...Louis Vuitton in India Retail Marketing Strategy 1. Assess the opportunities and threats for Luxury goods in India. Is there a product- market fit for luxury goods in India, in particular, given that India is still a low- income economy overall? A. Opportunities 1-The first mover advantage amongst the luxury goods segment. Also the historic business association with the LV brand create a strong brand recall in this segment. 2-The emergence of of high net worth consumers which is the 2nd fastest growing in the world. Also the Ascendance of the Indian middle class segment where the number will grow to 583 million by 2025.Cocooners that are a part of the burgeoning mid-segment of the Indian consumer market numbering to 97 million have the potential to develop a a taste for luxury and become its loyal consumers. The so if luxury market was estimated to be about 4$ and expected to grow to 30$ billion by 2015 3-The emergence of the Indian consumers in the affluent space who perceive luxury products as a reward. 4- A large portfolio of luxury brands across various categories and price points therefore their ability to meet the emerging Consumer demands Threats 1- long gestation period. India is witnessing the rapid emergence of an upper middle class, but only a limited number of households can afford high-end aspirational products. 2- heavy custom duty on import of luxury products ranging between 30-70 percent. which means the products in India are more expensive...
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...3/14/2013 JITESH ANAND 10IB-033 CASE STUDY: LOUIS VUITTON IN INDIA Louis Vuitton in India | Jitesh Anand 1. INTRODUCTION: Luxury Brands in India If it was few decades ago, there was a very limited scenario one could see with respect to the luxury market in India. Those days luxury market was associated with the rich class and with very few upper-middle class people. However, with the involvement of number of international luxury brands in the country, the shape of the luxury market in India has undergone a dramatic transformation. When it comes to the word luxury it is mostly misunderstood with the meaning beyond the reach of common man. With every year passing by, the so called beyond the reach of common man is proving to be a false fact. Luxury products are becoming the necessities not only for the rich class or upper middle class but also for the middle class people. Luxury market in India is build up on basic four elements which are quality, value for money, customer satisfaction and the most important creativity. In order to be successful in Indian market luxury brands should be able to sustain and fulfill these criteria on a long term basis. The Indian luxury market is growing at a rate of 25% which simply implies the consumption of luxury products has been increasing at a fast pace. India is becoming the new destination for luxury brands across the globe and Indian government opening Foreign Direct Investment (FDI) in retail has resulted in many global...
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...Louis Vuitton in India Executive Summary Louis Vuitton Moët Hennessy, the world’s leading luxury brand, made the decision to formally enter India in 1999. India was a familiar market for Louis Vuitton as the company had filled custom orders from maharajahs since the late 19th century. However, the Indian market was unlike any in which the company was currently operating. The changing socio-economic conditions of the developing nation opened up opportunities for the brand but also posed unique challenges such as changing customer profiles and concepts of luxury. In the West, luxury goods are often sold through company-owned stores in a luxury retail cluster spread over several blocks, usually in a city’s downtown core. In cities that did not have luxury retail clusters, Louis Vuitton operated in luxury malls. Previous attempts to develop premium retail space in India had not been successful. Nevertheless, several real-estate entrepreneurs had plans to open an estimated 300 luxury malls in India by 2010. In India, Louis Vuitton’s first two stores were introduced in luxury malls in New Delhi and Mumbai targeting customers who had shopped abroad and were familiar with the brand. The company was now looking to increase its reach and teamed up with other global brands to develop luxury malls in five Indian metros. Does a high-end brand have a market in a low income country? According to the National Council of Applied Economic Research, in 2001-02 there were 20,000 families...
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...Louis Vuitton in India Executive Summary Louis Vuitton Moët Hennessy, the world’s leading luxury brand, made the decision to formally enter India in 1999. India was a familiar market for Louis Vuitton as the company had filled custom orders from maharajahs since the late 19th century. However, the Indian market was unlike any in which the company was currently operating. The changing socio-economic conditions of the developing nation opened up opportunities for the brand but also posed unique challenges such as changing customer profiles and concepts of luxury. In the West, luxury goods are often sold through company-owned stores in a luxury retail cluster spread over several blocks, usually in a city’s downtown core. In cities that did not have luxury retail clusters, Louis Vuitton operated in luxury malls. Previous attempts to develop premium retail space in India had not been successful. Nevertheless, several real-estate entrepreneurs had plans to open an estimated 300 luxury malls in India by 2010. In India, Louis Vuitton’s first two stores were introduced in luxury malls in New Delhi and Mumbai targeting customers who had shopped abroad and were familiar with the brand. The company was now looking to increase its reach and teamed up with other global brands to develop luxury malls in five Indian metros. Does a high-end brand have a market in a low income country? According to the National Council of Applied Economic Research, in 2001-02 there were 20,000 families...
