Over the years, Louis Vuitton has been known as the European’s sector most leading line within the market specializing in the sales of luxury products and services throughout Japan as well as the multi-national firm as a whole. The mission of Louis Vuitton states that the organization has a representation of offering the most refined qualities of Western “Art de Vivre” around the world (www.sliclvmh.blogspot.com). The organization has become the most profitable business in Japan due to its superior ratings in the European market with the delivery of unique features and special branding management styles that have integrated culture beyond the norms of the consumers’ mindsets and craftsmanship ideas. The company has focused its business model success on the adaption and willingness to change and adapt to the growing demands of the economy. Since 2008, Louis Vuitton has been listed as the top selling brand in the luxurious marketing sales earning a net profit of 165 billion yen, which was 2.7 times as much as Hermes, 3.1 times as much as Tiffany and 2.5 times the sales of Coach. The former president of Louis Vuitton, Kyojiro Hata, believed highly in applying the necessary methods of globalization tools by controlling prices and promoting even distributions throughout the business model concept.
Louis Vuitton has many opportunities to distribute their products throughout Japan. The higher qualities of products have been part of the company achievements since the beginning of time. The brand name is not only known within America but is a great demand and marketing organization internationally as well. Japan has a high sense of fashion and trend desires in which Louis Vuitton has recognized and attracted the middle class a...
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...gher economic conditions, or shift completely to an ‘upper-class consumer’ strategy (www.luxurysociety.com). Helge Fulch, founder of Japan Access, stated that “There is no clear social code of adherence to certain brands. The New Rich go for ‘new luxury’ – one which is more personal and lifestyle-oriented.”
Works Cited
http://dspace.wul.waseda.ac.jp/dspace/bitstream/2065/33711/1/WasedaBusiness%26EconomicStudies_44_Nagasawa2.pdf
http://www.fashionnetasia.com/en/BusinessResources/4374/Retail_Japan_Japanese_market_still_hot_for_luxury_brands.html
http://www.fashionunited.com/fashion-news/fashion/japanese-market-still-lucrative-for-luxury-brands-20121807489636
http://luxurysociety.com/articles/2009/01/the-future-of-luxury-in-japan
http://panditshintu.blogspot.com/2011/10/louis-vuitton-in-japan.html
http://sliclvmh.blogspot.com/p/stragegic-marketing-plan.html
Topman already has more than 309 fashion stores nationwide with another 50 stores outside the United Kingdom division. Topman boasts the worlds largest fashion store in London with over 200,000 shoppers per week, Topman gets twice deliveries per day and 7,000 looks per season. In the year 2006, Topman’s operating profit hits 110 million with its annual sales of 600 million now. It brings a strong brand image of Topman based on the successful achievement to consumer’s mindset. Strong brand image builds confidence and reliability towards Topman’s product. In a nutshell, expending Topman’s market in Vietnam has a strong potential to gain sustainable profit.
However, entering into a market as different as Japan is not without its risks, and must be ensured to be successful, with the help of market research, marketing, and operational theories, lest the new venture become a very costly mistake. Target Consumer Market When moving to a market with a consumer culture so different from the home market, a company must be careful to analyse its target audience in detail, to avoid costly cultural faux pas. To get a good feel for the Japanese culture, a good place to start would be the experts in the cultural studies field. Hofstede’s cultural dimensions, created during his in-depth GLOBE study of the cultures of the world, gives a good comparison between the priority differences between Japanese and English culture. A detailed analysis of the cultural differences will be given in the ‘Marketing Issues’ section of the report.
Louis Vuitton, a French designer and entrepreneur quickly made a name for himself in the fashion industry by becoming Napoleon’s wife “personal box-maker and packer.” At the age of sixteen, Vuitton and his family started the legendary workshop by creating travel trunks and the famous unpickable locks in 1859 (Louis Vuitton, 2015). As the legendary brand continues to remarkably exceed both sales and expectations, Louis Vuitton as a brand strives for pure distinction and exclusivity.
Polo Ralph Lauren’s key success factors derive from the company’s powerful identity. It is notorious for it preppy American style in the designer world, but it is also luxurious, elegant and thrives to always be a classic. It appeals to a wide range of consumers, even if a person doesn’t wear Polo they are at least familiar with what it is. The way the company markets itself is also a big part of its success. For a company that started out less than 50 years a...
...specific, the prices of leather goods, accessories, watches, jewelry, shoes and ready-to-wear of Louis Vuitton dropped by seven percent in 2008. Besides, Fujii takes some actions to face the challenges. For example, he sets an Internet business to follow the world trend and to enlarge the distribution channel. Also, he increases the product line to cover the children clothes and enlarges the market by opening stores in mid-size and small cities. Since Japan is still a developed country with wealthy families, the Japanese luxury market would still be a healthy and attractive market for Louis Vuitton and these challenges could be overcome in large extent.
Ralph Lauren is an American fashion designer philanthropist, and business executive, best known for the Ralph Lauren Corporation clothing company, Ralph was born as Ralph Lifshitz in year 1939 in New York City. Ralph Lauren started in 1967 under the name of Polo Ralph Lauren, until he expended his designs. Polo Ralph Lauren based on American style leader in luxurious, sophisticated fashion and Striking a balance between “timeless” and “modern” style and to make his full line more impeccably crafted the new sportswear is born. And finally in 1970 Polo Ralph Lauren released a line of women 's suits tailored in a classic men 's style.
