...What Is Next in Air Care Scent Trends? Article | 18 Aug 2011 Fragrance developments have moved air care from the functional to the emotional, but what does that mean for future trends in scent? Air Care No Longer a Cover Up Not so long ago, the primary if not only function of air fresheners was to mask unpleasant odours, but clever marketing over the last decade has brought a complete change in consumer perceptions of the category's purpose. As home care manufacturers came to recognise the competitive advantage of offering new and unusual fragrances in their ranges in order to drive sales, scent innovations brought about more experiential and complex fragrances, resulting in a shift in focus for the entire air care category. Consumers no longer turn to air care products only when there are nasty smells to be removed or masked; they now buy into the category when they want to enhance the environment in their homes. A category that once could have been considered almost a commodity used only out of necessity has been subtly transformed into a category deeply connected to consumers' emotions. The scent of success Although one of the most expensive ingredients in any home care product, fragrances are worth manufacturers' investment in terms of time and money as they are extremely important to a product's success. A unique scent can be a powerful differentiator, giving a product the edge in an otherwise saturated market. Fragrance is a crucial factor in the consumer's final...
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...family of Greek silversmiths. To sum it up, Bvlgari practices quality, excellence and glamour as the company’s brand value (us.bulgari.com). Figure 1: “Eccentric Charisma” 2010 F/W Bulgari Advertisement Campaign photographed by Mert Alas and Marcus Piggott. To understand the context of ‘Eccentric Charisma’ the Bvlgari Fall Winter advertisement campaign, this paper will first briefly look into the background of Julianne Moore and the photography styles of the photography duo Mert Alas and Marcus Piggott. Julianne Moore is a 49-year-old Hollywood celebrity with Oscar nominations in her credits. She is chosen to represent the style and personality of a Bvlgari woman, a choice inspired by her timeless charisma, which transcends the trends and myths of the moment to earn her a place not only in the history of cinema but also of feminine elegance (Benzinga, 2009). “We like strong, confident women, we like sexuality in a very sensual way—not at all vulgar. We hate vulgar.” Marcus Alas said in a 2004 interview (adweek.com, 2004). Mert Alas and Marcus Piggott are partners in the professional world of fashion photography and have made their significant mark through highly retouched, luminous and strong composition photography styles. “Publicity starts by working on the natural appetite for pleasure, something that is real. It does not, however, offer the pleasure as it is. Rather it promises happiness, happiness gained by being envied by others, and this is glamour” (Berger...
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...The History of Ralph Lauren Ralph Lauren is one of the biggest designers in the world. Ralph Lauren formally known as Ralph Lifshitz was born in 1939 in the Bronx, New York to Jewish parents from Eastern Europe. He changed his name because growing up he was made fun of because of his last name. Ralph worked as a salesman for Brooks Brothers and at Beau Brummell, a necktie purveyor. Ralph gained his background in men's wear by working for Datrian Riser. Ralph received a $50,000 loan to start his men's tie line. The original RL cooperation was launched in 1967 as a men's tie company which he sold out of a draw in the Beau Brummell showroom in the Empire State building. In 1967 Neiman Marcus and Bloomingdale’s started to buy his ties to sell in there department stores where he was able to make $500,000 in sales his first year. By 1969 he opens a boutique in the Bloomingdales department store. 1 In 1971 Ralph Lauren launched his first women's collection of apparel inspired by designing clothes for his wife he called this collection Polo by Ralph Lauren. Later that year he opened his first store in Beverly Hills, California. He released a women suit line where he first introduced the polo logo which he placed on the cuff of the suits. The logo consists of an outline of a polo player sitting on top of a horse which is now recognized all over the world. Shortly after he released his famous short sleeve polo shirt with the logo on the upper left in 1972 in 24 colors (some of the colors...
