Case Study: Preserve the Luxury or Extend the Brand? The case study Preserve the Luxury or Extend the Brand presents a fictional dilemma‚ based on a real company‚ faced by Chateau de Vallois‚ a prestigious and famous wine-producing estate in the Bordeaux region of France. De Vallois is a family owned and run business; part owners are Gaspard de Sauveterre - a 75-year old majority owner‚ and equal partial owners: Francois de Sauveterre – Gaspard’s son and the chateau’s CEO ‚ and Claire de Valhubert
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Tiger Brands CSR Tiger Brands is a well-established company that continues to grow from strength to strength. There is no doubt that a crucial factor in their growth and expansion is their comprehensive Corporate Social Responsibility (CSR) program. By basing all their decisions and operations on a healthy triple bottom line (people‚ planet and profit)‚ they ensure that they give back to‚ uplift and protect the surrounding community and natural environment. This is put into practice by means of an
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a race among established firms and newcomers to capture the new sales opportunities. Such is the case in the Chinese auto market. "The urge to splurge" on luxury represents a new phase for China’s car industry‚ the world’s second largest auto market. As overall sales in China are swelling‚ it is a particular concentration of prestigious brands that care causing the high end of the market to expand twice as fast as the industry average. Opportunities The market demand for cars in China relates
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elsevier.com/locate/bushor How far can luxury brands travel? Avoiding the pitfalls of luxury brand extension Mergen Reddy a‚ Nic Terblanche b‚ Leyland Pitt c‚*‚ Michael Parent c a Capgemini Consulting‚ P.O. Box 785827‚ Sandton‚ 2146‚ South Africa Stellenbosch University‚ Private Bag X1‚ Matieland‚ 7602‚ South Africa c Segal Graduate School of Business‚ Simon Fraser University‚ 500 Granville Street‚ Vancouver‚ BC V6C 1W6‚ Canada b KEYWORDS Luxury brands; Brand extensions; Degree of adjacency; Premium
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Conspicuousness of luxury brands In a social set-up‚ consumers tend to behave in a competitive manner such that they settle for the luxuries that would make them conspicuous among their peers and put them on a higher social platform or status. This social behavior is innate in most people. People behave in a manner that seek self-worth‚ glory‚ dignity‚ or simply classy. The attribute of most people to seek class determine their choice of luxury brand. They tend to go for products that are unique
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16 Key Luxury Brand Distributors A round up of sixteen of the most prominent luxury goods distributors‚ including Bosco di Ciliegi‚ Bluebell‚ Swiss Prestige and Chalhoub Group. Despite their inherant focus on brand control‚ luxury manufacturers have commonly relied on local distributors to introduce products to new markets‚ acknowledging that whilst they might know what is best for their brand communications‚ design and development‚ they may not necessarily understand local cultures‚ retail climates
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Luxury brands during times of recession A question of survival Universally‚ luxury items are considered to be items of great prestigious value‚ and their possession has satisfied people worldwide. In the last three decades particularly‚ consumers have enjoyed a higher level of disposable income than ever before‚ and as a result luxury brands have prospered greatly. However‚ in times of economic crisis luxury brands face the challenge of having their brands perceived value becoming dangerously
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Luxury Brand Strategy of Louis Vuitton Shin’ya NAGASAWA* * Graduate School of Commerce‚ Waseda University Tokyo‚ Japan‚ nagasawa@waseda.jp Abstract: By systematically breaking down th e strategy of the single Louis Vuitton luxury brand into the four Ps (Product‚ Price‚ Place‚ and Promotion)‚ our aim in this paper is to extract the rules or principles of its brand marketing that differ from that of general consumer goods. In other words‚ the object is to distill the rules and principles of
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Luxury Brands: Creating luxury brands is difficult; expanding one is even more so. But what all luxury brands in terms of consumer acquisition find as their foundations is their ability to tap and perfect marketing communication‚ product quality and a specific target niche portfolio in which it can thrive for a more competitive advantage. Emerging Markets hold huge potential for growth for Luxury Goods. The surge of numerous flagships stores and sold goods within Asia is a prime indication that
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Tata’s acquisition of Ford’s luxury brands Ford Motor Company announced it will sell its Jaguar and Land Rover divisions to India’s Tata Group. The Tata Group already owns former British stalwarts Tetley Tea and steel company Corus Group PLC. Now‚ it’s looking at a couple more renowned brands -- Jaguar and Land Rover -- a quantum leap in class for a group whose main vehicle business has been making inexpensive cars and trucks for Indians. The luxury brands would give Tata access to the know-how
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