This document provides an overview of Tiffany & Co., a leading jewelry company. It discusses the company's products, target segments, financial performance, physical and human assets. It also outlines Tiffany's social responsibility efforts including its foundation which donates 2% of pre-tax earnings to charity. The company operates globally and its new business environment includes a smartphone app and expanding into markets like Russia.
Tiffany & Co. wants to target upper middle-class women and those looking for special occasion gifts by launching a digital strategy focused on user-generated content and a mobile app. Their goals are to appear more relatable to non-millionaires and inspire people to gift Tiffany products through shareable social media content that highlights meaningful life moments. They will measure success based on engagement, signups, app usage, sales, and social media interactions.
Tiffany & Co. was founded in 1837 by Charles Lewis Tiffany and John Young in New York City. They began with a stationary store and later added jewelry and silverware. In 1853, Tiffany gained control of the firm and renamed it Tiffany & Co. Today, Tiffany & Co. operates flagship stores around the world, with its main store located on Fifth Avenue in New York City. The company generates most of its sales from high-end retail jewelry, maintaining a reputation for quality gems and craftsmanship.
Tiffany & Co. is a luxury jewelry brand founded in 1837 that is known for its high quality silver jewelry and engagement rings. The brand's iconic blue boxes and logo are highly recognizable symbols of luxury. Tiffany became very successful by clearly marking prices on all goods and only accepting cash payments, which established it as a high-end brand. The company continues to market primarily to wealthy customers around the world and has adapted to new digital strategies to appeal to younger generations.
This PR campaign outlines Tiffany & Co.'s objectives and strategies for the Belarussian market. The key objectives are to position Tiffany as a must-have luxury jewelry brand compared to local options, convince consumers that authentic Tiffany jewelry is affordable and desirable, and establish Tiffany as a recognized player in the Belarusian jewelry industry. Tactics include partnering with women's magazines and TV shows, hosting industry events, and distributing press releases and newsletters about new collections. The overall strategy is to promote Tiffany as a modern global brand offering timeless, high-quality jewelry and exceptional customer service.
Founded in 1837, Tiffany & Co began as a "fancy goods" purveyor before focusing on fine jewelry and silverware in 1845. Key events include Charles Tiffany's buyout of partners in 1853 and renaming to Tiffany & Co, the opening of their flagship Fifth Avenue store in 1940, and going public on the NYSE in 1987. Tiffany is known for iconic pieces like the Tiffany Diamond and engagement rings, and for collaborations with designers like Jean Schlumberger, Elsa Peretti, and Paloma Picasso. The company produces 60% of products in-house and is innovative with new alloys like their secret-formula Rubedo metal.
Tiffany & Co. has a long history in fine jewelry but has struggled in the luxury watch market. This document proposes a new watch concept and strategy for Tiffany. It involves focusing on women's watches that resemble jewelry, creating them through a joint venture with an experienced watchmaker, and positioning the brand as the only mechanical women's watch that combines craftsmanship and elegant design. The strategy segments the market as independent women seeking luxury, and sets objectives to outperform market growth and become the most coveted women's watch brand. It outlines product collections, pricing, placement in Tiffany stores and an omnichannel approach, and a promotion strategy using events, sponsorships, social media and augmented reality to increase awareness
This document provides an overview and analysis of the Tiffany & Co. brand. It begins with background on the brand's history and current campaigns. It then analyzes the brand using a CBBE model, assessing the brand's awareness, salience, judgments, feelings, and resonance. It finds high awareness but low salience breadth. It also finds room to improve associations, performance, and feelings toward the brand. It concludes with recommendations like leveraging celebrity partnerships, broadening the target audience, and enhancing perceptions of quality, fun, and warmth to improve the brand's resonance.
The document discusses trends in the jewelry industry and consumer preferences. It covers topics like sustainability becoming more important to consumers, especially younger generations; a demand for customization, unique designs, and storytelling from brands; an emphasis on transparency around sourcing and supply chains; and a focus on experiences over just products. Emerging trends mentioned include solo traveling, nostalgia, using technology to provide escapism, and designing with empathy and compassion. The trends suggest consumers want brands that align with their values and provide meaningful products and stories.
Tiffany & Co. wants to target upper middle-class women and those looking for special occasion gifts by launching a digital strategy focused on user-generated content and a mobile app. Their goals are to appear more relatable to non-millionaires and inspire people to gift Tiffany products through shareable social media content that highlights meaningful life moments. They will measure success based on engagement, signups, app usage, sales, and social media interactions.
Tiffany & Co. was founded in 1837 by Charles Lewis Tiffany and John Young in New York City. They began with a stationary store and later added jewelry and silverware. In 1853, Tiffany gained control of the firm and renamed it Tiffany & Co. Today, Tiffany & Co. operates flagship stores around the world, with its main store located on Fifth Avenue in New York City. The company generates most of its sales from high-end retail jewelry, maintaining a reputation for quality gems and craftsmanship.
Tiffany & Co. is a luxury jewelry brand founded in 1837 that is known for its high quality silver jewelry and engagement rings. The brand's iconic blue boxes and logo are highly recognizable symbols of luxury. Tiffany became very successful by clearly marking prices on all goods and only accepting cash payments, which established it as a high-end brand. The company continues to market primarily to wealthy customers around the world and has adapted to new digital strategies to appeal to younger generations.
This PR campaign outlines Tiffany & Co.'s objectives and strategies for the Belarussian market. The key objectives are to position Tiffany as a must-have luxury jewelry brand compared to local options, convince consumers that authentic Tiffany jewelry is affordable and desirable, and establish Tiffany as a recognized player in the Belarusian jewelry industry. Tactics include partnering with women's magazines and TV shows, hosting industry events, and distributing press releases and newsletters about new collections. The overall strategy is to promote Tiffany as a modern global brand offering timeless, high-quality jewelry and exceptional customer service.
Founded in 1837, Tiffany & Co began as a "fancy goods" purveyor before focusing on fine jewelry and silverware in 1845. Key events include Charles Tiffany's buyout of partners in 1853 and renaming to Tiffany & Co, the opening of their flagship Fifth Avenue store in 1940, and going public on the NYSE in 1987. Tiffany is known for iconic pieces like the Tiffany Diamond and engagement rings, and for collaborations with designers like Jean Schlumberger, Elsa Peretti, and Paloma Picasso. The company produces 60% of products in-house and is innovative with new alloys like their secret-formula Rubedo metal.
Tiffany & Co. has a long history in fine jewelry but has struggled in the luxury watch market. This document proposes a new watch concept and strategy for Tiffany. It involves focusing on women's watches that resemble jewelry, creating them through a joint venture with an experienced watchmaker, and positioning the brand as the only mechanical women's watch that combines craftsmanship and elegant design. The strategy segments the market as independent women seeking luxury, and sets objectives to outperform market growth and become the most coveted women's watch brand. It outlines product collections, pricing, placement in Tiffany stores and an omnichannel approach, and a promotion strategy using events, sponsorships, social media and augmented reality to increase awareness
This document provides an overview and analysis of the Tiffany & Co. brand. It begins with background on the brand's history and current campaigns. It then analyzes the brand using a CBBE model, assessing the brand's awareness, salience, judgments, feelings, and resonance. It finds high awareness but low salience breadth. It also finds room to improve associations, performance, and feelings toward the brand. It concludes with recommendations like leveraging celebrity partnerships, broadening the target audience, and enhancing perceptions of quality, fun, and warmth to improve the brand's resonance.
The document discusses trends in the jewelry industry and consumer preferences. It covers topics like sustainability becoming more important to consumers, especially younger generations; a demand for customization, unique designs, and storytelling from brands; an emphasis on transparency around sourcing and supply chains; and a focus on experiences over just products. Emerging trends mentioned include solo traveling, nostalgia, using technology to provide escapism, and designing with empathy and compassion. The trends suggest consumers want brands that align with their values and provide meaningful products and stories.