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...Brand Audit Part I Victoria’s Secret A. Company: Victoria’s Secret Inc. is the largest American retailer of women’s lingerie and the largest subsidiary of Limited Brands. The company sells lingerie, as well as other apparel, footwear, fragrances, and cosmetics. Founded in 1977 by Roy and Gaye Raymond, their first store opened in San Francisco, California and are currently headquartered in Columbus, Ohio, U.S, with current parent company as L Brands. The company has 1,149 stores including 1,098 stores in the US, 10 in the UK and 41 in Canada. Victoria’s Secret also has 304 franchised stores including 290 Victoria's Secret Beauty & Accessories stores, 13 Victoria's Secret International stores and one PINK International store. In 1983, for $1 million, Victoria’s Secret Inc. was sold to Leslie Wexner, who revamped the look of the company. Transforming a three store boutique into a 346 store retailer. In 1989, Victoria’s Secret Inc. executed an advertising campaign featuring for the first time in the company a ten-page insert that appeared in November issues of Elle, Vogue, Vanity Fair, Victoria, House Beautiful, Bon Appetit, New Woman, and People magazines. Later in the early 90s, Victoria’s Secret Inc. was under it’s current parent company, L Brands. They introduced the Miracle Bra, which was competing with Sara Lee’s Wonder Bra. In 2002 they introduced not only swimwear but a lingerie line, PINK, to target younger women. The Victoria's Secret Designer Collection...
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...ERASMUS Manon LAGARDE (20061333) Antoine PETERS (20061286) Helene PIED (20061239) ERASMUS Manon LAGARDE (20061333) Antoine PETERS (20061286) Helene PIED (20061239) Helene FOLEY Helene FOLEY BUSINESS STRATEGY BUSINESS STRATEGY Industry of French Luxury perfumes Industry of French Luxury perfumes ------------------------------------------------- Table of contents Executive Summary 3 I. Industry Overview 4 II. PESTEL Analysis 9 1. Economical& Social 9 2. Legal 12 III. PORTER 14 1. Rivalry among existing competitors 14 2. Threat of new entrants 14 3. Threat of substitute products or services 15 4. Bargaining power of suppliers 15 5. Bargaining power of buyers 15 IV. Individual Part – DIOR 16 1. Company Background 17 2. SWOT Analysis 19 3. Company Analysis 20 4. Competencies and resources of the firm 22 5. Conclusion and Recommendations 24 V. Individual Part - CHANEL 27 1. Company Background 28 2. Financial aspect 31 1. SWOT of the company 32 3. Company Analysis 33 4. Competencies and ressources 34 5. Conclusions and Recommendations 35 VI. Individual Part – Yves-Saint-Laurent 37 1. Company Background 38 2. SWOT Analysis 41 3. External Environmental factor 42 4. Competences and resources of the firm 42 5. Recommendations 43 VII. Bibliography 45 IX. Appendices 47 1. PESTEL 48 2. Survey 51 3. Results 52 ------------------------------------------------- Executive Summary ...
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...Establishment and recognition: 1909 through 1920s In 1909, Gabrielle Chanel opened a shop on the ground floor of Étienne Balsan's apartment in Paris—the beginnings of what would later become one of the greatest fashion empires in the world.[1] The Balsan home was a meeting place of the hunting elite of France and the gentlemen brought their fashionable mistresses along, giving Coco the opportunity to sell the women decorated hats. During this time, Coco Chanel struck up a relationship with Arthur 'Boy' Capel, a member of the Balsan men's group. He saw a businesswoman in Coco and helped her acquire her location at 31 Rue Cambon in Paris by 1910.[1] There was already a couture shop in the building, and so Coco was not allowed in her lease to produce couture dresses.[1] In 1912, Coco Chanel opened her first millinery shop in Paris and in 1913, Chanel introduced women's sportswear at her new boutique in Deauville and Biarritz, France. Chanel's designs tended to be simple rather than opulent in look. She detested the fashions of women who came to these resort towns.[1][3] World War I affected fashion. Coal was scarce and women were doing the factory jobs that men had held prior to the war; they needed warm clothing that would stand up to working conditions. Chanel fossella's designs from this era were affected by the new idea of women's sports. During World War I, Coco opened another larger shop on Rue Cambon in front of the Hôtel Ritz Paris.[1] Here she sold flannel blazers, straight...
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...Yves Saint Laurent Brand Analysis Moriah Lutz-‐Tveite FASH 503 September 19, 2011 Lutz-‐Tveite 2 Table of Contents Executive Summary p. 3 Brand Introduction History of the Company Brand Description Mission Statement Brand Portfolio Products and Services Offered Financial Statistics Management Practices Brand Portfolio and Map Brand Portfolio Brand Concept Board Product Development Retail Strategy Marketing Analysis 4 P’s Ideal...
