Competitive Dynamics in the Watch Industry: the Swatch Case StudyLuca Castellanza
How can watch manufacturers survive in their fast-evolving environment? What should be their reaction to smartwatches and constantly changing forces? How can they differentiate from competitors?
The document proposes a strategic plan from the perspective of the Swatch Group Ltd.
En France, Dim est l’une des campagnes les plus populaires, connues et reconnues, l’une des marques qui disposent de la plus forte notoriété, quelques notes de musique qui signifient beaucoup et que l’on reconnait. Pourtant, ce cas présente d’autres intérêts : l’exemple d’une collaboration réussie de plusieurs décennies entre une marque et son agence, la capacité à « maintenir un cap », l’expression de la femme libre et moderne, quelle que soit la période ou le produit considéré, une puissante capacité de vision et de compréhension de la société et de ses mutations, qui lui a permis de réaliser d’audacieuses diversifications (en lançant, à titre d’exemple, Dim Hommes) et UNE VRAIE OBSESSION DE L’INNOVATION.
Ce parcours d’un demi-siècle a pu connaître quelques ratés ou déviations, mais Dim demeure toujours en tête, aussi longtemps après son lancement, ce qui est loin d’être fréquent.
Ces slides ont été réalisés dans le cadre du projet IONIS Brand Culture.
Pour découvrir l'intégralité des cas étudiés, rendez-vous sur : www.ionisbrandculture.com.
This document summarizes marketing mix decisions for Ryanair and Easyjet airlines. It discusses how both airlines were established in the 1980s and pursued a strategy of low ticket prices. Key points included how Ryanair started with 5,000 passengers in its first year and Easyjet was founded by Stelious Haji-loannou at age 28. The document also examines the advantages and risks of low pricing strategies, conditions needed to charge low prices, and why EasyCinema's low movie pricing model failed while Ryanair and Easyjet have found ongoing success.
Simbound Simulation pour Cours de Digital MarketingAtraki
Jeu d'entreprise 100% marketing digital (SEA, Webanalyse, E-mailing, Community Management), pour dynamiser vos cours et formations en webmarketing.
Mettez vos étudiants dans la peau d’un Manager E-commerce et faites-leur simuler des campagnes de publicité en ligne !
Plus besoin d’accès aux plateformes du marché ni de budget publicitaire pour s’exercer.
Simbound: l’apprentissage du marketing digital par la pratique et le jeu !
Competitive Dynamics in the Watch Industry: the Swatch Case StudyLuca Castellanza
How can watch manufacturers survive in their fast-evolving environment? What should be their reaction to smartwatches and constantly changing forces? How can they differentiate from competitors?
The document proposes a strategic plan from the perspective of the Swatch Group Ltd.
En France, Dim est l’une des campagnes les plus populaires, connues et reconnues, l’une des marques qui disposent de la plus forte notoriété, quelques notes de musique qui signifient beaucoup et que l’on reconnait. Pourtant, ce cas présente d’autres intérêts : l’exemple d’une collaboration réussie de plusieurs décennies entre une marque et son agence, la capacité à « maintenir un cap », l’expression de la femme libre et moderne, quelle que soit la période ou le produit considéré, une puissante capacité de vision et de compréhension de la société et de ses mutations, qui lui a permis de réaliser d’audacieuses diversifications (en lançant, à titre d’exemple, Dim Hommes) et UNE VRAIE OBSESSION DE L’INNOVATION.
Ce parcours d’un demi-siècle a pu connaître quelques ratés ou déviations, mais Dim demeure toujours en tête, aussi longtemps après son lancement, ce qui est loin d’être fréquent.
Ces slides ont été réalisés dans le cadre du projet IONIS Brand Culture.
Pour découvrir l'intégralité des cas étudiés, rendez-vous sur : www.ionisbrandculture.com.
This document summarizes marketing mix decisions for Ryanair and Easyjet airlines. It discusses how both airlines were established in the 1980s and pursued a strategy of low ticket prices. Key points included how Ryanair started with 5,000 passengers in its first year and Easyjet was founded by Stelious Haji-loannou at age 28. The document also examines the advantages and risks of low pricing strategies, conditions needed to charge low prices, and why EasyCinema's low movie pricing model failed while Ryanair and Easyjet have found ongoing success.
Simbound Simulation pour Cours de Digital MarketingAtraki
Jeu d'entreprise 100% marketing digital (SEA, Webanalyse, E-mailing, Community Management), pour dynamiser vos cours et formations en webmarketing.
