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Hermes Strategic Analysis

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Analyse stratégique de l'entreprise Hermès

|FORCES |FAIBLESSES |
|Position sur le marché |
|L’historique |Conjoncture |
|Thierry Hermès fonde en 1837 sa manufacture de sellier harnacheur à |Hermès doit faire face à la contrefaçon de plus en plus accrue, les |
|Paris: conçoit, fabrique et vend des produits de luxe. |marques de luxe sont très copiées. Cependant, le groupe souffre |
|L’évolution |moins de la contrefaçon que ses concurrents car sa signature est |
|A la fin du XIXeme siècle, Hermès met en place d’un réseau mondial |discrète. |
|et l’apport de nouveaux métiers insuffle un nouvel élan à la Maison.| |
|Aujourd’hui les produits Hermès sont présents dans plus de 40 pays |Concurrents |
|et œuvre dans 14 domaines. |Le marché du luxe est atomisé, il y a une augmentation du nombre |
| |d’acteurs. En effet, un nombre importantts de stars et top-modèles |
|Le particularisme de l’offre et de la demande |cherche à établir leur propre marque. La maison Hermès doit être |
|La demande supérieure à l’offre. Hermès offre la possibilité à ses |particulièrement innovante et se développer rapidement si elle |
|clients de passer des commandes exceptionnelles, sur mesure. |souhaite conserver sa place sur le marché. |
| | |
|Les barrières à l’entrée | |
|De ce fait, les barrières à l'entrée dans le monde du luxe sont | |
|élevées pour les jeunes créateurs qui souhaitent tenter leur chance.| |
|Car le marché est dominé par quelques « géants. | |
| | |
|( Positionnement unique du groupe : | |
|Hermès a façonné un modèle unique au monde d’artisanat de luxe à | |
|grande échelle, sans industrialisations ou délocalisations. | |
|Fonctions globales |
|NOTORIETE & IMAGE |
|- La marque se distingue par son positionnement de spécialiste |- L’image « classique » de la maison Hermès peut apparaître comme un|
|français et artisanal. |manque d’innovation. |
|- L’entreprise bénéficie d’une très bonne notoriété et d’une | |
|excellente image grâce à une bonne communication. | |
|RECHERCHE & DEVELOPPEMENT |
|- La marque recèle encore d'un potentiel de développement important |- La R&D a un coût important, c’est également une course à ne pas |
|en termes de produits ou d'expansion géographique. |perdre face au concurrent. |
|- La recherche est une priorité, notamment dans le domaine de la | |
|parfumerie. | |
| | |
|PRODUCTION |
|- Hermès ne fait pas appel à des fournisseurs extérieursur : le | |
|groupe contrôle toute la chaine de valeur. | |
|FINANCES |
|- L’entreprise Hermès finance le court terme grâce au long terme. |La trésorerie est en baisse mais elle reste cependant positive. |
|- En 2007, Hermès réalise un CA de 16,25 milliards d’euros, il est | |
|en hausse par rapport à 2006. Le groupe fait preuve d’une bonne | |
|gestion de l’entreprise. | |
|- Grâce à une forte demande dans l’ensemble des métiers du groupe, | |
|Hermès poursuit sa croissance. | |
|GESTION DES RESSOURCES HUMAINES |
|- Le groupe emploieoi aujourd’hui 7455 personnes dans le monde, dont|- La profession d’artisan suscite des vocations, de moins en moins |
|439 nouveaux emplois en 2008. |présentes. |
|- Mise en place d’animation interne et de formation afin de | |
|continuer à initier et à encourager les collaborateurs : bonne | |
|entente entre les salariés. | |
|- La formation vise à soutenir la culture d’excellence de la marque,| |
|ainsi que transmission du savoir-faire. | |
|GAMME |
|Les activités de la maison Hermès se répartissent en 14 domaines : | |
|la maroquinerie, carré, cravate, vêtement, masculin et féminin, | |
|parfum, horlogerie, agenda, chapeau, chaussure, gant, émail, art de | |
|vivre, art de la table et bijouterie. | |
|LOGISTIQUE |
|CRM |
|- Très bonne gestion de la relation client. | |
|- Les vendeurs du réseau de distribution du groupe du monde entier | |
|onton participé à un programme de formation de l’école des marchands| |
|Hermès2. | |
|- Création de vraie relation, de confiance et privilégiée afin de | |
|fidéliser la clientèle. | |
|STRATEGIE EXISTANTE |
|- Hermès misant sur sa réputation d’excellence, veut répondre à la | |
|demande du client en adoptant une stratégie de globalisation, et en | |
|privilégiant la production artisanale. Hermès souhaite promouvoir | |
|ses produits en maintenant une politique de l’offre et non de la | |
|demande. | |
|Mix |
|PRODUIT |
|- Grâce à sa notoriété Hermès bénéficie d’une image d’artisan du | |
|domaine, et souhaite conserver ses codes lors de l’exportation de | |
|ses produits. | |
|- Les clients ont la possibilité de passer des commandes | |
|exceptionnelles dites « sur mesure ». | |
|COMMUNICATION |
|- Plusieurs types de communication : publicités dans la presse | |
|spécialisée, affichage par sélection géographique, catalogue, site | |
|internet. | |
|- Les points de vente sont mis en scènes de façon somptueuse. | |
|- Le budget de communication pour l’année 2008 était de 115 millions| |
|d’euros. | |
|RELATIONS PUBLIQUES |
|- Création de la Fondation d’entreprise en 2008. Elle intervient | |
|dans la création contemporaine, les arts plastiques, les arts de la | |
|scène et le design. | |
|- Création d’évènements (soirées, inaugurations..) et d’expositions.| |
|PRIX |
|- Politique de prix élevés dans tous les pays en accord avec le |- Sensible au pouvoir d’achat |
|positionnement luxe. Ce qui donne à Hermès un pouvoir de négociation| |
|élevé et ce qui lui permet d'augmenter les prix chaque année. | |
|DISTRIBUTION |
|- Hermès dispose d’un réseau de point de vente, il distribue ses | |
|produits de manière exclusive c’est-à-dire par le biais de boutiques| |
|en propre. A l’étranger il s’agit de succursales ou de concessions | |
|- Il existe pas loin de 265 magasins exclusifs dans 40 pays dont 103| |
|magasins en Europe. | |