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...Valentino’s identity is generally defined as elegant, feminine and luxurious. What emerged from primary research is that Valentino is mostly recognized for its Italian craftsmanship and high quality, its timeless products that are characterized by chic and sensual details. The brand’s main symbol is the deep red color it is associated with, also called Red Valentino. 3. TARGET CUSTOMER 3.1. Customer Profile Valentino is predominately female focused, indeed the main customer profile is identified as a women who earns a huge amount of money or is genuinely rich and aristocratic. The brand’s target market is vast with its Ready-to-wear line targeting customers between 25-35 years old. The presence of different product ranges, such as fragrances and jewelry, gives Valentino the chance to...
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...under the name “Chanel Modes”. Three years later, a new boutique that sells jersey material sportswear items was opened. Her first couture house opened in Biarritz, France in 1915 which brought big success to the brand. Chanel sold much more than clothes. Chanel Number Five was unveiled in 1921 and it remains a classic fragrance today. Marilyn Monroe was a promotional model for the perfume. In an interview she was asked what do you wear to bed? She said, “Chanel Number Five.” “Endorsed by a plethord of stars including Nicole Kidman, Catherine Deneuve, and Gisele Bundchen a bottle of Chanel number five is sold every fifty-five seconds” (“1921 Chanel N°5.”). “A women who doesn't wear perfume has no future”, said Chanel. Furthermore, in 1924, Chanel made a deal with the Wertheimers to create the corporate entity,”parfumes Chanel.” The brand’s makeup collection launched in 1924. It consisted of lip colors and face powders. Chanel traveled to Scotland a lot and on one of her trips she discovered tweed in the same year. This material was her favorite to work with. Tweed, a tough masculine fabric, was in her suits in a photograph that dates back to 1906 taken on a summer afternoon in Vinchy. She made them for the working women that wanted to be fashionable while their husbands were fighting in WW1. Later, Chanel went to Hollywood to design clothes for the leading stars on the silver screen. Chanel’s was getting to the highest point in her fame with hiring 4,000 employees owning a total...
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...INDUSTRY REVIEW REPORT SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREEOF BACHELORS OF BUSINESS ADMINISTRATION BY: T. Samuel (1211643) Yash Singh Dabi (1211646) Aakriti Tyagi (1211647) UNDER THE GUIDANCE OF Prof. Nagendra Nayak Department of Management Studies CHRIST UNIVERSITY BANGALORE 2013 DECLARATION We, T.Samuel Pongen, Yash Singh Dabi and Aakriti Tyagi hereby declare that the industry review report on the performance of the FASHION INDUSTRY with specific reference to Chanel, Tommy Hilfiger and Burberry submitted to Christ University, in partial fulfilment of the requirements for the award of the Degree of Bachelor of Business Administration is a record of original and independent research work done by us during 2011 – 2012 under the supervision and guidance of Prof. Nagendra Nayak Department of Management Studies and it has not formed the basis for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other similar title of recognition to any candidate of any University. DATE: FEBRAUARY 2013. COMPILED BY: T.Samuel Pongen (1211643) Yash Singh Dabi (1211646) Aakriti Tyagi (1211647) Acknowledgement We would like to express our profound gratitude to all those who have been instrumental in the preparation of this Entrepreneurship Development Report. We wish to place on records, our deep gratitude to our project guide, Prof. Nagendra Nayak, for guiding us through this project with...
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...identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-07-26 INTRODUCTION In the summer of 2010, Elie Saab, owner and chairman of ELIE SAAB (ES), was meeting with the company’s managing director, Chucri Cavalcanti, to discuss the company’s strategic goals and marketing strategy for the next five years. The primary goal was to grow the brand in new and existing markets while maintaining the brand’s exclusivity and position as one of the few remaining established brands in haute couture.1 Much of the company’s success in the previous five years was attributable to its rapid growth in the ready-to-wear (RTW) product line, as it became the company’s new line of business. Cavalcanti commented on ES’s success: “While revenues have been growing rapidly, 2007 showed a 27 per cent growth compared to 2006 and 2008 grew by a staggering...
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...Operating profit has progressively fallen throughout the years at FCUK from 33.6 million in 2005 then dropped over half in 2006 to 11.2million then again to 3.3million in 2007 and to 1.4million in 2008 and in 2009 began to make a loss of -6.9million.this could be due to difficult retail environments in all of the markets around the world despite the reduction in head office staffing and the closure of their northern European retail operations. FCUK’s net profit margin has fallen dramatically from 2005-2009 and is now making a loss. It was originally 12.65% back in 2005 which then fell to 4.55%in 2006. It then reached 1.37% in 2007 and 0.59%in 2008; finally in 2009 it began to have a negative net profit margin of -2.78. Net profit margin tells you what percentage of a pound the company is making in profit. This therefore meaning they were making a loss, this could possibly due to their brand image remaining the same and not adjusting to changes in the fashion industry making their customers lose interest. This is really poor, especially as the industry average for net profit in the fashion industry was 7.98%. However, over the 5 year time period, asset turnover has been relatively stable. Asset turnover is the number of times they’re turning over their resources. Their asset turnover was 2.2 times in 2005, 1.95 times in 2006, 2 times in 2007, 2 times in 2008 and 2.4 times in 2009. In 2013, asset turnover reached 3.1 times. This is a good figure because French Connection are making...