Tiffany & Co. aims to selectively expand its global store network while maintaining its brand value. It seeks to increase store productivity and operating margins while enhancing customer awareness through marketing. Tiffany also focuses on product innovation and superior customer service. In the past year, Tiffany opened 17 new stores globally and saw sales rise in the Americas and Asia-Pacific regions. It plans to increase capital expenditures to support continued international expansion.
Case Study focused on iconic luxury brand, Tiffany, detailing the relevance of its brand identity and what it has come to represent. Introduced social media initiatives to create awareness, engage audiences and build community.
•The study also considered financial instruments for hedging overall risk under changing economic conditions.
This document contains information about Tiffany & Co., including the names of four MBAE students analyzing the company, Tiffany's history and products, financial overview, and analyses using various business frameworks. It discusses Tiffany's brand strength, revenue streams from jewelry sales, and potential threats from competitors like Blue Nile. Porter's Five Forces, demographic trends, mass customization, and Christensen's disruption theory are applied to understand Tiffany's position and recommend expanding their target market.
Cartier is a luxury brand founded in Paris in 1847 known for jewelry worn by royalty. The document outlines Cartier's plan to target young professionals and influence social media by photographing influential customers wearing Cartier products at exclusive events to create envy and desire among others to emulate celebrities and attain higher social status. The goal is for Cartier to become strongly associated with social class distinction.
The documents discuss the Indian luxury market, specifically the luxury watch market. The luxury market in India was worth USD 4.76 billion in 2009, growing at a CAGR of 13% from 2007-2009. The luxury watch market in India was worth USD 1.99 million in 2009, growing at 20% annually. The documents also discuss Cartier's entry into India and regulatory requirements for foreign direct investment. Cartier aims to expand its distribution network and increase its market share and growth rate in India from 2009-2012. The documents outline Cartier's brand positioning, target audience, marketing objectives and mix, and a proposed customer loyalty program to reinforce pride in owning a Cartier watch.
Cartier is launching a charity campaign called "Smile by Cartier" to raise money for UNICEF. They will hold events in New York, Paris, and Tokyo to promote a limited edition jewelry collection. 20% of proceeds will be donated to UNICEF. Social media will be used to promote the campaign and collection using #SmileByCartier. The goal is to raise money for charity and increase brand awareness while acquiring new, younger consumers interested in social causes.
Tiffany & Co. is a luxury jewelry and specialty retailer founded in 1837 based in New York City. It sells jewelry, watches, silverware, crystal, fragrances, and other accessories. While the company has strengths in its long history, ethics, and technology, it faces threats from strong competitors and economic challenges. Tiffany aims to enrich customers' lives through creating objects of extraordinary beauty. The document discusses Tiffany's market, products, pricing, distribution, promotion strategies, and recommendations.
Tiffany & Co. is launching an integrated marketing campaign called "All the More Reason" to increase store traffic and website visits, as both have declined in recent years. The $7.3 million campaign will target affluent consumers ages 25-54 through various media channels from October 2009 to May 2010, peaking around holiday seasons. It will use news articles, social media, print ads, online videos, and product placements to promote Tiffany jewelry. The campaign's success will be measured by membership growth, website and store traffic, and number of customer visits.
The jewelry market is fragmented and in need of disruption. There is a market gap between expensive fine jewelry and cheap costume jewelry, with nothing affordable and fashionable in between. Mejuri aims to fill this gap by offering direct-to-consumer fine jewelry at accessible prices using a minimal inventory model with frequent new introductions. Mejuri works with manufacturers to have a 3-4 week lead time from design to availability. The target market is digitally savvy women ages 25-45 who want quality products and a connection to brands. Mejuri co-designs exclusive collections with designers and influencers for everyday wear inspired by culture and style icons.
Hermes targets high-income customers interested in luxury fashion. It focuses on mature, female customers who value designer brands and status symbols. Specifically, Hermes aims for wealthy individuals, dignitaries, and celebrities who can afford its exclusive, high-priced leather goods and waitlists. While selling in low volumes, Hermes maintains high profit margins. It positions itself through symbolic and experiential marketing that emphasize the brand's values of creativity, uniqueness, and craftsmanship. This strong brand positioning has made Hermes iconic and gained customer loyalty.
This document discusses the brand identity of Cartier and a strategy for introducing the Chinese luxury brand Shang Xia to the European market. It outlines Cartier's core brand elements like its elegant products, symbols, and history of craftsmanship. It then provides Shang Xia's strategy to target wealthy consumers in Europe seeking unique Chinese cultural luxury goods through limited edition products, boutiques in luxury areas, and communication of its contemporary design.
Christian Dior is a French luxury fashion house founded in 1946 by Christian Dior. Dior launched his first collection, known as the "New Look", in 1947 which emphasized feminine silhouettes like cinched waists and full skirts. Dior targets an elite luxury customer with high income and social status through its boutiques worldwide and communication strategies including advertising, events, and digital channels. The brand emphasizes elegance, femininity, and luxury through its classic designs and high quality fabrics.
Cartier is a luxury brand founded in Paris in 1847 known for fine jewelry and watches. Over time, the brand established itself worldwide under the leadership of Alfred Cartier and his sons. Key to Cartier's success is its focus on high quality craftsmanship, heritage, and exclusivity to appeal to luxury consumers. While traditionally known as a jeweler, Cartier has expanded into other luxury product categories like watches. To maintain its luxury positioning, Cartier focuses on scarcity, exceptional customer experiences, and celebrity endorsements rather than conventional marketing tactics. In India specifically, Cartier aims to build on its history with Indian maharajas while incorporating local influences into its jewelry designs.
Cartier was founded in Paris in 1847 and established as a luxury brand worldwide in the early 20th century. As a luxury brand, Cartier targets consumers who spend heavily on famous brands to enhance their image. It positions itself through legacy, elegance, and fine craftsmanship. Cartier's marketing mix emphasizes superior experience through performance, paucity, persona, and association with public figures. While known predominantly as a jeweler, opportunities exist in the growing luxury watch segment in emerging markets.
The document discusses how luxury brands are engaging with consumers online through digital strategies. It provides 10 ways luxury brands are connecting digitally, such as communicating their brand image and stories online, using social media to showcase events and products, and acting as cultural tastemakers by recognizing innovators. Examples are given of how brands like Hermes, Gucci, Cartier, and others are successfully utilizing these digital strategies.
This is the project that our group prepared to assess the management of a luxury Italian brand in Chinese market. It includes a brief survey, inventory analysis in the local context, as well as the analysis and recommendations to enhance the brand's activities, which will benefit the brand equity in long term of the brand without damaging the brand image. The goal is to "translate" the language of the brand to convey the messages and preserve the importance of craftsmanship, connection with lifestyle, and the symbolism among Chinese consumers.
This document provides an analysis of Tiffany & Co's business strategies and the jewelry industry. It discusses macroeconomic factors affecting the industry, Porter's five forces analysis of competitive forces, and key success factors. Tiffany & Co's strategies, SWOT analysis, and financial performance are examined. Issues and recommendations are provided.
Tiffany & Co. wants to expand into the luxury jewelry market in Portugal. A SWOT analysis finds strengths in its brand recognition but weaknesses in high prices. Opportunities exist in tourism and fashion trends. Threats include lower incomes and preferences for local jewelry. Tactics include events, sponsorships, and trade shows to position Tiffany as modern and fashionable compared to traditional Portuguese jewelry. Success will be measured by sales, media coverage, and new business leads.
Tiffany & Co. aims to selectively expand its global store network while maintaining its brand value. It seeks to increase store productivity and operating margins while enhancing customer awareness through marketing. Tiffany also focuses on product innovation and superior customer service. In the past year, Tiffany opened 17 new stores globally and saw sales rise in the Americas and Asia-Pacific regions. It plans to increase capital expenditures to support continued international expansion.
Case Study focused on iconic luxury brand, Tiffany, detailing the relevance of its brand identity and what it has come to represent. Introduced social media initiatives to create awareness, engage audiences and build community.
