Coursework Project for a Brand Strategy Class in IULM.
We were asked to analyse MOLESKINE S.p.A. Balance Sheets and strategic activities, in order to create a new hypothetical Short-Term and Long-Term strategy in line with the corporate mission and identity.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Company : Unilever
International ICT Business - Telkom University 2015
*Dhaifina Idznitia Apriyani Naimi
*Isradila
*Nurul Fithri Sylvani
*Amasel A. Swasono
*Lui Anbar Rhainata
This presentation discusses the Lead User Strategy that systematizes and formalizes the process of innovation. 3M is an ever innovating company and Lead User method helped it come up with many breakthrough innovations. The Lead User Methodology was proposed by Eric von Hippel. Many companies have used the method to their benefit. While innovation is always a much sought after virtue, there is no definitive and sure-shot way to continuous innovation. Lead User Method is one way to make systematic the process of innovation. it significantly increases the chances of success. Lead Users are often those who use an improvised arrangement (Indian 'Jugaad') as there are no commercial dedicated solutions available, using existing products or technologies to solve their purpose in a way that was perhaps not initially intended of the product/technology. So lead users can be potential source of new product ideas.
How did Starbucks and NGO Conservation International work together to maintain fiduciary responsibility and achieve corporate social responsibility (CSR). It wasn't easy, but it happened.
The document provides an overview of Moleskine SpA with a snapshot of the company’s history, strategy, competitive positioning, product offering, business model and key financials.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
House of Tata: Acquiring a Global FootprintAbhigyan Singh
The 134-year-old Tata Group with 95 operating companies (31 of them publicly traded) and 230,000 employees, it is India's largest private-sector employer, its biggest taxpayer, and its greatest foreign-exchange earner.
Creating online engagement in B2B marketing still has many challenges. Focus and investing time in your online presence is key. During this spotONvision webinar which took place on June 5th, Maersk Line presented their amazing story.
Shipping giant Maersk Line took up the engagement challenge and launched a Facebook page to establish more interaction with its B2B customers. With more than 248.000 likes on its Facebook page, Maersk Line built up huge online brand recognition via social media. Priceless. Especially when you realize that only one person within Maersk is responsible for this success in a part-time job.
Do you want to learn how Maersk Line created this engagement success story? View this presentation of Jonathan Wichmann – Communication Partner and Head of Social Media of Maerks Line. Any questions according to his presentation? Visit the blog page on our website (www.spotonvision.com), to look if your question has been answered in the Q&A, or send us an email at info@spotonvision.com.
Case study: The Rise and Fall of Nokia By by Juan Alcacer, Tarun Khanna and Christine Snively.
Nokia provides telecommunications network equipment and services.
It was world’s leading manufacturer of mobile telephone handsets.
BUT Had to sale it’s assets to the Microsoft for $7.2 billion.
The sale marked as “sad ending to Nokia”.
Marketing Excellence Case Study - ElectroluxAakash Goyal
This is a presentation on the basis of a case study against a Internship Program of Management by IIM Lucknow.
Here we have to thoroughly study about the company read about it and explain the case study by telling like a story "The Managers of the Futures will be Storytellers"
Company : Unilever
International ICT Business - Telkom University 2015
*Dhaifina Idznitia Apriyani Naimi
*Isradila
*Nurul Fithri Sylvani
*Amasel A. Swasono
*Lui Anbar Rhainata
This presentation discusses the Lead User Strategy that systematizes and formalizes the process of innovation. 3M is an ever innovating company and Lead User method helped it come up with many breakthrough innovations. The Lead User Methodology was proposed by Eric von Hippel. Many companies have used the method to their benefit. While innovation is always a much sought after virtue, there is no definitive and sure-shot way to continuous innovation. Lead User Method is one way to make systematic the process of innovation. it significantly increases the chances of success. Lead Users are often those who use an improvised arrangement (Indian 'Jugaad') as there are no commercial dedicated solutions available, using existing products or technologies to solve their purpose in a way that was perhaps not initially intended of the product/technology. So lead users can be potential source of new product ideas.
