...society. Fashion photography[->6] echoes the influence of this suit in shoots that feature androgynous[->7] models with slicked-back hair in a mannish three-piece suit, a style that was first popularised in photographs by Helmut Newton[->8].[1][2] Yves Saint-Laurent was seen by many as having empowered women by giving them the option wear clothes that were normally worn by men with influence and power.[2][But one day in 1966, the Algerian-born designer Yves Saint Laurent[->9] dropped le bomb with le smoking, a tuxedo suit of velvet or wool—black-tie menswear reinterpreted for the female form. We’re talking about Le Smoking, the first tuxedo for women. It consisted of a classic dinner jacket in black grain de poudre wool or satin and trousers with a satin side-stripe with a ruffled white shirt, black bow tie and a wide cummerbund of satin. Le Smoking became such an icon that the brand ensured that some manifestation of it was included in every subsequent fashion collection, continuing up to present day with the YSL’s current head designer, Stefano Pilati. Over the years, the tuxedo suit has reappeared in a huge variety of guises...
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...1. Executive Summary Louis Vuitton Moet Henessy (LVMH) is one of the most demanded European leading corporations for luxury products. The corporation owns 60 different prestigious sub-divisional brands with more than 200 stores worldwide. In the current report, the LVMH’s distinctive major core competencies and the leading strategies will be analyzed in relation to its current external risk factors. The corporation’s sustainability is driven by its efficient strategic management of its internal and external environments. LVMH’s strength lies in its multi-divisional brand strategy which reduces the vulnerability to be influenced by particular external risk factors. The prominent positioning through mergers and acquisitions and the efficient human resource management also contribute to the corporation’s success in the market. However, as LVMH operates in the global market, external environmental factors should also be taken into account. These are, the changes of the global economic environments, structural changes of the major consumer market, and the risk of brand damage based on consumers’ perception. Since all these risk factors are both directly and indirectly related to the profit generation process of LVMH, this report will recommend some solutions to overcome the current risks, for example, focusing on its high profit products lines while it revise its low profit product lines. 2. Company background Since there have been dramatic growth of the emerging...
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...www.sciedu.ca/jbar Journal of Business Administration Research Vol. 1, No. 1; 2012 Luxury Brand Exclusivity Strategies – An Illustration of a Cultural Collaboration Anita Radón, PhD Post Doc. Researcher The Swedish School of Textiles, University of Borås SE-501 90 Borås, Sweden Tel: 46-705-918-306 Received: May 30, 2012 doi:10.5430/jbar.v1n1p106 E-mail: anita.radon@hb.se Online Published: July 16, 2012 Accepted: July 14, 2012 URL: http://dx.doi.org/10.5430/jbar.v1n1p106 This research is supported by Handelns Utvecklingsråd. Abstract This paper examines how luxury fashion brands renew themselves in order to balance the exclusivity that is associated with luxury goods and with profit maximization. Using consumers’ demand theory it is shown how luxury fashion brands go through different phases to renew the perception of exclusivity. A proposed model for the stages a luxury brand goes through to keep up the perception of exclusivity is provided. The focus is on identifying how luxury fashion brands renew themselves in order to create a perception of exclusivity and scarcity. The limitations of the study is that research has yet to be done on how consumers of luxury fashion goods perceive these efforts put forward by luxury fashion brands. Problems associated with luxury fashion brands, theoretically as well as on a practical level, and the crucial need for a perception of exclusivity and how this perception can be maintained are addressed. This paper contributes...
