McKinsey Consumer and Shopper Insights June 2012 Standing Tall: Japan’s Resilient Luxury Market Brian Salsberg Naomi Yamakawa Photograph: Abbie Chessler 2 In the immediate aftermath of the tsunami‚ earthquake and nuclear disaster that hit Japan last year‚ killing 19‚000 people and battering the nation’s already shaky confidence‚ it was hardly surprising that people didn’t feel like shopping. At the time‚ the conventional wisdom was that such restraint was likely to last. People would
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Project title: Louis Vuitton Value Chain Case 2 Class : CL- mec-yf 13 Student: George Dulvara Number of characters (including spaces‚ footnotes‚ end notes and text boxes): 16947 Date: 16/04/2013 Signature _____________________________ Table of Contents Summary 2 Introduction 3 Motivation 3 Research question 3 Interpretation 3 Scope 3 Method 3 Analysis of Louis Vuitton Value Chain 4 Louis Vuitton Supply Chain 4 Value Chain 5 LEAN MANAGEMENT 6 Future development
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2. What might have accounted for Shanghai Tang’s unsatisfactory early results in building a global luxury brand? What could they or should they have done differently? 3. What strategies did they use to promote the brand? What worked and what didn’t work? How did they expand the brand? Was it a good strategy? 4. How has Shanghai Tang positioned itself relative to other luxury brands? How might that improve? Is it important to be brand positioned relative to competitors? A Luxury good
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making numerous acquisitions. Describe the strategy is being used here? Discuss why you agree or disagree with this type of strategy. If you disagree‚ what alternative tactics would you use? Actually Mr. Bernard Arnault‚ one of the richest men in the world who took control of LVMH in 1990‚ has been snapping up luxury brands during past two decades one after another. He has build LVMH into a luxury good empire by conducting a selective acquisition strategy with which I agree. Now LVMH has more than
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1) How does luxury consumption in Japan differ from in other countries ? I guess the main difference is the fact that Japanese people consume luxury in mass. Or at least‚ they did. Indeed‚ Japan is the first and only mass luxury market. This behavior finds its origins in the need of showing their identity and self-worth‚ and they do it by wearing luxury products. In fact‚ as there is not much space and lots of traffic jams there‚ the Japanese can’t build huge houses and own many cars‚ as we‚
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LVMH’s Diversification Strategy into Luxury Goods The problem After the case and readings the problems of LVMH there are several problems such as the declining demand for luxury goods because it is linked to political events‚ situation and social trends. (After the attacks of 9/11 an impact on luxury goods has dropped and had automatically an impact on LVMH sales) Secondly luxury products are easy to counterfeit‚ some countries such as china‚ turkey‚ and other still have to improve their
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product line by applying the craftwork and design of its leather to small leather goods such as purses and wallets‚ and to its whole luggage line. The monogram canvas was redesigned to fit the new range of products. (p.3) Started their first ad strategy in the 60’s by giving bags to celebs. (p.3) By the mid 70’s the brand had become the world’s biggest luxury brand in terms of market share. The owner of the brand (The Vuitton-Racamier family) had focused on building mainly a Japanese clientele
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3/4/13 Attitudes Towards the Concept of Luxury: an Exploratory Analysis by Bernard Dubois and Gilles Laurent Attitudes Towards the Concept of Luxury: an Exploratory Analysis Bernard Dubois‚ Groupe H.E.C. Gilles Laurent‚ Groupe H.E.C. [ to cite ]: Bernard Dub ois and Gilles Laurent (1994) ‚"Attitudes Towards the Concept of Luxury: an Exploratory Analysis"‚ in AP - Asia Pacific Advances in Consumer Research Volume 1‚ eds. Joseph A. Cote and Siew Meng Leong‚ Provo‚ UT : Association for Consumer
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1204 Week 5 paper 9-25-13 The three basic strategies utilized by companies engaging in international business are the global strategy‚ the multi-domestic strategy‚ and the transnational strategy. The differences in these three strategies can be beneficial or detrimental to a company depending on its type of business‚ and these three strategies are evident when examining many well-known companies worldwide. A company pursuing a global strategy sacrifices responsiveness to local necessities
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should be designed to fit the business strategies and objectives” Dynamism is increasingly becoming a feature of the business environment‚ so what can businesses do to attain and sustain a competitive advantage? They need to set out clear goals and objectives and then ensure that all internal processes and activities are designed in a manner to attain these goals and objectives. Furthermore‚ some of these practices should be linked directly to their strategies. One such is Human resource management
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