valuable brands in the world with a vast product range‚ and an impressive portfolio of worldwide stores. In 2012 it ranked 51st in the FTSE 100 and had a market capitalisation of over 6.5 billion. Burberry’s main competitors are Armani‚ Coach‚ Polo and Gucci‚ their positioning is unique as it targets many different segments of the population such as twenty year old young professionals and 65 year old trench coat buyers with their vast and diverse product range including clothing and accessories and as
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differentiated (Kering Group Annual Report‚ 2012). Strength Support from Kering Group BV belongs to Kering Group‚ which is quite professional in running luxury brands. It has successfully been running some famous luxury brands in Britain‚ including Gucci‚ Alexander McQueen‚ Saint Laurent and so on (Kering Group Annual Report‚ 2012). With the sophisticated direction and sufficient financial support provided by Kering Group‚ BV has performed quite well in British market. Consistence of extremely high
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Over years‚ India’s tryst with luxury brands has changed gears. With high disposable incomes and a penchant for all things luxury amongst affluent Indians on the rise‚ the country is emerging as the next stopover for global luxury brands such as Gucci‚ Christian Dior and Versace. However‚ we must realize that Luxury marketing is a whole new ball-game altogether‚ both from the perspective of the marketer as well as the luxury consumer. It therefore becomes important to view it both in relation
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4. 2) SWOT Emporio Armani Perfume This second part of the situation analysis will focus on the Armani perfume SWOT : we describe the main strengths‚ weaknesses‚ opportunities and threats but not all the existing points because it would be too long and uninteresting. Strengths The brand image of Armani License exploited by L’Oréal : a very good promotional support A very dense distributive network Weaknesses License exploited by L’Oréal : is there a total control of the
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LUXURY MARKET OVERVIEW Luxury goods have more than the ordinary and necessary characteristics compared to other products of their category. Their characteristics can be divided into 6 parts Symbolism‚ Price‚ Extraordinariness‚ Rarity‚ Aesthetics and Quality. The global market size for the industry has been at a growth rate of 9% per annum. This trend has been seen in the market since 1995 till 2000. The luxury market took a hit from 2000 to 2004 when incidents like the September 11 and SARS epidemic
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1. Analyze the Marketing situation (5C’s) and compare Burberry’s market Positioning before Rose Marie Bravo arrived vs. the current (2003) positioning. 1.1 Marketing situation 1.1.1 Customers Before the arrival of Bravo to the company administration‚ Burberry customer base were those belonging to class A. By 1990’s its customer base was particularly older males and Asian tourists. When Bravo took office‚ her first worry was the repositioning of the brand and her priority goal was to attract
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European Luxury Sector - Investment Strategy and value creation of the European Luxury Firms Kim-Yann BREDOUX Arthur DAVID François THOMAS N.CROFT Summary Executive summary Introduction In a first time‚ it matters to define the concept of luxury‚ which isn’t a clear concept. It seems that luxury is something that people feel differently. There is no official definition of luxury according to the fact one or another perceives it differently‚ in terms of quality
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Compare Burberry’s market position relative to that of its competitors including Polo‚ Coach‚ Armani and Gucci. Is Burberry’s competitive position sustainable over long term? Why or why not? Burberry has positioned its brand in the minds of consumers to be “functional luxury.” Burberry maintains a product line with great width and depth consisting of many products. Their products fall into one of two main categories: fashion or continuity. Fashion products are designed to be responsive to fashion
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1.0 OVERVIEW OF THE CASE Overall‚ this case illustrates how the former Burberry Chief Executive Director (CEO)‚ Rose Marie Bravo who stepped in as CEO in 1997‚ has succeeded in revitalising and revamping the company to become more successful in term of profitability and marketability. This case was took place in year 2003 whereby Ms. Bravo had successfully turned around a fading company to a rejuvenated highly profitable company and had gained their competitive advantage in luxury brand after
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DE TERNAY Anastasia MORAR Crina XIA Xiaou ZERMANI Sihem Master 2 CPEI LVMH: Strategic Integration and Expanding Brand Dominance in Asia 1 1 http://fashionrules.com/wp-content/uploads/2009/03/lvmh.gif 1 Table of contents INTRODUCTION……………………………….…………………………………......…3 I. LVMH and its environment ……...…………………………..……….………………..3 A. The luxury market and it segmentation……………………...………….………………3 1. Analysis of the luxury market: « The luxury-goods industry »…..………………...3 2. Segmentation……………………………………
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