Research Paper # 93941 :: Louis Vuitton Moet Hennessy Buy and instantly download this paper now This

paper examines Louis Vuitton Moet Hennessy (LVMH) practices as one of the premier brands of the world. Written in 2007; 4,052 words; 8 sources; APA; $ 109.95 Paper Summary: The intent of this paper is to identify, analyze and interpret both internal and external challenges Louis Vuitton Moet Hennessy (LVMH) faces as it manages its five divisions globally. Taking into account internal and external conditions, a series of strategic recommendations are presented in this paper. A SWOT analysis (strengths, weaknesses, opportunities and threats) is used as the framework for completing the internal analysis. In addition, Dr. Michael Porters' determinants of competitive advantage is used for analyzing the external forces on LVMH. This paper defines in detail the conditions of LVMH internally and also describes its condition externally. Outline: Methodology and Executive Summary LVMH Internal SWOT Analysis External Analysis Using Porter's Determinants of Competitive Advantage LVMHs' Value Chain Recommendations Bibliography From the Paper: "First,

the company needs to strongly consider gaining first mover advantage in emerging markets including China, India, Brazil and Western Russia. Second, the aggressive use of product development strategies aimed at creating products not easily counterfeited is critical for preserving the value of the company's most significant asset, its brand valuation. Third, the company needs to focus on consolidating its order capture, order management, supply chain management and pricing systems into a Services Oriented Architecture so they can become more competitive in serving their value chain and ultimate customers." "Clearly one of the premier brands of the world, LVMH exemplifies best practices in sustaining and enhancing its ability to command premium prices for its products. The company excels at preserving the price/quality relationships inherent in its product, pricing, distribution and services strategies. Behind its premium market position, there are strengths, weaknesses, opportunities and threats emanating from inside the company that are analyzed here."
Tags: Christian, Dior, portfolio, branding, loyalty Asian market is a very good opportunity since the Chinese market today is the third one in terms of luxury (12% of sales), behind Japan (41% of sales) and the USA (17%). What is more, Indians doubled their buying power between 1999 and 2003. Another point that needs to be explained in the SWOT is the difficulty to pronounce the name louis vuitton . The brandimage is above all a strategy issue. Some brands make the choice to highlight on purpose their French characteristics.louis vuitton is one of these companies who wish to take advantage of their French origin and who thus, try to emphasize their nationality through a phonetic senseless translation. Therefore, "l y wi dng" will rarely appear in the press thus favoring its French appellation louis vuitton. Buying a French product, the Chinese consumer buys a part of his dream. French brands benefit from a valuable image towards the Chinese consumers. However, they need to go further in order to avoid undesirable French stereotypes. louisvuitton benefits from a very sophisticated image, very top-of-the-range image. Its communication strategy targets a very small segment of the Chinese society, which fuels the desire to acquire such a product among a larger Chinese population seeking a certain social economic status. See similar documents : Business strategy

Louis Vuitton Imc

INTRODUCTION Louis Vuitton has prided itself in its tradition and longstanding commitment to thousands of peoples lifestyles for over a century and a half. Right from its origins as a trunkmaker, Louis Vuitton has always been a trendsetter, progressively developing a range of luxury products consistent with the brand's values. This creativity entered an exciting new realm in 1998 when Mark Jacobs joined the firm as the Artistic Director. The French origin of Louis Vuitton swiftly became an international enterprise, opening it's first store in England over a century ago. In 1987, Louis Vuitton became a subsidiary of LVMH, the world's leading luxury goods group. It's luxury goods and services range from Moet & Chandon champagne to La Tribune newspaper and Radio Classique. Leather goods, clothing, shoes and accessories are included under the Louis Vuitton brand. Additional brands under LVMH include Dior, Tagheuer, Kenzo, Givenchy and many more elitist trade names. LVMH not only focuses on material merchandise. It's ongoing support in a wide range of activities such as the Louis Vuitton cup and its responsibility in ensuring environmental protection has made LVMH one versatile, integrated, socially conscious organization. Louis Vuitton has taken full advantage of the many synergies generated within the group while retaining their identity and remaining faithful to their distinctive difference.