Mettez vos étudiants dans la peau d’un Manager E-commerce et faites-leur simuler des campagnes de publicité en ligne !
Plus besoin d’accès aux plateformes du marché ni de budget publicitaire pour s’exercer.
Simbound: l’apprentissage du marketing digital par la pratique et le jeu !
Marketing Intelligence analysis on designer clothes brand Chloé. Presented as part of the Marketing Strategy compulsory module in the MSc in International Management at the University of Exeter, England on December 2nd, 2009.
Marked with a Distinction.
Porsche is a German automobile manufacturer known for high-end luxury sports cars. Founded in 1931, Porsche is headquartered in Stuttgart, Germany and owned by Volkswagen AG. Porsche sells high-performance vehicles worldwide, including popular models like the 911, Boxster, Cayman, Panamera, Cayenne and 918 Spyder. While expensive starting at over $50,000, Porsche positions itself as providing high quality, high performance cars for elite customers seeking luxury and status.
This document provides an agenda and background information for discussing options for marketing and selling the exceptional 2009 wine from a chateau. It discusses analyzing the strengths, weaknesses, opportunities, and threats (SWOT) and performing a Porter's five forces analysis. Two main alternatives are discussed: selling the wine in bulk to negociants or bottling and selling it under the chateau's own brand. Key considerations are presented around product positioning, target markets, pricing, promotion, brand image, and supply. The document concludes with recommendations to be discussed.
Gucci is an Italian luxury brand founded in 1921 known for leather goods, fashion, and creativity. It is part of the Kering group and has seen success under creative director Alessandro Michele since 2015. Gucci utilizes a digital-first strategy across its website, social media, mobile apps, and innovative pop-up experiences to engage younger consumers and drive brand awareness.
The document provides information about the Airbus A380 aircraft, including its key specifications and features. It summarizes that the A380 is a double-deck, four-engine airliner manufactured by Airbus that can carry 555 passengers in standard configuration. Some of its key aspects include its large 79.8 meter wingspan, 73 meter length, 24.1 meter height and maximum takeoff weight of over 1.2 million pounds. It has a longer range than the Boeing 747 and provides passengers with more space and amenities due to its double-deck design. The arrival of the A380 in India made aviation history as it landed at the New Delhi airport despite runway width limitations.
1. The document discusses through-life costs, which are the total costs of owning an aircraft over its lifetime, including acquisition, maintenance, fuel and personnel costs. It notes that customers are increasingly asking manufacturers like Airbus to consider through-life costs in aircraft design.
2. Airbus is taking several initiatives to address through-life costs, such as collaborating on integrated wing and life cycle cost modeling projects. These aim to better evaluate how new technologies impact overall costs.
3. Balancing performance improvements with implementation costs will be important for future designs to meet environmental and resource constraints while remaining affordable over the long run.
The document provides an analysis of LVMH's international strategy as a multi-brand luxury conglomerate. It discusses how LVMH manages its portfolio of brands through both acquisitions and organic growth. LVMH focuses on rapid international expansion through strategic acquisitions of star luxury brands and increasing its retail network for organic growth. However, managing such a diverse portfolio of brands creates challenges around coordination and ensuring attention to all brands.
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...Jamar Johnson
Final Assignment performed by Jamar Johnson and IE Business School classmates for our Global Operations and Supply Chain Management course. The class was taught by Professor and Associate Dean of IE Business School, Luis Solis.
Mercedes-Benz IMC Marketing Campaign by Miles MinnaarMilesMinnaar
An IMC Marketing Campaign I created for my introduction to advertising class I took in 2020. Special thanks to Barry Smith, my professor, for teaching me.
The document discusses the growing importance of global marketing. It covers reasons for globalization like saturation of domestic markets and increased competition. It also examines the convergence and divergence of global markets and consumer behavior. Finally, it outlines the evolution of global marketing approaches and various theories related to international trade and multinational enterprises.
Gopro is launching a brand extension called AdventoPro focused on adventure travel courses for female millennials. The courses will teach skills like scuba diving, surfing, and mountain climbing in multiple countries over 1-6 month periods. Competitors offer similar adventure tours but AdventoPro differentiates by focusing on developing one skill per course and capturing memories on GoPro videos. The positioning strategy emphasizes empowering women through skills development and donations to women's causes. The launch plan includes digital marketing, influencer marketing, and content promoting women's empowerment. Customer service includes consultations, medical support during courses, and personalized GoPro videos.
