The document discusses an enviable reputation built on 90 years of exclusivity, quality, craftsmanship, and fashion authority at a luxury brand. It highlights the brand's long tradition and expertise in high-end design and manufacturing.
Gucci- Social Media Marketing Strategies using Internet & social networking s...Kriti Sangar
This ppt describes the usage of social networking sites being used by Gucci worldwide to market it self. Gucci is present on almost all the social networking sites like Twitter, Facebook, LinkedIn, eBlogger & what not! This ppt has been made with a lot of detailed & extensive research & I hope this helps other researchers as well & provides valuable Information to all. Cheers!
This presentation describes the journey of Louis Vuitton in Japan. It highlights the strategies adopted by Louis Vuitton to beat the competition in the fiercely competitive luxury market of Japan
The performance achieved by today’s new
smartphones and tablets is enabling businesses
to come up with ever more innovative services
for their target audiences, but also with new
ways of working and interacting.
Among the many new mobile projects created
for our clients, we have been able to sense
the outstanding creative potential of these
tools, both for the design teams and the users
themselves, who are driving this (r)evolution
in phone use. More relevant and responsive
marketing campaigns through more detailed
knowledge of consumers (geolocation), which
has the added benefit of being available at any
time, improvements in customer relations with
a new and dynamic role for sales, instant
access to reliable data, more effective and
user-friendly marketing and communication
resources, increased compagny performance
and productivity through the simplification of
processes, faster deployment within teams, and
easier change management thanks to the sheer
fun and enjoyability of these new resources…
You will discover some of these many benefits
over the next few pages of this new edition of
SqliMag, entirely dedicated to mobile projects.
Our teams are bursting with ideas for new interactive
services and solutions, accessible via
these new devices. They can also help making
your new ideas become real…
Changing organisations through hands-on trainingJim Barritt
A talk I gave at XP2012 in Malmo, Sweden. It describes some of the practices we used whilst training at ThoughtWorks University with the aim that they might be interesting to people who are trying to train staff in "agile"
Gucci- Social Media Marketing Strategies using Internet & social networking s...Kriti Sangar
This ppt describes the usage of social networking sites being used by Gucci worldwide to market it self. Gucci is present on almost all the social networking sites like Twitter, Facebook, LinkedIn, eBlogger & what not! This ppt has been made with a lot of detailed & extensive research & I hope this helps other researchers as well & provides valuable Information to all. Cheers!
This presentation describes the journey of Louis Vuitton in Japan. It highlights the strategies adopted by Louis Vuitton to beat the competition in the fiercely competitive luxury market of Japan
The performance achieved by today’s new
smartphones and tablets is enabling businesses
to come up with ever more innovative services
for their target audiences, but also with new
ways of working and interacting.
Among the many new mobile projects created
for our clients, we have been able to sense
the outstanding creative potential of these
tools, both for the design teams and the users
themselves, who are driving this (r)evolution
in phone use. More relevant and responsive
marketing campaigns through more detailed
knowledge of consumers (geolocation), which
has the added benefit of being available at any
time, improvements in customer relations with
a new and dynamic role for sales, instant
access to reliable data, more effective and
user-friendly marketing and communication
resources, increased compagny performance
and productivity through the simplification of
processes, faster deployment within teams, and
easier change management thanks to the sheer
fun and enjoyability of these new resources…
You will discover some of these many benefits
over the next few pages of this new edition of
SqliMag, entirely dedicated to mobile projects.
