...their masterpiece of a commercial, most people try to avoid them due to the inconvenience of them interrupting their favorite TV show. Today they have become a part of our life and the competition to produce an effective commercial is always booming. A reason for the widening of advertising is certainly the stressful expectation to produce a unique representation of a product that stands out in the market, as well as selling the product itself. TV commercials are used to attract the audience and the producers spend a lot of money and time to obtain the attention of the viewer. The most glamorous commercials I feel are certainly those of perfumes. That is why I chose to do this paper on two perfume TV commercials and examine the features that are used to produce an effective advertisement. One will be a TV commercial of 1962 that deals with the perfume “Young Love” while the other represents the “Chanel No.5 “production of 2006. These are chosen to point out the difference with regard to the use of visuals and text that are important for the development of a commercial. A TV commercial usually consists of text, visuals and sometimes incorporates music. All these features seem to be essential for the success of an advertisement. In the TV commercial Young Love a lot of Ethos, Pathos, and Logos are used to attract the audience. At the beginning of the advertisement the first thing that grabs my attention is the picture of a flower and a woman seeming to play the game “He loves me,...
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...ERASMUS Manon LAGARDE (20061333) Antoine PETERS (20061286) Helene PIED (20061239) ERASMUS Manon LAGARDE (20061333) Antoine PETERS (20061286) Helene PIED (20061239) Helene FOLEY Helene FOLEY BUSINESS STRATEGY BUSINESS STRATEGY Industry of French Luxury perfumes Industry of French Luxury perfumes ------------------------------------------------- Table of contents Executive Summary 3 I. Industry Overview 4 II. PESTEL Analysis 9 1. Economical& Social 9 2. Legal 12 III. PORTER 14 1. Rivalry among existing competitors 14 2. Threat of new entrants 14 3. Threat of substitute products or services 15 4. Bargaining power of suppliers 15 5. Bargaining power of buyers 15 IV. Individual Part – DIOR 16 1. Company Background 17 2. SWOT Analysis 19 3. Company Analysis 20 4. Competencies and resources of the firm 22 5. Conclusion and Recommendations 24 V. Individual Part - CHANEL 27 1. Company Background 28 2. Financial aspect 31 1. SWOT of the company 32 3. Company Analysis 33 4. Competencies and ressources 34 5. Conclusions and Recommendations 35 VI. Individual Part – Yves-Saint-Laurent 37 1. Company Background 38 2. SWOT Analysis 41 3. External Environmental factor 42 4. Competences and resources of the firm 42 5. Recommendations 43 VII. Bibliography 45 IX. Appendices 47 1. PESTEL 48 2. Survey 51 3. Results 52 ------------------------------------------------- Executive Summary ...
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...Outline Product: Multiplx Chanel Perfume Client: Chanel Introduction [ADA] Chanel was founded in 1910. It has a long history in the fashion industry. As a market leader, it shows continuous innovation to defend its market share from market challengers, e.g. Gucci, Dior, etc. COCO believed that product innovation can keep consistency of brand image. Chanel’s perfume contributes nearly 40% of the global perfume industry. Adding new element and advanced technology into perfume are seen as a valuable creation perfume history thus enhances the competitiveness of Chanel. Communication Market Analysis Opportunity analysis In the perfume industry, there is only pure essence of a single scent in a bottle. Using the same scent in different occasions is boring, drab and tedious. Hence, a 3-in-one perfume can be designed and offered to tap the high income level of office ladies whose life is with all the glamour, wealth and splendid. They display a keen interest in everything new. With more flavors, the perfume can improve their mood to feel refreshed and even as a self-confidence improver. Consumer markets Market segmentation by consumer groups: Demographics -Gender: Since the establishment of Chanel’s perfume in 1870, it mainly targeted at women. It is found that Chanel has great potential to further develop such upscale perfume for women. -Age: The main target of Chanel is consumers who aged from 30 to 45. From the emphasis of mature and exquisite design of the...
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...Bertelli started their collaboration, laying the foundations for the company’s subsequent international development. Patrizio Bertelli is the first in the luxury industry to introduce a new business model, applying uncompromised quality throughout the whole production chain and a constant, careful control over the entire process. Miuccia Prada’s creativity, able to infuse her work with thoughts linked to her day-to-day experiences and observations of the environment in an original innovative way – thus anticipating trends - never transcends the brand’s quality core-value and historic craftsmanship know-how. This skilful balance makes it possible for Prada to become internationally renowned, so much so that it was recognized as one of the 100 brands with the most value in the world (Source: Interbrand). A key attribute of Prada is its capacity for innovation in all areas. Being a pioneer in introducing a new approach in the retail network, Prada is the first to launch a new, revolutionary concept of stores - the so-called Prada...