Depuis sa création, le voyage est au cœur de l’histoire et du positionnement de la marque. Malletier d’origine, Louis Vuitton a accompagné les plus grands explorateurs, hommes d’État et pionniers dans leurs déplacements.
Louis Vuitton rompt définitivement les codes classiques de la communication du luxe pour recentrer sa communication sur l’élément primordial de son histoire sans lequel la marque n’aurait pas de raison d’exister : le voyage.
Ainsi, le voyage n’est plus un simple déplacement physique mais une expérience personnelle, une rencontre avec les autres et surtout avec soi-même durant lequel le bagage, puis les autres produits de la marque, deviennent des compagnons de route, des complices.
Porsche mission e project _ final presentationfilippo cheli
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
Ryanair was founded in 1985 and has grown to become Europe's largest low-cost airline. It focuses on serving customers who prioritize low fares over other amenities. Ryanair uses an online-focused marketing strategy, operating the largest airline booking website to eliminate agency surcharges and target cost-conscious customers. It continues expanding to new destinations in emerging markets while also working to enhance service quality as it competes against other low-cost carriers in Europe.
The features of the global marketing of luxury products (on the example of lo...diana_vardanyan
Aim - determine the characteristics of global production marketing and develop practical recommendations for the implementation of marketing strategies companies in the global market.
1 part
was studied the international marketing strategies
were identified the features of of the global marketing of luxury products
2 part
was examined the activity of a conglomerate LVMH
was analyzed the market for luxury goods and the competitive environment
3 part
were developed recommendations for the company Louis Vuitton in global marketing
were developed practical recommendations in the global marketing field for companies operating in the sphere of luxury goods
Projet fictif réalisé dans le cadre du cours "Stratégies de distribution" du MSc2 Fashion Marketing, Design & Brand Strategies à l'INSEEC.
Aucun plagiat ne sera toléré.
Comment Wattpad a-t-il réinventer l'écriture en ligne ?
Alors que l'écriture en ligne se développe de plus en plus, Wattpad à sur se montrer innovant. Cette plate-forme attire aujourd'hui un large public, principalement adolescent. Il leur permet d'écrire ce qu'ils veulent, tout en étant libérer de toute contrainte.
The document outlines the strategic analysis of a cosmetics company. The company's vision is to be the leading makeup authority among professionals and consumers by providing superior quality services and a secure work environment. Its mission is inclusiveness for all ages, races, and sexes. The corporate strategies focus on maintaining market leadership, expanding internationally, maintaining supplier relationships, and constantly innovating products while upholding social and environmental responsibility. The business strategies distinguish between professional and consumer product lines while maintaining competitive prices, participating in fashion events, and promoting through celebrities. Functional strategies include practical makeup tests for interviews, online customer support, satisfaction guarantees, and personalized product recommendations.
This single word document contains the name "Chloé". No other context or details are provided about who or what Chloé refers to. In just one word, this document introduces the name Chloé but does not provide any other information to understand who or what this name represents.
Marketing Intelligence analysis on designer clothes brand Chloé. Presented as part of the Marketing Strategy compulsory module in the MSc in International Management at the University of Exeter, England on December 2nd, 2009.
Marked with a Distinction.
Porsche is a German automobile manufacturer known for high-end luxury sports cars. Founded in 1931, Porsche is headquartered in Stuttgart, Germany and owned by Volkswagen AG. Porsche sells high-performance vehicles worldwide, including popular models like the 911, Boxster, Cayman, Panamera, Cayenne and 918 Spyder. While expensive starting at over $50,000, Porsche positions itself as providing high quality, high performance cars for elite customers seeking luxury and status.
This document provides an agenda and background information for discussing options for marketing and selling the exceptional 2009 wine from a chateau. It discusses analyzing the strengths, weaknesses, opportunities, and threats (SWOT) and performing a Porter's five forces analysis. Two main alternatives are discussed: selling the wine in bulk to negociants or bottling and selling it under the chateau's own brand. Key considerations are presented around product positioning, target markets, pricing, promotion, brand image, and supply. The document concludes with recommendations to be discussed.