•The study also considered financial instruments for hedging overall risk under changing economic conditions.
This document contains information about Tiffany & Co., including the names of four MBAE students analyzing the company, Tiffany's history and products, financial overview, and analyses using various business frameworks. It discusses Tiffany's brand strength, revenue streams from jewelry sales, and potential threats from competitors like Blue Nile. Porter's Five Forces, demographic trends, mass customization, and Christensen's disruption theory are applied to understand Tiffany's position and recommend expanding their target market.
Cartier is a luxury brand founded in Paris in 1847 known for jewelry worn by royalty. The document outlines Cartier's plan to target young professionals and influence social media by photographing influential customers wearing Cartier products at exclusive events to create envy and desire among others to emulate celebrities and attain higher social status. The goal is for Cartier to become strongly associated with social class distinction.
The documents discuss the Indian luxury market, specifically the luxury watch market. The luxury market in India was worth USD 4.76 billion in 2009, growing at a CAGR of 13% from 2007-2009. The luxury watch market in India was worth USD 1.99 million in 2009, growing at 20% annually. The documents also discuss Cartier's entry into India and regulatory requirements for foreign direct investment. Cartier aims to expand its distribution network and increase its market share and growth rate in India from 2009-2012. The documents outline Cartier's brand positioning, target audience, marketing objectives and mix, and a proposed customer loyalty program to reinforce pride in owning a Cartier watch.
Cartier is launching a charity campaign called "Smile by Cartier" to raise money for UNICEF. They will hold events in New York, Paris, and Tokyo to promote a limited edition jewelry collection. 20% of proceeds will be donated to UNICEF. Social media will be used to promote the campaign and collection using #SmileByCartier. The goal is to raise money for charity and increase brand awareness while acquiring new, younger consumers interested in social causes.
Tiffany & Co. is a luxury jewelry and specialty retailer founded in 1837 based in New York City. It sells jewelry, watches, silverware, crystal, fragrances, and other accessories. While the company has strengths in its long history, ethics, and technology, it faces threats from strong competitors and economic challenges. Tiffany aims to enrich customers' lives through creating objects of extraordinary beauty. The document discusses Tiffany's market, products, pricing, distribution, promotion strategies, and recommendations.
Tiffany & Co. is launching an integrated marketing campaign called "All the More Reason" to increase store traffic and website visits, as both have declined in recent years. The $7.3 million campaign will target affluent consumers ages 25-54 through various media channels from October 2009 to May 2010, peaking around holiday seasons. It will use news articles, social media, print ads, online videos, and product placements to promote Tiffany jewelry. The campaign's success will be measured by membership growth, website and store traffic, and number of customer visits.
The jewelry market is fragmented and in need of disruption. There is a market gap between expensive fine jewelry and cheap costume jewelry, with nothing affordable and fashionable in between. Mejuri aims to fill this gap by offering direct-to-consumer fine jewelry at accessible prices using a minimal inventory model with frequent new introductions. Mejuri works with manufacturers to have a 3-4 week lead time from design to availability. The target market is digitally savvy women ages 25-45 who want quality products and a connection to brands. Mejuri co-designs exclusive collections with designers and influencers for everyday wear inspired by culture and style icons.
Hermes targets high-income customers interested in luxury fashion. It focuses on mature, female customers who value designer brands and status symbols. Specifically, Hermes aims for wealthy individuals, dignitaries, and celebrities who can afford its exclusive, high-priced leather goods and waitlists. While selling in low volumes, Hermes maintains high profit margins. It positions itself through symbolic and experiential marketing that emphasize the brand's values of creativity, uniqueness, and craftsmanship. This strong brand positioning has made Hermes iconic and gained customer loyalty.
This document discusses the brand identity of Cartier and a strategy for introducing the Chinese luxury brand Shang Xia to the European market. It outlines Cartier's core brand elements like its elegant products, symbols, and history of craftsmanship. It then provides Shang Xia's strategy to target wealthy consumers in Europe seeking unique Chinese cultural luxury goods through limited edition products, boutiques in luxury areas, and communication of its contemporary design.
Christian Dior is a French luxury fashion house founded in 1946 by Christian Dior. Dior launched his first collection, known as the "New Look", in 1947 which emphasized feminine silhouettes like cinched waists and full skirts. Dior targets an elite luxury customer with high income and social status through its boutiques worldwide and communication strategies including advertising, events, and digital channels. The brand emphasizes elegance, femininity, and luxury through its classic designs and high quality fabrics.
Cartier is a luxury brand founded in Paris in 1847 known for fine jewelry and watches. Over time, the brand established itself worldwide under the leadership of Alfred Cartier and his sons. Key to Cartier's success is its focus on high quality craftsmanship, heritage, and exclusivity to appeal to luxury consumers. While traditionally known as a jeweler, Cartier has expanded into other luxury product categories like watches. To maintain its luxury positioning, Cartier focuses on scarcity, exceptional customer experiences, and celebrity endorsements rather than conventional marketing tactics. In India specifically, Cartier aims to build on its history with Indian maharajas while incorporating local influences into its jewelry designs.
Cartier was founded in Paris in 1847 and established as a luxury brand worldwide in the early 20th century. As a luxury brand, Cartier targets consumers who spend heavily on famous brands to enhance their image. It positions itself through legacy, elegance, and fine craftsmanship. Cartier's marketing mix emphasizes superior experience through performance, paucity, persona, and association with public figures. While known predominantly as a jeweler, opportunities exist in the growing luxury watch segment in emerging markets.
The document discusses how luxury brands are engaging with consumers online through digital strategies. It provides 10 ways luxury brands are connecting digitally, such as communicating their brand image and stories online, using social media to showcase events and products, and acting as cultural tastemakers by recognizing innovators. Examples are given of how brands like Hermes, Gucci, Cartier, and others are successfully utilizing these digital strategies.
This is the project that our group prepared to assess the management of a luxury Italian brand in Chinese market. It includes a brief survey, inventory analysis in the local context, as well as the analysis and recommendations to enhance the brand's activities, which will benefit the brand equity in long term of the brand without damaging the brand image. The goal is to "translate" the language of the brand to convey the messages and preserve the importance of craftsmanship, connection with lifestyle, and the symbolism among Chinese consumers.
This document provides an analysis of Tiffany & Co's business strategies and the jewelry industry. It discusses macroeconomic factors affecting the industry, Porter's five forces analysis of competitive forces, and key success factors. Tiffany & Co's strategies, SWOT analysis, and financial performance are examined. Issues and recommendations are provided.
Tiffany & Co. wants to expand into the luxury jewelry market in Portugal. A SWOT analysis finds strengths in its brand recognition but weaknesses in high prices. Opportunities exist in tourism and fashion trends. Threats include lower incomes and preferences for local jewelry. Tactics include events, sponsorships, and trade shows to position Tiffany as modern and fashionable compared to traditional Portuguese jewelry. Success will be measured by sales, media coverage, and new business leads.
Tiffany & Co is a luxury brand founded in 1837 in New York City known for its fine jewelry, distinctive Tiffany Blue packaging, and strong heritage. It has achieved global recognition through its iconic Tiffany Diamond engagement rings, successful trademarking of Tiffany Blue, and by crafting trophies and medals for prestigious events like the Super Bowl and US Open. Though Tiffany began with stationery and silverware, it became renowned for diamonds and gemstones, cementing its image as the world's premier jeweler through celebrity endorsements and iconic associations with films like Breakfast at Tiffany's. Today Tiffany operates over 300 stores worldwide and continues to defend its brand against counterfeiting while emphasizing sustainability through responsible
In a world with ever-increasing regulatory and external scrutiny, the criticality of project risk and governance is growing simultaneously. It is important to identify risks and communicate these risks to the sponsors, but is this enough? Project sponsors and executives must now be selected based on not only those who are directly impacted by the project, but those with broader responsibilities as well.