I. Forces et faiblesses d’hermes

Dans cette première partie nous analyserons les forces et les faiblesses d’Hermès France selon les fonctions stratégiques.

II. Diagnostic de synthese

Dans cette seconde partie nous analyserons les facteurs clés de succès et les risques à éviter.

|Facteurs clés de succès |Risques à éviter |
|- La marque Hermès est un gage de qualité et de rareté, le sigle H |- Se reposer sur ses « lauriers » : risquer de se faire distancer |
|et le logo sont connus et reconnus. |par les concurrents et de lasser sa clientèle par le manque de |
|( Produit/communication |créativité. |
|( Stratégie de niche |( Produit |
| |( Stratégie d’innovation |
|- Hermès se distingue par son positionnement de spécialiste du luxe | |
|« à la française » |- La diminution des investissements en termes de communication : se |
|( Communication |faire distancer par la concurrence. |
|( Stratégie de notoriété |( Communication |
| |( Stratégie de notoriété |
|- Notoriété mondiale et résiste aux effets de mode grâce au | |
|caractère intemporel de la marque. | |
|( Communication | |
|( Stratégie de notoriété | |
| | |
|- Politique de prix élevés dans tous les pays en accord avec le | |
|positionnement luxe. | |
|( Prix | |
|( Stratégie d’écrémage | |
| | |
|- Les activités de la maison Hermès se répartissent en 14 domaines :| |
|la maroquinerie, carré, cravate, vêtement, masculin et féminin, | |
|parfum, horlogerie, agenda, chapeau, chaussure, gant, émail, art de | |
|vivre, art de la table et bijouterie. | |
|( Produit | |
|( Stratégie de diversification | |
| | |
| | |
|- Hermès contrôle l’intégralité de la chaine de valeur, ce qui lui | |
|permet de proposer des produits d’excellente qualité. | |
|( Produit | |
|( Stratégie d’innovation | |

|TOTALISATION |
|Notoriété |3 |
|Innovation |2 |

III. Justifications

Les principaux axes de développement sont :

• Tout en restant sur un segment de luxe, de prestige, la Maison Hermès doit doper sa créativité : Hermès se doit d’innover si elle souhaite conserver sa place sur le marché du luxe, même si les dirigeants de la Maison se disent aborder la création des produits à leur façon et ne pas se positionner par rapport à la concurrence.

