Lv Competency Framework

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

Resources can be divided into tangible and intangible sections. Tangible resources for LV are its factories and shops. Factories are located in the areas where the high-skilled workers live (Telegraph, 2013). Shops are in the places where wealthy individuals can make purchases of the brand. Intangible resources are the talents that its workers can offer, also its knowhow and long tradition of creativity.
Customers of LV have got very high demands. They pay premium price for the goods and they require them to be of the highest quality. This is why practically all tangible resources must be seen as threshold. The consumer would not take it lightly, if LV would move its factories to cheaper countries or its shops to cheaper streets. LV also has some distinct resources that make it different from its competitors. First of all, it is the color scheme and the logo. They make the brand different and unique. The designers can also be seen as the distinctive competence, although only the top designers are deserving of the title.

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