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...INTRODUCTION Louis Vuitton (LV) is known for its manufacturing of fashion and leather goods. One of the company’s early successes occurred when a French craftsman invented a flat-topped trunk. This new trunk was different from its predecessors, the dome-shaped trunk, in that it was easier to stack and transport. For seven decades Louis Vuitton solely produced leather handmade bags. In 1987, the company merged with Moet Hennessy and diversified into leather accessories. In the mid/late 90’s the company received increasing pressure from Wall Street to sustain a double digit growth rate. In response Louis Vuitton began to look for opportunities to expand globally. Its focus quickly turned to infiltrating the Indian market. By 2008 Louis Vuitton had opened two other stores located in luxury hotels in India. These hotels provided easy access to LV’s targeted market, which was the “super rich”. Now the company was faced with another decision, to continue operation in luxury hotels or to expand into luxury malls. Up to this point, luxury malls were new to Indian consumers, creating a level of uncertainty for Louis Vuitton. In this case evaluation, we will discuss the impact of a high-end company entering a low income country. HIGH-END BRANDS IN LOW INCOME COUNTRIES A high-end brand, such as Louis Vuitton, can often find a market in a low income country. Sometimes the market is too small or too fragmented to pursue, but this is not always the case. Many low...
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...margins associated with Vuitton handbags, gun cases, and luggage dis- playing the distinctive beige-on-brown latticework LV monogram. Louis Vuitton SA spends $10 million annually battling counterfeiters in Turkey, Thailand, China, Morocco, South Korea, and Italy. Some of the money is spent on lobbyists who represent the company’s interests in meetings with foreign government officials. Yves Carcelle, chairman of Louis Vuitton SA, recently explained, “Almost every month, we get a govern- ment somewhere in the world to destroy canvas, or finished products.” Another problem is a flourishing gray market. Givenchy and Christian Dior’s Dune fragrance are just two of the luxury perfume brands that are sometimes diverted from authorized channels for sale at mass-market retail outlets. LVMH and other luxury goods marketers recently found a new way to combat gray market imports into the United States. In March 1995, the U.S. Supreme Court let stand an appeals court ruling prohibiting a discount drugstore chain from selling Givenchy perfume without permission. Parfums Givenchy USA had claimed that its distinctive packaging should be protected under U.S. copyright law. The ruling means that Costco, Walmart, and other discounters cannot sell some imported fragrances without authorization. Opportunities and Challenges in Asia Asia—particularly Japan—is a key region for LVMH and its competi- tors. The financial turmoil of the late 1990s and the subsequent currency devaluations and weakening...
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...Introduction: We The A-Team are going to explain how Louis Vuitton, the world renounded luxury brand with a long history of producing luxury goods has left its mark on the world. Louis Vuitton started out as a single product brand of making leather bags which were all handmade. As Shin-Fen Chen states, “Louis Vuitton combined the artistic creativity of its designers with a rigorous management of resources to produce brands that were the most profitable in the world in the luxury genre.” Since the company’s creation, time has shown people will spend the extra money for the extra benefits that the handmade luxury leather bags provide them. Louis Vuitton has gained success due to communication and expertise between managers and designers. They currently have four business segments which include an array of goods. These goods consist of wines and spirits, watches and jeweler, perfumes and cosmetics, and fashion and leather goods. (Chen, 2008) Also, the brand has expanded into new markets, the two largest being the United States and Europe. We are going to dig deeper and see how this well-oiled machine we call Louis Vuitton functions. Question: 1. Why do people buy luxury goods? In analyzing why people buy luxury goods we can break down the people’s reasoning for doing so into several different categories. First we look at what a luxury good entails. A luxury good is not a good necessary to live, but it is viewed as a desired item by the society that the people live...
