LV Value Chain

Internal Analysis
Value Chain
Value Chain is set of activities that a company does in order to deliver the product or service for the market. It was firstly conceived my Michael Porter in 1979. It can be divided into the Primary and Support activities.
Main attribute of value chain for fashion brands like LV is the design of the products. Every single designer has their own style of work. But usually steps are as follows: designer makes a sketch, gets a more detailed working pattern and finally chooses from the available materials for the cloth (Chuong, 2013).
The designed clothes then go to the fashion shows, where first impressions are made. Most positively reviewed clothes then go to the stores. In the case of LV, it has got its exclusive

If LV products can be successfully counterfeited with enough quality, then its brand name will vanish.
Identification and Evaluation of the main Strategic Options for Growth
TOWS Matrix
TOWS Matrix is often credited to Albert Humphrey. It stands for Threats, Opportunities, Weaknesses and Strengths. It aims to identify possible strategic options that a firm has for the future (Morrison, 2012). Here is the TOWS Matrix for LV. From the matrix we can identify the emerging markets as the main strategic option. So far, there does not seem to be any political or military confrontation in South-East Asia, a region that has over 300 million people. It could easily become the driving force behind LV growth. Another such area could be South America, another emerging market with masses of population and quite high stability level.
Another interesting strategic option for growth could be to acquire as many businesses as possible in the existing markets. Perhaps, even aggressive takeovers could be viable. Competition for talent will only get more intense, which means that LV has to take chances in order maintain or even grow its market

The plan is suitable since this is most likely where the future lies. As the emerging markets get educated and own more wealth, they are bound to require luxury products, if LV does not enter the market in timely manner it risks local competition which could eventually compete globally (perfect example is Alibaba that has overtaken both Amazon and Ebay in sales volumes). There is not much problem with feasibility either, LV is a huge conglomerate and it can certainly cough up enough amount of cash that will enable it to successfully enter the emerging markets. It might however not be acceptable for its stakeholders. The workers might fear that the goods that LV offers will eventually be made in the new markets, because of the affordable labor and quickly increasing skill levels. The consumers might not feel as special any more if LV will be sold everywhere around the world and finally, the shareholders might worry about the external financial pressures that LV will expose itself to, by this