...a number of analysis tools were applied to the case study; they include Porter's 5 forces model and SWOT analysis. Louis Vuitton Moet Hennessy, a luxury goods provider is looking to expand their brand dominance in Japan. In the Japanese, LVMH has to deal with economical and cultural uncertainties, the threat of counterfeit products and the relatively high competition, and finally changing tastes of Japanese consumers. LVMH should use their core competencies and limit their weaknesses to overcome the challenges that face the company in Japan. To face their first challenge of economical and cultural, as well as changing tastes uncertainties, the company can hire new designers to develop Asian inspired products. They could also embed the European way of living into the Asian lifestyle. The challenge of eliminating counterfeit products can be combated by creating a unique shopping experience for LV’s customers, and shutting down large counterfeit operations, by cooperating with Chinese and Korean Government Agencies in reducing counterfeit products. Table of Contents Introduction 4 Weak economy 5 Changing taste 7 Competitors 8 Competition – Porter’s 5 forces analysis 10 Consumer behavior analysis 12 Recommendation 16 Conclusion 19 References 20 Appendixes 22 Appendix 1: For example 22 Appendix 2: Competition – Porter’s 5 forces analysis 23 Appendix 3: SWOT analysis of Louis Vuitton 28 Appendix 4: Case study - “Louis Vuitton in Japan” 29 ...
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...Introduction In this assignment I will make a research based on any organisations of my choice regarding Total Quality Management (QTM). I will outline and analysis how it has introduced and developed a complete system of TQM management. I will research quality control, lean manufacturing, ISO 9000, Six Sigma and a customer focused culture. Also I will discuss if Total Quality Management (QTM) has been carried out successfully from the organisations and talk of the impact it has to the organisations on my conclusions. What is Quality? For a lot of, quality proposes the advantage of design, materials, or workmanship in a manufactured goods or facility. You strength contemplate of high-end products comparable Mercedes, Gucci, or even Apple. Though, quality is energetic to each commercial, even if the target client is by the low-end or form market. “Dr. W. Edwards Deming, innovator of quality development approaches, speaks that the client's meaning of quality is the lone one and only that substances. Consequently, what must quality define to you?” In place of centuries, Ford Motor Business needs repeated us: Quality is job one. The situation actually must be the goalmouth for altogether of us. Promise to quality reproduces our individual standards and eventually controls whether we can contest in the willing of commercial. Consumers are the last justice. Occupational decision-making Jack Welch, supposed, “The worth period is upon us. If you can't vend top-quality manufactured...
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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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...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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...Issues By 2002, Moet Hennessy Louis Vuitton was the world's largest luxury products company, enjoying annual sales of 12.2 billion euros. LVMH carries the most prestigious brand names in wine, champagne, fashion, jewelry, and perfume. Upon entrance of this luxury product industry, LVMH was aware that they produced products that nobody needed, but that were desired by millions across the world. This desire in some way fulfills a fantasy, making consumers feel as though they must buy it, or else they will not be in the moment, and thus will be left behind. The LVMH business portfolio began to take shape in 1987 with the merger between Louis Vuitton and Moet Hennessy which was a four billion dollar merger. Over the course of time, LVMH has acquired over 50 luxury brands, such as Donna Karen, Fendi, and Sephora. They called it, "a collection of star brands and rising stars." LVMH found this industry to be timeless and modern, highly profitable, and very rapid growing. Despite all of the above mentioned, LVMH did experience some bumpy times. Some of these times were induced through internal problems, while others were caused by externalities, like Sept. 11. With such a wide range of product offerings, LVMH was on top of the industry in certain aspects, but has room for growth in other areas. One instance in particular nearly caused a division in the company. Hennessy believed the company should focus on wine, spirits, and champagne, however Vuitton wanted to focus on fashion and leather...