CURRENT BRAND IMAGE/POSITIONING Traditional is a word that characterizes this company because of their long and extremely proud history. At the same time, Louis Vuitton has been perceived to be both creative, modern and innovative, underpinned by professionalism. It can be seen as a merger of two totally different worlds at the aim of creating an exclusive, fashionable brand that is perceived by others to be the "best of the best" in the world of luxury goods. Louis Vuitton is not only viewed as producing products of style, class and quality. In addition, it...

Louis Vuitton-Moet Hennessey

Randall Cunningham GSBA 516 Louis Vuitton Moet Hennessy Case Analysis As the parent company of nearly 50 sub-companies that specialize in luxury goods such as watches, jewelry, and purses, Louis Vuitton Moet Hennesy depends heavily on the perception of their brands as high-end products. One of the greatest threats to the brand image is counterfeiting. In order to off-set the effects of this multi-billion dollar per year industry, LVMH must take steps such as working with governments and international organizations that target counterfeiters. Another, somewhat ironic, threat to the LVMH brands is the increasing demand for their product among the middle-class. In order to maintain its status as a purveyor of fine goods for the wealthy, LVMH must walk a fine line of satisfying some of the increased demand but not diluting the market through its own actions. One of the most valuable assets of a company like Louis Vuitton is its brand equity. While not directly measurable, some sources have attempted to quantify these values and provided the following measurements as example: Marlboro $33B, Microsoft $9.8B, and so on. Counterfeiters profit on this brand equity by producing goods that range from identical to loose resemblances of the original product. Counterfeiting negatively affects companies by: taking away potential customers, diluting the market, and decreasing the overall perceived quality of the product. The affect of diluting the market is particularly troublesome for brands that seek to be viewed as exclusive. In the fight against counterfeiting LVMH should continue its practice of limiting the availability of its products to only their Company stores and other luxury stores with authorized sections. They should also lobby local governments to either enact or uphold laws and regulations against counterfeiting. To an extent they have the upper hand in some situations where they can refuse to locate their stores in a country that does.

India's Growing Prosperity Opens Up A New Market For Luxury-Goods Firms

AT THE end of the 19th century, India's maharajahs discovered a Parisian designer called Louis Vuitton and flooded his small factory with orders for custom-made Rolls-Royce interiors, leather picnic hampers and modish polo-club bags. But after independence, when India's princes lost much of their wealth, the orders dried up. Then in 2002 LVMH, the world's largest luxury-goods group, made a triumphant return to India, opening a boutique in Delhi and another in Mumbai in 2004. Its target was the new breed of maharajah produced by India's liberalised economy: flush, flash, and growing in number. Other purveyors of opulence followed, from Chanel to Bulgari. In recent months a multitude of swanky brands have announced plans to set up shop in India, including Dolce & Gabbana, Herms, Jimmy Choo and Gucci. And Indian women will soon be invited to spend over $100 on bras made by La Perla, an Italian lingerie firm. Only a tiny fraction, of course, will do so. But it is India's future prospects that have excited the luxury behemoths. India has fewer than 100,000 dollar millionaires among its one billion-plus population, according to American Express, a financial-services firm. It predicts that this number will grow by 12.8% a year for the next three years. The longer-term ascendance of India's middle class, meanwhile, has been charted by the McKinsey Global Institute, which predicts that average incomes will have tripled by 2025, lifting nearly 300m Indians out of poverty and causing the middle class to grow more than tenfold, to 583m. Demand for all kinds of consumer products is about to surge, in short. And although restrictions on foreign investment prevent retail giants such as Wal-Mart and Tesco from entering India directly, different rules apply to companies that sell their own products under a single brand, as luxury-goods firms tend to. Since January 2006 they have been allowed to take up to 51% in Indian joint ventures. India is also an attractive market for...

