brand to the business giant of the world and the fund directly going to Global fund of United Nation. This innovative approach has been very successful in collecting funds raising it form $5million to $50 million contribution by the private/corporate sectors. Case Facts Product (Red) is the best instance which can be taken as one of the best marketing campaign with the assist of many huge and reputed firms. The sole purpose of this campaign is to raise funds for HIV/AIDS victims in Africa through “The Global Fund” which is a nonprofit organization with the corporation of reputed business organization like GAP, Armani, Apple, Converse, American Express, Motorola etc. The main concept of this whole campaign is to raise fund with the purchase of Product (RED) and certain part from the purchased amount is funded in the Global Fund to help in the prevention and treatment of HIV/AIDS patient in Africa by bearing the cost of Antiretroviral Drug (ARV), a treatable drug to extend the patient’s lives. Above all this article carries out the various facts and details about Product (RED) and its stages of the development and its business models which are pointed below: * It enlightens in how this campaign generate money to raise...
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