Louis Vuitton's In-Stock Problem

Introduction and Company Background The report is about the strategic appraisal of Louis Vuitton which is mainly a French based fashion house and founded by Louis Vuitton in 1854. The report will incorporate a brief background of the company as to its core business emulated by the industry it operates in. The background will further proceed with its geographical markets, the products and services being offered, their makret segments, their imperative stakeholders and what generic strategy is being followed by them.

Name - Mayank Saxena Case write up: Louis Vuitton Executive Summary Louis Vuitton’s (LV) major source of revenue was Fashion and leather goods which was 35% as compared to other products and 20% of this revenue came from Japan, undoubtedly a strong hold in the Japanese markets, with that being said, there are a lot many opportunities for LV to exploit in terms of new and emerging markets like China and India, which have a lot of untapped potential. They can expand their market segment by targeting the middle class and upper middle class bracket, and diversify their target audience i.e. women by introducing clothing for men and children. The key to deal with the current situation of LV would be to reduce dependency on Japanese markets and

1. Case Topic: The Globalization of LVMH In 1987, Louis Vuitton and Moet Hennessy decided to combine together to create a company called LVMH. It is a French multinational firm located in Paris and is regarded as the pioneer of luxurious goods corporation worldwide. LVMH Group has 5 main areas in which they are very lively, namely Wines & Spirits, Fashion & Leather Goods, Perfumes & Cosmetics, Watches & Jewelry and Selective retailing.

One of the possible solutions to the above issues is to continue with the Product Lifecycle Initiative, but with a refined scope. As proposed, Patagonia might repair any garments regardless of their brands. Such services may benefit its competitors at the expense of Patagonia’s profits as it will incur extra cost to boost repairing capacity. Therefore, Patagonia may consider to provide such services to other brands only when they agree to pay a price for it. Also, outsourcing the repair services to reliable and high quality provider can keep their repair cost at a low level.

In 1999 Estée Lauder bought part of the company and in 2006 it was wholly acquired. Nevertheless, the innovative spirit and the creator’s philosophy remained intact in each Jo Malone product, thanks to Estée Lauder’s understanding and respect of the brand DNA. (Gordo, 2013) Much of Jo Malone’s success can be attributed to Estée Lauder. According to its Financial Report (2014), China remains one of the target markets for Estée Lauder, and its double-digit annual sales growth is expected to continue.

On the other hand the fact that Zara produces the remaining 40% internally, is a strong asset, providing better control, and short lead-times. Finally the fact that Zara owns 450 workshops were garments are to be sewed is a major asset ensuring quality. Another important asset in terms of production, is the technologies involved, for instance the cutting machines, to minimize waste (Ferdows & co. 2014 p9), used in combination with the last-final hand-made sewing. The ease of the connection between the production center and the distribution center is also an important time-saver element, and therefore

In the startup phase of Lululemon Athletica they had a high bargaining power. This was due to a desire to work with leading fabric suppliers and increased investments. A majority of their apparel production was in Asia however they are willing to use Canada as well as the United States for production facilities as they are required. There are many suppliers competing for retailer’s business. Common materials used in apparel making such as rubber and cotton are readily available.

This critique is a reflection of Strategic Industry Analysis of clothing Industry in United Kingdom, Italy and France. To achieve such aims, data were collected, reviewed and analyzed within the industry. By so doing, primary tools were exploited to give an in-depth information, these include: Orbis database, companies' web pages as well as academic and non-academic literatures. Due to limited information from countries' perspective (language barriers), this paper will analyze the European union clothing industry as a whole, in term of the development, the competitiveness and the disparity between top and bottom players in regards to financial performance.

The Value Chain 4 4. Operations Strategy Implications (Store level) 5 5. Inventory Management and Demand Forecasting 9 6. Supply Chain Management 9 7. Quality Management 11 8.

Introduction Fendi was started after Edoardo and Adele Fendi married, they open a boutique that sold leather good and fur workshop. It is the post-war period, which the middle class trying all sorts of ways to recover. Because of the historical and the background the shop is an immediate achievement (Fashion, 2013). Edoardo and Adele Fendi had five daughters, all five of them began working in the shop as early as age between fifteen to eighteen. Each of them taking different responsibilities in the shop as required.

1 Introduction LVMH differentiates itself from the competitors for many a reasons. The prominent of them include leadership, well recognized brand, and a prioritizing on tradition of innovation. These are goals that have been designed by CEO and Chairman Bernard Arnault. The brands show resilience to the economic recession, as sales and profit have not been affected much.

It takes an impressive amount of time to make one Chanel product because it goes through various processes in order to have an amazing end result. For instance, a Chanel bags. The company makes around 40-50 new bag designs each year. There is a team of more or less 15 experts that work on creating just one bag, they spend more than 15 hours daily working. They take so much time since every bag considering that it has to be completely different to previous creations.

The manufacturing department is the most important one because it is the last stage before delivery. Due dates should be respected, production should not lag for any reason and therefore this department should be controlled and supervised well. Moreover, a unified clothing is not necessary in this organization, because let’s face it, we expect people who work in plastics for toy industries to be fun and happy and lively, and wearing formal clothing will do nothing but kill the child spirit of a

Uniqlo hopes to create an entirely new way of shopping by revolutionising distribution systems worldwide. For example, if a store runs out of the product a customer wants, Uniqlo would be able to order it from their virtual store and have it delivered to the customer by the time they reach

Consumer compare the prices of brands. And purchase the product with best outcome in low price but in many cases, consumer can pay more for better results. The product has design which attract the customer and easy to carry. Fashion leaders purchase the product which is more stylish and can satisfy their ego. The brand promotion has unique impact on brand image.