Gucci is an Italian luxury brand founded in 1921 known for leather goods, fashion, and creativity. It is part of the Kering group and has seen success under creative director Alessandro Michele since 2015. Gucci utilizes a digital-first strategy across its website, social media, mobile apps, and innovative pop-up experiences to engage younger consumers and drive brand awareness.
The document provides information about the Airbus A380 aircraft, including its key specifications and features. It summarizes that the A380 is a double-deck, four-engine airliner manufactured by Airbus that can carry 555 passengers in standard configuration. Some of its key aspects include its large 79.8 meter wingspan, 73 meter length, 24.1 meter height and maximum takeoff weight of over 1.2 million pounds. It has a longer range than the Boeing 747 and provides passengers with more space and amenities due to its double-deck design. The arrival of the A380 in India made aviation history as it landed at the New Delhi airport despite runway width limitations.
1. The document discusses through-life costs, which are the total costs of owning an aircraft over its lifetime, including acquisition, maintenance, fuel and personnel costs. It notes that customers are increasingly asking manufacturers like Airbus to consider through-life costs in aircraft design.
2. Airbus is taking several initiatives to address through-life costs, such as collaborating on integrated wing and life cycle cost modeling projects. These aim to better evaluate how new technologies impact overall costs.
3. Balancing performance improvements with implementation costs will be important for future designs to meet environmental and resource constraints while remaining affordable over the long run.
The document provides an analysis of LVMH's international strategy as a multi-brand luxury conglomerate. It discusses how LVMH manages its portfolio of brands through both acquisitions and organic growth. LVMH focuses on rapid international expansion through strategic acquisitions of star luxury brands and increasing its retail network for organic growth. However, managing such a diverse portfolio of brands creates challenges around coordination and ensuring attention to all brands.
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...Jamar Johnson
Final Assignment performed by Jamar Johnson and IE Business School classmates for our Global Operations and Supply Chain Management course. The class was taught by Professor and Associate Dean of IE Business School, Luis Solis.
Mercedes-Benz IMC Marketing Campaign by Miles MinnaarMilesMinnaar
An IMC Marketing Campaign I created for my introduction to advertising class I took in 2020. Special thanks to Barry Smith, my professor, for teaching me.
The document discusses the growing importance of global marketing. It covers reasons for globalization like saturation of domestic markets and increased competition. It also examines the convergence and divergence of global markets and consumer behavior. Finally, it outlines the evolution of global marketing approaches and various theories related to international trade and multinational enterprises.
Gopro is launching a brand extension called AdventoPro focused on adventure travel courses for female millennials. The courses will teach skills like scuba diving, surfing, and mountain climbing in multiple countries over 1-6 month periods. Competitors offer similar adventure tours but AdventoPro differentiates by focusing on developing one skill per course and capturing memories on GoPro videos. The positioning strategy emphasizes empowering women through skills development and donations to women's causes. The launch plan includes digital marketing, influencer marketing, and content promoting women's empowerment. Customer service includes consultations, medical support during courses, and personalized GoPro videos.
Depuis sa création, le voyage est au cœur de l’histoire et du positionnement de la marque. Malletier d’origine, Louis Vuitton a accompagné les plus grands explorateurs, hommes d’État et pionniers dans leurs déplacements.
Louis Vuitton rompt définitivement les codes classiques de la communication du luxe pour recentrer sa communication sur l’élément primordial de son histoire sans lequel la marque n’aurait pas de raison d’exister : le voyage.
Ainsi, le voyage n’est plus un simple déplacement physique mais une expérience personnelle, une rencontre avec les autres et surtout avec soi-même durant lequel le bagage, puis les autres produits de la marque, deviennent des compagnons de route, des complices.
Porsche mission e project _ final presentationfilippo cheli
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
Ryanair was founded in 1985 and has grown to become Europe's largest low-cost airline. It focuses on serving customers who prioritize low fares over other amenities. Ryanair uses an online-focused marketing strategy, operating the largest airline booking website to eliminate agency surcharges and target cost-conscious customers. It continues expanding to new destinations in emerging markets while also working to enhance service quality as it competes against other low-cost carriers in Europe.
The features of the global marketing of luxury products (on the example of lo...diana_vardanyan
Aim - determine the characteristics of global production marketing and develop practical recommendations for the implementation of marketing strategies companies in the global market.