• Accentuer sa présence à l’international : Déjà très solidement implanté en France, sa terre d’origine et particulièrement bien implantée dans la zone euro, aux Etats-Unis et en Chine, la Maison Hermès souhaite consolider cette position et élargir sa présence sur le marché américain et asiatique, notamment en Chine avec l’ouverture de 4 magasins par an. Mais chercher également de nouveaux débouchés, vers les pays émergents, et développer une clientèle locale afin d’être moins dépendant des flux touristiques.

• Augmenter la capacité de production afin d’accentuer la croissance de la demande : L’objectif est d’atteindre 10% de croissance du CA, prévu chaque année, pour cela Hermès se doit d’améliorer sa productivité. La Maison Hermès se doit de respecter les objectifs de rentabilité qui est le gage de la pérennité et de l’indépendance du groupe.

Hermès met également en place d’autres stratégies, au niveau du diagnostic interne :

• Stratégie de croissance interne

- Stratégie de globalisation : Déjà fortement implanté au niveau mondial sur le continent asiatique, américain et européen, Hermès poursuit sa stratégie de croissance à l’international en s’implantant en Russie, avec l’ouverture de deux magasins à Moscou, et en accentuant sa présence sur le marché américain et asiatique (ouverture d’un deuxième magasin à New York dans le quartier des affaires, implantation dans le New Jersey, ouverture de nouveaux magasins en Chine, rénovation et ouverture de nouveaux magasins en Corée et au Japon)

- Stratégie de conquête : Conquérir un marché ou un segment de marché où on n’est pas encore. Ainsi, Hermès a racheté la société Soficuir, spécialisée dans les peaux exotiques, afin de proposer la meilleure qualité à ses clients.

- Stratégie de culture intensive : Développer les ventes en direction des clients actuels en les faisant acheter davantage. Hermès se positionne sur une création ambitieuse visant à toujours renforcer la richesse de ses collections afin de satisfaire au mieux ses clients, de les fidéliser et donc de les faire acheter plus, ou plus souvent.

• Stratégie de croissance externe (2ème semestre)

- Stratégie de coopération : La Maison Hermès s’est associée au chantier naval monégasque, avec le constructeur-designer italien, Wally, pour créer une nouvelle marque Why et s’implanter dans le monde du yacht de luxe.

- Stratégie de rachat : Hermès a racheté la société Soficuir, (segment maroquinerie) spécialisée dans les peaux exotiques mais également les chaussures John Lobb (segment prêt-à-porter), l’orfèvre Puiforcat ou encore la cristallerie Saint-Louis (segment bijouterie). Le groupe détient également 25% du capital de l’horloger suisse Vaucher Manufacture Fleurier (segment horlogerie).

- Stratégie d’alliance additive : Le groupe détient une participation de 35% dans le capital maison de couture Jean-Paul Gautier depuis 1999. Ce dernier a été choisi pour dessiner une collection femme.

Hermès conjugue des stratégies de croissance interne et externe et se trouve donc dans une stratégie globale de croissance mixte. Mais pour l’année 2009, comme le déclare le gérant du groupe, l’accent est surtout mis sur la croissance interne.
-----------------------
Eléments moteurs du Mix :

Produit et communication

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...Name: Billy (Management International Class 2013) Subject: Business Research method Student Number: B1024131009 Title: Capital Structure Effect on Indofood Financial Performance Problem Formulations: * How Indofood manages their Capital structure with their low cost carrier? * What are the Strategic Investment that the Indofood Company? * How was the Capital Flow of Indofood Company? * How was the Capital Structure affect the Performance and the profitability of Indofood? No. | Name of Researcher (Year of Research) | Tittle | Problem/aim of research | Methodology | Results | Company/Product | 1. | Sven-Olov Daunfeldt and Fredrik Hartwig, 2008. | What Determines the Use of Capital Budgeting Methods? Evidence from Swedish listed companies | Many methods can be used for Capital Budgeting that will affect the other variable such as leverage, etc. | Questionnaire was sent in 2005 and 2008 to the CFOs of all Swedish companies listed on the Stockholm Stock Exchange. From that we can conclude what determine it. | The total use of capital budgeting methods is lower in Swedish companies compared to U.S. and continental European companies | Companies listed on the Stockholm Stock Exchange | 2 | Patricia A. Ryan and Glenn P. Ryan, 2002. | Capital Budgeting Practices of the Fortune 1000:How Have Things Changed? | Prior studies spanning the past four decades show financial managers prefermethods such as internal rate of return or non-discounted payback models over......

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