The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0959-0552.htm IJRDM 33,4 256 The nature of parenting advantage in luxury fashion retailing – the case of Gucci group NV Christopher M. Moore and Grete Birtwistle Division of Marketing, Glasgow Caledonian University, Glasgow, Scotland, UK Abstract Purpose – Examines the application and nature
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Table of Contents 1. Executive Summary……………………………………………………… 2 2. Company Overview………………………………………………………. 2 3. Target Country Analysis………………………………………………… 3 3.1 PESTLE Analysis of Target Country……………………………… 3 3.2 Potential Market Analysis…………………………………………... 4 4. SWOT Analysis……………………………………………………………. 6 5. Marketing Objectives / Targets………………………………………… 9 6. Marketing Strategy……………………………………………………….. 9 6.1 Market Segmentation………………………………………………... 9 6.2 Target Market………………………
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European Entrepreneurship Case Study Resource Centre Sponsored by the European Commission for Industry & Enterprise under CIP (Competitiveness and Innovation framework Programme 2007 – 2013) Project Code: ENT/CIP/09/E/N02S001 2011 Noir / Illuminati II (Denmark) Benoit Leleux IMD International This case has been prepared as a basis for class discussion rather than to illustrate either the effective or ineffective handing of a business / administrative situation. You are free: to copy, distribute
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NOTE ON KERING AND LVMH LEADING EUROPEAN FASHION AND LUXURY GOODS COMPANIES: FINANCIAL COMPARISONS | Revenue, €m | 5-year revenue growth | Operating margin | ROE | ROCE+ | Prada SpA | 3,587 | 130% | 26.2% | 23.4% | 31.7% | Salvatore Ferragamo SpA | 1,258 | 103% | 17.4% | 41.1% | 46.7% | Burberry Group plc | 2,936 | 97% | 18.9% | 27.7% | 34.4% | Hermes International SCA | 3,755 | 96% | 32.4% | 28.0% | 42.3% | Kering SA | 9,748 | (28%) | 13.4% | 8.2%* | 8.5% | LMVH | 29,149 | 71%
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Competitive advantage at Louis Vuitton and Gucci Using the VRIO Framework, we can test resources for their ability to contribute to competitive advantage. | Valuable? | Rare? | Costly to imitate? | Organized? | Competitive implications | Notes | Brand | | | | | Sustainable competitive advantage | Crucial –sets one company apart from the other. | Designer | | | | | Sustainable competitive advantage | Crucial to have a well-known designer, with skills and creativity. | Range of
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U.S. had a recession, and Asia (Japan) had an earthquake (Max Colchester, Wall Street Journal, July 29, 2011),(Melendez, 2011) Because of these problems luxury brand products should have been affected an lost sales in the world market. However, LVMH reported a 20% sales increase from the last quarter of the year, Gucci increased 22% in sales reported last week (Christina, 2012). This is the opposite of what we would have expected. The increase in sales of global luxury brand in the market shows
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Master of Business Administration Program (Major: Marketing) Fall 2007 KYUNG HEE UNIVERSITY Seoul, Sth Korea International Exchange Program (Major: International Business) Work Experience Dec’12-YTD LVMH (MOËT HENNESSY – LOUIS VUITTON), Industry: Luxury Marketing Dept: Brand Manager DOM PÉRIGNON & KRUG Mission: 1) Development of long-term Marketing strategy to drive sustainable growth and achieve the
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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
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INTRODUCTION Background in Brief: Coach was first established in 1941, as a small family run leather goods manufacturing business. Over time Coach became recognized as a premium brand that provided superior quality leather goods in classic styles and in the 1980`s it opened exclusive Coach retail stores. Coach was sold to Sara Lee in 1985 and experienced rapid expansion. Coach`s product portfolio was expanded to include, accessories, luggage and briefcases and many more exclusive Coach stores and
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COMPETITIVE RIVALRY WITHIN THE INDUSTRY: MODERATE The competitiveness in the industry can be qualified as relatively high, but given the high margins and the customer’s perception about the price, the competition is not on price, but rather on quality and image perception, as well as on the ability to attract the right designers with right abilities. v LV has gained many rivals in the luxury brand industry such as Versace, Hermes, Burberry, Chanel, Prada, Gucci, Versace, Hermes and so on. v We
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