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...Thorr Motorcycles, Inc. The Situation Image like success comes at a high price. Thorr Motorcycles, Inc. is currently at a crossroad. This is because there is a decline in the sale of its high-end motorcycle, the CruiserThorr. The current lifestyle image the CruiserThorr portrays, speaks to the more mature and settled consumer. These aging bases of customers who have the purchasing power are no longer buying new motorcycles and equipment. On the other hand, the younger generations of cyclist are not attracted to this brand, as they simply cannot afford to buy it. It is the task of the marketing team to resolve this issue by putting together a strategic plan that will allow Thorr Motorcycles, Inc. to maintain its reputation as a quality and reliable brand of transportation. The experts (marketing team) will also determine whether the company will reposition the current CruiserThorr versus creating a new product that will appeal to a different market segment and capture an audience of potential buyers. Thorr Motorcycles, Inc.’s ultimate goal is to regain the market share and competitive advantage over competing brands. Steps to Take Thorr Motorcycles, Inc. will remain solvent in the industry once it positions itself to compete with its competitors. Staring and comparing the attributes of the CruiserThorr against that of other motorcycle manufacturers can accomplish this. There are various fundamental parameters relevant to the industry and mirror what is best for Thorr...
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...Introduction LVMH Moët Hennessy–Louis Vuitton SA, better known as LVMH (or the "Company"), is a French multinational group, which owns more than 60 prestigious brands around the globe. The group has its headquarters in Paris, and it is chaired by Bernard Arnault. The LVMH group was founded in 1987 as a result of the merger between Moët Hennessy and Louis Vuitton, which served to create the world leader in luxury goods. LVMH inherited a long history, and brings together noble professions, with deeply rooted traditions and a unique combination of internationally renowned brands. The activity of LVMH is mainly focused in luxury industry and its spectrum of products is divided into five generic fields (and their most recognised respective brands): * Wines & Spirits: Veuve Clicquot, Krug, Château d’Yquem, Château Cheval Blanc, Belvedere, Glenmorangie, Newton Vineyards and Numanthia Termes; * Fashion & Leather Goods: Louis Vuitton, Fendi, Donna Karan New York, Céline, Loewe, Givenchy, Kenzo, Thomas Pink, Berluti, Pucci; * Perfumes & Cosmetics: Parfums Christian Dior, Guerlain, Parfums Givenchy, Make Up For Ever, Benefit Cosmetics, Fresh and Acqua di Parma; * Watches & Jewellery: Bulgari, TAG Heuer, Zenith, Hublot, Chaumet and Fred; * Selective Retailing: DFS Galleria, Sephora, Le Bon Marché, Ile de Beauté and Ole Henriksen; Due to its brand development strategy, and the expansion of its international retail network (more than 3,000 stores...
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...ahead of any M&A counter move by competitors SEE DISCLOSURE APPENDIX OF THIS REPORT FOR IMPORTANT DISCLOSURES AND ANALYST CERTIFICATIONS LVMH: KING OF THE LUXURY JUNGLE 1 Portfolio Manager's Summary We have few doubts about the opportunity of investing in LVMH for the medium to long term. We expect "winners will continue to win" in the luxury industry. LVMH with its material scale advantage, leading brand portfolio, balanced category and geographic exposure is set to dominate over competitors in the long term. LVMH's mega-brands and scale advantage is particularly relevant in fashion and leather goods. We expect this area to continue to provide material top-line and earnings growth. In fact: (1) mega-brands like Louis Vuitton secure...
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...Term Paper Financial statement analysis report of: LVMH Hand-in date: 25.11.2010 Campus: BI Oslo Examination code and name: GRA 62123 Financial Reporting and Analysis Table of Contents EXECUTIVE SUMMARY 3 MARKET REVIEW: 4 COMPANY REVIEW 5 Management compensation 6 BUSINESS DESCRIPTION 7 Business Risk Analysis 8 FINANCIAL PERFORMANCE 9 Profitability 9 Activity Ratios 12 Financing and Liquidity 13 CASH FLOW ANALYSIS 15 VALUATION 16 CONCLUSION 17 References 19 Appendix 20 EXECUTIVE SUMMARY This paper analyzes LVMH group. Taking the recent developments and prospects in luxury goods industry as a starting point, the first part analyzed and compares LVMH with Hermes International and GUCCI, focusing in particular on performance which is analyzed through their activity, liquidity and financing and profitability position. The next part scrutinizes LVMH’s cash flow statement in order to evaluate its operating activities as well as the ability to cover its investments. The paper will conclude that LVMH presents a good investment alternative considering other companies in the same industry. Second, LVMH have a low risk given its solid financial structure and sufficient liquidity. Sales have grown at an average annual rate of 7.5% over the past five years driven by organic growth and acquisitions. MARKET REVIEW: APPAREL, ACCESSORIES & LUXURY GOODS INDUSTRIES Concetta Lanciaux, ex head...
