LVMH and Luxury Goods Marketing 1. Bernard Arnault has built LVMH into a luxury goods empire by 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
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81 avenue de la République 75543 PARIS Cedex 11 Tél: 01 49 23 57 24 Fax : 01 49 23 57 41 E-mail : ccmp@ccip.fr Internet : www.ccmp.fr LOUIS VUITTON : New product introductions vs. product availability P0304(GB) Par Valérie MOATTI - Pierre DUSSAUGE HEC - ESCP EAP Intégration CCMP : 2007 Licence d’utilisation accordée à : Grenoble Ecole de Management Pour ce produit‚ l’établissement acquéreur est autorisé à : • Diffuser le produit à l’ensemble du corps professoral de l’établissement dans le but
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LVMH and Luxury Goods Marketing 1. Bernaud Arnault has built LVMH into a luxury goods empire by making numerous acquisitions. What strategy is evident here? LVMH or more specifically Bernaud Arnault wants luxury items to appeal to everyone‚ not just the wealthy and elite as in the past. The major issue in doing this is to keep the core luxury consumers‚ which means still keeping the product exclusive or exclusive feeling‚ while making the product available to a larger market. LVMH has used licensing
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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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GOVERNANCE STRUCTURE The Board of Directors is the strategy body of LVMH Moët Hennessy - Louis Vuitton SA. The competence‚ integrity and responsibility of its members‚ clear and fair decisions reached collectively‚ and effective and secure controls are the ethical principles that govern the Board. The key priorities pursued by LVMH’s Board of Directors are enterprise value creation and the defense of the Company’s interests. LVMH’s Board of Directors acts as guarantor of the rights of each
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LVMH: Diversification Strategy into Luxury Goods Strategic Issues By 2002‚ Moet Hennessy Louis Vuitton was the world’s largest luxury products company‚ enjoying annual sales of 12.2 billion euros. LVMH carries the most prestigious brand names in wine‚ champagne‚ fashion‚ jewelry‚ and perfume. Upon entrance of this luxury product industry‚ LVMH was aware that they produced products that nobody needed‚ but that were desired by millions across the world. This desire in some way fulfills a fantasy
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1. Country specific advantages are the advantages which can be captured by any producer in that particular country. For LVMH‚ which is originated from France‚ can benefit from some privileges of France: Country of Origin: ¡§Made in France¡¨ represents classics and quality so that people are loyal to the luxurious products manufactured in France. France is also a leading luxurious market worldwide which brings France reputation on high-end product. Good supply: Excellent and the best textiles
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LVMH 1) Strategic Position: They only have brands for the luxurious sector‚ they keep doing what they know. They do not venture out into brands that do not go under their aesthetic (They have “Star” Brands). Under the LVMH parent brand are strong brands‚ who can make their own decisions. They keep their brands separate from the LVMH. Value proposition: The drive for quality and high standard. Always up-to-date‚ expand brand online (nowness). Only group that has all luxury categories (but are cars
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Performance14 Appendix 6: PESTLE Analysis15 Appendix 7: SWOT Analysis16 Appendix 8: Evaluating industry Attractiveness and Competitive strength19 Appendix 9: A Nine Cell Industry Attractiveness-Competitive Matrix20 Appendix 10: Cross Business Strategic Fits20 Appendix 11: Evaluating the Strategy of a Diversified Company21 Appendix 12: LVMH’s Timeline of Mergers and Acquisitions24 9.0 REFERENCES25 1.0 Executive Summary The aim of this paper is to discuss the key strategic issues that LVMH face and establish
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yours truly for LV’s parent company‚ LVMH. It’s neither comprehensive nor perfect. It’s probably more waxing and idealistic‚ but you get the point. Ask questions in the comment section‚ and I’ll be sure to get back to you. LVMH Moet Hennessy Louis Vuitton (LVMH) – as traded on the Paris Stock Exchange (An ADR is available OTC in the US) Price (11/09): Market Cap: Dividend: Yield: 52 Week Hi/Lo: —– 74.90 EUR 36.7b EUR 1.60 EUR 2.14% 75.89/38.10 EUR LVMH Moet Hennessy Louis Vuitton is the world’s
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