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
Words: 4382 - Pages: 18
through the Chinese people’s efforts to the Chinese film industry, it earned more than 10 billion CNY at the box office mark in 2010, but only LV, a luxury brand in China for a year in sales is for nearly 13 billion CNY. Global famous luxury brand Louis Vuitton (LV) will break through
Words: 1506 - Pages: 7
achieved by reducing costs and off-shoring production to China and elsewhere. Louis Vuitton handbags, on the other hand, are priced high. Such high prices are unnecessary for merely stowing and carrying things. In essence, the Louis Vuitton difference is value, not price—this being absolute value, not relative value. Many of the principles for Price were innovations that came about after Kyojiro Hata became president of Louis Vuitton Japan and that subsequently went global. With the Yen getting strong ‘LV’
Words: 841 - Pages: 4
Demographic Trends 2 3.0 Counterfeit Issues 3 4.0 Competition 5 5.0 Marketing 7 6.0 Environmental issues 10 Conclusion 12 Part B: FINANCIAL PLAN 12 Plan 1 12 Plan 2 15 References: 16 Part A: NON-FINANCIAL PLAN 1.0 Introduction Louis Vuitton Company, founded in 1854, is one of the most well-known producers of luxury goods in the world and is famous for creating high quality leather accessories and travel trunks (Nagasawa, 2008). The company is primarily known for its beige monogram
Words: 3944 - Pages: 16
Case, Gucci Group N.V. (A) 1. Map competitive positioning of different players in the luxury goods arena and state who is best positioned and why? The luxury goods arena is a highly competitive industry in which companies must position themselves with both objective and subjective differentiating factors. Although humans are usually rational buyers when it comes to commodities and the necessities of life, much of this logic is thrown out when purchasing high-end luxury goods. While high quality
Words: 1716 - Pages: 7
Louis Vuitton’s Memo To: CEO-Michael Burke From: Yue Fu Subject: Strategy suggestion on sustainable growth Our revenue increased 11.58% over the past three years and increased 9.58% over the past five years. While our net profit increased 10.21% over the past three years and increased 8.09% over the past five years. The biggest competitor we have is PPR group, who increased their revenue by 12% and 11% over the past three and five years and increased net profit by 9% and 8% over the same period
Words: 537 - Pages: 3
Hermès creates bespoke brand for China By Justine Lau in Hong Kong, July 19 2010| Hermès is set to launch a new brand in China in September, in an attempt by the French company to win more customers in the world’s second-largest luxury goods market. Florian Craen, Hermès managing director in north Asia, said the Shang Xia brand – which means “up and down” in English – would remain “completely separate” from the main Hermès line to avoid customer confusion. Some analysts believe that the new
Words: 796 - Pages: 4
In addition to the supply chain map drawn above: • Suppliers are limited and highly specialized • Production: • Louis Vuitton is keeping most of the manufacturing activities because of the value perceived by the customer in the “made in France” label. • 3,600 highly skilled employees and sophisticated manufacturing technology • Production planning based on volumes forecasted by the logistics department • Warehouse & Distribution: 2 • Centralization of the logistics for all plants (products
Words: 1085 - Pages: 5
of Luxury goods. However, on account of progressively opening up the market to wider audience, the luxury industry has witnessed exponential growth opportunities, resulting in unprecedented increase in the bottom-line of these luxury companies. Louis Vuitton has exemplified this over 20 years. However, the company faces a lot of challenges with respect to optimizing its supply chain so as to ensure mitigation of losses on account of lost sales & stock outs. We have identified the following challenges:
Words: 819 - Pages: 4
Executive Summary The purpose of this individual paper is to examine the success of Louis Vuitton (LV) in Japan, and identify the current phenomena in the market. Luxury is a business model of LV in accelerating Japanese consumers. It is followed by great execution of marketing principles in term of Product, Distribution, Promotion, and Price. However, the modern life of consumers has created change in their behavior. It has become a serious issue that challenges LV’s success in the future
Words: 4131 - Pages: 17