Our teams are bursting with ideas for new interactive
services and solutions, accessible via
these new devices. They can also help making
your new ideas become real…
Changing organisations through hands-on trainingJim Barritt
A talk I gave at XP2012 in Malmo, Sweden. It describes some of the practices we used whilst training at ThoughtWorks University with the aim that they might be interesting to people who are trying to train staff in "agile"
I explore my journey of discovering Visual Storytelling and Data visualization. I look at how social media has provided building blocks to create new and exciting experience.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Gucci slides
1. “…an enviable reputation built
on 90 years of exclusivity,
quality, craftsmanship, and
fashion authority…”
gr oup 12 al an chen r ebecca l oo l i am coat es pet er w l l et t
i angel
t se
2. com pany over vi ew
st r at egy i dent i f i cat i on
obj ect i ves
m anagem ent
di ver si f i cat i on
sour ces of com i t i ve advant age
pet
i ndust r y anal ysi s
t ar get cust om s er
com i t or s
pet
porter’s f i ve f or ces
i ssues
gl obal r ecessi on
uni nspi r ed r unw ay
i nef f i ci ent cust om r el at i onshi p
er
agenda managem ent (cr m )
r ecom endat i ons
m
r ecessi on-pr oof cl assi c l ooks
concept ual i zed pi eces f or new
col l ect i ons
new i nf or m i on shar i ng cr m syst em
at
i m em at i on
pl ent
st r at egy i dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
3. 1920s
1980s
1990s
1950s
2008
st r at egy i dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
4. gucci gr oup: st r at egi c obj ect i ves
#1
to ensure revenue and
profitability growth of the
group
#2
to assign a specific role to
each brand of the group
so as to maintain
consistency
st r at egy i dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
5. Rober t
Pol et
A exi s B
l abeau K en Lom do
ar bar
Gucci G oup
r
CEO
CO
O VP H an
um
Resour ces
M m a Vi gl ezi o
i m
VP G obal
l
C m cat i ons
om uni
CEO CEO CEO
CEO CEO CEO CEO
st
St r at egy I dent i f i cat i on
i com
C pet i t i ve Advant ages
om advant i ndust r y
I i
I ssues r ecom endat i ons
R m
i pl ent
I m em at i on
6. f r eedom w t hi n t he
i
f r am or k
ew
“t ake a cr eat i ve per son: you need t o set
them free. but you also tell them, ‘do
whatever you want, as long as you respect
the brand’s dna, the clients, the market and
the budget.”
m m a vi gl ezi o, vp com uni cat i ons
i m m
st r at egy i dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
7. di ver si f i cat i on
moder at e l evel of gucci br and makes up l ess
di ver si f i cat i on t han 70% of gr oss r evenue
r el at ed l i nked l i m t ed l i nks bet w
i een
st r uct ur e i ndi vi dual br ands
val ue t hr ough oper at i onal r el at edness
econom es of scope
i cor por at e r el at edness
st r at egy i dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
8. sour ces of com i t i ve advant age
pet
st r ong br and equi t y
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
9. sour ces of com i t i ve advant age
pet
i nf l uent i al desi gner s and i mpeccabl e
cr af t sm anshi p
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
10. sour ces of com i t i ve advant age
pet
gucci group promotes
sharing of knowledge among
its various brands,
capitalizing on specific
expertise
cost synergies are generated
through centralized
administration, sourcing,
inventory delivery systems,
increased bargaining power
br oad di ver si f i ed br and por t f ol i o
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
11. sour ces of com i t i ve advant age
pet
f ashi on goods and
accessor i es ar e m nl y
ai
sol d i n di r ect l y-
oper at ed st or es w ch
hi
ar e desi gned accor di ng
t o a speci f i c concept
f or each br and,
ensur i ng
consi st ency i n t er m s
of pr oduct di spl ay and
ser vi ce qual i t y ar ound
t he w l d.
or
cont r ol l ed di st r i but i on net w k
or
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
12. t ar get cust om s w t hy, hi gh st at us,
er eal
f ashi on consci ous
cust om s such as
er
cel ebr i t i es, af f l uent
i ndi vi dual s, and busi ness
peopl e
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
13. com i t or s
pet ar m ani
bul gar i
bur ber r y
f er r agamo
her mes
l uxot t i ca
l vmh
chanel
pr ada
r i chemont
l uxur y
tod’s
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
14. subst i t ut
suppl i er
buyer s es
s
•i m t ant
por •m gi nal l y wealthy
ar
i nput s ar e customers could
i nt egr at ed “trade down” t o
•m e l oyal t o
or (desi gn, m d-hi gh f ashi on
i
t r ends t han m anuf act ur i ng) br ands such as
speci f i c •ot her i nput s coach, hugo boss,
br ands ar e et c.