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...Table of contest I. Foreword 3 II. Introduction 3 A. History 3 B. Standards and Values 4 III. Strategy 4 A. Takeover by Fung Brands Limited 4 B. Modern technology 5 C. Personalizing models 5 D. Magazine 5 E. On invitation only 5 F. Collaborations and special offers 5 a) The many faces of Delvaux 5 b) Studio Delvaux 6 IV. Market 8 A. Situation 8 a) Turnover 8 b) Prices 8 B. Target 9 C. Competitors 9 V. Assortment and Packaging 9 A. Most famous bags 9 B. Packaging 9 VI. Materials 9 A. Different sorts of leather 9 B. Different animals 10 C. Cleaning my bag 10 VII. Most latest news about Delvaux 10 A. Topman Salez quits at Delvaux 10 B. Illustrator Valentine De Cort creates a beautiful little picture book for the Madam Delvaux bag. 10 VIII. SWOT-Analysis 11 IX. References 12 Foreword I chose Delvaux for many reasons. First of all because, it is original a Belgian Brand. But most of all I love the brand because of it’s high level of craftsmanship. They have a lot of know how and intelligence. The designs the House makes are timeless with a very high quality of leathers. They are not humping on the trends they keep designing functional new creations. They have a certain hautain-look and that makes their Brand very strong. There is no room for unprofessionalism. Introduction History Charles Delvaux opened his first workshop in the centre of Brussels 1829. In 1883 the family were appointed...
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...MIDDLESEX DUBAI | Luxury Fashion Industry | ALE 3 Alternative Assessment | | Shaista Rehman – M00223578Said Hayat – M00290099Jad Aoun – M00282219 | April 3, 2011 | A report for MBA4641 – Dr. Cedwyn Fernandes Word Count: 3629 | 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...
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...Created by: Marina Kim DESIGNER STUDY GUIDE * Haute couture “the finest needlework” * Paris became the center of haute couture because France has been the leading manufacturer of beautiful fabrics, including silks, taffetas, velvets, and brocade * Chambre Syndicale de la Couture de Paris was established in 1868. This was a professional body that was composed of haute couture houses and other firms that had made-to-measure dressmaking business in the Paris area. This union determined policy governing the fashion industry (such as copyright protection), establishing fair trading practices, organizing major biannual fashion shows, and acting as a mediator between the press and the fashion industry. * During the Depression years of 1930, it was necessary for the collection showings to be well-organized, pre-publicized, and spaced over a 12-day period. * Despite of the loss of profits, designers still create haute couture collections too publicize their designer brands or diffusion lines. * Le Bon Marche is one of the oldest and most influential grande magasins in Paris. They set the benchmarks that led the way to the modern development of mass merchandising * * Some of Charles Worth’s clients were members of high society, royalty, and foreign aristocracy * Celebrities such as actors Sarah Bernhardt and Lillie Langtry publicized his gowns throughout Europe * As his gowns became more known, his gowns were sent overseas to England & America ...
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...S w W12092 ELIE SAAB: GROWTH OF A GLOBAL LUXURY BRAND Nadia Shuayto wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-07-26 INTRODUCTION In the summer of 2010, Elie Saab, owner and chairman of ELIE SAAB (ES), was meeting with the company’s managing director, Chucri Cavalcanti, to discuss the company’s strategic goals and marketing strategy for the next five years. The primary goal was to grow the brand in new and existing markets while maintaining the brand’s exclusivity and position as one of the few remaining established brands in haute couture.1 Much of the company’s success...
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...glamorous dresses of that time in world of aristocracy. It was made out of luxuriant silver silk, with glamorous sleeves, lace bertha, blue sash, etc. Her crown was a byzantine throwback, joined by two rows of pearls. It contained a 4,936 diamonds and a giant 415-carat ruby perched on top of it. 1911 French master of haute couture Paul Poiret was amazed by Russian culture and he created the first European fashion collection with Slavic motifs; dresses with gold embroidery, coats with a printed floral pattern, Siberian fur hats… This collection delighted Parisian public and became a classic style a la russe. From that time to the present day Russian couturier style is associated with aristocratic elegance and luxury. 1920-1930'S Designers Paul Poiret, Jeanne Lanvin, fashion houses Worth, Paul...