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...Buyers (Low) 11 Industry Driving Forces 11 Increasing Globalization 12 Marketing Innovation 12 Changing Societal Concerns, Attitudes, and Lifestyles 13 Key success factors 13 Cost 13 Quality 14 Brand Image 14 Competitive strategy analysis 14 Vertical Integration 15 Transaction Cost Economics 15 Cooperative Strategies 16 Offensive Strategies 16 Defensive Strategies 17 First Mover Advantages 17 Financial Effects 17 SWOT Analysis 18 Strengths 19 Good Position – Strong Brand Image of “Affordable Luxury” 19 Excellent Customer Service 19 Strong Performance despite Weak Economy 19 Comprehensive Distribution Channels 19 Strong Financial Position 20 Weakness 20 Geographic Concentration 20 Dependence on Independent Manufacturers for Procuring Merchandise 20 Declining Operating Margins 20 Opportunities 20 Expanding Market 20 Joint-venture 21 Gaining Higher Revenue by Increasing Online Sales 21 Threats 21 Counterfeit Goods 21 Consumer Spending 21 Intense Competition 22 Financial ratio analysis 22 Sales 22 Margins 23 Balance Sheet & Financial Health 23 Cashflow 24 Recommendations 25 Executive Summary Our report is about analyzing Coach Inc. in 2012: Its strategy in the "Accessible" luxury goods market. Coach Inc. case analysis is very important in increasing our understanding of what managers...
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...the six-month industry average, and launches around 10,000 new designs each year. Zara was described by Louis Vuitton Fashion Director Daniel Piette as "possibly the most innovative and devastating retailer in the world. 1763 stores , 78 countries worldwide. Zara has continually maintain its mission to provide fast and affordable fashionable items . Inditex (Industria de Diseño Textil) of Spain, the owner of Zara and five other apparel retailing chains, continued a trajectory of rapid, profitable growth by posting net income of €€ 340 million on revenues of €€ 3,250 million in its fiscal year 2001. Zara welcomes shoppers in 86 countries to its network of 1.763 stores in upscale locations in the world's largest cities. Zara's approach to design is closely linked to their customers. 2. 2. Around the world Zara 1.763 Zara Kids 171 Pull & Bear 817 Massimo Dutti 630 Bershka 899 Stradivarius 794 Oysho 529 Zara Home 364 Uterqüe 91 TOTAL 6.058 Inditex is a global specialty retailer that designs, manufactures, and sells apparel, footwear, and accessories for women, men and children through its chains around the world. Zara is the largest and most internationalized of the six retailers that Inditex owns. By the end of 2001, Zara operated 507 stores around the world, including Spain. •Gap, H&M and Benetton are considered Inditex's three closest comparable international competitors. • Zara, is relatively perceived as more fashionable than all the other three and prices...