•hi gh l evel of com odi t i es
m •m or i t y of
aj
pow er (r aw cust om s st i l l
er
m er i al s)
at w t hy enough
eal
•l ow l evel of •f ai r l y l ow power
pow er
porters five forces
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
15. pot ent i al com i t i ve r i val r y
pet
ent r ant s
• very di f f i cul t t o
becom a hi gh
e
f ashi on br and
•t akes m any year s •qui t e com i t i ve
pet
t o devel op am ong l uxur y
cr edi bi l i t y and br ands
val ue •consum s l oyal t o
er
•ver y m ni m
i al t r ends, not br ands
t hr eat •si gni f i cant t hr eat
porters five forces
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
16. pr obl em one
gucci’s pr oj ect ed
gr ow h r at e
t
f al l i ng f or t he
f i r st t i m af t er
e
4 year s of
const ant gr ow h t
cr edi t cr i si s
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
17. pr obl em t wo
“many of the suits in the
show…could easily hit the
shelves of zara and h&m
months before they get to
gucci's boutiques. at first
glance, there was nothing
much about…that would
make them stand out from
fast-fashion imitators.”
[wall street journal]
uni nspi r ed r unway
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
18. pr obl em t hr ee
• “the shopping experience has
reached saturation in luxury.
There are too many new
stores and brands. If people
don't like the experience they
can go somewhere else or
buy online." -cheryl mead
• current system is limited
• there is limited sharing of
customer information
between stores within the
brand
i nef f i ci ent cust om r el at i onshi p
er
m anagem ent
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
19. recommendation one: back to basics
“w hen t i m get t ough, peopl e w
es ant t hi ngs t hat ar e r eal and
l ast i ng. bl ack i s cer t ai nl y r ef l ect i ve of t hat . I t 's what you
can bank on, and i t 's t he m ost el egant col or .” nar ci so
r odr i guez
W ch t he Vi deo!
at
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
20. creativity
devel opm ent
t r i angl e
merchandising product development
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
21. Conceptual Runway Pieces
recommendation two:
conceptual runway pieces
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
22. for the less fashion-conscious out there….
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
23. recommendation three:
• only ask for basic information at
first purchase
• sales associates will then be
able to add additional
information to the customer
profile through interaction with
customer
• adding to profile will be part of
sales associate’s job and their
name will be assigned to each
update they write
customer relationship management database
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
24. sharing across brands
• front-end sharing
– not recommended
• it may ruin the
individuality of the
different brands and the
customer perception that
the brands are not owned
by the same company
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
25. Implementation
polet meets
giannini to develop crm system
discuss tailored crm implementation
recession- system
hire it consultants •training
proof
to find suitable •modification of
collections
supplier for crm employee incentives
system
new
marketing collections
team begins introduce more
released
revamping conceptualized
campaign runway designs
next three months three months to one year one year and beyond
st r at egy I dent i f i cat i on com i t i ve advant ages
pet i ndust r y i ssues r ecom endat i ons
m
i m em at i on
pl ent
[Consider splitting each point onto separate slide and have full-slide backdrop image to tell story of Gucci’s history]*Transition* Polet brought to Gucci a new management mentality with a focus on business and profitability.