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...MODULE TITLE: Strategic Management MODULE CODE: MAN4169M MODULE LEADER: Dr. Nikolaos Papageorgiadis DEADLINE FOR SUBMISSION: Tuesday, 30th April, 2013 TOPIC:Strategic Evaluation of Louis Vuitton STATEMENT OF AUTHENTICITY: I certify that this assignment is the result of my own work and does not exceed the word count noted below. PAGE COUNT: 24(Including Title Page) UB NUMBER:12017925 EXECUTIVE SUMMARY The personal luxury goods industry is one in which the luxury products created are goods of very high quality but are very expensive as a result of these high levels of quality. The customer range in this particular industry is usually of high net worth or high earners. Louis Vuitton is a French company that is one of the major producers of personal luxury products and as of recent data, is the industry leader in sales and revenues worldwide. At all times, their mission is to keep their values which is basically to provide refined quality products to the customers that they know can obviously afford to pay large amounts for these levels of quality. The company seeks to stick to their core values while remaining at the top of this particular industry and continue to make their high amounts of revenues and sales. The main objective of this report, is to advice the company on the factors that will possibly affect the company internally and externally before we use this to lead to a strategic plan of implementation for the company to attain its goal of remaining...
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...SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 100,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy can be summarized in two words: CREATIVE PASSION. 12 22 36 46 58 WINES & SPIRITS FASHION & LEATHER GOODS PERFUMES & COSMETICS WATCHES & JEWELRY SELECTIVE RETAILING — The values of LVMH Innovation and creativity Because our future success will come from the renewal of our product offering while respecting the roots of our Maisons. Excellence of products and service Because we embody what is most noble and accomplished in the artisan world. Brand image enhancement Because they represent an extraordinary asset, a source of dreams and ambitions. Entrepreneurship Because this guarantees our ability to react and our motivation...
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...with change in cost of production 10 Change in supply and demand by other non-price determinants: 10 Analysis of the price elasticity of demand 11 Availability of close Substitutes 11 Passage of Time 11 Luxuries versus Necessities 11 Definition of the Market 11 References 13 Table of figures Figure 1 Founder, Adam Ashgar Ali 2 Figure 2 Musk Al Arab 15 Ml Oil Perfume Price Changes 5 Figure 3 Musk Al Arab Oil Perfume 5 Figure 4 Bakhoor Al Nabeel 40 Gm Price Changes 6 Figure 5 Bakhoor Al Nabeel 6 Figure 6 Changes With Consumer’s Income 7 Figure 7 Changes With Competing Product 7 Figure 8 Changes With Demographics 8 Figure 9 Changes With Technology 8 Figure 10 Changes With Competitors 9 Figure 11 Changes In Cost Of Production 10 Figure 12 Changes By Non-Price Determinants 10 Figure 13 Ped Of Bakhoor Al Nabeel, Elastic 12 Table of tables Table 1 Musk Al Arab Oil Perfume Price Change Past Two Years 5 Table 2 Bakhoor Al Nabeel Price Changes Past Two Years 6 Introduction Figure 1 Founder, Adam Ashgar Ali Figure 1 Founder, Adam Ashgar Ali A Nabeel perfume is a perfume manufacturing company founded in 1969, headquartered in Sharjah Airport...
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...INDUSTRIAL AND COMMERCIAL SETTINGS / DESIGNER CASE STUDY RESEARCH TASK FASHION DESIGN Fashion design - brand : CHANEL History of Chanel No.5 Chanel No.5 is the first perfume launched by French couturier Gabrielle "Coco" Chanel in 5 May, 1921. The chemical formula for the fragrance was compounded by French-Russian chemist and perfumer Ernest Beaux. The number 5 to Coco Chanel means good luck. She released this perfume on the 5th day of the 5th month and it's main sent is May rose and jasmine. Coco's famous quote on Chanel No.5 is “what is very important in a fragrance, is that the fragrance has some kind of mystery” The Chanel No.5 journey starts of in the fields of May roses at the Mul family's generations-old flower farm, in Pégomas, France. The weather is perfect for growing and picking roses: fresh and not too warm. Every single rose that goes into each bottle of No. 5 parfum is harvested by hand right there. A 30mL bottle of No. 5 parfum contains 1,000 jasmine flowers and 12 May roses - all from this same field. On average, it takes an hour and 20 minutes for a flower to go from being plucked in the field to being processed in the factory. Workers gently place the roses in the pockets of their aprons and transfer them into big burlap sacks; once these sacks are full, they’re loaded onto flatbed trailers and pulled by tractor back to the plant. Jean-Francois Vieille, a cousin of Joseph Mul’s, oversees operations at the prettily landscaped Sotraflor...