How did Starbucks and NGO Conservation International work together to maintain fiduciary responsibility and achieve corporate social responsibility (CSR). It wasn't easy, but it happened.
The document provides an overview of Moleskine SpA with a snapshot of the company’s history, strategy, competitive positioning, product offering, business model and key financials.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
House of Tata: Acquiring a Global FootprintAbhigyan Singh
The 134-year-old Tata Group with 95 operating companies (31 of them publicly traded) and 230,000 employees, it is India's largest private-sector employer, its biggest taxpayer, and its greatest foreign-exchange earner.
Creating online engagement in B2B marketing still has many challenges. Focus and investing time in your online presence is key. During this spotONvision webinar which took place on June 5th, Maersk Line presented their amazing story.
Shipping giant Maersk Line took up the engagement challenge and launched a Facebook page to establish more interaction with its B2B customers. With more than 248.000 likes on its Facebook page, Maersk Line built up huge online brand recognition via social media. Priceless. Especially when you realize that only one person within Maersk is responsible for this success in a part-time job.
Do you want to learn how Maersk Line created this engagement success story? View this presentation of Jonathan Wichmann – Communication Partner and Head of Social Media of Maerks Line. Any questions according to his presentation? Visit the blog page on our website (www.spotonvision.com), to look if your question has been answered in the Q&A, or send us an email at info@spotonvision.com.
Case study: The Rise and Fall of Nokia By by Juan Alcacer, Tarun Khanna and Christine Snively.
Nokia provides telecommunications network equipment and services.
It was world’s leading manufacturer of mobile telephone handsets.
BUT Had to sale it’s assets to the Microsoft for $7.2 billion.
The sale marked as “sad ending to Nokia”.
Marketing Excellence Case Study - ElectroluxAakash Goyal
This is a presentation on the basis of a case study against a Internship Program of Management by IIM Lucknow.
Here we have to thoroughly study about the company read about it and explain the case study by telling like a story "The Managers of the Futures will be Storytellers"
Research, insights and cases from online premium publishers. Online professional publishers create original, branded, quality content that is a trusted source for information for consumers and that allows brands to do effective storytelling.
Although presenting takes both practice and experience, this deck can augment your skills. It covers guiding principles, talking points and clear, simple advice for designers showcasing their work.
The notion of ‘brand as publisher’ is hot right now. From Red Bull to Amex and Coca Cola, many brands are making serious moves to position themselves as storytellers and content creators - often in ways that are disconnected to direct sales and calls to action.
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OLIVER's breakfast briefing held on the 3rd November covered some of the latest trends in content, including brands adopting publishing models. Speakers Peter Markey from Post Office and Alex Naylor from Barclaycard shared their tips and knowledge around what works in content marketing.
Learn more about our latest report "Brands as Publishers" here: www.oliver.agency/brands-as-publishers
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This is a document and concept written and developed by myself and other strategists at iCrossing. It focuses on the big shift in digital publishing, and the marketing imperative of brands becoming publishers to better connect in a highly interactive society.
Paramount Symphony rephrases the melody of a supreme lifestyle. It’s a modern lifestyle that believes in redefining the living scenario. Modishly done homes with full ventilation facility adds a delight to this lifestyle. It offers you an array of premium luxury as well as luxury-economy homes. Situated in India’s first global city, the Crossings Republik its beauty and importance proliferates.
10 trends reshaping digital - updated Q1 2016Beyond
The cycle of innovation and iteration that digital is known for means existing concepts can suddenly find radically new trajectories. In this report, we highlight ten ideas that have been gaining rapid traction in Q1, and which will reshape how we digitally interact with the world around us.
This white paper is focused around the way companies are redesigning their approach to loyalty, as traditional rewards programs fail to address customer expectations in terms of convenience, speed, and relevance.