This document discusses concepts related to identifying competitive advantages and Porter's Five Forces model. It provides examples of first-mover advantage held by AirAsia through low ticket costs. Environmental scanning involves analyzing external events and trends impacting an organization. Porter's Five Forces model examines supplier power, buyer power, threat of new entrants, rivalry among existing competitors. Value chain views a business as a series of processes adding value for customers.
The document summarizes the author's tour of new stores and shopping developments in Manhattan over twelve days. On the first day, the author describes elaborate holiday window displays at stores like Bergdorf Goodman and Saks Fifth Avenue. Tony Duquette inspired Bergdorf Goodman's windows depicting "The Elements." On the third day, the author visits newly renovated flagship stores like Dolce & Gabbana's store on Madison Avenue. By the twelfth day, the author sees new international stores opening in Manhattan from brands in countries like Belgium, Spain, Greece, and the UK.
For 30 years, Levinson Jewelers has been privileged to share in the excitement and special occasions of our patrons. Whether it be an engagement, a wedding or the “just because” moments, we are honored to assist in creating those priceless memories that will last forever. For more detail visit our site: http://www.levinsonjewelers.com/
The document provides design information for improving Tiffany & Co.'s website services related to repairing and personalizing previously purchased items. It includes a UX persona of a target customer, design objectives and concepts, a site map, wireframes, and prototypes. The objectives are to offer maintenance and repair services, promote personalization options like engraving, and increase revenue by bringing existing customers back to the site for these services.
Pomellato is an Italian luxury jewelry brand that wants to increase its market share in the US. However, its Facebook page has attracted few fans and lacks engagement. A social media specialist was hired to develop a strategy to heighten brand awareness on Facebook. Through research, the specialist found luxury brands struggle with encouraging engagement while maintaining an exclusive brand image. The specialist must determine how Pomellato can create an engaging Facebook presence without compromising its prestige, and develop a strategy that brings additional value to fans.
The document provides an overview of Tiffany & Co.'s plans to enter the Portugal market. It discusses Tiffany's company profile, the Portugal jewelry market landscape, a SWOT analysis, PR objectives to position Tiffany as a luxury brand and increase awareness of its affordable options. Tactical programs are outlined to target consumers, media, and the jewelry industry, including events, sponsorships, and trade show participation. A budget and measurement metrics are also proposed.
Kering is a luxury conglomerate that owns brands like Gucci, Saint Laurent, and Balenciaga. It recognized the need to grow its online presence to compete with online retailers. However, expanding luxury brands online posed issues around maintaining exclusivity while appealing to new customers. The document recommends that Kering segment its brands online, offer personalized shopping and trial experiences, leverage social media and mobile apps, and address counterfeiting to successfully grow its digital presence while protecting brand images.
The document discusses Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and market segmentation/focus. Cost leadership involves having the lowest production and distribution costs to offer the lowest prices. Differentiation involves making products unique in some way to appeal to customers who are less price-sensitive. Market segmentation/focus involves tailoring offerings to serve specific market segments. Examples are provided of companies that employ each strategy successfully. Criticisms of the framework are noted, but it is still viewed as providing a useful model for understanding sources of competitive advantage.
Describes the various forms of communications methods and management hierarchies commonly used in business, such as Vertical Structure, Small Span of Control, Theory X, Y and Z, Decision-making structure and others.
This document provides an overview of Tesla Motors including its mission, vision, vehicles, and strategy. It discusses Tesla's goal of making electric vehicles (EVs) a viable alternative to gas-powered cars. The document also analyzes Tesla's position in the automotive industry including competitors and factors impacting growth. It identifies Tesla's technological advantages but also challenges related to costs, production delays, and limited charging infrastructure. Recommendations are made to expand Tesla's network of superchargers and service centers while maintaining responsible technology development and market share gains.
For fashion brands, building a touchpoint landscape is an increasingly daunting task. Fashion is democratizing rapidly and a new breed of social media like Pinterest is bringing great opportunities. This presentation offers a method of building real story telling customer journeys for different customer types. It also shows a number of promising trends. It includes overviews of online and offline touchpoints, owned, bought, and earnt media; it shows ways of connecting touchpoints with QR codes and more.
El balance general es un estado financiero que muestra los activos, pasivos y patrimonio de una empresa en un momento determinado. Los activos incluyen efectivo, cuentas por cobrar, inventarios y activos fijos, mientras que los pasivos incluyen cuentas por pagar y deudas. La diferencia entre los activos y los pasivos es el patrimonio neto. El balance general proporciona información sobre la situación financiera de una empresa y se usa para la toma de decisiones.
Tactical Brand Marketing Plan - UBER Munich, GermanyEvelyn Sindermann
A market analysis of UBER in the German market (Munich) with recommendations for a tactical brand strategy that increases revenue to €8.2M by the end of 2015 and doubles the market share to 14.8% by 2020.
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
Tiffany & Co.'s annual report discusses financial results for the fiscal year ended January 31, 2013. Worldwide net sales increased 4% to $3.8 billion but gross profit declined as a percentage of net sales. Net earnings declined 11% to $416 million due to difficult year-over-year comparisons, challenging economic conditions, and product cost pressures. The company added 28 new stores during the year. Tiffany & Co. remains confident in long-term growth potential and plans new store openings, product introductions, and marketing activities for the coming year.
De Beers has historically dominated the diamond industry due to controlling the majority of global diamond production and distribution. However, its monopoly began to weaken in the 1990s as new mines opened. In response, De Beers shifted its strategy from controlling supply to innovative marketing programs and alliances to grow demand for diamond jewelry under its brands. It now markets directly to consumers through retail stores and partnerships, having lost the ability to influence prices industry-wide.
This document describes a multi-level marketing company that sells luxury fashion and jewelry brands. It promotes launching a "Virtual Designer Mall" to earn income from sales. Higher level packages provide larger startup inventory bonuses and profit margins up to 100%. The company aims to become the world's largest designer brand while providing wealth building opportunities through network marketing.
Tiffany & Co. is a luxury jewelry and specialty retailer founded in 1837. The 12-page document analyzes Tiffany's financial performance from 2008-2012, the luxury goods industry, and competitors. It finds that while Tiffany had record sales and profits in 2011, its operating environment has weakened in the latter half of 2012. It recommends Tiffany focus on international expansion, productivity gains, and strengthening its supply chain and e-commerce to drive growth in 2013 and beyond.
Tiffany & Co is a luxury jewelry company founded in 1837 that sells engagement rings, jewelry, and silver items. It has over 200 stores worldwide and is committed to environmental sustainability. Strengths include its rich history and brand recognition. Opportunities exist in expanding its global reach and online sales. Overall, Tiffany & Co demonstrates strong financial performance and brand loyalty, positioning it well for continued growth.
This document provides information about three major diamond retailers: Blue Nile, Zales, and Tiffany. It discusses their business models, product offerings, target customers, and financial performance from 2007-2011.
Blue Nile is an online-only retailer that offers high-quality diamonds and jewelry at lower markups. It targets men with a no-pressure sales approach. Zales operates stores targeting various customer segments but has struggled with changing strategies. Tiffany focuses on high-end products through global stores and sourcing, maintaining strong profit margins.
- LoveAndPride.com targets the LGBTQ+ community with original jewelry and gift designs ranging from $100-5,000 for various occasions.
- In 2013, sales were nearly $3M and a restructuring added experienced leaders like the former VP of David Yurman.
- Financial projections show sales growing to $4M in Q4 2016 with 19% EBITDA. Assuming $2M pre-tax income in 2016, valuation could be 5x the current $4M.
- An additional $1M investment is sought to capitalize on the $800B LGBTQ+ market and $10B online jewelry industry, as legal protections expand rapidly.
This document provides a case study analysis of three diamond retailers: Blue Nile, Zales, and Tiffany & Co. It summarizes each company's business model, product offerings, target customers, and strategies. It also analyzes their approaches to online vs. brick-and-mortar retail and how well each is structured to deal with economic downturns. Key discussion points include Blue Nile's exclusively online model with lower price points, Zales' failed attempt to target an upscale market, and Tiffany's focus on maintaining its luxury brand through high-end store experiences.