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...Extension in the Fashion Industry This case was the overall winner of the 2007 European Case Clearing House Awards This case received the 2006 European Case Clearing House Award in the category “Marketing” 01/2008-4948 This case was written by Vadim Grigorian (INSEAD MBA 2000) and Pierre Chandon, Assistant Professor of Marketing at INSEAD, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. We thank Maurizio Marchiori, Antonella Viero, and Giovanni Pungetti from Diesel SpA for their help and support. Copyright © 2004 INSEAD N.B.: TO ORDER COPIES OF INSEAD CASES, SEE DETAILS ON BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. It was the end of summer 1998. In less than a month, the first StyleLab catwalk fashion show would be held in London. Renzo Rosso needed to make tough decisions about the branding strategy of this new line and he needed to make them fast. StyleLab was the new upscale product line of Diesel SpA, the Italian casual wear company famous for its cult Diesel jeans and controversial advertising. One of the fastest-growing fashion companies of the 1990s, Diesel was No. 2 in the jeans industry in Europe and had high expectations for StyleLab. StyleLab was designed to exploit growth opportunities in the emerging luxury segment of the casual wear market, competing with the likes of D&G (from Dolce & Gabbana) and Miu Miu (from Prada). It was also seen as a way to counteract...
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...The Burberry business model: creating an international luxury fashion brand Christopher M. Moore and Grete Birtwistle Introduction The viability, or otherwise, of a fashion brand is dependent upon the efficacy and appropriateness of the decisions of those responsible for its management. There are numerous examples of brands that have prospered and/or withered as a result of the business models that management have deployed in order to achieve their strategic (or not so strategic) objectives. Gucci, the Italian luxury brand is a case in point. In the 1950s the brand enjoyed significant success. It was the status brand of choice for Hollywood film stars and European royalty. However, just over a generation later, the brand suffered a loss of cachet and the once profitable business made significant losses. The adoption of a business strategy (which sacrificed management control over product development and distribution in favour of seemingly indiscriminate licensing agreements), undermined the credibility of Gucci as an exclusive and aspirational fashion brand (Jackson and Haird, 2003). Tom Ford’s arrest of Gucci’s decline in the 1990s has been well documented (Moore and Fernie, 2004), and has been attributed to his adoption of a business model that maximised internal controls with respect to product sourcing, brand communications and distribution. Ford’s legacy has been the implementation of an integrative business model which maximised “back-end synergies” in relation to logistics...
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...VIDEO on FT.com Lionel Barber, Martin Wolf and Vanessa Friedman interview leading figures at the FT luxury summit in Monte Carlo FT.com/luxury-video SPECIAL REPORT | Monday June 15 2009 www.ft.com/business-luxury-2009 Slimming all the rage as belts tighten Haig Simonian investigates the problems faced by luxury goods conglomerates in the current market F or years, equity analysts urged Johann Rupert to spin off tobacco and turn Richemont, the company he chairs and controls, into a “pure play” luxury goods group. In 2008, the independently-minded Mr Rupert finally took heed and returned Richemont’s stake in British American Tobacco to shareholders, leaving his group focused on Cartier jewellery, Montblanc pens and much else. Today, some of the same pundits are regretting the loss of those high and stable BAT dividends, as the world’s luxury goods industry struggles with its biggest challenges in decades. Demand has tumbled virtually across the globe with no clear sign of recovery. Manufacturers from LVMH Möet Hennessy Louis Vuitton, the world’s biggest luxury goods group, to Italy’s Bulgari, find themselves saddled with stubbornly high costs, leaving little room for manoeuvre. Even beauty has proved vulnerable, contrary to the common claim, as figures for L’Oréal and others show. On top of the market problems, the sector faces tough secular change. Globalisation has put a premium on size – but sheer mass risks diluting the exclusivity that is luxury groups’ key...
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