In a world where we are always logged in and customer loyalties can switch with a few taps on a mobile phone, leading brands are rethinking the entire experience they deliver to their most loyal customers, in order to make repeat purchases a habit.
Our research, based on an analysis of 40 leading brands, examines how experiences designed to increase loyalty are evolving now and into the future.
Presentazione corso social media marketing cloudeaCloudea s.r.l.
Prima parte del corso Social Media Marketing che Cloudea ha concordato con APRO Formazione di Alba Barolo per il 2013 -2014 . Il corso è parzialmente finanziato e può essere erogato anche presso le aziende oltre che in sede a d Alba.
Per l'esame di Performance Measurment I, insieme con il mio gruppo di lavoro, abbiamo dovuto condurre un'analisi di tipo strategico della società Luxottica. Il lavoro concerne:
- una parte introduttiva
- un'analisi di bilancio dell'azienda
- il confronto con il diretto concorrente, Safilo
- conclusioni
2. In case of loss, please return to:
Cacchiarelli Maria Elena 1017318
Gorza Claudia 1010443
Marchesini Thomas 1017298
Sciarra Anna 1017394
Zonta Carlotta 1017310
As a reward: $ _________________
4. • MOLESKINE nasce nel 1997 a Milano, riproducendo l’iconico taccuino utilizzato da artisti ed intellettuali come
Picasso, Hemingway e Van Gogh.
• Nel 1999 Moleskine comincia ad allargarsi e ad essere distribuita anche negli Stati Uniti ed in Asia.
• Nel 2006, Modo&Modo, il piccolo editore milanese che in origine ha creato la marca,
viene acquistato da SGCapital Europe (ora Syntegra Capital).
• Nel 2007, il nome del marchio registrato in tutto il mondo diventa “Moleskine”.
Il socio di riferimento è il fondo Syntegra capital (67,7%). Gli altri soci sono Index Ventures (15,2%),
il fondatore originario Francesco Franceschi (10,6%) e il management (6,5%).
• Nel 2013 il Gruppo si quota in borsa. Oggi vanta un fatturato di oltre €120mln, ed è presente in oltre 100 paesi.
• Il Brand fa leva sullo storytelling; la storia ha un forte valore per il marchio, e all’interno di ogni taccuino
viene inserita la storia dell’azienda per far vivere ai suoi possesori il racconto.
• Il taccuino nero è il simbolo Moleskine, ma possiede diverse linee satellite del core business che aggiungono
valore al marchio.
COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
8. COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
BRAND ARCHITECTURE
Moleskine utilizza il metodo dell’ unitary branding.
Fonda le sue radici nell’ iconico taccuino ma sviluppa costantemente i suoi prodotti, sempre in linea con il
target di riferimento.
LINEE:
§ Paper
§ WTR
§ M+
§ Collezioni Limited Edition
§ Art Plus Collection
§ Photo Books e Photo Albums
§ Borse
§ Accessori
§ Lampade da lettura
§ Messages
§ Libri
CANALI:
§ Wholesale (più di 70 distributori)
§ B2B
§ Retail (più di 65 DSO)
§ E-Commerce (moleskine.com)
PORTAFOGLIO PRODOTTI
9. COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
ANALISI ECONOMICO-FINANZIARIA 1/2
5,66
56,91
16,65
18,55
24,76
0
10
20
30
40
50
60
2011 2012 2013 2014 2015
PERCENUTALE
ANNO
ROE
7,37
25,59
17,26
14,29
16,21
0
5
10
15
20
25
30
2011 2012 2013 2014 2015
PERCENTUALE
ANNO
ROA
Si nota un forte incremento del ROE dal
2011 al 2012. Il 2012 è il primo anno in cui
Moleskine SpA opera come Gruppo, la
fusione genera un incremento di liquidità
che viene investito nei canali retail B2C,
B2B e
e-commerce. Moleskine grazie al canale
digitale di distribuzione, amplia sia volumi
di vendita sia i mercati di sbocco.