- De Beers, which once controlled over 90% of the global diamond market, was facing declining profits due to a bloated stockpile of diamonds and decreased demand.
- Factors such as saturated markets, public relations issues, and the emergence of new diamond suppliers from other countries threatened De Beers' dominance of the industry.
- De Beers needed to address oversupply in the market and find new ways to boost demand for diamonds to improve its financial situation.
Take a quick online or live tour of our glamorous product galleries and our revolutionary business plan, and you will see that the GWT opportunity is like no other. The GWT Corp hallmarks are:
The world's highest paying compensation plan with an unprecedented payout of up to 60%.
The world's first Free-Flowing Variable Compensation Plan providing full access to earned commissions and bonuses without the restrictions of ranks, qualifications and re-qualifications.
The world's most prestigious and collectible designer products.
Innovative company-provided marketing tools such as the ever popular Complimentary Gift Certificate program and e-marketing campaigns.
Recession-proof business opportunity in an ever-expanding multi-billion-dollar designer industry.
Rothberg Jewelers is a New York-based retailer of high quality gemstones and jewelry that primarily sells through TV networks. It seeks $2-3 million in investment to fund inventory expansion and website improvements to further grow its business. The company offers a wide selection of jewelry, diamonds, and precious stones and has established relationships with major television networks. It aims to target customers aged 49+ in the US market and has experienced rapid growth through television sales.
Global Wealth Trade Tour 2013 - Rated #1 Best Home Business Opportunity - Don...Charles Fury
http://www.yourhomebusinessincome.com/giftcertificate/
Learn how to make money working part-time with Global Wealth Trade. 9 Years in Business. In 80+ Countries. Over 14,000 Luxury Consultants from around the world are helping to promote its luxury fashion designer brand FERI & FERI MOSH
http://www.yourhomebusinessincome.com/giftcertificate/
Hard Asset Management aims to become the largest facility for buying, selling, storing, and financing hard assets like precious metals and rare coins. It has three recurring revenue sources and benefits from CEO Christian Briggs' 35 years of experience in the industry. The company is projected to generate $6 million in revenue in 2017 while enjoying a low 4% tax rate as a Puerto Rico-domiciled entity.
Are you jobless, tired of the 8-5 regime? Are you a graduate or looking for a better way of living your dreams? Do you want to be financially free?
Global Wealth Trade (GWT), Canada's multi-million dollar celebrity Fashion Designer House wants to allow you live your dreams by becoming a luxury consultant with them. A Luxury Consultant can earn $500 up to $10,000 weekly for looking good. Do you have a passion for fashion? Cash in on this amazing opportunity. Simply WEAR and EARN. Wear the Feri, Feri Mosh & Posh high quality luxury designer products and get paid!
Global Wealth Trade English PresentationGala Jameson
Global Wealth Trade Corporation (GWT Corp) is founded by Ramin Mesgarlou, AKA "The Forensic Networker" and he sold it first distributorship in April 2005 from his home office in Ontario, Canada.
From these modest beginnings, the small jewelry company kept growing and gaining strength through an evolving product line and a parade of innovational triumphs unprecedented in the history of fine jewelry driven by lead designer Sanaz Hooman.
Due to its rapid growth, the company had to expand its head office five times between 2005 and 2010, finally relocating its world headquarters from Ottawa to Toronto in 2008.
The corporate website has a very elegant design, unrivalled in the Direct Selling world and is devided in a business section and a designer gallery for customers. GWT Corp is the only direct sales company to offer luxury commodities in a form of designer fine jewellery and goods. Annual estimated revenue $15 million and 7,000+ consultants. 90% in Canada and the Carribean.
We rate Global Wealth Trade as an great opportunity if you like to be involved into the combination of designer jewelry / high proft designer lines and an awesome Direct Selling business opportunity.
GWT has an visionary CEO with hands-on Direct Selling experience and great field distributor leadership to expand the opportunity, with over 20 years of experience, creating already 8 millionaires in the process.
It is absolutely a high end top 20 opportunity based on vision, product line, compensation plan and leadership integrity.
The binary compensation plan pays out up to 70% and there are 6 ways to earn. 3 are based upon ones activity and input, 2 are residual streams of income for generations and one is a life style change with free vacations, shopping sprees and luxury high end cars.The marketing plan is based on value for the end customer, with strong support for the GWT member.
Retail customers can order directly from the online galleries by using members’ websites to access GWT’s vast inventory of designer fine jewelry and other designer goods. The company prepares the jewelry and other designer goods, and ships them properly packaged directly to the end customer. Commissions and bonuses are paid weekly, on the company’s own Master Card with global acceptance.
Gary Michaels Fine Jewelry is a family-owned high-end jeweler in New Jersey that sells designer jewelry, diamonds, and watches. While it has strengths like its knowledgeable staff and large diamond selection, it faces threats from online retailers and lower prices from major chains. The strategic campaign will focus on leveraging opportunities like the holiday season and e-commerce to attract younger customers and build upon existing positive reviews and ratings to spread brand awareness.
The document discusses the launch of Lamha, an online diamond and jewelry retailer. It provides background on the company JB Brothers that owns Lamha, describing their experience in diamond manufacturing and global presence. Lamha aims to make diamond purchasing easy and convenient for customers by offering a wide selection of products online with detailed information, competitive pricing, and hassle-free purchasing and returns. The summary highlights Lamha's goals of providing customers options to customize jewelry and an easy way for men to gift diamonds to the women in their lives.
Loveand pride investors march 2014 video versionKobi Ben Meir
- LoveAndPride.com targets the LGBT community and allies with original jewelry and gift products ranging from $100-5,000 across multiple collections for different occasions.
- In its third year of operations, sales reached nearly $3M and recent restructuring positions the company for accelerated growth, projecting $4M in sales and 19% EBITDA by Q4 2016.
- The presentation seeks $1M investment at a pre-money valuation of $4M, noting the $800B annual LGBT spending power in the US represents an enormous opportunity as the largely underserved market grows with legalization of gay marriage in more states and countries.
The Diamond Trading Company (DTC) is the world's largest distributor of rough diamonds, sorting and selling 40% of the world's uncut diamond supply. It operates research facilities and develops diamond technology. Southern Africa produces most of the world's diamonds, with Botswana the top producer by value. The DTC uses the 4Cs system - cut, carat, color, and clarity - to classify and value diamonds. It is part of the De Beers group of companies.
This document provides details on four outfit options inspired by 1950s movie stars to be sold as part of Chico's 1950s Men's Collection Pt. 2. Each outfit includes descriptions of the clothing pieces and colors that reference outfits worn by James Dean, Alec Guinness, Paul Newman, and Marlon Brando in specific movies from the 1950s to help customers recreate the iconic looks of these actors. The outfits are aimed at helping men dress like the popular stars from classic 1950s films.
Ralph Pucci is hosting the grand opening of his new Wynwood Gallery located at 343 NW 25th Street in Miami from 6pm to 10pm on Tuesday, June 10, 2014. The invitation extends a cordial welcome to the event at the new Miami location, which is one of three galleries owned by Ralph Pucci in New York, Los Angeles, and Miami.
The document provides a buying and assortment plan for a boutique called Bal Harbour Boutique. It outlines the target customer demographic as females ages 25-35 in upper middle to high income levels living in Miami-area coastal cities. The merchandise will include 60% swimwear like halter bikinis, one pieces, and triangle tops, 24% resort wear like tunics and maxi dresses, and 16% beach accessories including hats, sandals, and jewelry. The plan also provides details on fabrics, colors, designs, and references for each merchandise category.