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...SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 100,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy can be summarized in two words: CREATIVE PASSION. 12 22 36 46 58 WINES & SPIRITS FASHION & LEATHER GOODS PERFUMES & COSMETICS WATCHES & JEWELRY SELECTIVE RETAILING — The values of LVMH Innovation and creativity Because our future success will come from the renewal of our product offering while respecting the roots of our Maisons. Excellence of products and service Because we embody what is most noble and accomplished in the artisan world. Brand image enhancement Because they represent an extraordinary asset, a source of dreams and ambitions. Entrepreneurship Because this guarantees our ability to react and our motivation...
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...1 COD ORDER - COLLECT CASH ONLY (Rs. 699.0) DB Creations, Khasra No.38, 1st floor, Vashali gali No.1, Dabri, Palam road, New Delhi, Delhi, 110045 Seller Name & Address Suborder Number 94585159 CST / VAT TIN NO. 07690386201 / 07690386201 Customer Name Sandeep Jhingran Product Name Gritstones Men's T-shirt - Black-XL Address Sandeep Jhingran C/o Gaurav P.G , room no.19, Kanahi more,Near Sahkari bank,Jharsa, Gurgaon Product Code 31048073 City - Pincode Gurgaon - 122003 Seller SKU Code GSFSZPHDD60050BLK-XL State Haryana BC GGN Delivery Address Description of Goods Freebie Product Quantity 1 Shipping Rs. 0.0 Net Price Rs. 699.0 Phone Number 8800394561 Mobile Number Caller Number Price (In words) Order Number Sender Name (Rates are inclusive of all applicable 960156265 Sandeep Jhingran Six Hundred And Ninty Nine only Courier Details Courier Acc Sender Message 50612763 Aramex 10-Dec-2014 Order Date Desired Delivery Date - / Bag3 Packaging Box/Bag 40839290984 1 RETAIL INVOICE Invoice No Seller Name and Address: ORIGINAL Invoice Date DBCR/14-15/04385 DB Creations Khasra No.38, 1st floor, Vashali gali No.1, Dabri, Palam road, New Delhi - 110045 Delhi New Delhi 110045 11/12/2014 Order No Order Date 960156265 10/12/2014 Sub Order No Mode of payment 94585159 Customer Name and Address: Dispatch...
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...Managing A Multi-brand Conglomerate Team 5: Ilario Fulvio Giannetti Chen Peng Priyesh Salunke Harjeev Sabherwal Inna Zinina What does globalization mean to the luxury industry? Opportunities • Market expansion • Low-cost raw materials, equipment and labor available in the local market • To achieve economies of scale and scope • Increased margins due to pricing policy • New consumer groups available in the local market • Extension of the definition of luxury • To adapt local and new trends for the local market • To source talent globally • Transfer of skills and strengths Threats • Counterfeiting • “Grey” market • Vulnerable to PEST-EL Factors • Successive decrease in brand value • Increased competition • Creation of new competition by sharing know how Conclusion Although there are significant number of threats to the luxury industry, globalization is unavoidable for continuous growth. Assessment of LVMH’s diversification LVMH diversification 25% 8% 5% 4% 18% 60% 35% 38% 18% -2% Sales Operating profit Wines&Spirits Perfumes&Cosmetics Selective Retailing Fashion&Leather Goods Watches&Jewelry Assessment of LVMH’s diversification Strengths • Share operational resources and competencies' across brands and divisions • Maintaining exclusivity by multiple brands under one division • Strong Balance Sheets help to absorb losses from unprofitable divisions and maintain position • Selective retailing complements other brands by providing easy...