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...VIDEO on FT.com Lionel Barber, Martin Wolf and Vanessa Friedman interview leading figures at the FT luxury summit in Monte Carlo FT.com/luxury-video SPECIAL REPORT | Monday June 15 2009 www.ft.com/business-luxury-2009 Slimming all the rage as belts tighten Haig Simonian investigates the problems faced by luxury goods conglomerates in the current market F or years, equity analysts urged Johann Rupert to spin off tobacco and turn Richemont, the company he chairs and controls, into a “pure play” luxury goods group. In 2008, the independently-minded Mr Rupert finally took heed and returned Richemont’s stake in British American Tobacco to shareholders, leaving his group focused on Cartier jewellery, Montblanc pens and much else. Today, some of the same pundits are regretting the loss of those high and stable BAT dividends, as the world’s luxury goods industry struggles with its biggest challenges in decades. Demand has tumbled virtually across the globe with no clear sign of recovery. Manufacturers from LVMH Möet Hennessy Louis Vuitton, the world’s biggest luxury goods group, to Italy’s Bulgari, find themselves saddled with stubbornly high costs, leaving little room for manoeuvre. Even beauty has proved vulnerable, contrary to the common claim, as figures for L’Oréal and others show. On top of the market problems, the sector faces tough secular change. Globalisation has put a premium on size – but sheer mass risks diluting the exclusivity that is luxury groups’ key...
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...hotel on 1 June 1898, and its rich patrons attracted the attentions of Cartier, Boucheron, Van Cleef & Arpels, and the other jewellery and luxury goods boutiques that crowd the square. This particular building is the headquarters of a publishing firm, but its location is entirely appropriate. Over the past ten years, Assouline has published a series of glossy books, each minutely dissecting the history of a legendary designer label. With offices in Paris, London and New York, it has become a luxury brand in its own right. I reckon that here, at least, I should get my first insight into what makes a fashion icon. As so often on these occasions, the claustrophobic staircase and labyrinthine corridors of the old building lead to a large office, with a bright picture window overlooking the potted trees and shrubs in the courtyard. Martine Assouline, an elegant French woman, sits me down at a glossy slab-like table and considers her response to my question. ‘At the moment we are in a period where the brand has an exaggerated importance,’ she tells me. ‘Designers like Tom Ford, John Galliano and Marc Jacobs injected new life into fashion. They fused（柱身） it with the music and film industries in a manner that seemed very new, very attractive. This was not always the case – in the era of the supermodel, nobody really cared about brands. Naomi Campbell and Claudia Schiffer were the brands; the clothes were immaterial（无形的，物质的，精神的）. But fashion has come down to earth – it appears more...
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...were all defining characteristics of 2001. The accomplishments of our teams in this exceptionally unstable environment were remarkable. Thanks to their talents, their efforts and their great ability to be reactive, our activities continued to grow, sustained by the entrepreneurial and innovative spirit which is at the very foundation of our position of leadership and which allows us to gain market share, even when times are difficult. Bernard Arnault Chairman and CEO EXCELLENT PROGRESS FOR OUR GREATEST BRANDS The performance of the great brands which are at the heart of our business was excellent. Louis Vuitton saw further growth and its new products, which accounted for 18% of the year’s sales, are objects of infatuation. Parfums Christian Dior saw numerous successes and Hennessy continued to gain ground in the United States (with volumes up 11% in 2001) and Asia. These are just a few noteworthy examples. ….. Activities in their development stage are also on target, with the Watches and Jewelry division making good headway in 2001, setting up an organisational structure and laying the foundations for future growth. These efforts are paying off : our watch brands have already gained market share across the...
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...A REPORT ON AVON PRODUCTS Submitted to: Submitted by: Mr. Vikas Anand Neha Sharma Faculty, LPU RR1002B37 11009270 COMPANY PROFILE Avon Products, Inc. (NYSE: AVP) is a US cosmetics, perfume and toy seller with markets in over 140 countries across the world and sales of $9.9 billion worldwide as of 2007. AVON PRODUCTS was founded in 1886, Inc. (Avon) is the largest direct seller of beauty and beauty- related products. With $10.7 billion in annual revenues in 2008(up 8% from 2007), Avon and its approximately 42,000 associates now serve valued customers in more than 100 countries worldwide. Our primary distribution channel is direct selling by our more than 5.8 million Avon sales representatives. Together, these ”Avon ladies” as they are affectionately known, help us to reach millions of customers around the world and handle upwards of one billion transactions annually. Company style Avon Products is a multi-level marketing company. The company's chairman and CEO is Andrea Jung, who was promoted to the position in 1999. She has completed a decade as CEO and is the longest tenured female CEO among Fortune 500 companies. Avon uses both door-to-door sales people ("Avon ladies," primarily and a growing number of men) and brochures to advertise its products. In the United States, products may be found through Representatives...