1 part
was studied the international marketing strategies
were identified the features of of the global marketing of luxury products
2 part
was examined the activity of a conglomerate LVMH
was analyzed the market for luxury goods and the competitive environment
3 part
were developed recommendations for the company Louis Vuitton in global marketing
were developed practical recommendations in the global marketing field for companies operating in the sphere of luxury goods
Projet fictif réalisé dans le cadre du cours "Stratégies de distribution" du MSc2 Fashion Marketing, Design & Brand Strategies à l'INSEEC.
Aucun plagiat ne sera toléré.
Comment Wattpad a-t-il réinventer l'écriture en ligne ?
Alors que l'écriture en ligne se développe de plus en plus, Wattpad à sur se montrer innovant. Cette plate-forme attire aujourd'hui un large public, principalement adolescent. Il leur permet d'écrire ce qu'ils veulent, tout en étant libérer de toute contrainte.
The document outlines the strategic analysis of a cosmetics company. The company's vision is to be the leading makeup authority among professionals and consumers by providing superior quality services and a secure work environment. Its mission is inclusiveness for all ages, races, and sexes. The corporate strategies focus on maintaining market leadership, expanding internationally, maintaining supplier relationships, and constantly innovating products while upholding social and environmental responsibility. The business strategies distinguish between professional and consumer product lines while maintaining competitive prices, participating in fashion events, and promoting through celebrities. Functional strategies include practical makeup tests for interviews, online customer support, satisfaction guarantees, and personalized product recommendations.
This single word document contains the name "Chloé". No other context or details are provided about who or what Chloé refers to. In just one word, this document introduces the name Chloé but does not provide any other information to understand who or what this name represents.
The document discusses the history and present of the fashion brand Chloe. It provides background on founder Gaby Aghion and current creative director Clare Waight Keller. The Fall 2014 collection drew inspiration from minimalism of the 1960s with a focus on releasing the female body through elegant silhouettes. Comparisons are made between Chloe and other brands like Celine and Stella McCartney. The prevailing zeitgeist emphasizes environmentalism, simplicity and living responsibly against a backdrop of events like climate change and economic instability. Technology is interwoven in daily life but there is a desire to disconnect as well.
This exhibition at the Palais de Tokyo in Paris from September to November 2012 celebrates the 60th anniversary of the fashion house Chloé. It features over 70 garments and accessories from Chloé's history under its nine creative directors. The exhibition aims to showcase Chloé's vision of modern femininity and redefine perceptions of the brand which are often seen as bohemian. It accompanies the re-release of 16 iconic pieces from the archive in celebration of the anniversary. The exhibition space was designed by curator Judith Clark to reflect Chloé's core themes through displays of the featured garments and accompanying photographs.
This document is a summer training report submitted by Tushar Sinha for his post graduate diploma program. It studies customer satisfaction and delight towards Amul beverages in the Delhi market. Amul is an Indian dairy cooperative based in Gujarat that markets dairy products under the Amul brand. The report provides an overview of Amul, including its founding, vision, mission, values, and manufacturing plants. It studies retailer and customer perceptions of Amul beverages and finds that while customers are satisfied with taste, competitors offer lower prices. It provides recommendations to increase sales and better meet retailer needs.
Hero Cycle is the world's largest bicycle manufacturer based in India. It has continuously innovated and changed its production processes since 1956. Some key aspects of Hero Cycle's operations management that have contributed to its success include having 90% of vendors located within 10 km to reduce costs, developing new products within 2-10 days, and achieving a 50% market share in India. Hero Cycle focuses heavily on quality control, total quality management, and just-in-time manufacturing principles. It aims to deliver high quality products to customers through efficient processes and continuous improvement efforts.
Chloe's 2016 spring/summer advertising campaign features models traveling through Buenos Aires, Argentina. The target market is young professional women in their 20s with disposable income interested in fashion. Through natural-looking photos set in sunny locations, the campaign aims to portray a carefree, adventurous lifestyle and sell the Chloe brand image. Models are shown relaxing in loose, bohemian-style Chloe clothing. The campaign utilizes Instagram, Facebook, and other social media to raise awareness of the collection and brand among its target audience.
Chloé is a French fashion house founded in 1952 in Paris. It is known for its "ready-to-wear" and "resort" styles. The company's founder, Gaby Aghion, coined the term "prêt-à-porter" meaning ready-to-wear. In 1997, Stella McCartney became the creative director and brought a new romantic feel while maintaining the vintage style. Chloé targets females aged 25-45 and has different collections like ready-to-wear, accessories, children's wear, and its popular fragrance line.