Miuccia Prada once said that “What you wear is how you present yourself to the world, especially today, when human contacts are so quick. Fashion is instant language”. Miuccia Prada and the Prada brand have grown from humble beginnings making quality leather goods to a public traded company with a current market capitalization of over $26 billion (USD) . With the development of Prada as one of the world’s premier luxury brands it provides an excellent case study to examine how strategy paved the way for the success of the Prada brand. First, an examination of Prada’s strategic positioning against luxury brand rivals Louis Vuitton Hennessey Moet (LVHM) and Kering (Gucci). The acquisition history of Prada will be reviewed, where some preliminary conclusions can be made about what has been contributing factors to both the successes and failures. Then finally, an evaluation of what the future holds for Prada and the sustainability of its competitive advantage.
For the past several decades, globalization has been a hot topic and it also anticipates every aspect of the world to connect each other. Likewise, globalization also allows consumers to have more access to catch up with updated fashion. The advantages of globalization bring a new philosophy called fast fashion, which holds quick response time and enhanced design in fashion apparel industry. In this paper, I will deliver By exploring all the aspects of each system, I will conclude the reason why fast fashion becomes the mainstream of the fashion apparel industry, and use one particular brand, Zara, as an example to discover the impact on consumer behavior in detail. Finally I will make some comments on the future of fast fashion and what luxury brands will react to this circumstance……..
The period success of GAP had taken a turn since 2002. Profits and revenue continued to decline. From 2008-2010, just in U.S, 6000 retail stores had been closed because of the financial recession; during this period, Gap closed more than fifty of its 3251 stores. The annual income of GAP had also been successively overpassed by ZARA in 2008 and H&M in 2009, which dropped down to the third in fashion industry (Liu, 2013). And continually, the company’s net income declined to $833 million in 2011, which is 17% less than it earned in 2010 (Exhibit 1) (Ciasullo, Blauvelt, & Lambert, 2012). In U.S, the largest market for GAP, the elder generation who bought Gap products in 1990s had gradually left Gap for different requirements with the increasing age, and Gap was unable to keep its success with the younger generation. In addition, although Chinese market currently has been the second largest market for GAP Inc., they still operate the GAP brand as a follower without any distinct positioning str...
However, when looking to create a luxury brand, one must go beyond what is required of an ordinary brand, to create something of high value and therefore high prices. So instead of just having brand values, it should have brand beliefs, as this will create a stronger emotional connection with its customers. It should aim to go beyond having a logo, but rather a set of distinguishable icons and the brand’s points of sale needs to be somewhere that connects with its customers and becomes something of a pantheon among other retail outlets. Similarly the customer segmentation should have role reversal, so the customers want to buy their products. Luxury brands should instead of actively promoting their advantages over their competitors, never push the customers into buying their products, thereby offering mystique and letting the customers make the value creation. Lastly, a true luxury brand not only offers products but rather a way of life, allowing them to branch out over several product categories, into every aspect of their customer’s
The act of consumption has been the primary means through which individuals in society participate and transform culture. Culture is not something already made which we consume; culture is what society creates through practices of everyday life and consumption involves the making of culture. When attempting to understand certain acts of consumption it is necessary to observe the relations involved in production and consumption. Through technological innovation, the fashion industry has been expanded to play a prominent role in consumers’ purchasing decisions and styles are becoming less difficult to obtain. With the expansion of department stores and shopping being viewed as a leisurely activity, this has continued to transform the act of fashion consumerism. The functional interests feature a rational attachment to clothing items. Symbolic benefits involve status and prestige to fulfill the achievement for positive self-esteem. Further benefits include a provided experience for the individual consumer and the created use of imagery and desire used to enrich one’s life.
By 2002, Moet Hennessy Louis Vuitton was the world’s largest luxury products company, enjoying annual sales of 12.2 billion euros. LVMH carries the most prestigious brand names in wine, champagne, fashion, jewelry, and perfume. Upon entrance of this luxury product industry, LVMH was aware that they produced products that nobody needed, but that were desired by millions across the world. This desire in some way fulfills a fantasy, making consumers feel as though they must buy it, or else they will not be in the moment, and thus will be left behind.
-Status symbols: Sophisticated customers who value the distinctive, exclusive collection seem to value the corporate-branded version of luxury. –Philip Martiz, chairman of the board
“Despite worldwide softness in the sale of luxury goods, LVMH has cemented its position as the world’s largest and most profitable player in the category. To stay there it must keep its customers loyal and its brand strong and find new markets worldwide” (Hazlett C. 2004). That is why in its mission they state to represent the most refined qualities of Western “ art de vivre” all around the world. Their objective is to be the leader in the luxury market, continuing to transmit elegance and creativity. This poses some major challenges, the main one is to keep being the leader in the luxury market through a sustainable growth. The main problem to achieve it is the high dependency on three main countries, France, Japan and USA. This becomes a threat because if there is an economic downturn in one country it affects LVMH directly that is why.
...enture into overseas market comes with expectations as well as uncertainties due to unfamiliarity. Charles and Keith, the fashion retailer, has to understand clearly that what appeals in one market might not be accepted in the others and this is almost the same for all industries. Thus, a thorough research on cultural background has to be done before entering an unfamiliar ground.