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...modest increase in growth compared to the third quarter of 2012. Profit from recurring operations increased by 13% to €5 921 million, a performance which is even more remarkable when compared to the strong growth in 2011. Current operating margin was 21% in 2012. Group share of net profit was €3 424 million, an increase of 12% compared to 2011. Bernard Arnault, Chairman and CEO of LVMH, said: "2012 was another remarkable year for LVMH, especially in the context of the economic slowdown in Europe. All of our businesses demonstrated excellent momentum driven by innovation and the quality of their products, thereby strengthening their positions in traditional markets while continuing to develop in new ones. Looking beyond the appeal of our brands, it is the talent of our teams and their motivation that enables us to so effectively execute our strategy. In 2013, LVMH intends to further strengthen its global leadership position in high quality products by relying on its sound, long-term strategy." Highlights of 2012 include: Profit from recurring operations close to 6 billion Euros Further market share gains throughout the world Strong momentum in the United States Continued rapid growth in Asia Strong progression in Wines &...
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...LVMH in 2004: The Challenges of Strategic Integration. 2004. Stanford SM-123 1. What’s the rationale of LVMH’s creation through merger in 1987? a. The rational of LVMH’s creation through merger is to build the luxury empire and create the largest conglomerate of luxury brands in the world. b. To redefine a bunch of small and fragmented industries into coherent and growing sector, which put into a good position to dominate the markets. c. Arnault believed that the action should be taken quickly when the few “star brands” are still available before others realize it. 2. How do you evaluate LVMH’s corporate strategy and the brand-centric business strategies for the individual businesses? a. Tradition and vision lie with the brand, that the brand generates the energy and motivation. Thus, the independence of individual brands has be guaranteed during the pursuit of cross-brand synergy within LVMH Group. b. LVMH reflected the brand-centric culture. The headquarters flexibly review each brand’s business plan on a case by case basis and are very involved in deciding and assigning financial resources towards the implementation of the strategic plans. c. Strategic integration was established by formal dynamic and was gradually institutionalized. It started with the integration of the Perfume and Cosmetics branch, then created the Fashion group and the Watches and Jewelry branch. All the Wine and Spirites branch were integrated. The Seletive retails arm maintiend decentralized...
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...CHANEL’S BRAND STRATEGIE ANALYSIS REPORT | MKT100 ID: 5305678 TABLE OF CONTENTS Introduction 2 SWOT Analysis 3 Industry Analysis 4 Target Audience 4 Market Positioning 5 Product 5 Price 6 Place 7 Promotion 7 Advertising 8 Celebrity endorsements 8 Fashion show 8 Movie 8 Competitor Analysis 9 Gucci 9 Louis Vuitton 10 Hermès 10 Recommendation 13 Conclusion 14 References 15 Introduction According to Somma, M (2010), “Chanel is a brand known by everyone, wanted to by nearly all, and also tried and practiced by very few,” making it an appreciated asset. Double "C" logo has become the pride of the global fashion industry, is stand for the brand a woman on this world most like to have. Chanel is famous brands over 90 years’ experience, Chanel has a constantly elegant, artless, well-dressed style, she is expert in breaking through the traditional as initial as twentieth Century 40's to efficaciously "tied up" the ladies into the artless, relaxed, which is maybe the first modern casual ensemble. After Chanel's death, the succession in 1983 by the design genius of Karl Lagerfeld, he has freedom, arbitrary and easily design mentality, and he always unbelievable feeling of the unity of two opposites in the design of works of art, both creative and noble, both French romance, humour, another German severe, fine. He did not change the shape of lines and favourite colour, but from his project from beginning to end all can work out "Chanel"...
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...through a joint venture, Arnault ousted Racamier in 1990 and started to sweep a slew of fashion companies into the LVMH fold. Arnault is the chairman and Chief Executive Officer of Lvhm since 1989. Moët Hennessy-Louis Vuitton (LVHM) ; a world leader in high-quality products, possesses a unique portfolio of over 60 prestigious brands. The Group is active in five differentsectors: -Wines & Spirits -Fashion & Leather Goods -Perfumes & Cosmetics -Watches & Jewlery -Selective retailing First of all, the target audience is comprised of well to do individuals with high disposable incomes. Demographics of this target audience have some variability based on cultural differences in different geographical locations. The target audience is relatively focused because certain individuals can afford and are attracted to the premium priced items. Furthermore; goal of LVMH group is based on two standards: to ensure the continued growth of the Group and the continuing enchancement of shareholder value. LVMH group differs from the competition due several reasons. Some of these include strong leadership, a well-developed and strong brand,...
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