The document reports on a study conducted on the market analysis and sales development of Amul Taaza milk in Kanpur City. The study involved collecting primary data through questionnaires distributed to retailers and customers, as well as secondary data from the Amul website and other sources. The objective of the study was to analyze Amul's retail network and market share in Kanpur, understand customer preferences, and identify areas for improving sales of Amul Taaza milk.
Hindustan Unilever Limited Marketing Strategies for rural and urban India for toothpaste, detergent and other markets. Comparison between already applied steps and possible steps.
- The document provides an overview of Michael Kors as a global luxury lifestyle brand founded in 1981 by American fashion designer Michael Kors.
- It describes the company's product lines including clothing, accessories, watches, jewelry, eyewear, and fragrances/beauty products ranging in price from $20 to $3,995.
- Key products discussed are handbags, shoes, and watches which are part of the Michael Kors Collection and more affordable MICHAEL Michael Kors collection.
Hindustan Unilever Limited (HUL) is the largest fast-moving consumer goods company in India. It was incorporated in 1933 and is headquartered in Mumbai, with over 16,000 employees. HUL is majority owned by Unilever, with brands spanning food, beverages, cleaning agents and personal care. HUL has a wide reach across India, with products used by over two-thirds of Indians and a distribution network of over 6.4 million retail outlets. The company focuses on sustainability and empowering communities through initiatives such as Project Shakti.
Chloe Shaw is an up-and-coming 20-year-old folk/indie singer-songwriter from London who writes her own material and performs primarily with her acoustic guitar. She has played local pubs and clubs, participated in school choir, and studied music at Brit School. Her target audience is middle-class people in their early 20s to mid 30s who enjoy social media and an independent, bohemian lifestyle. Her manager is promoting her through local performances and merchandise sales at an upcoming show with Ed Sheeran. Chloe has over 200,000 social media followers and 30 million video views, and her fan base includes modern working women who see her as a positive role model.
The presentation contains Marketing Strategies of Hindustan Lever Limited(HUL) which helped it in becoming India's number 1 in FMCG. It is made as an assignment report in first semester of MBA.
The document provides statistics on the global and US perfume industries. Some key details include:
- The annual global perfume industry sales revenue is $27.5 billion, while the US market is $5.2 billion.
- In 2002, there were 756 perfume brands in US department stores.
- Only 1% of celebrity perfume brands are priced over $75, compared to 46% of designer perfume brands.
- 87% of American women use perfume.
- Coty Inc holds 13% of the fragrance market share.
The document provides an overview of market trends and M&A activity in the cosmetics and fragrances sector. It notes that the sector is growing steadily due to increasing demand for personalized and clean beauty products, as well as the rise of e-commerce. Asia Pacific represents the largest market share at 35% and is growing the fastest. M&A activity has also increased significantly in recent years as strategic and financial buyers look to expand their product portfolios. The document outlines the expertise and methodology of GEREJE Corporate Finance in advising clients on buy-side, sell-side and fundraising mandates in the sector, noting their experience and access to both strategic and financial investors globally.
The document provides an overview of market trends and M&A activity in the beauty and fragrance sector.
It discusses key market trends such as the personalization of products and services, the growth of omnichannel retail, increasing demand for clean beauty, and Asia Pacific emerging as the largest market.
The document also analyzes M&A trends in the sector, noting strong deal activity driven by strategic and financial buyers looking to expand product offerings. Recent transactions are highlighted.
Finally, it outlines GEREJE Corporate Finance's expertise in advising clients on deals in the beauty and fragrance industry, including their international presence, access to investors, track record, and methodology for buy-side mandates
The document provides an overview of an advanced strategic management course. The objectives are to understand strategic concepts and apply them to analyze enterprise performance, generate and evaluate strategic options, and implement strategies. The course also aims to integrate previous learning and develop general management skills. It then discusses the concept of strategy, defining it as determining long-term goals and adopting actions and allocating resources to achieve those goals. Different levels of strategy are described, from functional to business to corporate. Successful strategies are said to have effective implementation, understanding of the environment, objective resource appraisal, long-term objectives, and agreement. The document frames strategy as a quest for profit and discusses maximizing shareholder value over profit alone.
The document provides an overview of a strategic management course. The objectives are to familiarize students with strategic management concepts and frameworks, and develop their ability to apply these concepts to understand business performance, generate strategy options, assess options under uncertainty, select and implement strategies. The course also aims to integrate previous learning and develop a general management perspective and judgment.