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...understanding of the issues that can affect the garments that are seen in any high street store. 2.2 The development of the fashion market 2.2.1 Origins of the modern fashion market Until relatively recently, fashion had always been élitist and was used by its adopters to show that they were above the common people. Even the inventions of the eighteenth and nineteenth centuries; the spinning jenny, the water frame and the sewing machine have not had as great an effect on the market as have cultural changes and the explosion of the media during the twentieth century. The Fashion Market and the Marketing Environment The end of World War I, in 1918, really marked the start of mass fashion. Style began to be influenced by the fashion designers of Paris, Milan, New York and London. In the 1930s film personalities and later pop stars all played their part in spreading or even starting fashion trends. Some fashion...
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...TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY3 2.0 INTRODUCTION3 2.1 Background to Organization3 3.0 ANALYSIS3 3.1 Porters 5 Forces (Model of Competition)3 3.2 PESTEL (External Analysis)5 3.3 SWOT6 4.0 KEY FINDINGS OF ANALYSIS/PROBLEM IDENTIFICATION/ KEY STRATEGIC CONCERNS6 4.1 Vertical Integration6 4.2 Diversification7 5.0 POSSIBLE SOLUTIONS & STRATEGIES.8 7.0 CONCLUSION9 8.0 APPENDICES11 Appendix 1: Porters 5 Forces11 Appendix 3: Luxury Goods Group & Brands Top Ten Competitors13 Appendix 4: Industry Map*.14 Appendix 5: Financial Performance14 Appendix 6: PESTLE Analysis15 Appendix 7: SWOT Analysis16 Appendix 8: Evaluating industry Attractiveness and Competitive strength19 Appendix 9: A Nine Cell Industry Attractiveness-Competitive Matrix20 Appendix 10: Cross Business Strategic Fits20 Appendix 11: Evaluating the Strategy of a Diversified Company21 Appendix 12: LVMH's Timeline of Mergers and Acquisitions24 9.0 REFERENCES25 1.0 Executive Summary The aim of this paper is to discuss the key strategic issues that LVMH face and establish some future recommendations that can be implemented in order for LVMH to remain successful in the luxury industry. In order to determine the key strategic issues a number of analysis tools were applied to the case study; they include Porter's 5 forces model, SWOT analysis and PESTEL. It was found that the key strategic issues that LVMH face centred on diversification and vertical integration. A number of strategies have been proposed to offer some...
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...John Paul G. Cordova ME2-1 “Today’s Computers: How Did They Evolve?” I. Introduction A. Background of the Topic - The topic, entitled “Today’s Computers: How Did They Evolve?”, just like the life of a person, also has its own backgrounds, from the simplest form to its complex form. In other words, computers of today have their own histories. As I continue this term paper, you will be discovering the history behind the evolution of computers. B. Importance of the Topic - This topic is important to be known by the community because computers are very useful nowadays. As a student, knowing the story behind the evolution of computers is important in order for me to understand the computers more efficiently. For teachers, it is also important for them to know the history behind the evolution of computers because they also use computers in order to finish their jobs more accurately, making them aware of the computer’s history. II. Body of the Document A. Evolution of Computer in the late 16th century, the 18th century, and the early 19th century: 1. “Abacus was the first counting device, which is originally made from Asia. It worked on a place-value notion meaning that the place of a bead or rock on the apparatus determined how much it was worth. During the 1660s, John Napier discovered logarithms. Robert Bissaker invented the slide rule which will remain in popular...
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