The document outlines the store concept and design for a boutique called Infinimer that sells exclusive beachwear and swimwear and offers a fish spa service. It details the store name, logo, target customer, merchandise, fixtures, furniture placement, and traffic flow layout to achieve a sophisticated yet marine-inspired shopping experience. The goal is to attract customers seeking luxury beach items and a unique retail therapy experience through the boutique's one-of-a-kind apparel pieces and relaxing fish spa service.
El documento proporciona una historia detallada de la casa de moda Valentino desde su fundación en 1960 hasta 2015. Incluye información sobre los diseñadores principales, colecciones notables, campañas publicitarias, tiendas minoristas y líneas de productos como ropa, calzado, accesorios y fragancias. Resume los hitos clave y el estilo reconocido de Valentino que combina la alta costura, el color y el diseño elegante.
This document describes the Bandage Monokini, described as "the sexiest swimsuit." It is made of panelled bandages that create a geometrical cut-out pattern. The monokini is made of durable, elastic materials that fit the body curves. It is intended to make the wearer feel confident, sexy and sophisticated. The monokini caters to consumers interested in beach lifestyle who want to stand out in their swimwear. As an innovative designer item, it would be displayed prominently and advertised through celebrity endorsements to reach innovator and trendsetter customers during its introductory product life cycle stage.
This document appears to be a table of contents for a report on city street forecasting. It lists 5 sections: Metaldrilles, Flatforms, Free-nges, Gladiatup, and Knee Rip. Each section has 2 pages of content according to the page numbers listed.
World War II had a major influence on fashion trends of the 1940s. Due to fabric shortages from the war, clothing regulations were introduced that restricted designs and silhouettes. Women entered the workforce in large numbers to replace enlisted men, taking on a new role in society. American designers like Claire McCardell gained prominence as access to French couture was restricted. Fashion reflected patriotic themes and emphasized curves to boost morale. Styles were simplified due to rationing and regulations dominated the silhouette of the era.
3. About:
² Leading competitor in the jewelry industry.
² Brand that shows value, quality, superior design, and
exclusivity.
² Sales: Retail, internet, catalog, business-to-business &
wholesale distribution.
4. Products:
² Fine & solitaire jewelry, engagement rings, and
wedding bands.
² Non-gemstone, sterling silver, gold, and metal jewelry
² Timepieces, leather goods, sterling silverware, china,
crystal, stationery, fragrances, and accessories.
10. Financial Assets
MAJOR HOLDERS BREAKDOWN
% of Shares Held by All Insider and 5% Owners: 13%
% of Shares Held by Institutional & Mutual Fund Owners: 86%
% of Float Held by Institutional & Mutual Fund Owners: 99%
Number of Institutions Holding Shares: 498
11. Financial Assets
MAJOR DIRECT HOLDERS
Quatar Investment Authority
Shutzer William A
Kowalski Michael Joseph
Marquis Charles K
Fernandez James N
TOP INSTITUTIONAL HOLDERS
Vanguard Group, Inc. (The) 6.50%
Capital World Investors 6%
Oppenheimer Funds, Inc. 3.43%
State Street Corporation 3.42%
Harris Associates L.P. 3.35%
BlackRock Institutional Trust Company,
N.A.
2.22%
Jennison Associates LLC 2.04%
JP Morgan Chase & Company 1.68%
Ruane, Cunniff & Goldfarb Inc. 1.67%
TCW Group, Inc. (The) 1.66%
12. Financial Assets
News
² Stocks up
² From “neutral” to “buy”
² Target $100
² Strengths
² Higher domestic sales
² Margin rise
² Operation improvement
http://www.thestreet.com/story/12701109/1/why-tiffany-tif-stock-is-up-
on-thursday.html
13. Physical Assets
² 1st building on 38th street.
² National Regisrty of Hsitoric Places.
² 290 stores worlwide
² Headquarters at 5th Avenue.
² Raw Material include
² Metal
² Silver
² Gold
² Platinum
² Diamonds
14. Physical Assets
News
² “Tiffany Reports First Quarter Results; Higher Sales and Margins Generate
Strong Earnings Growth”
² 13% increase in worldwide net sales
² 50% growth in net earnings
² Worldwide net sales rose 13% to $1.0 billion
² In the Americas region, total sales increased 8% to $439 million.
² Strengths
² Periodic comparison of assets providing a trend in growth
² Explains the trend in asset growth
² Provide for comparison and enhanced understanding
² Weakness
² Does
not
provide
specific
details
² It
misses
aspects
such
as
deprecia5on
http://investor.tiffany.com/releasedetail.cfm?ReleaseID=849272
15. Human Assets
² CEO
² Mr. Kowalski
² 10,600 Full Time Employees (Yahoo,2014).
² 5,100 in U.S. (2013)
² Employee Giving Program
² Time Off
² Vacation and personal days
² Requirements
² Min of 5-7 years of retail/training experience
² Strong team management skills
² Strong proficiency with Microsoft Office software
² Ability to interact with customers and other employees
² Full education
16. Human Assets
News
² “Tiffany
&
Co.
breaks
ground
on
Lexington
manufacturing
plant
‘’
² Will employ 125 people
² 25,000-square-foot manufacturing plant
² NY stores hire more than 60 new employees
² Products made in Lexington include engagement jewerly
² Strengths
² FormaFed
to
allow
for
grasping
relevant
informa5on
² Reuters
is
credible
² Provides
precise
informa5on
² On
qualifica5ons
and
experiences
of
the
execu5ve
manager
² Weakness
² Only
provides
informa5on
on
the
top
execu5ve
http://www.kentucky.com/2010/11/04/1507888/tiffany-co-to-open-lexington-
manufacturing.html
18. Intangible Assets
Reputation:
² Diamonds are real gems
² Assured to get what they pay
² Beautiful and high quality
² Name speaks for itself
² Provides excellent customer service
² Present a good image
² Integrity when it comes to jewelry sales.
21. Intangible Assets
² Licensee of jewelry desgins
² Elsa Peretti, Paloma Picasso, Jean Schlumberger & Frank
Gehry
² Peretti & Picasso ownership of copyrights for their designs
22.
Registered Designs:
² Sterling silver screwball keyring
² "Please Return to Tiffany & Co. New York”
² Registration number
Intangible Assets
24. Intangible Assets
News:
² Paloma Picasso's Olive Leaf collection for Tiffany & Co
² Strength
² Worldwide renown designer
² Exclusive design
² Competitive advantage
² Value = sales
² Rare = source of inspiration
² Hard to imitate = no other collection will be the same
² Exploited = design in different elements
hFp://www.vogue.com.au/fashion/accessories/galleries/paloma+picassos+olive+leaf
+collec5on+for+5ffany+co,25732?pos=1
25. Structural/Cultural Assets
History:
² 1837 – New York.
² Charles Lewis Tiffany & John F. Young
² Stationery and costume jewelry.
² 1845 - “real” jewelry.
² 1853 - Tiffany and Company.
² 1940 - Silverware, timepieces & perfumes.
26. Structural/Cultural Assets
Core Principles:
² Global Presence
² High Service Standards
² Commitment Quality and Innovation
² Marketing & Branding
² Recruitment & Training
² Supply Chain
² Intellectual Property Rights
² Counterfeit Protection
² Corporate Social Responsibility
² Key Growth Strategies
27. Structural/Cultural Assets
² Only 1 company-operated store
² Strong advertising campaigns
² Differentiated products/innovative designs
² Effective competitive pricing
² Weak attempt to cater to men's product categories
² Weak efforts to offer later store hours of operation
² Knowledgeable, well-trained sales staff
28. Structural/Cultural Assets
² Strong efforts in collection of customer data
² Good supplier relationship
² Secure & easy to use Website
² Strong presence/locations in major US cities
² Mechanistic structure
29. Structural/Cultural Assets
Key Growth Strategies:
² Expand channel of distribution
² Increase sales by developing new products
² Increase control over supply
² Achieve improved profit margins
² Direct diamond sourcing & internal jewelry manufacturing
² Enhance customer awareness (marketing & PR)
² Customer service with superior shopping experience
30. Structural/Cultural Assets
News
² Patrick Dorsey is retiring after 29 years
² General Counsel
² Leigh Harlan
² Strength
² Actualized vision with previous experience
² Strong leadership skills
² Weakness
² Antiquity
² Know how to do things
hFp://markets.on.ny5mes.com/research/stocks/news/press_release.asp?
docTag=201404110800BIZWIRE_USPRX____BW5076&feedID=600&press_symbol=268527
33. Vision & Mission
”To be the world’s most respected and successful designer, manufacturer and
retailer of the finest jewelry."
