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[경영 개론] Louis Vuitton in Asia

Case Study : LOUIS VUITTON in AsiaContentsIntroduction 1. Key Issues 2. History 3. Numbers Body 1. Internal Analysis 2. Louis Vuitton's Strategy 3. Louis Vuitton's Strategy in Asia Conclusion 1. Social·Psychological Factor for Success in Asia 2. Louis Vuitton's Future Framework 3. Future Challenges 4. Future ProspectsContentsIntroduction 1. Key Issues 2. History 3. Numbers Body ConclusionKey Issues1. What is Louis Vuitton's strategy in Asia? 2. What will be the future challenge to Louis Vuitton in Asia in the future?Louis Vuitton has been the most successful luxury brand in Asia. It has been the No. 1 selling luxury brand in Japan for 11 years since 1990s and showed double-digit growth every year in Korea since its opening. In addition, China is expected to be the biggest luxury-goods market in the next 10 years.History1854 Creation of the house of Louis Vuitton 1896 Creation of the Monogram Canvas 1978 Opening of the first store in Japan, in Tokyo and Osaka 1984 Opening of the first srst piece of LV jewelry, 2002 Launch of the first LV watch collection 2002 Collaboration with Japanese artist Takashi Murakami to redesign the Monogram canvas, the Louis Murakami Vuitton bagsNumbersSales by business group2,1822,0081,560Total161190353Other businesses10620213Selective Retailing481327Watches and Jewely178161149Perfumes and Cosmetics1,3111,2801,274Fashion and Leather Goods796750676Wines and Spirits200320022001Millions of eurosTotalOther businessesSelective RetailingWatches and JewelyPerfumes and CosmeticsFashion and Leather GoodsWines and SpiritsMillions of euros11,96212,69312,2292551133,0393,3373,*************,1812,3362,2314,1494,2073,6122,1162,2662,*************01Income from operations by business groupFashion Leather Goods Net sales by geographical region in % 2003NumbersLVMH's income from operations by business group (4.14billions) LVMH's aggregate value of listed stocked is ranked on 173 by FT 500 Louis Vuitton' annual sale $3.8 billion(60% of LVMH) 335 stores in 50 c Centralization 3. Louis Vuitton's Strategy in Asia ConclusionInternal AnalysisCore Competence Pursuit of high quality Innovation blended with tradition Differentiation Strategy Target of only a small number of high income brackets with limited number of very unique products.Integrating Production for Quality Control13 production workshops: 11 in France, 1 in the US, and 1 in Spain. 2. Skilled workforce and longstanding roots of the fashion industry. 3. Recruiting and training the artisans 4. Only one product at one time 5. Salaries regardless of production outputDiversification in Product RangeNew line of pens in 1997 Fashion world in 1998 Jewelry in 2001 Watch collection in 2002Diversification in Product LineDamier Canvas in 1888 Monogram Canvas in 1896 Epi Leather in 1985 Monogram Vernis in 1998 Murakami Line in 2002LV's StrategyDifferentiation by Special Order Harmonious Design of Tradition and Innovation Story-telling Events Brand Marketing Customer Service High Price PositioningL AsiaBiggest Shops – Omotesando Avenue in Tokyo (2002), Shanghai, Ginza (2004) and another new coming shop in Hong Kong Special ordered products presented to celebrities - Maestro Chung Myoung-hoon, Nakata and Ahn Jung-whan, etc..ContentsIntroduction Body Conclusion Social·Psychological Factor for success in Asia 2. Challenges SWOT, 5 Forces Model 3. Future ProspectSocial·Psychological Factor for Success in Asia1. Consumer pattern 2. Purchasing power; Economic growth and increased number of working women in Asia 3. Consumer behavior; Different to that of western countries by showing large consumption on personal accessories as cosmetics, clothing and watchesLouis Vuitton's Future Framework in AsiaFuturePastOn-line Digital On-line BusinessOff-line AnalogTangible ProductIntangible Brand imageSWOT AnalysisWeaknessThreat1. Name Value, Tradition, High Quality 2. Brand Management through Direct Shops 3. Complete control on network on commercial process ; from production workshops to distriburization 3. Competition between high valued Luxury BrandsSWOT Analysis1. Perfect control by centralization policy on increasing number of shop 2. Diversified productsStrengthOpportunityIndustry Analysis (Porter's 5Forces Model)Power of Suppliers Low: LV controls the whole procedure of productionThreat of new entrants Low: High cost of market entryPower of buyers Low: LV has “no sale” policy and limited number of productsProduct substitutes Low: Too expensive to be popular.Intensity of rivalry among competitors High: Even though the luxury market is confined, the consumers have many alternatives among other luxury brand goods.Future ChallengesCounterfeit Competition with other brands; Gucci, Hermes, Chanel Perfect control by centralization policy on increased number of shopsFuture ProspectOn-line business e-luxury.com which available in only the U.S. will also be available in Korea from 2005 Potential of Chinese market Goldmann Sachs: the scale of consumption on luxury goods at mainlandhow}

경영/경제| 2005.05.28| 23페이지| 2,000원| 조회(478)

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