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...success of the new item. By implementing all of these factors within a marketing plan, any company or business may strive to be boundlessly prosperous in its given field. Business Overview Louis Vuitton, the brand, and the person, share humble beginnings. At the tender age of sixteen, Louis Vuitton began working as an apprentice in Paris, France in 1837. In a period when transportation occurred primarily by trains, boats, and carriages, luggage underwent a significant amount of wear. It was important for individuals to protect their belongings while traveling great distances and throughout long journeys. It was during his apprenticeship that Vuitton began building customized boxes and trunks tailored to meet the needs of clients. Seventeen years later, Vuitton embarked on the beginning of his own business. In 1859, the Louis Vuitton workshop began with merely twenty total employees, expanding later to one hundred workers in 1900, and again in 1914 to include 225 persons (Louis Vuitton, 2015). During the early 20th century, travelers of all walks of life carried all valuables and possessions in trunks and boxes. Often in this period, the possessions of many voyagers were preyed upon by thieves and burglars. It is because of these robberies that Louis and his father Gorges Vuitton wanted to protect the precious possessions of their clients. Knowing that many times clients traveled with all of their worldly...
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...such as Kimberly-Clark and Johnson & Johnson • The customers’ tastes change inconstantly and often • Customer’s price sensitivity in the new markets especially in weak economic time. • The unstable economy and the increase of raw material costs. Question 2 In a way to maintain its strong brand image P&G has to • Massively use the social media such as the social networks and invest on the new advertising supports. • Make the buzz on some products that could eventually become flagships (ads that couldn’t be diffused on TV but that would go around the internet) • Get more involved in community activities and to put the accent on their social responsibility actions that are pretty important. Louis Vuitton case Question 1 Exclusive brands such as Louis Vuitton can actually grow and stay fresh thanks to their positioning...
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...rivals in the luxury brand industry such as Versace, Hermes, Burberry, Chanel, Prada, Gucci, Versace, Hermes and so on. v We believe the rising competition handbags and accessories market is an overriding concern for Louis Vuitton’s stock in the near term. v Louis Vuitton is undertaking a transformation strategy to evolve into a global lifestyle brand anchored in accessories. However, we believe this transformation will take at least a few more quarters to reap the desired results. v Increased private label offerings by wholesale customers also increase the competition for Louis Vuitton. BARGAINING POWER OF CUSTOMERS: LOW v Louis Vuitton sells through both, the direct-to-consumer channel and the wholesale channel. The direct channel, which includes Louis Vuitton operated stores and e-commerce sales accounted for around 89% of its total sales in fiscal 2012. v Since wholesale customers account for only around 10% of the total sales, we believe their bargaining power is limited. v We think the bargaining power of end-customers is moderate. Louis Vuitton has positioned itself as an exclusive luxury brand and enjoys strong brand recognition due to its high quality products. v We believe that the customers’ bargaining power will remain low in the future as Louis Vuitton’s efforts to reinvigorate its brand appeal will be offset by rising competition in the market. THREAT OF NEW ENTRANTS: LOW v To start up a new brand, significant capital expenditure...
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...class, the market area, the stage of the economic cycle, the volatility of prices of some items such as gasoline, oil, gold) directly affect the purchasing power and consumer tastes, which determines the business results of the company. Changes and effects: * Opportunities: Living up to the world is big opportunity for LV. An increase in the wealthy class can lead to an increase in the ability to pay for items worth far as Louis Vuitton wholesale. For developing countries, previously, LV is a luxury item and overly almost can rarely afford. In Vietnam, the first store opened in 1997 is challenging and adventurous with LV. But back here in 2005, Vietnam had LV is developing very fast. Vietnam's economy is booming. Vietnam Consumers spend money more and more for the product on the essential. They enjoy life, travel overseas, go to theaters and fancy restaurants. The country has now opened the door, people know more about the fashion trends through magazines and media. So the fashion industry is developing rapidly. Yves Carcelle, President of Louis Vuitton Malletier Corporation, commented "We believe that Vietnam will continue to grow and will become a major market for luxury goods brand in the coming years. Less than a year or two more, on Dong Khoi Street, Ho Chi Minh City will be the 5, 6 store brand.Take a look at the...