² For over 175 years, Tiffany has offered our customers timeless style and
quality. As the world’s premier jeweler and America’s house of design, we
maintain a standard of excellence in each beautiful piece we create. These
high standards extend to the commitment we make to our customers, the
environment and the communities in which we work. They are also evident
in the way we treat our employees and the benefits offered to them.
34. Code of Ethics
² The Tiffany & Co. Business Conduct Policy sets forth expectations of
Tiffany employees, including compliance with all relevant laws and
regulations.
² This policy also prohibits payment of bribes or the acceptance of
payments or other inappropriate gifts and sets expectations in areas
such as potential conflicts of interest and political contributions.
35. Social Responsibility
² The Tiffany & Co. Foundation : has donated, on average, nearly
2% of pre-tax earnings to charitable purposes
² In 2012, Tiffany & Co. provided more than $5 million to nonprofit
organizations through our global corporate giving program.
² Responsible Mining
² Supplier Responsibility
36. The New Business Environment
² Technology: smartphone app.
² Globalization : they oparate stores in America, Asia-Pacific, Japan,
Europe and the United Arab Emirates.
² Now they are opening 2 level luxury store in Moscow, Russia.
37. The New Business Environment
News
² Tiffany Raises Profit Outlook on Strength of Sales in
China
² Sales in China now account for about 22 percent of overall revenue,
compared with 11 percent five years ago.
² Strengths
² Still growing market
² Asian people like brands
² Weakness
² Soon it might be a lot of competition
http://www.nytimes.com/2013/08/28/business/tiffany-raises-profit-outlook-on-
strength-of-sales-in-china.html
39. 1.Production/Operations
² 290 stores
² Americas 48%
² US 91 stores
² Canada & LA 24 stores
² Asia-Pacific 23%
² 66 stores
² Japan 14%
² 55 stores
² Europe 12%
² 34 stores
² UAE & Russia 3%
² 5 stores
Internal Audit
40. News
² The New Tiffany Flagship Store on
the Champs-Elysées
² 1686 - 1st store
² Yellow diamond
² Strengths
² Tourism
² Global image
² Sales increase
² Diverse markets
² Location
http://www.tiffany.com/WorldOfTiffany/LatestNews/Article.aspx?
ArticleID=1597&PageType=2
Internal Audit
42. News
² Ogilvy & Mather wins global Tiffany & Co. account
² 4 month period
² Global market communication partner
² Brand position & advertising
² Strenghts
² 1 of the largest
² Experience
² Creativity
http://www.ogilvy.com/News/Press-Releases/February-2014-Tiffany.aspx
Internal Audit
43. 3.Research & Development
² To promote the development of standards for responsible mining at the
large- and small-scale level.
² To remediate areas where both small- and large-scale mining have
occurred.
² To protect places of natural and historic importance from the threat of
mining.
² To promote economic and social development in areas where the mining
of precious metals, diamonds and gemstones occurs.
Internal Audit
44. News
² “Tiffany & Co. Breaks Ground on Lexington Manufacturing Plant”
² Will employ 125 people
² 25,000-square-foot manufacturing plant
² NY stores hire more than 60 new employees
² Products made in Lexington include engagement jewerly
² Strenghts
² Emphasizes the company’s insistence on research
² Broader perceptive of research,
² Such as the benefits to society
² Provides an insight
² On the research and development program of the company
² Wekanesses
² Does not provide information on the historical progress
http://www.facebook.com/note.php?note_id=493417158697
Internal Audit
45. 4.Financial & Accounting
² Strengths
² Revenue growth
² Expand profit margins
² Solid financial position
Internal Audit
² Weaknesses
² Deteriorating net income
² Disappointing return on equity
² Weak operating cash flow
46. News
² Stock Upgrades: Stick With Tiffany's Carats
² More than 6%
² Street estimate
² Advances another 1.38%
² Strengths
² Higher stocks
² Raise price target
² More attractive to invest
http://www.minyanville.com/trading-and-investing/stocks/articles/Stock-
Upgrades253A-Stick-With-Tiffany2527s-Carats/5/30/2014/id/55139?
camp=syndication&medium=portals&from=yahoo
Internal Audit
47. 5.Information Systems
² Past customer purchases
² Tastes
² Birthday
² Sit-downs sales in its stores
² Superior knowledge
² Product offerings
² Customer history = individual attention
² Countercyclical growth due to loyalty
Internal Audit
48. News
² “ISO Standards Information: Tiffany & Co.”
² Customer service very important
² Special system for customer relationship
² Management information system
² Strenghts
² Details on other aspects of the company
² Effective information system
² Explains key points
² Video to promote clarity of information
hFps://sites.google.com/site/isostandardsinforma5on/5ffany-‐com
Internal Audit
50. News
² Tiffany Names Ralph Nicoletti as Chief Financial Officer; Jim
Fernandez, Tiffany’s Veteran COO and CFO, to Retire
² Mr. Nicoletti will be CFO
² Mr. Fernandez is going to retire
² Strenghts
² Experience
² Helps with worldwide expansion
² Wekanesses
² Lost great employee
² New CFO doesn’t know company
http://www.marketwatch.com/story/lieff-cabraser-investigating-possible-
securities-fraud-at-great-lakes-dredge-dock-corporation-2013-03-19
Internal Audit
51. B) Organizational Structure
Internal Audit
Michael
Kowalski
CEO
Ralph
Nicoleg
CFO
Frederick
Cumenal
President
Beth
Canavan
Exec.
Vice
President
Andrew
Hart
Diamonds
&
Gemstones
Judy
Baldisard
CFO
Diamonds
Caroline
Naggiar
Marke5ng
Patrick
Dorsey
Legal
&
Secretary
Jon
King
Exec.
Vice
President
Victoria
Berger
Ross
HHRR
Pamela
Cloud
Merchandising
John
PeFerson
Opera5ons
52. C) Organizational Culture
² Long-term development
² Quality, value, durability, and innovation
² Customer service
² Promotion from within
² Highest ethical standards
² Commitment to excellence
² Support communities
Internal Audit
53. News
² Former Tiffany Executive Is Accused of Stealing Jewelry
² Ingrid Lderhaas
² 165 pieces
² $1.3 million
² Wekanesses
² Image &reputation
² Vs. Culture
² Fill position
² Monetary loss
² Lack of security
http://www.nytimes.com/2013/07/03/nyregion/ex-tiffany-executive-accused-of-
stealing-jewels.html
Internal Audit
56. 1.Current Rivalry Among Existing Firms
22%
27%
11%
15%
25%
Industry
Market
Share
Tiffany
&
Co.
