This document summarizes Moynat's plan to revitalize the brand by launching a new line of bags called "On the Road to Color" targeting younger customers. The line will feature existing bag styles in new colors and fabrics available for customization by local artists. Moynat will open pop-up stores in 10 global cities and launch a marketing campaign. Financial projections show the new line achieving EBITDA breakeven at €2.9M in sales its second year. The strategy aims to attract Millennial customers and make Moynat more competitive against rivals like Goyard, Hermes and Louis Vuitton.

1. Raphaelle Darragon
Farouk Dhanidina
Irina Gurova
Salome Katwiwa
Peter No
Sandia Nassila
Anney Lien
Rejuvenating Moynat
“On the Road to Color”
Luxury Distribution
and Retail
Winter Trimester
April 2nd, 2013

2. Agenda
2
• Moynat – The revival of a brand
• Positioning – Value Proposition, Competitors, SWOT
• Retail Concept & Customer Experience
• Marketing & Got to Market Strategy
• Financials

3. Moynat – The revival of a brand
3
Luxury, by Moynat
heritage, craftmanship, timelessness, elegance, simplicity

4. Value proposition “ On the Road to
Color”
4
Target Market • Young adults “Millenials” ( 20 – 35 years old) with a high purchasing power
Purpose
(Compelling need…)
• Attracting a younger clientele is congruent with the rebirth of Moynat, and will
allow the brand to be more competitive towards its main competitors (i.e:
Goyard, Hermès, Vuitton)
Solution
(Product / Service)
(Pricing / Promotion)
• Creation of a line of bags called “On the road to Color” targeting young adults
(Male, Female), that will be based on the brand’s existing products (Régane,
Cabotin, Ballerine, Poursuite) and propose them in new colours and fabrics, and
allow for premium customization by artists.
• Price structure will remain the same for the new color proposals, but customization
by an artist will vary between 800€ and 1500€ per bags
• Specific promotion using “Promenade” series around the world will be launched, as
well as global paper & online campaign
Benefits
• This new line will allow the brand to grab a new segment of clients that would become
long-term clients, and are rapidly becoming top luxury customers worldwide
Experience
• Opening of Moynat’s pop-up stores in 10 Locations
• Development of the brand’s website
Differentiator • Traditional crafmantship, exclusivity of the line

5. Value proposition “ On the Road to
Color”
5
Régane
Cabotin
BallerinePoursuite

6. •Customization with local artists
6
Value proposition “ On the Road to
Color”

7. Moynat – Competitors I
7

8. Moynat – Competitors II
8

9. SWOT
9
Moynat
“On the
Road to
Color”
Strengths
- Exclusive brand offering traditional craftsmanship
- Brand with strong history and DNA
- Recent launches of younger design
- New collaboration with young artists
Opportunities
- Luxury industry is growing continuously
- Luxury customers are becoming even
younger
- Support and important investment from the
Arnault Group
Weaknesses
- Brand lacks recognition compared to its
competitors
- No strong recognizable bag models
- Not much choice in terms of bags and lines of bags
- Weak online presence
- Exclusive point of sale,only 1 store in Paris
Threats
- Strong competitors with loyal customers
- Current clients of the brand might feel
left apart with the new direction the brand
is taking

10. Store concept and customer experience
10
Being
welcoming,
sincere and
friendly to
customers
Treat them
as guests
to
someone’s
home
Browse the catalogues
together and explain new
trends
Personal assistant who knows
very well his clients
Why not have souvenirs?
“which color did you
choose to wear today?”,
“which is your favorite
Moynat bag?”
Pop-up stores

11. Go To Market Strategy
11
•Development of Online Presence
 Personnalization of the bag (choose colors, patterns)
 The client is contacted by sales representatives

12. •New Pop Up Stores
• Focus of stores in USA & Asia
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Go To Market Strategy - Stores
Country City Location
United Kingdom London New Bond St.
USA Los Angeles Fifth Avenue
USA New York Rodeo Drive
China Beijing Wangfujing
China Shanghai Plaza 66
Japan Tokyo Ginza
UAE Dubai Burjuman
RUSSIA Moscow Tverskaya

13. Go To Market Strategy - Pricing
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•Pricing Strategy
Line of Bag Estimated Price
(Euro)
Cabotin 2550
Poursuite 2900
Ballerine 3000
Rejane 3200
•Customization Option
• Simple Logos (200-600 Euro)
• Limited Edition Prints (800-1500 Euro)

14. Go To Market Strategy - Promotion
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•Celebrity Partnerships
• Continue with Jeanne Damas & Caroline de Maigret
• Join other celebrities, bloggers such as:
Gaspard Ulliel, Lou Doillon, Natalia Vodianova, Yao Chen, Miroslava Duma…
•Increased Advertising as a whole
• Magazine Advertising
• Internet Advertising (Social Media Collaborations, launch the
“Promenade” series etc.)
• Fashion Weeks
• Celebrity Events

15. Financials – Real Estate Expenses
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Main Store Paris
Source: Cushman & Wakefield Research Publication – « Main Streets across the world »
Pop-up Store - Annual Rental
Country City Street €/m²/year
Size
(sqm)
Length in time
(weeks)
Total (euros)
UK London New Bond Street 7,942 120 8 146,622
USA New York Fifth Avenue 21,204 100 8 326,215
USA Los Angeles Rodeo Drive 540 100 8 8,308
Singapore Singapore Orchard Road 3,053 120 8 56,363
Hong Kong Hong Kong Tsim Sha Tsui 13,122 100 8 201,877
China Shanghai Plaza 66 2,745 120 8 50,677
China Beijing Wangfujing 3,421 120 8 63,157
Japon Tokyo Ginza 8,962 120 8 165,452
UAE Dubai Burjuman Center 1,300 120 8 24,000
Russia Moscou Tverskaya 3,546 120 8 65,465
Total 1,108,135

16. Financials – P & L
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Main assumptions:
- Sales based on 2011 performance
- Cost of good sold: 35%
- Marketing and sales: online management,
advertising, Pop-up stores launch
- General administrative: 8%
- Inflation rate : 2%
- LVMH 2012 annual report

17. Financials
17
Year 2: EBITDA breakeven at turnover of €2,897,952.7, i.e. around €8,000 per day.
Year 1 Year 2 Year 3 Year 4
2,212,013 2,639,816 3,042,652 3,506,961
(774,204) (923,936) (1,064,928) (1,227,436)
1,437,808 1,715,880 1,977,724 2,279,524
Online Management (100,000) (77,000) (77,000) (77,000)
Advertising (350,000) (357,000) (364,140) (371,423)
Pop Up Store launch (300,000) - - -
Other (20,000) (20,400) (20,808) (21,224)
(176,961) (211,185) (243,412) (280,557)
incl. Payroll and related expenses (16,000) (16,320) (16,646) (16,979)
490,847 1,050,295 1,272,364 1,529,321
Sales in Pop Up stores 16,207,800 - - -
Cost of sales in Pop Up stores (5,565,788) - - -
Collaboration with artists (522,000) - - -
Other (55,692) - - -
10,555,168 1,050,295 1,272,364 1,529,321
Rent
Paris (1,178,200) (1,201,764) (1,225,799) (1,250,315)
Pop Up Stores (1,108,135)
8,268,832 (151,469) 46,564 279,005
Sales in Paris Store
Cost of sales Paris
GROSS MARGIN
Maketing and selling expenses
EBITDA
GROSS OPERATING PROFIT
Other operating income and expenses
PROFIT FROM RECURRING OPERATIONS
General and administrative expenses

18. Any questions ?