This document provides an overview and agenda for a one-day A2 economics revision workshop focusing on key concepts related to costs, revenues, business objectives, and competition. The workshop includes introductory content, interactive activities, and exam-style questions to help students improve their examination skills and techniques. Additional independent revision activities are also provided.
The document discusses market trends in the cosmetics and fragrances sector, including a growing demand for personalized and clean beauty products, as well as the attractiveness of Asia Pacific as the largest market. It also examines M&A trends in the sector, such as a high number of deals driven by strategic and financial buyers looking to expand product offerings. The document then outlines Gereje Corporate Finance's expertise in advising clients on buy-side and sell-side M&A transactions in the cosmetics and fragrances industry.
The document discusses the knitwear industry in Ludhiana, Punjab, India. It provides background on the origins and major centers of the knitwear industry. It then discusses a case study conducted on knitwear exporters in Ludhiana, including their products, sales, challenges, government policies, and lack of CRM practices. The exporters face numerous issues like complex export processes, lack of infrastructure and technology, high costs, and rigid policies that negatively impact their business and customer relationships.
GCF - Our added Value in Cosmetics & Fragrances sector 0923.pdfHannahDerenbach
The document discusses mergers and acquisitions (M&A) trends in the cosmetics and fragrances sector. It provides an overview of M&A activity, noting consolidation by large companies and growing interest from financial investors. Recent deals and valuation multiples are examined. The expertise and methodology of the corporate finance firm in supporting M&A transactions in this industry are then outlined, including their access to potential transaction partners and experience facilitating deals.
GCF - Our added Value in Cosmetics & Fragrances sector 0923.pdfsunclarisse
The document discusses mergers and acquisitions (M&A) trends in the cosmetics and fragrances sector. It provides an overview of M&A activity, noting consolidation by major players and growing interest from financial investors. Recent deals and valuation multiples are examined. The expertise and methodology of the corporate finance firm in supporting M&A transactions in this industry are then outlined, including their access to potential targets and investors globally.
GCF - Our added Value in Cosmetics & Fragrances sector 0823.pdfHannahDerenbach
The document provides an overview of M&A trends and GEREJE Corporate Finance's expertise in the cosmetics and fragrances sector. It discusses the dynamic M&A activity in the sector driven by consolidation from leaders, mid-cap companies seeking scale, and financial investor appetite. GEREJE has extensive experience and access to over 450 potential target companies and 150 investors in the sector. Their expertise includes complex deal structuring and acting as long-term partners and advisors.
GCF - Our added Value in Cosmetics & Fragrances sector 1123.pdfClarisse35
The document discusses mergers and acquisitions (M&A) trends in the cosmetics and fragrances sector. It provides an overview of M&A activity, noting consolidation by major players and growing interest from financial investors. Key drivers include geographic expansion, demand for sustainable products, and interest in innovative brands. Recent transactions and typical valuation multiples are also examined. The expertise of the corporate finance firm in advising clients on M&A deals in this industry is then outlined.
Oriflame is a cosmetics company founded in 1967 that sells products through a direct sales model. It has 2.8 million sales consultants operating in 61 countries. Oriflame produces products in several countries and has a catalog model with new products launched every three weeks. In 2008, Oriflame saw sales increase 20% to €1.3 billion with operating profit rising 21% to €187 million as sales grew strongly in emerging markets like Russia, Poland, and Asia. Oriflame expects continued growth in emerging markets and aims to increase operating margins to 15% in the long run.
The document discusses the All-island Seedcorn Business Competition 2009. It provides information on previous winners, eligibility criteria, categories, prize money, and the process for entering the competition. Key dates are outlined, including the deadline to submit business plans, regional final dates, and the overall final. Common mistakes to avoid in business plans are also highlighted, such as being too long, using outdated examples, or lacking realism in the financial projections.
Objective is to reach the market share by 2 % in Indian retail industry through B2C channels and break even
Initiatives taken by Carrefour in India:
Before FDI:
Expand B2B stores in other parts of India, mainly Pune & Bangalore (May 2012)
Talks with Pantaloons group for Joint Venture
Assumptions:
Accomplishment of Joint Venture with Pantaloon group
Plans to open B2C stores in metro cities
The document provides an overview of the full structure of Walton, a Bangladeshi conglomerate. It describes the various departments within the organization, including finance, credit, marketing, audit, production, logistics, service, and human resources. It outlines the roles and responsibilities of each department as well as details about Walton's products, vision, history, and competitive strategies.