Il 6 Settembre 2012, Moleskine si
trasforma da S.r.l in S.p.A , e nel 2013 si
quota in borsa.
Il conseguente aumento degli
investimenti portano ad una riduzione
del denominatore nel rapporto ROA, e
una conseguente diminuzione di
quest’ultimo dello 0,33% rispetto
all’anno precedente.
10. ANALISI ECONOMICO-FINANZIARIA 2/2
COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
19.458.585 19.170.000
14.160.000
20.418.000
33.047.000
29.241.042
31.392.000
24.899.000
26.585.000
37.864.000
-
5.000.000
10.000.000
15.000.000
20.000.000
25.000.000
30.000.000
35.000.000
40.000.000
2011 2012 2013 2014 2015
EURO
ANNO
Confronto Cash Flow/EBITDA
Cash Flow EBITDA
EBITDA e Cash Flow risentono entrambi dell’ingresso dell’impresa nel mercato azionario, a causa di due fattori: il
primo riguarda gli oneri non ricorrenti legati all’ingresso dell’impresa nel mercato azionario. Il secondo (che
colpisce soprattutto il Cash Flow) riguarda l’incremento degli ammortamenti e svalutazioni, delle spese
bancarie, l’ingresso di figure manageriali e infine la spesa per il processo di quotazione (circa €5,3 mln.).
NB: I BILANCI CONSOLIDATI SONO VISIBILI ALLA FINE DEL DOCUMENTO.
11. DRIVER
DI
CRESCITA
Notorietà
Portafoglio
prodotti
Wholesale
Approccio
multicanale
Interventi
Retail
I PRINCIPALI DRIVER DI CRESCITACOMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVER
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
NOTORIETA’
Brand Awareness che ha come obiettivo quello
di garantire un’alta viralità e riconoscibilità del
marchio.
PORTAFOGLIO PRODOTTI
Pubblico globale, interessato alle innovazioni; il
brand punta molto su un mix eterogeneo di
prodotti
WHOLESALE
Il canale wholesale rappresenta circa il 62% del
giro d’affari di Moleskine.
MULTI CANALE
23% del fatturato di Moleskine deriva dal
mercato B2B, e-commerce in rapida crescita
RETAIL
Espansione della rete commerciale, aumento
dei punti vendita nell’ordine di 20 unità all’anno
12. MOMENTI DI DISCONTINUITA’
2011
• 1 Luglio 2011: fusione tra l’impresa Analogie S.r.l e Moleskine, con un successivo cambio di denominazione della
prima S.r.l in Moleskine (incorporata).
• Il fatturato aumenta complessivamente del 25%.
• Si intensificano gli investimenti nella protezione del marchio e dei brevetti.
• Avvio del progetto di ecosostenibilità che prevede obblighi di certificazione da parte dell’intera filiera
produttiva.
2013
• 22 febbraio 2013: aumento di capitale al servizio dell’operazione di quotazione.
• 3 Aprile 2013: quotazione sul mercato telematico azionario di Milano.
• Increment del capitale sociale (fino a raggiungere un valore di €2.120.000 suddiviso in 212.000.000 di azioni
ordinarie).
2016
• 22 Settembre 2016: Moleskine viene acquistata per il 41% da D’Ieteren (gruppo a gestione familiare, fondato
nel 1805, sede a Bruxelles).
• 6 ottobre 2016: dimissioni di quattro componenti del CDA Moleskine (il Presidente Marco Ariello e i Consiglieri
Philippe Claude Sevin, Giuseppe Zocco e Daniele Raynaud; sostituiti da Axel Miller nominato Presidente del
Consiglio di Amministrazione; Arnaud Laviolette, Amelie Coens e Nicolas Saillez)
COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
13. COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
CRESCITA INTERNA 1/2
La prima strategia di crescita utilizzata da Moleskine è l’ampliamento della gamma prodotti, o brand extension.
Nel 2011 Moleskine crea la collezione WTR.