In 1921, Guccio Gucci founded a leather goods and small luggage store in Florence, ItalyThe soul of Gucci is in the Made in Italy label. Florentine culture, Tuscan craftmanship,1950s, became a symbol of modern luxury by internationally expanding, opening its new stores in Milan and New York – under leadership of sons1980’s first runway show and became public limited companyUnder the leadership of Ford and De Sole, Gucci transformed into a not only a fashion sensation, but the European Company of the Year in 1998. It also went into a strategic alliance with retail glomeratePinault-Printemps-Redoute (PPR) and became a multibrand companyIn 2004, PPR took Gucci Group private and appointed Robert Polet as the new CEO – FridaGiannini Became the creative director of Gucci Gucci Group is committed to expanding its share in the fast-growing markets of Asia, where it recorded a 16.1% growth in 2005. At the end of the year 2005, 217 of its 426 directly-operated stores were located in this area. Over the next two years, 50% of the new Gucci Group store openings will take place in Asia
Gucci Group’s strategy is based on three main objectives: ensuring revenue growth and profitability at Gucci Group, refocusing on the Gucci brand and assigning a specific task to each brand within the portfolio. The latter point strengthens the coherence of the multi-brand strategy.
In order to implement its strategy, Gucci Group has overhauled its organisational structure. The Group has granted substantial autonomy, within specifi c guidelines, to the CEOs of the various brands who are now in charge of design, merchandising and all aspects of the operating and fi nancial results of their respective brands.Regarding the supply chain, Gucci Group takes care to guarantee exceptional product quality. To achieve this, it selects the very best materials and exercises very strict controls over production, whether in-house or by outside partners. Prototype development and the entire manufacturing process are monitored constantly for quality control. In addition, Gucci Group is making its supply chain more fl exiblein order to rotate its collections and replenish stocks faster during the season. The group also keeps a watchful eye on practices by the main competitors in luxury goods and other industries in order to stay on top in terms of supply chainPolet left the organizational structure of Gucci Group unchangedEach brand had its own CEO and operated independently, and Polet headed a lean central structure at the top that performed the back-office functions such as strategy, HR, finance, and communicationsBrands under the Group included:Gucci, flagship brand – Florence Heritage, Tuscan CraftsmanshipBottegaVeneta: classic leather goodsYSL: French high-fashion houseBalenciaga: urban fashion – “master of of us all” -Boucheron: JewellerySergio Rossi: Shoes and leather goodsAlexandre McQueen: Modern fashion – avantegardeStella McCartney: Environmentally and PETA friendlyBedat&Co: Swiss watchesTo manage all these brands, Polet uses a strategy called “Freedom within the Framework”
The strategy of Freedom within the Framework involves encouraging each brand to act independently to take charge of its own profitability and creative direction, so long as they do not betray the brand’s DNAThis DNA refers to the individual brand’s identityIn the Gucci Group’s portfolio of brands, each one targets a fairly specific niche of the high-end fashion market so that as a whole, the Group can satisfy the entire fashion needs of their target customer baseHence, adhering to DNA serves 2 key purposes:1. Making sure that the brand stays true to its customer base2. Allows Group to carefully manage cannibilization between brands
- Gucci Group’s organizational structure and Freedom within the Framework strategy falls under a Moderate Level of diversification with a Related Linked structure
Gucci continues to focus on strengthening the values upon which its enviable reputation has been founded for its almost 90-year history: exclusivity, quality, made in Italy, Italian craftsmanship, and fashion authority. Setting it apart from its competitors, Gucci is able to claim a unique duality in its brand positioning pairing modernity and heritage, innovation and craftsmanship, trendsetting and sophistication. 3rd most valuable luxury brand-7.45 billion dollars after LVMH and Hermes (According to Millward Brown Optimor’s 2011 BrandZ study)Best selling Italian Brand Labelin the world (Gucci itself)Celebrities choose Gucci too – Brad Pitt, Christian Bale, Jessica Alba – A-list Made in Italy – exclusivity - and only sold through Gucci’s directly owned stores, lady gaga
