Eastern Europe US 6 5 4 3 Western Europe 2 Other Asia Pacific China 1 2006 2011 0 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Global spirits volume growth Cognac volume growth © Euromonitor International SPIRITS: LVMH MOËT HENNESSY LOUIS VUITTON SA PASSPORT 19 Volume sales '000 litres % y-o-y volume growth Absolute volume growth, '000 litres % CAGR 2011-2016 MARKET AND CATEGORY OPPORTUNITIES Emerging economies driving growth Global cognac volumes are
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Table of content: Executive Summary 03 Introduction: What really is CAROLL 03 Main Body of the Report 04 The 3V’s Analysis 04 The Value Chain Analysis 04 The SWOT Analysis 05 The Positioning Matrix 05 Boston Box Matrix 06 Chinese Market Audit 07 Ansoff Matrix 08 Porter’s 5 forces 08 Chinese Customers 09 Chinese Competitors 10 My Strategy 11 More explanation
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sk a friend what he would buy if he had a bigger bank account and he might rattle off a list that includes a limited-edition sports car, a round-the-world trip or a million-dollar beachfront home. Goods by Gucci, however, top the lists of luxury brand lovers. That's according to an online survey conducted late last year by The Nielsen Company, a market research firm. It asked 25,000 consumers in 48 countries which luxury brand they would buy if money were no object. Besides Gucci, respondents
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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
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There is a simple saying” the challenges and opportunities are co-existed”. As a new manager, he shall find out what the major challenges and the most valuable opportunities in the chaos, to lead the company into an industry from the right road towards the right direction. Since 2008, the finance crisis has made the whole world economy completely different. The rate of unemployment keeps quite high in most of developed countries, the price of real estate dropped to the historical low in America
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The impact of tariffs on overseas purchase of Chinese consumers Introduction Currently, Chinese consumers have become the largest nationality in terms of luxury spending worldwide. However the biggest problem in the Chinese luxury market is that Chinese consumers make most of their purchases overseas. Bain & Company's China luxury market study (2014) demonstrates that Chinese consumers contribute to more than one third of global consumption of luxury goods, which is nearly 380 billion RMB
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Case Study: L'Oreal in China Allen Cha 1a) In a short time, the young Chinese cosmetic market has become quite saturated with numerous firms. In order for Yue Sai to position its brand effectively, it has to draw upon unique strengths that others do not have. Madam Yue-Sai created Yue Sai with the aim “to create, produce and sell the very best beauty and skincare products that we can offer to Asian women and to the world…” The company started under her belief that the Chinese women had different
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-luxury stores are becoming hybrid institutions, embodying elements of both art galleries and museums, within a context of exclusivity emblematic of luxury - Participants take note of the company’s sleekly elegant architecture, interior design, and adroit use of lighting that are modelled after those of museums housing world-class exhibits. The store’s merchandize is artisanal, often produced in collaboration with artists. Objects for sale are displayed alongside actual art, rendering both products
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The Leading Luxury Brands 2008 Creating and managing brand valueTM The top 15 luxury leaders in 2008 Lessons from the leading luxury brands What is the future for luxury brands? The Leading Luxury Brands 2008 Introduction In marketing folklore, luxury brands were said to be immune to economic downturns. Their audience of über-wealthy loyalists meant they remained protected during tough economic times. Furthermore, as the global economy prospered, luxury brands attracted new segments
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Table of Contents Executive Summary 3 Industry Success 3 Coach Strategy 3 Company and Industry Overview 4 Company Overview 4 Industry Overview 5 Apparel and Accessories Industry 5 Luxury Products Industry 5 Michael Porter’s five forces model 8 Competitive Force 1: Rivalry among Competing Sellers (Moderate) 9 Competitive Force 2: Threat of New Entrants (Low-Moderate) 9 Competitive Force 3: Threat of Substitute Products (Moderate-High) 10 Competitive Force 4: Bargaining Power of Suppliers
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