LVMH 2012 — ANNUAL REPORT BUSINESS REVIEW CONTENT — Group’s profile 03 06 09 10 11 CHAIRMAN’S MESSAGE FINANCIAL HIGHLIGHTS INTERVIEW WITH THE GROUP MANAGING DIRECTOR GOVERNANCE EXECUTIVE AND SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship
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MODULE TITLE: Strategic Management MODULE CODE: MAN4169M MODULE LEADER: Dr. Nikolaos Papageorgiadis DEADLINE FOR SUBMISSION: Tuesday, 30th April, 2013 TOPIC:Strategic Evaluation of Louis Vuitton STATEMENT OF AUTHENTICITY: I certify that this assignment is the result of my own work and does not exceed the word count noted below. PAGE COUNT: 24(Including Title Page) UB NUMBER:12017925 EXECUTIVE SUMMARY The personal luxury goods industry is one in which the luxury products created
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Regional Strategy Final Exam Professor Robles Jin Won Jeong Dec 12, 2014 1. Regional Strategy: According to the readings for session #1, a very few multinationals are truly global. a. What are the bases for the claim that most multinationals are regional? The primary bases for the claim that most multinationals are regional are first the extraction of revenue by many “global” multinationals is confined to a region as opposed to the entire world, and second the similar market environment
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2.0 Introduction With the rising number of retailers, it is becoming essential to have strategies that work not only in the retailer itself but also to help it survives from the competitors in the same market. The aim of this report is to find the best-suited strategies for Mulberry, which is struggling to stay and compete in the market. This report presents analyses used to evaluate the internal and external environment and positioning of the retailer in order to get the rationale behind the
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Table of Contents 1.0 CASE SUMMARY 1 2.0 PROBLEM STATEMENT 2 3.0 INDUSTRY ANALYSIS 3 3.1 Market Segmentation3 3.2 Target Audience3 3.3 Market Positioning4 3.4 Competitor Analysis5 4.0 COMPANY ANALYSIS 6 4.1 4P Analysis6 4.2 POD and POP Analysis10 4.3 Market Analysis10 4.4 SWOT Analysis12 4.5 PESTEL Analysis14 5.0 STRATEGIC ALTERNATIVES20 6.0 RECOMMENDATION23 7.0 ACTION PLAN24 8.0 CONTIGENCY PLAN28 9.0 REFERENCES28 1.0 CASE SUMMARY In recent years, modern customers are
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3 2.1 Economic Outcome of London 2012 4 2.2 Brazil- Getting Ready to Shine 4 2.3 Exploiting the Opportunity 4 2.3 Porters Five Force and PESTEL analysis 5 2.4 SWOT ANALYSIS OF THE BRAZILIAN LUXURY SECTOR 6 3.1 THE PLAN 7 3.2 OBJECTIVES OF THE PLAN 7 4.1 Justification Of The Plan 8 4.2 EXPERIENCE REALMS MODEL 9 4.2 THE BRAND IDENTITY PRISIM 11 5.1 PRICE AND PRODUCT 13 5.2 TIME FRAME AND LOCATIONS 14
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............. 3 2.1 2.2 3 DEFINITION AND PRICE SEGMENTATION ........................................................................ 3 LUXURY BRANDS AND THEIR POSITIONING ..................................................................... 5 ANALYSIS OF THE LUXURY WATCH INDUSTRY........................................................ 7 3.1 THREAT OF NEW ENTRANTS .......................................................................................... 9 Capital requirement ..................
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............. 3 2.1 2.2 3 DEFINITION AND PRICE SEGMENTATION ........................................................................ 3 LUXURY BRANDS AND THEIR POSITIONING ..................................................................... 5 ANALYSIS OF THE LUXURY WATCH INDUSTRY........................................................ 7 3.1 THREAT OF NEW ENTRANTS .......................................................................................... 9 Capital requirement ..................
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Pioneer or Dreamer? -- Analysis of the “Shanghai Tang: The First Global Chinese Luxury Brand?” case 1. Introduction According to the case “Shanghai Tang: The First Global Chinese Luxury Brand?”, Shanghai Tang was struggling for more than 18 years to be the first global Chinese luxury brand, but unfortunately, until today, Mr. David Tang, the founder of this brand, still has to face a lot of problems: international brand awareness, costumer approval, operation & marketing strategies
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Act prohibited DeBeers’ sales in United States（因为触犯反托拉斯法被禁止在美国进行商业活动）. Publically: A public relations nightmare(公关危机，DEBEERS为了掌控供应链，曾经支持反政府武装) Strategy focus: Supply-side. Controlling large portion of the diamond supply chain.（以往的战略更注重供应端） PEST ANALYSIS Political: () Before the Kimberley treaty, DeBeers was used by some factions to have an indirect control of some countries in conflict area. With time past, DeBeers bit by bit lose his absolutely control position. More and more diamond mining were
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