Nel 2012 invece viene creata la terza categoria, la collezione Digital (Moleskine+) .
All’interno di ogni singola categoria, l’azienda decide di mettere in atto una strategia di line extension. All’interno
della collezione Paper è stata implementata una strategia di product extension, mediante il lancio di limited
editions (più di 20 dal 2011 a oggi).
2012
27 nuovi modelli per la collezione Paper
12 nuovi modelli per la collezione WTR
3 nuovi dispositivi per la collezione Digital
2011
24 nuovi modelli per la collezione Paper
13 nuovi modelli per la collezione WTR
2013
24 nuovi modelli per la collezione Paper
3 nuovi modelli per la collezione WTR
2 nuovi dispositivi per la collezione Digital
2014
8 nuovi modelli per la collezione Paper
4 nuovi modelli per la collezione WTR
4 nuovi dispositivi per la collezione Digital
2015
13 nuovi modelli per la collezione Paper
8 nuovi modelli per la collezione WTR
3 nuovi dispositivi per la collezione Digital
2016
17 nuovi modelli per la collezione Paper
5 nuovi modelli per la collezione WTR
6 nuovi dispositivi per la collezione Digital
14. COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
CRESCITA INTERNA 2/2
Estensione verticale sul core
business:
§ UP SCALE: prodotti con prezzi
e qualità maggiori (collezioni
professional o livescribe);
§ DOWN SCALE: taccuini con
copertine morbide, qualità e
prezzo minori.
Espansione orizzontale:
taccuini personalizzati e
dedicati a compagnie globali;.
ACQUISIZIONE NUOVI CLIENTI
CRESCITA SU QUELLI ESISTENTI
INGRESSO IN NUOVI SEGMENTI DI
MERCATO
Integrazione verticale: Creazione rete di negozi
a gestione diretta (DOS) CRESCITAIN NUOVE AREE DI BUSINESS
Diversificazione: Linea WTR (2011), M+ (2012)
+
15. Negli ultimi 5 anni Moleskine ha instaurato collaborazioni tattiche e strategiche con varie aziende.
Lo scopo è sviluppare nuovi prodotti e servizi e aumentare vendite e brand awareness.
Collaborazione con pronto sport S.R.L
Collaborazione con l’azienda Evernote
Realizzazione Print-On-Demand in partnership con milk books ;
Collaborazione con Paperfiftytree Inc.
Collaborazione con Adobe
Partnership con Livescribe
Partnership con Fabrica, FAI (Fondo per l’Ambiente Italiano),
Politecnico di Milano ed altri soggetti per il Fuorisalone di Milano.
Partnership commerciale con Trade Agencies
Attivata rete commerciale tramite agenti e Master Licensee (Cg mobile per accessori telefonia mobile)
Co-Branding con Driade per collezione di oggetti di design
Collaborazione con lettera27 per l’attività sociale
Apertura Moleskine Cafè all’aeroporto di Ginevra, in partnership con Caviar House Aiport Premium
Partnership con BRIC’s per realizzare collezione di borse e zaini
Licenza con The Beatles’ Company Apple Corps per taccuini limited edition.
Apertura in corso garibaldi 65 moleskine cafè in zona urbana, collaborazione con Sevengrams
Torrefazione Milanese (format che intende replicare all’estero)
COMPANY
PRESENTATION
§ STORIA
§ GOVERNANCE
§ STRUTTURA
ORGANIZZATIVA
§ BRAND
ARCHITECTURE
§ ANALISI ECO-FIN
STRATEGIE DI
CRESCITA
§ DRIVERS
§ DISCONTINUITA’
§ CRESCITA INT
§ CRESCITA EXT
CRESCITA ESTERNA
2011
2012
2014
2015
2016
17. INTRODUCTION
SHORT TERM
STRATEGY
§ PRODUCT
RANGE
§ DISTRIBUTION
§ AWARENESS
LONG TERM
STRATEGY
§ CO-WORKING
Italiancompany born in 1997 in Milan. Went public in 2013.
