Case Study Gucci

Topics: Gucci, Luxury good, PPR Pages: 4 (877 words) Published: December 14, 2014

Gucci Group N.V. (A)
Case Study

Prepared by:

Garcia, Alexie Dharren
Lim, Irish Barbara
Menor, Leanne Fiel
Pagaduan, Jan Edward
Romblon, Allan Genesis

MWF 8:00-9:00pm C306

Prepared for:

Mr. Renante T. Timajo, MBA

December 5, 2014

A. Point of View
In this case study, we are using the point of view of a CEO in Gucci Group N.V. (A). We chose this standpoint because we are viewing deeply into the strategies of the company. We examined the company according to the past events, decisions and results that it has made. We also want to provide long-term assessments that can help the company make into action their vision and mission. Also, we want to check its goals and objectives if the company has been meeting it. Lastly, we want to make valuations that can contribute to the growth and development of the company. B. Vision and Mission

Become one of the leading luxury groups providing excitement and glamour to a global heterogeneous customer base. Mission
To become a group leader in the luxury market at world-wide level through: putting into effect and maintaining. C. The Business Model of the Company
Gucci focuses on what our brand name stands for--fashion. After our fall, we stopped settling for mediocrity and started revamping not just our stores but also the collections we sell in our stores. This catered the needs of our fashion-conscious target markets. Also, we have widened the range of products that we sell. We included scarves, fur coats, and the likes, and in return, a wider range of people patronized Gucci. Moreover, among the things that we changed for good is our pricing. We lowered our prices on leather goods by 80%. This was done to offer the customer good value out of the products they purchase. Our strategy in advertising and marketing focused on giving the company’s image a full renovation. This was done to establish the brand after the changes it has undergone. Afterwards, we have released other...
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