This document analyzes the cost sheet of Dabur India Limited for the fiscal year 2015-2016. It includes the preparation of the cost sheet, classification of costs into fixed and variable, and analysis using marginal costing tools. The analysis finds that variable costs account for 61.44% of total costs and the profit margin is 17% of net sales. The break-even point is Rs. 40,372 crores in sales and the margin of safety is 25% of actual sales.
This document provides an overview of market trends and M&A activity in the food and beverage sector. It discusses the growing market size for F&B, driven by factors like rising plant-based alternatives and food delivery. Digitalization is also transforming the industry through e-commerce, social media, and AI technologies. Recent M&A transactions in F&B are analyzed based on valuation metrics like TEV/EBITDA. The document also outlines GEREJE Corporate Finance's expertise in M&A advisory for the F&B sector, including their methodology for buy-side and fundraising mandates.
Similar to Sarbec Cosmetics France India Marketing Strategy (20)
1. Team 2B: Sukran Kasnak Laura Knaub Bhuvan Mathur Mélanie Monaco Sarah Mussol Yating Wang
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6. The Opportunities and Threats of India EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009 Opportunities Threats Good business relationships between France and India Tariff and non tariff barriers economic growth of 7,48% in 2008 according to the India Central Statistical Organization Investment grade BB+ High competition with many foreign companies willing to enter the market and strong position of the multinational groups 7% growth rate in the cosmetic market between 2009 and 2012 (RNOS) Low average purchasing power Increasing of the income level which leads to higher purchasing power Poor development of the retailing system Fast development of the middle class Price sensitive market Increasing share of women working High brand loyalty Cultural differences between India and France
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18. The hair care products: Institut Phyto Target: urban active people from 25 to 50 years old high disposable income Product: Institut phyto shampoo and conditioners Place: spas, hairdressers, drugstores, specialized stores Promotion: samples and leaflets offered in spas and at hairdressers EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009
19. Selling Price for the consumer: Rs 175 MS expectation: Sales expectations: The hair care products: Institut Phyto EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009 Year 2010 2011 2012 Market share 2% 2% 3% 2010 2011 2012 Expected Total Sales in the Market in value (Rs Million) 66 884.4 72 347.2 78 105 Expected SARBEC Sales in value (Rs Million) 2397.5 2555 2712.5 Expected SARBEC Sales in volume (Million units) 13.7 14.6 15.5
20. The Perfumes: C. de Farme Target: both male and female from 18 to 35 years old middle class + Perfumes as a gift Product: C. de Farme perfumes Place: A n exclusive distribution in the 3 big department stores Promotion: Samples will be given away in front of the major department stores EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009
21. The Perfumes The perfumes launched: EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009 Women Eau de toilette CAMELIA Eau de toilette TERNATA Eau de toilette SAMOA Men Eau de toilette EROS COOL Eau de toilette EROS FEVER Longboard
22. The Perfumes: C. De Farme Selling price to the consumer: Rs 1000 MS expectation: Sales expectations: EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009 Year 2010 2011 2012 Market share 1% 1-2% 3% 2010 2011 2012 Expected Total Sales in the Market in value(M€) 123.73 148.48 185.6 Expected SARBEC Sales in value(M€) 1.23 3.0 5.56 Expected SARBEC Sales in value(M Rs) (1€=69,942 Rs) 86.03 209.86 388.88
23. The Wipes: Corine de Farme Target: urban active people from 25 to 50 years old high disposable income Busy life Research of convenient and serviceable products Product: Baby wipes Facial cleansing wipes Family packages and on-the-go packages Place: supermarkets , department stores Promotion: Samples in schools, maternity, supermarkets Leaflets to educate customers EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009
24. The Wipes: Corine de Farme Selling price to the consumer: Rs 3,50 per wipe MS expectation: Sales expectations: EDHEC BUSINESS SCHOOL_TEAM 2B_01.12.2009 Year 2010 2011 2012 Market share 7% 8% 10% 2010 2011 2012 Expected total sales in the market in value Rs million 85.3 91.3 97 Sarbec expected sales in volume millions of units of package of 20 wipes 93.297 114.125 151.563 Sarbec Expected sales in value in Rs million 6.531 7.989 10.609