EXECUTIVE SUMMARY ...........................................................................................................2 CONTEXT ANALYSIS ................................................................................................................ 3 CURRENT WATCH TRENDS ............................................................................................................ 4 The Richemont Group trends and position.....................................................................
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Case 3-4: LVMH: Managing the Multi-Brand Conglomerate 1. LVMH’s diversification represents the group’s strong presence in the luxury goods market as a whole with products from the fashion and leather range, wines and spirits range, watches and jewelry range, perfumes and cosmetics range, and finally the selective retailing range. This strategy aims to claim market share in market segments that are interrelated with the specific customer segment as the common denominator. LVMH is a market leader
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trends. Zara links back end production to front end retailing run by adapting to changing customer demands rapidly. Zara never produces “classics”, all of their fashion is trendy, they follow three main concepts a) The customer buys immediately as the current stock will run out b) The customers visit the store often as new fashion emerges quickly c) The clothes are relatively cheap as they are not meant to last. The simple factor that makes this possible is the decentralization of
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student in Rourkela, Orissa travels to Kolkata, West Bengal to shop for garments & accessories for himself & his close friends… A local Shoes trader in Meerut, Uttar Pradesh travels to Delhi every week to observe the latest trends & fashions with respect to footwear; in order to replicate the same designs for his stock of shoes to be sold in Meerut… The only thing common between them is that they both pander to Aspirational marketing & if studied together; they explain the Cause
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2005- MANGO TOUCH is defined as a new fashion venue dedicated exclusively to accessories. 2006- Our experience in the North American market begins, with store openings in Costa Mesa, Chicago, Dallas, Los Angeles, McLean, Orlando, San Francisco and Santa Monica. We hold our first fashion show at the emblematic Palau de la Música Catalana in Barcelona. We launch the biggest international fashion prize for up and coming designers, the El Botón-MANGO Fashion
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Innovative Business Practices Innovative Business Practices: Prevailing a Turbulent Era Edited by Demetris Vrontis and Alkis Thrassou Innovative Business Practices: Prevailing a Turbulent Era, Edited by Demetris Vrontis and Alkis Thrassou This book first published 2013 Cambridge Scholars Publishing 12 Back Chapman Street, Newcastle upon Tyne, NE6 2XX, UK British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library
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ENVIRONMENT ANALYSES 3. Global/Regional economic environment Purpose of analysis: The economic environment consists of economic factors that affect consumer purchasing power and spending pattern. The economic environment can offer both opportunities and threats. No company can avoid the influence of fluctuations in the global economy. And when you're in a developing market, the understanding of the economy is essential. Some elements of the economic environment (The divide between rich and poor
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Current Situation (with some background) 3. Situation Analysis ( Country, Industry, 3 C’s: Customers, Competitors, Company) 1) Analysis of overall attractiveness of a country 2) Industry A. Diamond Model (Michael Porter) B. Analysis of failure examples in SPA industry C. The major background of SPA brand’s failure at first entry to the market D. Characteristics of SPA 3) Customers (consumer behavior) A. Broad Fashion market B. SPA Fashion market 4) Competitors– ZARA, H&M A. ZARA
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partlyowned locations and 209 franchises (2011), transforming more and more into a strong international business presence that offers great value clothing, extremely high quality food and a variety of home products. M&S strategy is to become a global multi-channel retailer (Bolland, 2011) in order to reduce its dependency on the UK market conditions and economic climate and to create a powerful brand serving a worldwide customer base. With an extraordinary understanding of customers selective needs based on
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she actually wrote down. Back to the age when email was not popular, when computer or the Internet was hardly accessed, communication within distant people mainly relied on massive posts. You may not realize, information management was done in both cases as a personal was trying to organize information in a deliverable manner to others or his/herself. The term “information management” may be quite unfamiliar to general public. People would think that it might be related to computer science and
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