Louis Vuitton Imc

INTRODUCTION Louis Vuitton has prided itself in its tradition and longstanding commitment to thousands of peoples lifestyles for over a century and a half. Right from its origins as a trunkmaker, Louis Vuitton has always been a trendsetter, progressively developing a range of luxury products consistent with the brand's values. This creativity entered an exciting new realm in 1998 when Mark Jacobs joined the firm as the Artistic Director. The French origin of Louis Vuitton swiftly became an international enterprise, opening it's first store in England over a century ago. In 1987, Louis Vuitton became a subsidiary of LVMH, the world's leading luxury goods group. It's luxury goods and services range from Moet & Chandon champagne to La Tribune newspaper and Radio Classique. Leather goods, clothing, shoes and accessories are included under the Louis Vuitton brand. Additional brands under LVMH include Dior, Tagheuer, Kenzo, Givenchy and many more elitist trade names. LVMH not only focuses on material merchandise. It's ongoing support in a wide range of activities such as the Louis Vuitton cup and its responsibility in ensuring environmental protection has made LVMH one versatile, integrated, socially conscious organization. Louis Vuitton has taken full advantage of the many synergies generated within the group while retaining their identity and remaining faithful to their distinctive difference. CURRENT BRAND IMAGE/POSITIONING

Traditional is a word that characterizes this company because of their long and extremely proud history. At the same time, Louis Vuitton has been perceived to be both creative, modern and innovative, underpinned by professionalism. It can be seen as a merger of two totally different worlds at the aim of creating an exclusive, fashionable brand that is perceived by others to be the "best of the best" in the world of luxury goods. Louis Vuitton is not only viewed as producing products of style, class and quality. In addition, it...

The Louis Vuitton luxury French fashion and leather goods brand began manufacturing trunks in Paris in 1854, and the company went on to become one of the world's most famous makers of luxury goods, known especially for its designer luggage pattern: a beige-on-chestnut monogram, "LV". LVMH group is a world leader in luxury, which possesses a unique portfolio of over 60 prestigious brands. The Group is active in five different sectors: wine & soirits, fashion & leather goods, perfumes & cosmetics, watches & jewelry, selective retailing. The Vuitton collection of bags and purses has also created a cult-like following among consumers. Owners of the bags and accessories often refer to the products as their Louis. This cult following by both celebrities and wealthy consumers has elevated the Louis Vuitton brand to the foremost position in accessory design alongside houses such as Gucci, Prada, and Fendi. In 2006, the LVMH group announced a 10% increase in income, and 16% increase in profits. Nowadays, in its 152nd year of operations, there are 362 shops in 52 countries around the world, all owned and managed by Louis Vuitton, including the Tel Aviv store which opened in 2002. The products are sold only through their stores- they do not use any other distribution channels. Their extreme know-how, legacy and craftsmanship have turned the brand into a well known status symbol. Using the knowledge we have acquired in the past few years of our studies, we are very excited to work with Louis Vuitton on trying to create a marketing strategy as to penetrating the Israeli market, which the company has been doing since 2002. Israel is a very special country, and a very unique and different market. There are numerous differences in the wealth sector in Israel than that aboard; there are differences in the size of the market and consumer behaviors, complete difference in the Celebs culture, in the political scenery, in the fashion industry and in the social-economic gap that is very representative of this country. We will be providing you with an analysis of the Israeli luxury goods market, and an analysis of the consumers in the target audience, and from there we will elaborate on directions we think should be further explored to successfully penetrate this market. This paper is the first part of the yearly seminar, which includes the current situation analysis. It includes:

1. Introduction 1.1. About Louis Vuitton 1.2. About the project 2. Market Analysis 2.1. The Market 2.2. Environmental analysis 2.3. Competitive analysis 2.4. Porter model of five forces 2.5. SWOT analysis 2.6. Expected developments and innovations in the market 2.7. Price levels 2.8. Marcom activities 2.9. Distribution channels 2.10. Major trends in the global market 3. Consumer Analysis 3.1. Segmentation bases and Actual Consumers 3.2. Buying habits 3.3. Consumption opportunities 3.4. Restrictions and problems with existing products 3.5. Consumer perceptions towards existing brands 3.6. Factors that influence consumer choice 3.7. Effectiveness of advertising and other Marcom tools 4. Preliminary strategic options