Moleskine believes in culture, travel, memory and personal identity, and
targets a “creative” class of customers.
The black notebook represents the company’s symbol and core business,
however the brand has different collections:
• PAPER COLLECTION (Notebooks)
• WTR (Writing, Travelling and Reading objects)
• M+ COLLECTION (Digital notebooks)
19. MOLESKINE REVENUES (CATEGORY)
OVERVIEW
• Paper Collection
represents Core Business
• M+ revenues increase
271,9%. Promisingfor
future.
• WTR revenue increases
12,7% but does not
represent core business.
* Smart Notebooks, Smart Pens, Smart Writing Set, Paper Tablet, Timepage
Source: Resconto Intermedio sulla Gestione 30/09/2016 pag. 31
INTRODUCTION
SHORT TERM
STRATEGY
§ PRODUCT
RANGE
§ DISTRIBUTION
§ AWARENESS
LONG TERM
STRATEGY
§ CO-WORKING
0
10.000
20.000
30.000
40.000
50.000
60.000
70.000
80.000
90.000
100.000
2015 2016
77.072 81.418
7.761
8.7481.541
5.731
Paper Collection WTR Collection M+ Collection(*)
20. DISTRIBUTION
PRODUCT
RANGE
AWARENESS
AWARENESS
• Consumer proximity
• Unique positioning
PRODUCT RANGE
• Capturing evolving needs
• Premium products
DISTRIBUTION
• Multichannel platform
• Consumer-relevant products
MOLESKINE’S STRATEGIC PILLARSINTRODUCTION
SHORT TERM
STRATEGY
§ PRODUCT
RANGE
§ DISTRIBUTION
§ AWARENESS
LONG TERM
STRATEGY
§ CO-WORKING
21. STRIP PRODUCT RANGE 1/2
PAPER COLLECTION
• Mantain ltd. Editions
• New formats
• New colors
M+ COLLECTION
• Expand range
• New formats
DISTRIBUTION
PRODUCT
RANGE
AWARENESS
WRITING
• Silver Pencil
Already createdby
Napkin® for Pininfarina
INTRODUCTION
SHORT TERM
STRATEGY
§ PRODUCT
RANGE
§ DISTRIBUTION
§ AWARENESS
LONG TERM
STRATEGY
§ CO-WORKING
24. INTRODUCTION
SHORT TERM
STRATEGY
§ PRODUCT
RANGE
§ DISTRIBUTION
§ AWARENESS
LONG TERM
STRATEGY
§ CO-WORKING
EXPAND DISTRIBUTION
GO SUPER GLOBAL
• Increase Direct Stores in strategic
locations (train stations,
airports ecc.)
B2B
Moleskine can help companies tell their
stories.
New segments can be reached:
• AD HOC CORPORATE NOTEBOOKS
• CORPORATE LIMITED EDITIONS
DISTRIBUTION
PRODUCT
RANGE
AWARENESS
Moleskine stores
Moleskine Shop in Shop
Moleskine Selling Point
26. MOLESKINE CAFE’
Genève Aéroport 2015
Milano Brera district 2016
• Café littéraire- style
• Creative and soothing space for
relaxing or working
However
Excessive brand stretching
No core competencies
Definitely NOT strategic
INTRODUCTION
SHORT TERM
STRATEGY
§ PRODUCT
RANGE
§ DISTRIBUTION
§ AWARENESS
LONG TERM
STRATEGY
§ CO-WORKING
27. CO-WORKING SPACES
• Modern working method
• Dynamic environment based on
sharing and communicating
• Catches moleskine’s main target: the creative class
• Moleskine forniture by Driade
• Can be reproduced globally
• Smaller investment
by
INTRODUCTION
SHORT TERM
STRATEGY
§ PRODUCT
RANGE
§ DISTRIBUTION
§ AWARENESS
LONG TERM
STRATEGY
§ CO-WORKING