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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to take advantage of new opportunities. In this paper‚ the main focus is to evaluate the contextual challenges and opportunities to the strategic leadership of Marks and Spencer in the global competition. In addition‚ the comparison to H&M‚ Zara‚ Topshop and Uniqlo about the organization leadership will be mentioned. Fashion industry has been crowded by many big brand names and Marks and Spencer has struggled to maintain its leading position. Therefore‚ it is necessary to find out the most appropriate
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Retailer Case Study and Consumer Profile The retailer’s overview American apparel is an integrated quality high street retailer‚ clothing manufacturer and distributor operating more than 273 retail stores in 20 different countries. The brand was founded in 1989 by Dov Charney‚ an eccentric who made a brand which accentuated his personality‚ style and creativeness. It wasn’t until he re-launched and relocated the company (including the manufacturing) to Los Angeles in 1997 when American
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1. Introduction 1.1 Burberry was founded in 1856; originally focusing on producing ‘innovative functional outwear.’ Over the years Burberry has adapted to changing trends and tastes to suit the consumers wants and needs. Additionally the extension of their product portfolio‚ for example their perfume and accessories range‚ is a response to competition from leading brands such as Ralph Lauren and others. Burberry set out to create a luxury‚ premium brand image‚ however in recent years in Britain
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price competition in the market is drastic. This paper took French Connection as an example to evaluate its situation in the competition and give out suggestions. French Connection is an UK-based fashion retailer found by Stephen Marks in 1972. Positioning in the upper end of the mass markets‚ French Connection targets customers typically aged at 18-35. At present‚ it designs‚ produces and distributes branded fashion products covering apparel‚ beauty‚ accessories and footwear to more than 50 countries
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earn extra money by doing house hold task e.g. washing up‚ ironing but i have to tidy my room regularly. i think twenty pound is sufficient. Sometimes my dad will give me extra money to go shopping. when I go shopping I buy lots of clothes from topshop and some new shoes‚ but it is nearly Christmas so I am saving up for Christmas presents for my family. 2. no‚ i do not have a little job because i do not have time to work and i am too young. but if i could‚ i would like to have a little job on Saturday
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SILK TOPSHOP PENCIL DRESS Demographic: Topshop’s target customers who are women aged between 18-25 years old with an income range of £10‚000 - £50‚000 a year. Their target audience is young‚ fashion-conscious people on a budget. Psychographic: Customers tend to have goal orientated lifestyles & commitment to to career & family‚ their image is important to them & they are motivated by self expression. They are young‚ enthusiastic & impulsive consumers. Behavioural: For a dress in Topshop‚ people
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Upmarket brands may have begun stalking mass consumers‚ but the trend labelled ‘massluxe’ (or ‘masstige’‚ take your pick) is more about chain stores smartening up. Gap‚ for instance‚ went one step further than H&M by naming Domenico De Sole‚ the former chief executive of Gucci group‚ to its board‚ and hiring designers who had previously worked with Marc Jacobs and Calvin Klein. To underline the change‚ a subsequent print advertising campaign starred Sex and the City’s Sarah Jessica Parker‚ a style
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instance in recent news the price of cotton has risen by 13%‚ sudden changes in the economy like this draws river island to spend more money than having to put the prices up in store which will draw customers to competitors. Opportunities Online positioning – with the World Wide Web being used so much more especially for shopping it has given retailers a opportunity to move into this market. Although river island have already situated them self’s in this market they can still utilise media websites
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to analyse the industry and Zara’s strategic position. I have applied the theory of this model and its determinants to my research of Zara; providing evidence to form strong conclusions. Zara faces competition from other market leaders such as Topshop and H&M which all provide customers similar products of ‘disposable’ fashion. The concentration of the market also influences rivalry amongst competitors. I believe the ‘fast-fashion’ industry is an oligopolistic market; concentrated by a few
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