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...| | | | Founded in 1941, Coach is a US based producer and retailer of leather goods, handbags, shoes, luggage, and accessories for women and men. With its classic American styling, Coach has become one of the most recognized accessory brands in the United States. Coach is a publicly traded company listed on the New York Stock Exchange as COH. Competitive Set Coach competes with a number of luxury accessory brands. According to Hoovers.com, three of its closest competitors are: * Dooney & Bourke, Inc. * Seller of accessibly priced luxury handbags and accessories for women and men. Distributed through department stores, online sales, and print catalog sales. The company operates a small number of boutiques in the US and has a small number of international boutiques, including a single boutique in Tokyo and a single boutique in Macau. * kate spade LLC * Seller of handbags, diaper bags, stationary, clothing, shoes, jewelry, and various other accessories for women and men. The company distributes its wares via 65 kate spade boutiques in the US, and in upscale department stores. Kate spade products are also distributed throughout Asia in department stores. * Michael Kors (USA), Inc. * Seller of high end clothing, shoes, handbags, jewelry and accessories. Products are sold through upscale department stores and through Michael Kors boutiques. Michael Kors boutiques are located throughout the US, Asia (but none in China, so far)...
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...eyewear, gloves, scarves, fragrance and fine jewelry. Continued development of new categories has further established the signature style and distinctive identity of the Coach brand. Together with our licensing partners, we also offer watches, footwear, eyewear and fragrance bearing the Coach brand name. Marketing Environment Coach has many competitors but their top three competitors are Dooney & Bourke, Kate Spade and Michael Kors. Dooney & Bourke started in 1975 and is an American made brand; Kate Spade was started in 1993 and is also an American brand and lastly, Michael Kors which was started in 1981, is and American brand. Coach reaches a larger demographic compared too many of their other higher-priced competitors, such as Louis Vuitton, Prada, Gucci, Cole Haan and Dooney & Bourke, because Coach says that they are “affordable luxury”. These competitors are focused on a higher-fashion, higher income demographic than Coach is. Dooney & Bourke and Cole Haan also stress “accessible luxury” which makes them Coach’s key rivals. Coach continues to be one of the best recognized accessories brands in the United States, and is actually the leading American manufacturer and retailer of leather goods, accessories and apparel for women and men. The largest player in the United States luxury handbag market is Coach with 36% market share. Coach is the second highest-selling luxury handbag retailer in Japan with 17% market share. The company is retaining as well as attracting new customers...
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...Continuous innovation and affordable price are two keys for Coach to conduct international business. In addition, owing to its multi-channel retail network, Coach, Inc. has successfully enhanced its brand image all over the world. Luxury goods industry is highly competitive due to a low marketentry barrier. It has experienced ups and downs during the 2000s. And in recent years, the industry has recovered and developed rapidly. More and more luxury goods corporations have expanded their operations in emerging markets through Internet and e-commerce. The future outlook of this industry is optimistic. The competitions in the luxury goods industry are pretty intense. Many competitors of Coach are from France and Italy such as Louis Vuitton, Hermès, Gucci, and Prada. Having superior brand recognitions and strong impacts on global luxury goods market make them become dangerous rivals of Coach, Inc. Even though Coach Inc. has come up with good strategy, it still suffered from harsh competition. The profit margin...
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...Gucci is positioned bellowed Hermes and Chanel and they are on par with Prada and Louis Vuitonn. LVMH appears to be the best positioned brand based on their having the highest operating margin and also the fact that they own their distribution networks. This, coupled with their negotiations with other suppliers allowed for them to enjoy discounting advertising benefits by as much as 20 percent. LVMH was also able to move 70 percent of their previously out-sourced distribution back in-house. Another differentiating factor is LVMH’s diversity in their products from other brands like providing fragrances, shoes, and leather goods. - LVMH also had the most notable names in the business. 2) Gucci’s tangible resources include loyal suppliers, human resources, distribution, Human resources include Tom Ford’s and De Sole’s skills, knowledge and commitment. De sole was the financial and operations guy and Ford was the creative and stylistic inspiration behind the operation. – the relationship between Ford and De Sole was so unique distribution network directly operated stores quality craftsmanship Gucci’s ability to expand into Switzerland, France, US and Hong Kong Flexible production system built on three pillars: skilled artisans, advanced technology and efficient logistics. Production and distribution system will be hard to replicate (4th paragraph, page 11) Tom Ford’s creativity and position as in relaunching Directly Operated Stores – 66% of revenue ...
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