Richemont

Their average monthly consumption times are more than twice, and the consumption cost is also the highest in all age groups. The China Daily newspaper has reported that, younger Chinese luxury goods consumption has become a trend. In their survey of Chinese youth luxury goods consumption, more than 60% of young consumers indicated that in order to pursuit fashion and taste, they are willing to pay big bucks to buy luxury goods (Wu, 2014). Miss Wang worked for a foreign bank branch in Beijing Financial

People love luxury. Some people think it stands for fashion, and some people think it stands for a social stratum, but in common, people think it stands for rich and success. However, is it really a symbol of success? Or, it is just the satisfaction of vanity? People can see what famous people use and wear in television or magazine in their daily lives which gives them a model of rich people’s lives. Luxury usually plays a big role. People’s vanities push them to spend a huge amount of their income

When given a choice between a pair of Prada shoes or a pair of Puma shoes, consumers are aware that both products will provide sufficient comfort and protection to their feet. Yet, when asked in a recent visual survey, which shoe they would choose to buy, 76% of people chose the Prada brand shoe (Appendix p. 7). Given that both shoes can achieve the same purpose, one asks why have so many people chosen that particular brand of shoe over the other? When contemplating the alternative brands of each

It is universal truth that luxury brand industry is still booming even during financial crisis because today 's people have the right mind-set that luxury products are purposeful and well thought out. In other words, they want to show off their wealth and personal status. Main Forces The Macroenvironment Facing The Luxury Brand Industry Analysing the macroenvironment facing the luxury brand industry, there are demographic forces, economic forces, cultural forces and technological forces.

LMVH in China: building its empire of desire 1. Why is LVMH so successful in China? In my opinion LVMH is so successful in China first of all because their prices and glamorous prestige is reflected onto its customers and the Chinese luxury customers value being recognized as wealthy elites having a high social status. Secondly, ever since their opening LVMH had an exclusively unique heritage and craftsmanship, that made the brand so attractive for the customers. Another reason why the Chinese

Scope of activities Hermes’ main scopes of activities are The Leather Goods-Saddlery, The Clothing and Accessories, The Silk and Textiles Division and Perfumes and Watchmaking divisions. The main activity of the group, leather goods and saddlery has multiplied by nearly 3.5 in eight years, thanks to the construction of several manufacturing and supply development. The Clothing and Accessories division's sales have increased, by 17% per year since 2008, particularly about the success of the new loan-to-product

I. Introduction In 2007, Euromonitor International reported luxury goods market sales to exceed US$130 billion, and in 2016, the report luxury goods market more than double to an exceeding sale of US$388 billion (Fionda & Moore, 2008). The significant growth rate in estimated market value demonstrate an opportunity in the luxury goods market. While flagship stores are not exclusive to the luxury sector, they manifest an important role in luxury brand recognition among consumers. It is essential

How Globalization Affects Luxury Goods Industry? Andy Warhol, a pioneer in the visual art movement once said: “Whenever people and civilizations get degenerate and materialistic, they always point at the outward beauty and riches and say that if what they were doing was bad, they wouldn’t being doing so well, being so rich and beautiful” (Warhol, 1975). Throughout history, luxury emerged as early as civilization did. For old Romans, the concept of luxury was a “disruptive power of desire”. They

ABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY3 2.0 INTRODUCTION3 2.1 Background to Organization3 3.0 ANALYSIS3 3.1 Porters 5 Forces (Model of Competition)3 3.2 PESTEL (External Analysis)5 3.3 SWOT6 4.0 KEY FINDINGS OF ANALYSIS/PROBLEM IDENTIFICATION/ KEY STRATEGIC CONCERNS6 4.1 Vertical Integration6 4.2 Diversification7 5.0 POSSIBLE SOLUTIONS & STRATEGIES.8 7.0 CONCLUSION9 8.0 APPENDICES11 Appendix 1: Porters 5 Forces11 Appendix 3: Luxury Goods Group & Brands Top Ten Competitors13 Appendix 4: Industry

TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY3 2.0 INTRODUCTION3 2.1 Background to Organization3 3.0 ANALYSIS3 3.1 Porters 5 Forces (Model of Competition)3 3.2 PESTEL (External Analysis)5 3.3 SWOT6 4.0 KEY FINDINGS OF ANALYSIS/PROBLEM IDENTIFICATION/ KEY STRATEGIC CONCERNS6 4.1 Vertical Integration6 4.2 Diversification7 5.0 POSSIBLE SOLUTIONS & STRATEGIES.8 7.0 CONCLUSION9 8.0 APPENDICES11 Appendix 1: Porters 5 Forces11 Appendix 3: Luxury Goods Group & Brands Top Ten Competitors13 Appendix 4: Industry