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...LOUIS VUITTON IN JAPAN -CASE #14 REVIEW LOUIS VUITTON IN THE JAPANESE MARKET ABSTRACT The purpose of this paper is to review the Louis Vuitton business model and the success experienced in the Japanese marketplace. This paper will discuss opportunities and challenges that have been realized by the Louis Vuitton brand while located in Japan, and the specifics to the Japanese luxury market. A review of how the Louis Vuitton brand first entered the Japanese marketplace, the cultural aspects related to social status and luxury goods, which that have helped with the sales growth for the company’s products. Along with tactics embraced later on to strengthen its brand will also be reviewed. The appeal of the Louis Vuitton luxury high priced product, and how the French company’s image helped to sell itself to Japanese consumers with disposable income will be analyzed. The success of various marketing strategies, utilizing the images of actresses to help launch a successful sales campaign will be reviewed. Along with a review of the company’s success by working with various fashion designers to create colorful fashion trends with Japanese inspired themes, through the collaborative work with well-known Japanese artists. The global recession, its effect on the Louis Vuitton product line and sales will be analyzed along with new challenges the company faces for the future. Finally, a discussion on the future success for...
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...PUBLIC RELATIONS & EVENTS IN LUXURY Lousi Vuitton CASE STUDY SKEMA BUSINESS SCHOOL LUXURY AND FASHION MANAGEMENT GROUP MEMBERS: Huanping HU Jingcheng LI Mingjun XIE Yuzhu ZHAO Yinghang ZHOU PUBLIC RELATIONS Definition There is not one single generally accepted definition of public relations. Instead, there are many ways to define it. Generally speaking, public relations (PR) is the practice of managing the spread of information between an individual or an organization(such as a business, government agency, or a nonprofit organization) and the public. Significance/Purpose • Significance: public relations possess deep skills in media relations, market positioning and branding. • Purpose: to help companies deliver clear and unambiguous information to a target audience that matters to them event not sometimes. Composition • Public relations work consists of a variety of activities by individuals and organizations intended to promote a positive relationship or image among. General kinds of PR work: Publicity, Event management, Publication design. (Their products are intended to influence public opinion and are designed to promote and protect an individual or organization's image and products.) • Tactics Financial public relations Consumer/lifestyle public relations Crisis communication Internal communications Luxury Brand Government relations Food-centric relations IN LUXURY History of Louis Vuitton • • • • In 1854 it was first introduced...
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...TABLE OF CONTENTS EXCUTIVE SUMMARY 2 1.0 INTRODUCTION 3 2.1 Economic Outcome of London 2012 4 2.2 Brazil- Getting Ready to Shine 4 2.3 Exploiting the Opportunity 4 2.3 Porters Five Force and PESTEL analysis 5 2.4 SWOT ANALYSIS OF THE BRAZILIAN LUXURY SECTOR 6 3.1 THE PLAN 7 3.2 OBJECTIVES OF THE PLAN 7 4.1 Justification Of The Plan 8 4.2 EXPERIENCE REALMS MODEL 9 4.2 THE BRAND IDENTITY PRISIM 11 5.1 PRICE AND PRODUCT 13 5.2 TIME FRAME AND LOCATIONS 14 5.3 IN-STORE EVENT 14 6.1 THE BUDGET 15 6.2 IMPLEMENTATION ISUUES 17 7.0 CONCLUSION 18 APPENDIX 1 19 APPENDIX 2 20 APPENDIX 3 ...
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...Gucci, Louis Vuitton, & Vertu – Marketing Lessons from some of the World’s Most Exclusive Brands. By Conor Carroll, Kate Hurley & Ann Treacy, University of Limerick. Creating luxury brands is a difficult marketing exercise. It requires heavy investment in marketing communications, excellent product/service quality, but above all these brands have to try to remain fashionable, which is notoriously difficult. Gucci, Louis Vuitton and Vertu are three successful so-called luxury brands, that retail to the high-end market. Both Gucci and Louis Vuitton are well-established brands that have been around for decades, even centuries. Gucci is a well-established organisation that has being designing and retailing clothes and accessories since 1921. The Louis Vuitton brand has been around since 1850. However Vertu, a relatively new kid on the block, has only just entered the luxury communications marketplace in 2000. Vertu sells expensive mobile phones that retail for thousands of pounds. Only a handful of brands can create a high status appeal among the world’s super rich (e.g. Ferrari, Rolex, etc.). These brands have to adopt innovative marketing strategies in order to succeed in this dynamic environment. What do they do differently to create this luxury appeal? Marketers are moving from the traditional marketing mix approach towards greater use of experiential marketing. This is where customers are treated as both rational and emotional individuals that seek ‘experiences’...
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