FridaGiannini – in 2007, ranked as 53 most influential people in the world, Alexander McQueen, Stella McCartney, BalenciagaHiring talented designers Creative and unique ability to use materials –crocodile skin , python leatherTuscan craftsmanship , everything is made in italyand its incomparable craftsmanship capabilities,Regarding the supply chain, Gucci Group takes care to guarantee exceptional product quality. To achieve this, it selects the very best materials and exercises very strict controls over production, whether in-house or by outside partners. Prototype development and the entire manufacturing process are monitored constantly for quality contro
Gucci Group designs, manufactures and markets high-end luxury goods items, including ready-to-wear, leather goods, shoes, watches, jewellery, ties and scarves, fragrances, cosmetics and skincare products. The extensive product range is one of the Group’s greatest strengths. It is a source of organic growth and one of the main criteria for the acquisition policy conducted between 1999 and 2001.As a multi-brand group, Gucci Group has promoted the sharing of knowledge among its various brands, capitalizing on the specifi c expertise. The Gucci brand, which has a long-standing reputation in fashion, leather goods and accessories, has shared its in-depth knowledge with the other brands of the Group to successfully build the Group market share in the luxury goods industry. Gucci Group Watches manufactures its products in Switzerland and markets Gucci, BEDAT & CO and Boucheron timepieces worldwide. Lastly, YSL Beauté creates, manufacturesand distributes fragrances and cosmetics for Yves Saint Laurent, as well as fragrances for Boucheron, Alexander McQueen and Stella McCartneyAbility to target niche segments within luxury goods marketLow cannibalization across brands because of the unique image and product positioning of each one.Instead, cost synergies are generated through centralized administration, sourcing, inventory delivery systems, increased bargaining powerFreedom within the framework – empowers designers and managers of each brand to be accountable for not only innovation and creativity, but profitability as wellDiversification , freedom within framework, and decentralization all together makes it hard for other competitors to duplicate
Management of brands and brand image is tightly controlled through the distribution network. The carefully controlled development of an integrated distribution network with a sound geographical basis has been a key strategic focus for Gucci Group. Fashion goods and accessories are mainly sold in directly-operated stores which are designed according to a specifi c concept for each brand, ensuring consistency in terms of product display and service quality around the world. The 426 directly-operated stores generated 54% of Gucci Group revenue in 2005. - global network -exclusivityGucci Group’s products are also distributed through a selected number of exclusive franchise stores, duty-free boutiques, department and specialty stores. The Gucci Group Watches activity markets its products directly through jewellery stores on most major markets, or through third parties. YSL Beauté focuses on locations which correspond best to its product prestigious image, marketing its products through subsidiaries in upscale perfume shops, department stores and duty-free boutiques.Tight relationships
Target CustomerWealthy, high status, fashion conscious customers such as celebrities, affluent individuals, and business people
Liam’s Slides:Porter’s Five Forces· Buyerso More loyal to trends than specific brandso High level of power· Supplierso Important inputs are integrated (design, manufacturing)o Other inputs are commodities (raw materials)o Low level of power· Substituteso Marginally wealthy customers could “trade down” to mid-high fashion brands such as Coach, Hugo Boss, etc.o Majority of customers still wealthy enougho Fairly low power
Liam’s Slides: Potential Entrantso Very difficult to become a high fashion brando Takes many years to develop credibility and valueo Very minimal threat· Competitive Rivalryo Quite competitive among luxury brandso Consumers loyal to trends, not brandso Significant threat
-focus on classic pieces (little black dress) and wardrobe staples-try to convince customers a handbag isn’t just an accessory but an investment
Vera Wang’s f/w 12 presentation considered the potential for sheerness to transform garments from a purely functional nature to a far more conceptual one. When a sheer vest and skirt are worn over a vivid tangerine bandeau and cycling shorts, are the latter foundation garments or are the former distant cousins of the veil? What garments are meant to be revealed, and what garments are meant to be concealed? Wang’s translucent layers deliberately left these questions unanswered, stimulating a dynamic “conversation” among pieces. In addition Wang, introduced two new pant proportions (a flare and a narrow winter-short) that worked to supply just the correct amount of wearability to this assortment.