LUXURY BRANDS AND STANDARD POPULATION Introduction. First Part: The industry of the luxury. 1 - History of the luxury 2 - General characteristics of the luxury. 3 - Principal actors of the luxury. Second Part : luxury brands and general public. 1 - Identity of brand 2 - Communication of the luxury brands. Targets Positioning Strategy of the means 3 - Luxury and general public Conclusion Bibliography Webography Appendices Introduction One can describe as luxury all that
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BURBERRY FASHION HOUSE [pic] EXECUTIVE SUMMARY: This report is on Burberry fashion house which is a leading fashion house in UK. The project discusses the formulation of strategies for the working of the organization. The formulation includes the company’s mission‚ vision‚ the environmental and organizational auditing. The strategic planning is being discussed in detail which consists of the competition‚ planning systems‚ strategic planning issues and the techniques. The selection
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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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LMVH in China: building its empire of desire 1. Why is LVMH so successful in China? In my opinion LVMH is so successful in China first of all because their prices and glamorous prestige is reflected onto its customers and the Chinese luxury customers value being recognized as wealthy elites having a high social status. Secondly‚ ever since their opening LVMH had an exclusively unique heritage and craftsmanship‚ that made the brand so attractive for the customers. Another reason why the Chinese
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tradition to create an authentic‚ yet altogether more contemporary luxury offering. Since its reinvention‚ Burberry ’s equity has only increased‚ both in awareness and in meaning‚ that meaning now being relevant to a much broader audience. 3.2.2 Brand Position Burberry under Bravo repositioned as a distinctive luxury brand with a clear corporate strategy aiming to broaden its appeal to new customers while retaining its traditional clientele. The reposition included • A highly distinctive advertising
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CUSTOMER ATTRACTION By Ivanova Evgeniya Moscow 2013 CONTENTS 1.1.Getting to know luxury 5 1.2.The global market of luxury goods 9 1.3.Methods of customer attraction 11 2.1.Burberry 19 2.2.Gucci 21 2.3.LVMH 24 Introduction What exactly do we mean by " luxury"? Most of us are able to recognize a luxury product‚ but we are unable to define the specific characteristics that contribute to the concept of luxury. This is because our perception
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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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international important awards. This is due to “its great history and British heritage”. 1.1.3 Competition Since the early 1920’s‚ Burberry has remained as a symbol of both luxury and durability‚ which has drive Burberry to its current market position. According to Bravo‚ “Burberry focused on a particular price point and a particular bracket”‚ “We knew we didn’t want to be cutting-edge fashion; that was too tough‚ too rarified‚ too frickle‚ and
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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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business executives. March 2014 Harvard Business Review 43 HOW I Di D IT A FOCUS ON LUXURY üijfsi m M iiina Raises its stake in Gucci Group to 67.6% Pinault has streamlined the conglomerate he took over in 2003 to concentrate on luxury and sport brands. 2003 Acquires 42% of Gucci Group Acquires Bouciieron Acquires Alexander McQueen Raises its stake in Gucci Group to 53.2% Acquires Yves Saint Laurent Acquires Bottega Véneta Acquires 70% of Sergio Rossi Launches Stella McCartney in a joint
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