Signet
Bvlgari
Zales
Blue
Nile
57. News
² Signet-Zale jewelry combo is no threat to Tiffany’s luxury
branding
² Expand jewelry store footprint
² Focused on midmarket end
² Opportunities
² Focused on upper markets
² Luxury positioning
² Long-term growth initiative
² Threats
² Partnership = largest jewelry chain
² Capture middle class market
² Tiffany´s doesnt offers promotions
http://blogs.marketwatch.com/behindthestorefront/2014/02/19/why-
tiffany-isnt-seen-impacted-by-signets-deal-to-buy-zale/
1.Current Rivalry Among Existing Firms
58. ² High costs of capital
² Consumer loyalty to brand
² Customized products offering
2.Threat of Potential Entrants
59. News
² Pandora Raises Sales Forecast as Cupid Gives Jeweler a Boost
² Opportunities
² Increasing sales
² Brand gets worldwide recognition
² Threats
² A lot of competition
http://www.bloomberg.com/news/2014-05-13/jeweler-pandora-raises-
guidance-as-profit-beats-expectations.html
2.Threat of Potential Entrants
60. ² High Disposable income
² Connection with the brand
² High prices
² Few availability of substitutes & competitors
² Choose according to experience
3.Bargaining Power of Buyers
61. ² Great power
² Few diamond suppliers in the world
² Power to dictate prices
4.Bargaining Power of Supplier
62. ² Engagement rings have few substitutes
² Accessories can be bought at other retailers
² Zales
² 2,100 stores
² Lowest prices
² Blue nile
² Online retailr
² Segnet Jewelers
² Kay & Jared
² Convenient location (near malls)
5.Threat of Substitute Products
63. News
² Hoping to Sell the Emotion of Love (and Rings)
² Marketing campaign focused on emotions
² Opportunities
² They don’t have the brand popularity
² Threats
² Offer customized jewelry
² More accesible prices
² More locations
² Also appealing for emotions on campaigns
http://www.nytimes.com/2008/11/22/business/22interview.html?_r=0
5.Threat of Substitute Products
65. ² Interest rates 0.25%
² Budget deficit 492b
² Currency value
² Inflation 2%
² Consumer spending rose .3%
² Consumer income
² Unemployment 6.3%
Economic
66. ² Population 316,668,567 (07/13)
² 2.4% increase
² New York 19.3m
² Los Angeles 12.6million
² Chicago 9.1m
² Miami 5.6m
² Washington 4.4m
² Gender
² Female 49.1%
² Male 50.9%
Demographic
67. ² Education
² High school 85.7%
² Bachelors 28.5%
² Hosuing
² Persons per household 2.6
² Married couples 51.7%
² With kids under 18 25.%
² Age
² 25-54 years: 40.2%
² Millenials 25%
Demographic
68. ² People are paying attention to brands
² Spending more money each year on clothes,
accessories etc.
² Like to show off what brand are they wearing
Socio-cultural
69. ² Minimum wage 9$
² Code of Professional Practices
² Anti-money Laundering
² Conflict Minerals Provition
² Comprehensive Children’s Jewelry Safety Act
² U.S. Consumer Product Safety Commission
Political-legal
70. ² Introduced a new website
² See the product from different angles
² New app for smartphones
² Engagement rings
² Communicate with other stores worldwide
² Diamond cut laser
² Social media use
² Technology to advertise their brand and products
Technological
72. SWOT ANALYSIS
STRENGHTS
WEAKNESSES
In-‐House
Produc5on
Increased
debt/interest
payments
Strong
brand
in
the
fragmented
market
High
prices
Strong
direct
selling
channels
Deteriora5ng
net
income
Broad
offering
Disspoin5ng
return
in
equity
Revenue
growth
Weak
opera5ng
cash
flow
Strong
financial
posi5on
No
promo5on
model
Technological
up
to
date
apps
73. SWOT ANALYSIS
OPPORTUNITIES
THREATS
Economic
recovery
Counterfeit
crime
Bridal
jelwelry
No
rewards
program
Small
store
format
People
spending
on
first
necessi5es
Expansion
on
product
lines
(men
&
millennials)
People
afraid
of
spending
arer
economic
crisis
Online
market
Infla5on
on
raw
materials
Spending
on
luxury
market
Other
jewellers
offering
customiza5on
75. ² All our strategies are focused on the following levels
² Functional
² Product
² Marketing
² HHRR
² Competitive
² Differentiation strategies
76. ² Capture the male market since it constitutes 50.2% of
the U.S. population
² Strategy:
² Expand men´s product offering
² Create less “romantic” advertising to create a link with them
² Don´t portrait them as givers
² Make them aware of the existing offering
Objective 1
77. ² Capture the millennial market since it’s 25% of the
population and they have a lot of spending power
² Strategy:
² Create a special line targeted to millennial segment
² Give a special name to the line so the “luxurious, expensive”
image of the brand doesn't’t get affected
² More accessible prices
² Youth, fresh and less classic designs
² Promoted by young celebrities
Objective 2
78. ² Create an attachment with the different cultures of the
countries in which the stores are located in order to
develop a stronger global image
² Strategy:
² Make special edition collections with special collaborations
from local jewellery designers
² Create an attachment to the culture of the place were the
store is located increasing the consumer trust
² Give a competitive advantage due to the exclusive designs
Objective 3
79. ² Reward the most recurring customers without affecting
the image of the store by promotions or sales
² Strategy:
² Create a Rewards Program (The Blue Box Club)
² 20 points per $50 spent on merchandise
² Each 100 points a $10 reward is given for the next purchase
Objective 4
80. ² Create awareness and popularity by promoting at big
events.
² Strategy:
² Sponsor Miss U.S.A pageants
² Crowns & jewellery made by Tiffany´s
Objective 5
82. Evaluation Objective 1
² Capture the male market since it constitutes
50.2% of the U.S. population
² How to evaluate this goal?
² Measure sales made by men
² Check if adverising is well received
² Did our offer have been changed ?
83. Evaluation Objective 2
² Capture the millennial market since it’s 25% of
the population and they have a lot of spending
power
² How to evaluate this?
² If the line/name and prices have been changed?
² What celebrities were used to promote the
company?
² Collect relevant data about sales (who is buying)
² Are millenials talking about us? (Social-media)
84. Evaluation Objective 3
² Create an attachment with the different cultures of
the countries in which the stores are located in
order to develop a stronger global image
² How to evaluate this?
² Check if the collaboration ended in the creation of
collection
² Data about sales of those collections
² Consumer trust increased? (Questionnaires)
85. Evaluation Objective 4
² Reward the most recurring customers without
affecting the image of the store by promotions
or sales
² How customers react to the rewards?
² Growth on sales?
² A lot of profit lost on those sales?
86. Evaluation Objective 5
² Create awareness and popularity by promoting
at big events
² Which are the right events?
² Popular among the country
² Customers awareness?
² Rating of the events
87. REFERENCES:
² Central Bank. Interest Rates. 2014. Web. 11 June 2014. <http://www.global-rates.com/
interest-rates/central-banks/central-bank-america/fed-interest-rate.aspx>
² Datamonitor. Tiffany & Co. SWOT Analysis. 2012. Web. 1 June 2014. <http://
iln.cite.hku.hk/com/1401/users/kyleung6/26191858.pdf>
² Gupta, A. Tiffany & Co. Strategies. SlideShare. 2008. Web. 14 May 2014 <http://
www.slideshare.net/abhinavcambridge/tiffany-co-strategy>
² Investors. Tiffany & Co. Official Webpage, 2014. Web. 14 May 2014. <http://
investor.tiffany.com/overview.cfm>
² Ling, S. Tiffany & Co. Brand. Wordpress. 2013. Web. 1 June2014. <http://
brandtiffanyandco.wordpress.com/about-us/>
88. REFERENCES:
² Moth, D. How Tiffany & Co. Uses Social Meida?. 20 Aug. 2013. Web. 11 June 2014.
<https://econsultancy.com/blog/63262-how-tiffany-co-uses-facebook-twitter-pinterest-and-
google#i.1jdk5kly5jczdu>
² Tartara, C. Business Strategy Analysis. SlideShare. Feb.2012. Web. 1 June2014. <http://
www.slideshare.net/caamch2/tiffany-strategy-presentation>
² Tiffany & Co. Official Webpage, 2014. Web. 14 May 2014. <http://www.tiffany.com/>
² Tiffany & Co. About Report. 2010. Web. 14 May 2014. <http://www.tiffany.com/csr/
aboutreport/2010_CSR%20Report_FULL_052912.pdf>
² United States Inflation Calculator. 2014. Web. 11 June 2014. <http://
www.usinflationcalculator.com/inflation/historical-inflation-rates/>